You’ll probably find nothing:<\/p>\n
What we’re looking for in a new Duluth School Superintendent.<\/p>\n
INDIVIDUAL CONSTITUENT GROUPS – Duluth<\/p>\n
\t\t\t\tBOARD OF EDUCATION<\/p>\n
These responses are not in order of importance, rather recorded as given. I have tallied the number of several highly repeated comments.<\/p>\n
The Board of Education identified the following goals for the District in the next three years.
\n\tImprove the image of the school district and the
\nBoard in the community.
\n\tContinue building positive labor-management relationships.
\n\tUniformity of curriculum and facilities across the District.
\n\tBuild trust and improve relationships among the Board, administration, and staff.
\n\tKeep more of our district’s resident students.
\n\tNeed to become a school system, not a system of schools.
\n\tMaintain the financial stability of the district keeping our 10% fund balance.
\n\tPass an operating levy.
\n\tNeed to implement a k-12 academic curriculum.
\n\tMaintain good communication with the Chamber.
\n\tContinue to work with struggling teachers.
\n\tWork with the schools to build stronger relationships between them.
\n\tIncrease the marketability of the district to keep students, community members and staff.
\n\tImprove the relationship between the Board and the district administration.<\/p>\n
The Board of Education identified the following challenges\/barriers for achieving the goals.
\n\tDivisiveness of the Board.
\n\tFinancial needs and need to maintain a healthy fund balance.
\n\tWill the $5 million saved from closing schools be available for curriculum?
\n\tNeed to attract back the students who have left the district.
\n\tTest scores are not as high as needed for the students.
\n\tDeficits from funding of facilities.
\n\tThe Board is relatively new and inexperienced in Board governance.
\n\tGraduation rate of students has to improve, especially for minority students.
\n\tDistrict credibility needs to be enhanced to the community.
\n\tBoard needs to develop professional posture to be role models in the district and for students.
\n\tInstability in the District and the need for common philosophy and approaches.
\n\tClass sizes.<\/p>\n
The Board of Education identified the following strengths\/attributes for achieving the goals.
\n\tThe 11 integration specialists and the data coaches hired this year.
\n\tEconomy is stronger.
\n\tStrong community traditions.
\n\tSmall town feel in an urban\/suburban setting.
\n\tStrong community support and loyalty to the schools. Strong local traditions.
\n\tGreat core of professional staff.
\n\tPost-secondary system in the community.
\n\tMedical Center services available in the community.
\n\tNatural resources in the community.
\n\tDiversity in the community.
\n\tThe district welcomes all students regardless of ethnicity, economic status, or cultural background.
\n\tThe new schools can be a community asset and draw students back to the district.
\n\tDistrict residents place a high value on education (4).
\n\tThe consolidation of Denfeld and East High Schools.
\n\tUnions matter here. We have good relationships with the unions. (6)<\/p>\n
The Board of Education identified the following characteristics\/skills needed by the next superintendent in order to be successful.
\n\tAble to finalize the implementation of the \u201cred plan\u201d to improve facilities.
\n\tSomeone who communicates well and will be visible.
\n\tGreat communicator who listens, follows through, and makes people feel important.
\n\tConsensus builder.
\n\tAbility to establish trust.
\n\tHigh degree of integrity and honesty.
\n\tFosters team work and understands it contributes to success.
\n\tWilling to be proactive on tough challenges.
\n\tFinancially capable and a leader in this area. Doesn’t necessarily have to have MN. financial experience.
\n\tAbility to reach out to the community and staff to build partnerships.
\n\tWork with and respect the Board. Seeks Board input.
\n\tConnected to the community by participating in organizations, accessible to the people.
\n\tSomeone who works well with a diverse community..
\n\tExperience as a superintendent, assistant superintendent, or other position that works with district issues.
\n\tStrong leader able to connect with the community.
\n\tKnowledge and expertise in curriculum and instruction.
\n\tTough, fair and compassionate.
\n\tHas the ability to network with the community members, businesses, higher education and the legislature.
\n\tLive in the community.
\n\tBelieves in shared decision-making and receives input before making decisions. yet able to delegate.
\n\tSomeone who understands \u201csustainability\u00e2\u20ac\u009d.
\n\tLeader of the team.
\n\tAble to build on where we are now.
\n\tSense of humor.
\n\tHas a thick skin and makes the tough decisions.
\n\tWorks and plays with others.
\n\tAbility to unify the Board and work together.
\n\tCulturally competent.<\/p>\n
Questions the Board of Education would like to ask as they select the superintendent.
\n\tWhat is your experience in budget management?
\n\tHow do you address special education issues and educational equity?
\n\tHow do you define diversity and why is it important to the district?
\n\tHave you worked directly with bond issues or facilities issues and closing schools?
\n\tWhat experiences do you have to prepare you for this position?
\n\tWhat is your vision for leadership?
\n\tDescribe your decision-making process.
\n\tWhat is student success and how do you measure it??
\n\tHow do you create a vision for the community around its schools?
\n\tHow would you market our schools to the community and elsewhere?
\n\tWhat are your plans to build stakeholder confidence and trust in the decision-making process?
\n\tWhat do you like to do outside of work?
\n\tHow have you dealt with diversity in your professional life?
\n\tWhat would your last employer say about your strengths and weaknesses?
\n\tHow will you keep students, teachers, administrators, and the public informed and engaged?
\n\tWhat is your commitment to site-based accountability and team based management?
\n\tWhy should we hire you?
\n\tHow do you plan to address the unique requirements of special needs\/special education students?
\n\tWhat do you know about our schools and community?
\n\tWhat programs would you support to assure students are proficient in 21st Century skills and are equipped to compete in the global economy?<\/p>\n
ADMINISTRATORS<\/p>\n
The Administrators identified the following goals for the school district in the next three years.
\n\tImprove student achievement of all students, closing the gap. Efforts in last two years need to be retained.
\n\tAddress the issue of increasing diversity of students and families.
\n\tHeal the rift between community and the school district, and support the transitions needed in the schools.
\n\tIncrease the number of resident students in the district.
\n\tAddress the many different needs of our students.
\n\tContinue technology support and support staff in technology needs.
\n\tAdvertise all that our district has to offer to students, and families.
\n\tImprove parent connection to the schools, and community support.
\n\tComplete the long range facility plan.
\n\tEliminate the budget problems without reducing the HOCHS staff.
\n\tImprove the district PR image to a positive one in the community.
\n\tIncrease the quality of teaching-change methodologies, examine curriculum, expand science and engineering focus, offer choice of foreign language at elementary level.
\n\tDevelop the new learning communities as staff and students transition to better facilities.
\n\tCollectively work as a unit at all levels.<\/p>\n
The Administrators identified the following challenges\/barriers for achieving these goals.
\n\tThe ongoing competition between schools and staff. (no system-wide synergy).
\n\tA lot goes on in isolation. Not a systemic, focused approach to change in curriculum etc.
\n\tWe have become complacent about our student’s achievement.
\n\tFocus on hiring and retention of staff in a changing school district.
\n\tTime and resources to train and in-service staff at all levels in the district.
\n\tNeed staff development around issue of addressing a diverse student body.
\n\tFinancial issues and ability to generate funds for our school district, need alignment at all levels prek-12.
\n\tUnion.
\n\tLack of strong vocational and technical programs and have lost good programs, i.e. ROTC, math, art.
\n\tLack of support services for students and families and need more of an 18 hour school community.
\n\tContractual issues, such as 7:45-3:45 hours stated; no elementary teachers can be assigned duties such as hall duty.
\n\tWhile somewhat sensitive, the people who have lived here for generations want what has always been and it sometimes excludes others and impedes some of the changes needed.
\n\tThe fact that the long range facility plan was carried out, creating distrust and a competitive sense among the community rather than a sense of working together.<\/p>\n
The Administrators identified the following strengths\/attributes for achieving these goals.
\n\tWorking together with data drive decision making.
\n\tSmall town feeling in an urban area.
\n\tStrong management of district finances and financially stable.
\n\tStrong staff.
\n\tStrong community support of schools. UMD, business, Chamber, non-profits and families with children in school.
\n\tWork with students one on one.
\n\tCommunity Education programs.
\n\tStaff development opportunities.
\n\tStrong technology department. Maybe they could automate even more.
\n\tAdmin. Staff cares about students and schools.
\n\tWe have a long history to learn from our mistakes.
\n\tNew facilities with the opportunity to change the way we do things.
\n\tPride in education.
\n\tGreat sense of connectedness in Duluth.<\/p>\n
The Administrators identified the following characteristics\/skills the next superintendent needs to be successful.
\n\tAbility to work with the long time community members, while connecting with new families.
\n\tAbility to help people find their voice in the community.
\n\tFinancial management ability, at a corporate level, and able to seek grants.
\n\tA systems approach to issues, curriculum, technology, student needs and raising student achievement and the graduation rate.
\n\tBuild a sense of community, and lead healing.
\n\tKnow the challenges of the community, and be a leader in the community.
\n\tWork with new administrative team and many new staff.
\n\tIntegrity and honesty, and reflect genuineness.
\n\tAble to bring orderly transition and trust.
\n\tAble to attract quality staff and keep them.
\n\tPeople skills and able to build relationships, good listener.
\n\tregular communicator with the public\/media.
\n\tBroad perspective and insightful.
\n\tAbility to take a step back and see the Big Picture.
\n\tAchievements for communities and students, not personal achievements.
\n\tEvidence of leadership.
\n\tExperience in a top Superintendent position.<\/p>\n
The Administrators identified the following questions\/areas that they would like the Board to ask the candidates as they select the superintendent.
\n\tHow do you see the District as a whole within the city of Duluth?
\n\tDo you have experience in a district consolidating programs and facing budget problems?
\n\tHow would you develop a better understanding between the school board and city council\/mayor.
\n\tHow will you make connections and orchestrate the decision making process which includes staff?
\n\tWhat would your top three goals be as a Superintendent in Duluth?
\n\tWithin your past, what has brought you to this point, where you want to lead ISD 709.
\n\tWhat are the needs you see within the public school system today?
\n\tData Driven Decision Making- what does it mean to you? What does it look like to you?
\n\tWhere would you start as Superintendent what are the first things you would do?
\n\tHow do you build trust with the community?
\n\tHow do you create change and keep things calm during transitions?
\n\tHow have you worked with groups that did not agree with one another?
\n\tWere you able to lead a troubled district into a district that was known for its ability to work for the greater good, putting aside differences?<\/p>\n
CABINET<\/p>\n
The Cabinet identified the following goals for the school district in the next three years.
\n\tClosing the achievement gap and improve all student achievement.
\n\tImplement RtI.
\n\tAddress the issue of families who have left the district.
\n\tPass the levy for additional amount.
\n\tMaintain and improve curriculum offerings throughout budget cuts. Must have solid offerings.<\/p>\n
The Cabinet identified the following challenges\/barriers for achieving these goals.
\n\tGetting the public to support a referendum.
\n\tHiring people of color as teachers
\n\tMust deal with the ethnic, socio-economic, and cultural diversity within the schools and community.
\n\tImproving the level of community trust.
\n\tDeveloping an expectation of success for all students so that more students of color graduate.
\n\tLooking at budgets more systematically, instead of individual areas.<\/p>\n
The Cabinet identified the following strengths\/attributes for achieving these goals.
\n\tStrong community support of the schools.
\n\tLot of transparency in the district..
\n\tLot of pride in the community for their schools and community.
\n\tGood people in this cabinet.
\n\tFiscally responsible district.<\/p>\n
The Cabinet identified the following characteristics\/skills the next superintendent needs to be successful.
\n\tStrong collaboration skills.
\n\tPolitically astute and able to work with the city, Board, and political entities.
\n\tEducational leader.
\n\tAble to build strong relationships.
\n\tStrong consensus, collegial skills.
\n\tKnowledge of curriculum and instruction, and the research for an effective curriculum.
\n\tAble to define what a world-class education entails.
\n\tDon’t shy away from the press and public. Be engaged in the community, with the public.
\n\tHonest, sincere, and straight forward.
\n\tNot a micro-manager.
\n\tBelieves in the continuous improvement model.
\n\tAble to stay the course-focused.
\n\tSmart in how to work with the community and able to calm.
\n\tAble to deal with negativity and rumors.<\/p>\n
The Cabinet identified the following questions\/areas that they would like the Board to ask the candidates as they select the superintendent.
\n\tWhat does high quality, world-class education look like to you?
\n\tWhat would you do to close the achievement gap, and improve the graduation rate?
\n\tWhat is your vision for Duluth?
\n\tWhat is your experience in working with communities of color?
\n\tWhat is your definition of excellence in the teaching learning process?
\n\tDescribe your approach to working with and developing young educators?
\n\tWhat is your experience in generating support for the schools? What strategies would you use?
\n\tWhat experience do you have with online learning?
\n\tWhat is your transition plan if you are selected to be our superintendent?<\/p>\n
CERTIFIED STAFF <\/p>\n
The certified staff identified the following goals for the school district in the next three years.
\n\tRaise the test scores of students at all levels. Provide staff development assessment tools, and models for raising achievement. (10)
\n\tSupport the Board to become more functional.
\n\tSmall class sizes. (14)
\n\tBring students back and fill the buildings. (13)
\n\tContinue the Red Plan construction and finish on time. Create a smooth transition to new facilities. (9)
\n\tDevelop the curriculum and provide a 21st century education, that is broad based.
\n\tSafe and welcoming environment for children and families. (4) Create a tiered data system for social emotional and behavior. (RtI)
\n\tImprove the graduation rate.
\n\tCreate a stable, efficient budget and increase funding.
\n\tContinue the labor management initiatives\/relationships. (3)
\n\tCreate access to technology in all areas of education\/teaching, and provide training for teachers to integrate it into instruction.
\n\tSustainable schools action plan implemented.
\n\tNeed a comprehensive on-line program.
\n\tAdequate specialist time (1hr.).
\n\tNo split classes.
\n\tQuality service-learning, district wide. (3)
\n\tBlock scheduling.
\n\tSupport early childhood education.
\n\tRestructure special education FTEs to support student success in curricular areas.
\n\tImprove communication processes between teachers, students, parents\/guardians, administrators, and special services providers.
\n\tImprove caliber of principals.
\n\tIncrease family\/community involvement in our schools-increase DPS as the district of choice.
\n\tMake schools more a part of a district not unto themselves. Do what is best for the district as a whole not what is best for each school alone. Become an E-12 system.
\n\tStrong leadership that is not only knowledgeable but respectful of people.
\n\tEvaluation system for all teachers\/support staff\/administrators.
\n\tIncrease intercultural competency in all staff.
\n\tComplete the successful transition of staff and students into the new consolidated schools.
\n\tPromote a positive image of the District.
\n\tRetain quality teachers.
\n\tReform the teachers’ contract to reward those who make gains with students and eliminate seniority as the determinant for retention.<\/p>\n
The certified staff identified the following challenges\/barriers for achieving these goals.
\n\tFunding for strong educational programs. A lot has been spent on facilities and technology. We need to reduce class size. State underfunds and the community is not willing to add dollars. (19)
\n\tStudents going to other districts partly because they come into \u201cDuluth to bus them out.
\n\tLack of community trust in the district personnel.
\n\tSome ineffective teachers, who do not change lessons or inspire and some ineffective admin. (4)
\n\tLack of trained specialists in reading.
\n\tStaff turnover is happening because good programs are not supported.
\n\tLack of computers and need to limit the student\/computer ratio.
\n\tCommunity is divided about the LRFP. Should be about kids not about the loudest to speak.
\n\tSpecial education is overloaded and lacks support.
\n\tState and Federal expectations of all kids on a 4 yr. college track, can get credits in more creative ways towards graduation. A focus on \u201crelevance\u201dcould improve attendance and graduation rate.
\n\tBoard members, lack of compromise, strong feelings rather than facts, need to support district and lead. Need to be more unified. (10)
\n\tChallenging socio\/economic situations exist today and make it hard for schools to educate.
\n\tDistrict seems unable to get important facts to the community, yet is needed for the levy to pass. (lengthy response here that I will provide later, as it has ideas for remedy).
\n\tCommunity thinks of us as K-12 rather than E-12 district.
\n\tPrejudice as related to art, physical and health education and technical hands on curricula in non-tested areas.
\n\tNegotiating politics contributing to the complexity of organizational change and growth.
\n\tPersisting negative attitude about the schools and belief there is bullying and chaos.<\/p>\n
The certified staff identified the following strengths\/attributes for achieving these goals.
\n\tExcellent, dedicated, hard working, caring teachers and staff. (23)
\n\tMany excellent programs in reading and math along with common\/shared programs.
\n\tWillingness by everyone to work as a community and the leadership training so people can work in teams.
\n\tThe integration and data specialists. (5)
\n\tGreat students and families, with good parent involvement.
\n\tIncreased focus on intercultural proficiency.
\n\tStaff development time and training in technology use. (6)
\n\tNew modern technology in the facilities to teach for the 21st century.(11)
\n\tNew modern, energy efficient, safe buildings. (14)
\n\tAll day every day, kindergarten.
\n\tNew teacher evaluation model.
\n\tUnion\/Administration\/Board relationships and a settled contract.
\n\tQuality leadership from Board, yet experienced members could lead more.
\n\tDistrict-wide support for smaller class sizes.
\n\tThree tier plan to address kids at risk.
\n\tEfficient and Effective systems: Develop and effectively communicate a 3-5 year plan to implement goals a and b.
\n\tKnowledgeable people who can see the big picture for service learning and the achievement it can bring to DPS.
\n\tStrong administrative staff.<\/p>\n
The certified staff identified the following characteristics\/skills the next superintendent needs to be successful.
\n\tBe an excellent listener and communicator, with the community, teachers and all staff in our district. Straight forward approach to questions.
\n\tTreat teachers with respect and as professionals.
\n\tBe well-organized and yet still caring about people and decisions that are made.
\n\tVisible, energetic, and positive person.
\n\tWilling to be out in the buildings and invested in kids.
\n\tA leader in every way.
\n\tApproachable and kind.
\n\tA community builder.
\n\tA thoughtful person, have a vision for education.
\n\tA team player.
\n\tHonest, transparent
\n\tRespectful of others (staff, community, other administrators).
\n\tExperience with and ability to work with diverse populations.
\n\tDynamic in their administrative skills.
\n\tAble to resolve conflict and build consensus, and stand strong with decisions despite opposition.
\n\tFamiliar with Duluth
\n\tWilling to incorporate staff, community and parent input into the planning process, and WILLINGNESS to consider the input.
\n\tAbility to think outside of the box.
\n\tWhile not being adversarial, the ability to balance needs of the district with labor-management expectations.
\n\tExperience with new types of teaching methods and scheduling.
\n\tBelief in whole child education and service learning
\n\tPatience and ability to find the common ground.
\n\tUnderstanding of intercultural proficiency.
\n\tKnow funding and management of money as funding continues to decrease.
\n\tUnderstanding of research: class size, effective academic interventions and best practices.
\n\tChoose leaders to be the TOSA’s.<\/p>\n
The certified staff identified the following questions\/areas that they would like the Board to ask the candidates as they select the superintendent.
\n\tHow would you communicate with and support teachers in our district?
\n\tHow will you address declining enrollment and students leaving for other options both public and private?
\n\tHave you had experience with diverse populations? What did you do to improve learning and the graduation rate? Talk about your cultural competency.
\n\tWhat do you think are the most important things you need to consider when working with children and their education?
\n\tHow good are you at giving positive feedback to the teachers and principals in your district when it is deserved?
\n\tWhat special gifts and talents would you bring to our district?
\n\tWhat compassion do you have to offer students, parents, and employees?
\n\tWhat are your views on classroom management?
\n\tDo you see small classes as a priority?
\n\tAre you comfortable sharing leadership?
\n\tHow do you handle criticism?
\n\tCan you think outside the box and be a creative problem solver?
\n\tAre you comfortable with team problem solving, and incorporating input from teachers, staff and community?
\n\tHow can the district improve learning within current funding?
\n\tWhat is your approach to helping struggling teachers? What is your experience with evaluation tools? How does staff development help?
\n\tHow will you approach the recovery of the rift because of the Red Plan? How will you build community trust?
\n\tWhat personal goals do you have that would cause you to seek this position?
\n\tDescribe innovations in education that will help students to graduate with the tools they need to move on to college, technical education, or other programs of interest. Describe implementation.
\n\tWhat is your understanding of service learning?
\n\tGive an example of a difficult situation you encountered in your experience and how you handled it.
\n\tHow will you lead the community to put kids first?
\n\tHow will you work to make our district an E-12 District, in action and not just words?
\n\tWhere do the arts fit into education?
\n\tWhen under severe stress what would you do to maintain a calm demeanor and respect toward antagonistic people?<\/p>\n
NON-CERTIFIED STAFF<\/p>\n
The non-certified staff identified the following goals for the school district in the next three years.
\n\tKeep the resources in the schools to benefit student’s achievement with additional support staff.
\n\tKeep Red Plan moving forward, keep the vision going. (7)
\n\tBudget issues, how to organize for effective outcomes. (5)
\n\tRaise achievement for all students.
\n\tHow to cut costs in view of funding without depleting our education programs.
\n\tNeed to improve the education we are providing. It is the next issue. Have addressed facilities and technology.
\n\tWorking with the Board. They need to change way of doing their work.
\n\tSupporting afterschool and community programs that work with children.
\n\tOpen communication between district and community agencies, and create more cooperative programs.
\n\tService Learning.
\n\tDeveloping an intentional vision\/plan for closing the achievement gap that is systemic.
\n\tIncrease the intercultural proficiency of Administration, faculty and staff.
\n\tCreating a district school climate respectful of the diversity which exists in our community and schools.
\n\tBetter teachers and teaching.
\n\tNeed evaluations done on a regular basis.
\n\tIncrease number of students attending and bring back kids who have left.
\n\tAccess federal funds being held.
\n\tAutomate more processes for efficiency and to eliminate duplication.
\n\tPLANNED budget cuts. Address in a truly comprehensive way.
\n\tUnity.
\n\tEquity.
\n\tFor all staff to feel we are a team and working towards the same goals.
\n\tLower class sizes and create cohesive, comprehensive school programs district-wide.
\n\tECFE continued even with budget cuts.
\n\tEnvironmentally, economically, and socially sustainable practices in all areas of operation.<\/p>\n
The non-certified staff identified the following challenges\/barriers for achieving these goals.
\n\tFinances
\n\tLosing kids to charters and private options
\n\tIncorrect rumors float about the district.
\n\tFocus needs to get back to the services we offer.
\n\tHigh class sizes.
\n\tBoard infighting, need to move beyond that. It is a barrier to achieving district goals.
\n\tLack of parent involvement in middle school and high school.
\n\tPoor morale due to lack of team bldg. & some principals.
\n\tHave 10 bargaining units, could reduce the number by consolidating some groups.
\n\tWith all of the cutting of jobs new teachers are not able to come in and be a part of the learning and teaching community. (Look at the quality of some of the current staff.)
\n\tNeed to make closing the achievement gap the responsibility of every educational department not just the Office of Education Equity. All are responsible for the safety and success of the kids.
\n\tWe are an educational system based on a Northern European value system which inadvertently disadvantages other cultures. Have to learn more about other cultures etc. if we are to make our system accessible and equitable for all.
\n\tNegativity from the city admin. and press.
\n\tBudget cuts and politicians broken promises.
\n\tNot strong leadership.
\n\tPolitical agendas
\n\tNeed to add new people to committees to move towards change. Demographics show we need to be more inclusive.
\n\tThe negativity surrounding much of what happens in our district is discouraging,<\/p>\n
The non-certified staff identified the following strengths\/attributes for achieving these goals.
\n\tDedicated staff and committed community groups. Good work ethic. (8)
\n\tPrepared and positive administration.
\n\tParents who care and great students.
\n\tService learning director and teacher trainer and student involvement in service.
\n\tWe have money for staff training.
\n\tWe have a strong bus service.
\n\tWe will have new excellent buildings.
\n\tAll of the colleges in the area.
\n\tNumber of afterschool programs in Duluth.
\n\tFocus on academic achievement.
\n\tNeed to prioritize intercultural proficiency and use those already trained to teach others.
\n\tThere are many programs in the community, need to use them.
\n\tNew high tech and high performing safe school buildings.
\n\tWell qualified staff in all areas who strive to achieve.
\n\tOur schools can offer more.
\n\tLeadership that has kept the ball rolling.
\n\tCentral corridor student willingness.
\n\tSOME teachers.
\n\tCommunication with all employees.
\n\tListening to needs and wants of parents.<\/p>\n
The non-certified staff identified the following characteristics\/skills the next superintendent needs to be successful.
\n\tHonesty and integrity in relationships
\n\tVisionary leader who has students as the focus.
\n\tCollaborator with staff and willing to work together.
\n\tDecisive, yet not authoritarian.
\n\tOrganizational planning skills and focused.
\n\tAble to put schools in perspective with the community.
\n\tKnow the big picture of education and what needs to be done.
\n\tStrong financially. Wise.
\n\tAble to deal with community negativity.
\n\tAble to change Board behavior-build a team.
\n\tSupport and encourage quality community programs to work with the students.
\n\tAccessible.
\n\tOpen-minded.
\n\tWilling to compromise., and yet make hard decisions.
\n\tApproachable.
\n\tDiversified education and experience.( come from a field other than education)
\n\tAn expert in labor management, amongst al of the other attributes.
\n\tLove of children and interest in the success of Duluth.
\n\tTough character to stand strong in the face of naysayers.
\n\tAccountability\u00e2\u20ac\u201dknows how to hold administration accountable.
\n\tGo out into the buildings, and remember what it is to be an educator.
\n\tStrong leadership skills and walk the talk.
\n\tPatience
\n\tKnowledge of school functions, positions, and needs.<\/p>\n
The non-certified staff identified the following questions\/areas that they would like the Board to ask the candidates as they select the superintendent.
\n\tWhat positive outlooks can you bring to the district?
\n\tWhat is your vision for students of color?
\n\tHow do you intend to increase the number of people of color working for the district?
\n\tWhat is your background, knowledge, and commitment to sustainable practices?
\n\tDescribe your management style.
\n\tWhat do you bring to this district that will make us want you as our next Superintendent?<\/p>\n
PARENTS<\/p>\n
The parents identified the following goals for the school district in the next three years.
\n\tImprove academic achievement and ranking.
\n\tMake academics a priority in the schools and provide high quality curriculum and instruction. (18)
\n\tInvolve more students in after school activities.
\n\tTry to stop the cutbacks in our schools.
\n\tNo raising taxes.
\n\tBring back magnet schools, music and languages at all grade levels.
\n\tMore computer education.
\n\tFinish the long range facilities plan and have quality in each building. (16)
\n\tEliminate teachers who should not be teaching.
\n\tQuality education with small class sizes. (16)
\n\tExtracurricular for all students. Intentionally work to have schools be a place for all students.
\n\tPass levy referendum.
\n\tIncrease on-time graduation rates especially for low SES and students of color. (6)
\n\tEnsure ISD 709 offers quality education of choice and opportunity for all students.
\n\tGet control of the budget and have an independent audit.
\n\tChange in the school board.
\n\tPrevent kids from leaving 709 and get those who left, back. (6)
\n\tSafety, tolerance, and no bullying realized (not just policy),
\n\tProvide more help for students who need it, so they don’t fall behind.
\n\tEmpower a district\/community \u201cThink tank\u00e2\u20ac\u009d.
\n\tBring community together.
\n\tClose achievement gap, (4)
\n\tRetain students in the district. (5)<\/p>\n
The parents identified the following challenges\/barriers for achieving these goals.
\n\tMoney, consistent funding in tough economic times.
\n\tNeed to move forward together and beyond the baggage of the LRFP. (3)
\n\tNeed to maintain focus on kids, and their needs for a high quality education.
\n\tPublic naysayers.
\n\tDiscipline in the schools needs to be improved and students held accountable for their behavior.
\n\tA very \u201cnon-trusting\u201dcommunity.
\n\tConcerns about the ability to maintain and pay for the new buildings.
\n\tDuluth’s economic divide.
\n\tAdministration has put selves above what is best for the students.
\n\tNegative, condescending Board members.
\n\tContinued hype that one school is better than another, at numerous levels.
\n\tTenured staff who are not held accountable for actions.
\n\tWe’re all in this together and we need to behave that way, i.e.: East vs. West sides of town, and us versus them in town, Need to provide the quality education students need for the future or America will continue to slip further behind. (4)
\n\tLack of teacher and administrative support for achieving success for all children. Can\u2019t blame parents.
\n\tBudgets.
\n\tLack of creativity in the educational process\u00e2\u20ac\u201dtoo many tests. Not enough teaching and learning.
\n\tNeed to revamp current PR campaign and do more positive items in the media.
\n\tThe District newsletter sent to parents needs to be sent to every household in the city, to alleviate the misinformation.
\n\tSystemic racism.
\n\tLack of willingness to let go of political history among the community.
\n\tPressure from east end parents to have disproportionate amount of district resources in the East end.
\n\tsmall but vocal group objecting to change long overdue and repetitive lawsuits to stymie efforts.
\n\tFunding difficulties in the future and need to reduce debt. (5)
\n\tLarge class sizes.<\/p>\n
The parents identified the following strengths\/attributes for achieving these goals.
\n\tGreat teachers and support staff. They are committed, caring, well educated.(20)
\n\tMultiple fundraisers.
\n\tGood administrators who tell it like it is. (4)
\n\tBoard and admin. Working together.
\n\tQuality buildings. (9)
\n\tOffice of Education Equity\/Integration specialists.
\n\tGreat students.
\n\tFinally have a plan
\n\tPublic engagement.
\n\tDistrict is creating partnerships with foundations, business community, City, parents, non-profit youth agencies, etc.
\n\tHave identified a new approach and commitment to increasing the grad. Rates and addressing the disparities in achievement. Have the integration specialists, and math and English coaches.
\n\tA community committed to the future generation.
\n\tOverall size of the district.
\n\tLong range vision established for predictability, and equality of programs.
\n\tUniformity of vision from administration to staff, and to the public, not necessarily uniform support from all people but there is clarity for all.
\n\tIntelligent community.
\n\tSupportive parents.<\/p>\n
The parents identified the following characteristics\/skills that the next superintendent needs to be successful.
\n\tPositive attitude towards physical education.
\n\tA desire to find more funding for after school programs, computers and phys, ed.
\n\tA seasoned administrator with a vision for education.
\n\tThe ability to see the current plan through to the end.
\n\tAble to work with difficult people.
\n\tFinancial guru.
\n\tPeople oriented.
\n\tOne who knows the local issues.
\n\tTeam builder for the Board, staff, parents,, and community.
\n\tA positive, respected face for the Duluth community at large.
\n\tStrong leadership to take a direction in these tough financial and fractional times.
\n\tPersevering, enthusiastic and optimistic.
\n\tCourage to lead, challenge old assumptions and offer solutions.
\n\tGood listener and communicator, and let community speak at meetings.
\n\tStrong partner, collaborator and bridge builder.
\n\tHonesty and forthright.
\n\tA mediator.
\n\tMean what you say and keep promises.
\n\tAccessible to staff, parents, students, and entire community.
\n\tNeutral, new to the community.
\n\tWilling to take action even in the face of opposition.
\n\tCharismatic leadership.
\n\tNeeds to listen to parents who know their children and what they need.
\n\tListen to the community and what they know about our children and their needs.
\n\tKnow how to address the achievement gap.
\n\tCreativity and flexibility.
\n\tStrong, independent leader with no strings attached to special interest groups.
\n\tWillingness to live in a cold climate ( a reality)
\n\tUnderstands a diverse socio-economic community.
\n\tWillingness to stop the Red Plan, if necessary.<\/p>\n
The parents identified the following questions\/areas that they would like the Board to ask the candidates as they select the superintendent.
\n\tWhat are you going to do to change the current state of the district to make it better?
\n\tHow would you increase after school programs? Families can\u2019t afford to pay for these either.
\n\tHow do you deal with opposition if it is consistent?
\n\tWhat is your knowledge on research in education and learning?
\n\tWhat would you do to reduce class size?
\n\tWhat is a wide range of extra curricular activities to interest all students and not just the Are you set on keeping the HOCHS and if so how do you justify the expenditure?
\n\tHow can you bring our community together as ONE district, instead of two high schools?
\n\tWhat will you do to attract high quality teachers to Duluth?
\n\tHow will you improve the achievement gap? Create success for all students, and help them to meet their potential?
\n\tHow will you ensure that all students are safe and respected?
\n\tWhat would you do to reverse the negative publicity that our school district has received for the past 5 or so years?
\n\tHow would you increase math and science options?
\n\tHow do you define equality? Is it the same as fairness?
\n\tHow would you ensure that students have the best teachers in the district, and not just those with the most seniority?
\n\tWhat is your belief about career and technical education?
\n\tHow are you going to go about moving Duluth to providing a 21st century education for the students?
\n\tWhat reforms would you go to bat for?
\nWhat is a wide range of extra curricular activities to interest all students and not just the top level of students?<\/p>\n
STUDENTS<\/p>\n
The students identified the following goals for the district in the next three years.
\n\tPay more attention to student\u2019s opinions
\n\tServe more pizza.
\n\tAllow us to have pop in the machines.
\n\tHave student\u2019s give more input.
\n\tBetter food and less fiber foods.
\n\tHave longer passing times.
\n\tMore afterschool activities.
\n\tHealthier lunches.
\n\tMake school a safer place.
\n\tProvide better teaching materials.
\n\tAllow no bullying.
\n\tReduce class sizes to manageable sizes.
\n\tKeep AP, CITS, and classes that will help prepare students for the future and explore possible career choices.
\n\tReduce the debt and improve the standard of teaching.
\n\tHave longer passing times.
\n\tBe allowed to bring skateboards to school.<\/p>\n
The students identified the following barriers and challenges for achieving these goals.
\n\tPeople not wanting to pay higher taxes to pay for education
\n\tDeclining enrollment.
\n\tCutbacks for afterschool activities.
\n\tRaising taxes.
\n\tGet more money with less taxes.
\n\tMight not have enough money.
\n\tThey might not know how long to have passing times.
\n\tSome students behavior is a problem.
\n\tSome teachers.
\n\tBringing all of the schools together.
\n\tHaving the students try hard.<\/p>\n
The students identified the following strengths\/attributes for achieving these goals.
\n\tGrades students are getting.
\n\tStaff
\n\tGood leadership.
\n\tHaving more meetings with parents on how we are doing on reaching these goals.
\n\tLet the people know what\u2019s going on more often.<\/p>\n
The students identified the following characteristics\/skills the next Superintendent needs to possess to be successful.
\n\tBeing able to make decisions that at the time may be unpopular but in the long run will help the district.
\n\tAbility to get the community behind ideas and proposals.
\n\tAbility to convey ideas to students, teachers, and community.<\/p>\n
The students would like the Board to ask the candidates as they select the Superintendent.
\n\tHow are you going to solve the debt problem?
\n\tDoes he\/she have a good record as being a superintendent?
\n\tWill you be able to improve our test scores?
\n\tWill you be able to prepare students for the future ahead?
\n\tAre they nice?
\n\tWhy do you think you deserve this job?
\n\tWhat are some of their goals they want to achieve?
\n\tAre they a good speaker?
\n\tWill they hear student\u2019s opinions before making a big change?
\n\tAre you rich?<\/p>\n
COMMUNITY<\/p>\n
The community identified the following goals for the school district to achieve in the next three years.
\n\tClose the achievement gap and raise the standard of performance for all students.(9)
\n\tMake academic changes which will provide a breadth of options for students at all levels.
\n\tKeep fine arts and improve the quality.
\n\tMake ECFE and school readiness a focus to improve all student performance.
\n\tComplete the facilities plan (7)
\n\tImprove the graduation rate. (6)
\n\tMaintain lower class sizes. (5)
\n\tMake the schools a safe place for all students and stop the bullying. (4)
\n\tReduce the influence of the teacher\u2019s union.
\n\tRetain and get students back who have left the district. (8)
\n\tCreate equitable high schools and improve the options at all schools.
\n\tImprove citizen trust after not being able to vote for the facility changes.
\n\tEnsure effective-inclusive parent education to support their child\u2019s education.
\n\tTap into university expertise.
\n\tWhat academic programs and industrial programs do we need and want? What are the best practices and can we tie into university expertise?
\n\tDisciplined systemic engagement of the community.
\n\tKeep teachers and have strong site leaders.
\n\tNeed to improve the quality of educational options, add more language at lower grade levels, and improve reading fundamentals, and science.
\n\tContinue to build upon the community connections and effective partnerships with all of the entities; city, business, youth groups, foundations.
\n\tUnderstand the overall concept of a school system while also knowing the unique challenges and resources of each school-neighborhood.
\n\tKeeping focused on the students and learning through authentic leadership.
\n\tReestablish political unity.
\n\tReunite the geographic divisions.
\n\tGet rid of restorative justice.
\n\tNeed more great teachers\/not facilities. The one-room schools were great.
\n\tDiversity
\n\tHeighten rewards for the best teachers and replace ineffective teachers and unsustainable benefit packages.
\n\tAddress financial issues, clearer budgets, find additional funding through grants etc. and be frugal.
\n\tCoordinate with neighborhood\/community centers and youth groups.
\n\tCut administration and use existing facilities.
\n\tGet the public back on the side of students and a great education.
\n\tHave school board members who care about children and are not on the board to move forward personal agendas.
\n\tSchools support AmeriCorps Program.
\n\tBetter integration of service learning and community partnerships.
\n\tTeach students about environmental health and that we can solve these problems for the future and a healthier life and earth.
\n\tSuccessfully merge Denfeld\/Central student bodies.
\n\tEnsure mental health services are available to students.
\n\tTeach tolerance and how to get along.<\/p>\n
The Community listed the following district strengths\/attributes for achieving these goals.
\n\tCentral High School staff did a wonderful job of preventing bullying and promoting multi-cultural understanding. Use their expertise across the district.
\n\tDedicated, and good staff across the district. (19)
\n\tGood reputation for quality education.
\n\tWith the investment in buildings, with a modern feel students should return. (17)
\n\tSupport for students via the integration specialists and data coaches. (6)
\n\tBusiness, and community connections with citizens actively involved.
\n\tExtended interactions with the unions.
\n\tStrong assistant principals.
\n\tAll day every day kindergarten.
\n\tVision of Excellence.
\n\tA Superintendent who made the tough decisions to put the district in an exceptional place for the next half century.
\n\tCould become a premier school district if we improve curriculum with strategic targeting and raising all student performance.
\n\tCommunity is invested in the schools. This is an urban culture, which values education.
\n\tNeed even a greater focus on math, science, and engineering.
\n\tCommunity organizations and youth agencies who are eager to partner with schools. AmeriCorps programs that can provide added support to schools and students falling behind.
\n\tGood morale now.
\n\tECFE<\/p>\n
The community listed the following challenges\/barriers for achieving these goals.
\n\tRacism and an insensitivity that it exists.
\n\tNeed an evaluation process for all staff, including principals and other administrators.
\n\tThe Red Plan needed more work at the front end to build consensus, and now have to rebuild relationship with the community.
\n\t4-3 Board and relationships. The tension and divisiveness.
\n\tAttracting people back to our schools.
\n\tGetting staff to work together.
\n\tEast\/West divide within the community and belief that one side weighs in more than the other and gets disproportionate resources..
\n\tReach out to the Old Guard. Change is hard but some have begun to see the need for change.
\n\tTeacher\/student ratio.
\n\tNeed for a marketing\/PR plan to share the positive aspects of the district and what is happening for students.
\n\tNeed to raise the standards of expectation for all students and teachers, including using new technology.
\n\tNeed to find ways to reward effective teachers.
\n\tFunding from state and the need to use funds most efficiently in student\u2019s best interest.
\n\tPolitical and geographic division in the city.
\n\tOvercoming the attitude that people can just pay the taxes even if they do not have the money.
\n\tLack of family surrounding some students thus, they lack school readiness and motivation and support to learn.
\n\t Lack of school presence in the heart of the city.
\n\tRebuilding trust with the community.
\n\tAbility to recruit and retain a diverse work force within the schools.
\n\tChanging leadership in the midst of great change.
\n\tNeed to prepare student for many post-secondary options and not just focus on 4 year college. Provide career tech in HS and industrial arts in the middle schools.
\n\tStaff afraid to speak out about the Red Plan for fear of retribution.
\n\tMentality that you have to pay more to this new person than to the previous in order to have a good Superintendent.
\n\tLoss of the STC building.
\n\tPress relationships.
\n\t\u00e2\u20ac\u02dcRumors from adults.
\n\tNeed to get information in advance of decisions.
\n\tHaving the Superintendent sit on Boards in the community including those managed by persons of color. (This is needed to build relationships with all of the community.)<\/p>\n
The community described the following important characteristics\/skills the next superintendent needs to possess to be successful.
\n\tShould have students be the first priority above all else.
\n\tAdvocate for funds for instruction of high quality and which allows students to compete in all areas of learning.
\n\tBe able to bring the community together after the new facilities are in place and focus on the learning.
\n\tSolid, transparent, honest, and show a sense of stability.
\n\tFacilitator.
\n\tBe a member of the community, visible and actively involved.
\n\tBe an excellent communicator and listen well. Allow community to be heard.
\n\tTeam player with the ability to build a team, within schools, with administrators at all levels, with the Board and in the community.
\n\tBe solutions oriented with a can do attitude.
\n\tSupport ECFE, and know the benefits it provides for learning.
\n\tVisionary
\n\tAccessible.
\n\tGreat personnel and negotiating skills.
\n\tCommand of financial issues.
\n\tExperience with intercultural competency and can support and validate students via their education.
\n\tExperienced leader who can discern the strengths and weaknesses, then fix, replace etc. to build a quality district.
\n\tKnow research on learning and how to use data and appropriate processes to improve student performance.
\n\tStrength, perseverance, and resilience. Work for the overall good even when times get tough.
\n\tRigorous honesty regarding the issues facing the district.
\n\tUnderstand that the schools are a part of the community.
\n\tCompassion and understanding of the students\u2019 strengths and weaknesses.
\n\tNo connections to JCI.
\n\tUnderstanding the unique challenges of this district.
\n\tCourage to address the issues of culture and poverty.
\n\tGood cheerleader
\n\tCoalition builder.
\n\t\u00e2\u20ac\u02dcAble to establish standards of expectation for all.
\n\tLead the district and bring the East and West together for all students.
\n\tWilling to support strong discipline in the schools and not back down.
\n\tHold everyone accountable for their position, admin., assistants, social workers, psychologists etc.
\n\tMotivational skills.
\n\tHonor and respect Denfeld community traditions.<\/p>\n
The community identified the following questions they would like the Board to ask the candidates as they select the superintendent.<\/p>\n
\tWhat will be your highest priority?
\n\tWhat experiences do you have working with the community?
\n\tWhat are your experiences with school transitions?
\n\tWhen cutting budgets, what are your priorities, and how do you handle the process?
\n\tHow will you help students of color succeed?
\n\tHow do you see Early Childhood education?
\n\tHow will you address the issue of students leaving our district?
\n\tHow will you go about creating a 21st century learning environment for this district?
\n\tWhat should the relationship be to the unions? How have you been able to move them forward?
\n\tHow will you become an active member of this community?
\n\tGive examples of partnerships you have created or participated in within the community on behalf of the schools.
\n\tHow do you proceed to build systemic change for learning improvement?
\n\tHow will you address the East\/West divide and the perceptions regarding the division?
\n\tHow will you support schools to be for every child, bringing them in and promoting success and good feelings about the schools?
\n\tWhat are your strengths? What do you bring to the District?
\n\tHow do you use Principals to achieve results in teaching and learning?
\n\tWhat can schools do to cope with students who are unprepared, socially to be students?
\n\tHow do you provide a better education with less funding?
\n\tWhat improvements are needed to heal the divisions caused by the Red Plan?
\n\tHow will you go about hiring good, caring and wiling to help staff?
\n\tHow will you develop and expand relationships with community members and organizations?
\n\tWhere do you see the future of education for all students with the current economic issues?
\n\tWhy do you want this job in Duluth?
\n\tDoes the community have a role in increasing the graduation rate and closing the achievement gap? How would you partner with them?
\n\tWhere does the buck stop?
\n\tWhat do you know about Duluth?
\n\tWhat is your knowledge and experience with Service learning and with the arts?
\n\tWhat is your perspective on preparing students or work as well as college?<\/p>\n","protected":false},"excerpt":{"rendered":"
You’ll probably find nothing: What we’re looking for in a new Duluth School Superintendent.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[17,80],"tags":[],"_links":{"self":[{"href":"https:\/\/lincolndemocrat.com\/index.php?rest_route=\/wp\/v2\/posts\/3601"}],"collection":[{"href":"https:\/\/lincolndemocrat.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/lincolndemocrat.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/lincolndemocrat.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/lincolndemocrat.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=3601"}],"version-history":[{"count":2,"href":"https:\/\/lincolndemocrat.com\/index.php?rest_route=\/wp\/v2\/posts\/3601\/revisions"}],"predecessor-version":[{"id":20461,"href":"https:\/\/lincolndemocrat.com\/index.php?rest_route=\/wp\/v2\/posts\/3601\/revisions\/20461"}],"wp:attachment":[{"href":"https:\/\/lincolndemocrat.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=3601"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/lincolndemocrat.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=3601"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/lincolndemocrat.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=3601"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}