Each Thursday, we put one of our local newsmakers On The Spot. This week: Cato-Meridian Central School superintendent Deborah Bobo
This week's question: Based on your experience as an administrator who is nearing retirement, why are school districts finding it more difficult to recruit qualified superintendent candidates?
The success of a school district is dependent on the relationship between the board of education and the superintendent. Mutual trust, open communication, an understanding of respective roles and a commitment to move the district forward for the sole purpose of student achievement are essential in establishing a solid foundation for a high performing school system.
There are several reasons why school districts find it difficult to attract qualified candidates to the superintendency: A high percentage of retirements among the first wave of baby boomers, a shrinking number of qualified candidates willing to persevere due to the perceptions of career instability and high pressure, and the fear of being placed in a problematic, unsupportive school district environment with systemic issues that are extremely difficult to resolve.
Hiring a qualified candidate to fulfill the mission of a school district by implementing policies set for by the board of education is a process that requires cooperation and trust in the superintendent.
A school board has the responsibility of selecting the superintendent and the ability to make the relationship positive and productive or negative and marginal. Relationships are built on open communication and earned trust. That process may take time but the board of education/superintendent union is forged by the common goal of doing what is best for students. If either party falters in meeting this goal, the district will not flourish.
Devoted community members who willingly donate their time to serve on school boards are to be applauded for their selflessness. School boards recognize that the responsibilities of the superintendent are on-going, 24 hours a day, seven days a week with the expectation that the job and the superintendent's life be meshed into one. This is the main reason they are often willing to pay a premium for a conscientious, diligent superintendent who addresses issues before they grow into untenable problems. The mutual appreciation each has for the role and functions that are performed gives true meaning to the phrase “The whole is the sum of its parts.” A superintendent will not thrive and succeed until support and trust ensure that both parts of the equation are working correctly and for the right reason, namely to benefit students.
Once a school district is able to establish its reputation through a positive, productive, appreciative and cooperative Board of Education that reflects daily on what it does for the betterment of their students, that district will not have difficulty recruiting nor retaining a competent and dedicated CEO to administer its policies.
If you have an On The Spot question, call news editor Mike Dowd at 253-5311 ext. 234 or e-mail michael.dowd@lee.net
The success of a school district is dependent on the relationship between the board of education and the superintendent. Mutual trust, open communication, an understanding of respective roles and a commitment to move the district forward for the sole purpose of student achievement are essential in establishing a solid foundation for a high performing school system.
There are several reasons why school districts find it difficult to attract qualified candidates to the superintendency: A high percentage of retirements among the first wave of baby boomers, a shrinking number of qualified candidates willing to persevere due to the perceptions of career instability and high pressure, and the fear of being placed in a problematic, unsupportive school district environment with systemic issues that are extremely difficult to resolve.
Hiring a qualified candidate to fulfill the mission of a school district by implementing policies set for by the board of education is a process that requires cooperation and trust in the superintendent.
A school board has the responsibility of selecting the superintendent and the ability to make the relationship positive and productive or negative and marginal. Relationships are built on open communication and earned trust. That process may take time but the board of education/superintendent union is forged by the common goal of doing what is best for students. If either party falters in meeting this goal, the district will not flourish.
Devoted community members who willingly donate their time to serve on school boards are to be applauded for their selflessness. School boards recognize that the responsibilities of the superintendent are on-going, 24 hours a day, seven days a week with the expectation that the job and the superintendent's life be meshed into one. This is the main reason they are often willing to pay a premium for a conscientious, diligent superintendent who addresses issues before they grow into untenable problems. The mutual appreciation each has for the role and functions that are performed gives true meaning to the phrase “The whole is the sum of its parts.” A superintendent will not thrive and succeed until support and trust ensure that both parts of the equation are working correctly and for the right reason, namely to benefit students.
Once a school district is able to establish its reputation through a positive, productive, appreciative and cooperative Board of Education that reflects daily on what it does for the betterment of their students, that district will not have difficulty recruiting nor retaining a competent and dedicated CEO to administer its policies.
If you have an On The Spot question, call news editor Mike Dowd at 253-5311 ext. 234 or e-mail michael.dowd@lee.net
