Selecting, Preparing And Developing The School District Superintendent

2013 ◽  
Author(s):  
David S.G. Carter ◽  
Thomas E. Glass ◽  
Shirley M. Hord
2020 ◽  
Vol 101 (8) ◽  
pp. 16-18
Author(s):  
Pasi Sahlberg ◽  
William Doyle

This excerpt from Let the Children Play by Pasi Sahlberg and William Doyle (Oxford University Press, 2019) describes how a Long Island school district began giving children more time for unstructured play during the school day by doubling the recess period, extending lunch, launching optional play clubs, and creating spaces for unstructured activity. At the same time, the district superintendent de-emphasized test scores and discouraged homework. Students began coming to class better prepared for learning, disciplinary problems went down, and student attendance went up.


2008 ◽  
Vol 78 (2) ◽  
pp. 391-409 ◽  
Author(s):  
RON SOFO

In this Voices Inside Schools essay, Ron Sofo, a school district superintendent in western Pennsylvania, argues that schools need bottom-up solutions more than topdown mandates if they are to prepare all students to meet twenty-first-century workforce demands. Framing the discussion in terms of his district's reform model — the "New 4 Rs" of rigor, relevance, relationships, and reflection — Sofo describes how one middle school developed a multifaceted, classroom-level intervention to support struggling learners. He then explains how that effort was scaled up to other grades and how insights from the initiative reverberated throughout the district. In telling his story, Sofo depicts the instructional reforms his staff undertook, the challenges they encountered, and the early indications of their success. His essay offers a window into the complex process of instructional reform at the classroom, school, and district levels.


2017 ◽  
Vol 20 (3) ◽  
pp. 76-85
Author(s):  
Antonio Corrales

This case describes how a newly appointed superintendent implemented systematic changes across the school district to increase academic performance and keep schools open and operational. The district superintendent and leadership team were forced by the state educational system to promote rapid and drastic organizational and academic changes to avoid district closure. These changes implied a new district performance policy, and it was promoted while navigating challenges related to local district politics, the internal culture of dysfunctionality and disarray, and the state educational system.


1984 ◽  
Vol 15 (1) ◽  
pp. 58-64 ◽  
Author(s):  
Sandra Q. Miller ◽  
Charles L. Madison

In 10 years of semiannual voice clinics held in a metropolitan school district, 249 cases were reviewed. Attending otolaryngologists diagnosed vocal nodules in 40% of the cases. Chronic laryngitis and thickened cords were also frequently noted. One third of the cases had concomitant allergies, ear, and/or upper respiratory problems. Direct voice therapy was recommended for 65% of those attending voice clinics. The data on sex and age were consistent with previous research. Family voice history and prognosis are also discussed.


1984 ◽  
Vol 15 (1) ◽  
pp. 51-57
Author(s):  
Sandra Q. Miller ◽  
Charles L. Madison

The purpose of this article is to show how one urban school district dealt with a perceived need to improve its effectiveness in diagnosing and treating voice disorders. The local school district established semiannual voice clinics. Students aged 5-18 were referred, screened, and selected for the clinics if they appeared to have a chronic voice problem. The specific procedures used in setting up the voice clinics and the subsequent changes made over a 10-year period are presented.


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