Terry EDUL 700

Access to the monthly checklist of the Superintendent from the School District of Reedsburg The Superintendent from the School District of Reedsburg reviewed the key tasks that take place monthly throughout the year. During the discussion, it was pointed out that there are things that happen every year, but the daily checklist is always changing. There was discussion about interactions with the school board as well. July Annual meeting preparation Preparation for the upcoming school year Administrative Retreats Preliminary budget defined Community interactions re: upcoming REFERENDUM (fall 2017) August Districtwide registration Administrative Retreats Same as July with additional tasks listed Detailed elements - Annual meeting Making connections Communicating with administrators - preparing for the new year Coordinating registration Community LISTENING SESSIONS re: Oct. 10 2017 Referendum Q September Finding a balance and ...

School Boards govern through Policy Governance or Coherent Governance.  The Coherent Governance framework manages by providing clarity to the roles of the superintendent and the board.  Coherent Governance has a clear vision for the district and expects the superintendent to manage the day to day operations for the district.  In the Coherent Governance framework, the superintendent assumes responsibility for employing, empowering, and developing the employees in the district.   I had the opportunity recently to attend school board meetings in the neighboring communities of baraboo and Reedsburg. Both were very similar in their format and style, although the meeting in Baraboo had quite a bit more levity throughout the meeting. For example, it seemed as if there was greater rapport among the members of the board there, where members in Reedsburg were more formal throughout. As a superintendent, within a Coherent Governance framework, I will provide leadershi...

As a district administrator tasked with developing a mission and vision for a district, I would take a deep breath and follow the advice of so many sharp individuals who encourage leaders to invite others to the table and define what it is we want to be and who we are.  I agree with those who say a mission and vision are only as powerful as the actions and contributions of those employed to follow them.   It was interesting to review how other districts approached this task.  Stoughton's "Glad, Sad, Mad" exercise, for example, was how they generated discussion among stakeholders in that community.  It started a fruitful dialogue that generated great possibility!  By working on the vision, stakeholders need to focus on what the district wants to achieve.  The school board, parents, staff, and other community members must be involved in the process.  District leaders have the responsibility to, as Peter Block states, invite and include others in...

COMMUNITY (Peter Block) Something about Peter Block's vision for how people should be sparks memories of when I felt alone, isolated, out of place and someone invited me to join in with them.  Those moments of belonging conjured up some of the most powerful emotions that one can feel.  That is why what he outlines as a structure for how we live is so profound.  The fact that it does not take many resources to structure our communities this way is also compelling. If only we could all feel this way! As I worked through the book, the themes of hospitality, invitation, and relationships kept coming up. As a leader in a school district that has so many ties to the community, in so many different ways, these ideas are so helpful in framing relationships that will only produce positive outcomes.  His idea of creating "social capital" struck me as our district gets closer and closer to a referendum vote this fall.  It has truly been a community effort to educate, p...