In this article, the author describes how Superintendent Jimmy Cunningham recognized the moment he parted ways with his urban colleagues on just how school funding should be meted out in Arkansas. The Arkansas Supreme Court had declared the state's school funding system unconstitutional so the Arkansas Association of School Administrators had…

Adults widely misunderstand youth. Although this is not a new phenomenon--adults have been baffled by teenagers for centuries--a rapidly changing media environment coupled with the increasing demands placed on the youth have fueled the growing generation divide in unprecedented ways. Indeed the modern, fast-paced, multi-tasked, highly mobile,…

According to two recent surveys, the ongoing revolution in standards for school administrators has affected all 52 state agencies. If the current trend persists, nearly all state departments of education, school districts, and colleges and universities will experience changes in preparation, certification, and employment standards for school…

Resources should be reallocated from the colleges to elementary and secondary schools, and an emphasis placed on character formation and self-discipline by means of homework. Students should start school at age four and have more work experiences, but fewer should enter colleges. (MLF)

"Alinsky methods," designed for confrontation, can include packing meetings, requesting marathon sessions, and using dramatic advertising. Developed by Saul Alinsky for oppressed people, the methods can be mitigated by 10 administrator actions, including building openness and trust, having good legal and public relations advice, and…

Empowered school staff find opportunities to work together. Outlines the superintendent's role and the conditions that must be met in order for empowerment and school improvement to succeed. (MLF)

Conflicts often are symptoms, not causes, of organizational problems. As school budgets shrink, the budget process becomes a battlefield. A systematic approach to revising the budget process involves clarifying the school vision, identifying leadership, clarifying participants' roles, organizing processes, exploring history, implementing change,…

Recounts difficulties experienced by an Ohio principal who chaired his district's contentious boundary-realignment process. The community was divided over dispersal of heavily concentrated low-income students to other schools within the district. In hindsight, this principal would have had someone take minutes, selected a more diverse committee,…

Inclusion is not a place, but an educational philosophy that encompasses curriculum and instructional practices, school culture and organization, and school staffing patterns. This article examines the superintendent's role in creating inclusive schools, highlighting planning, implementation, training, parental involvement, budgeting, and…

For past three years, Tallahassee, Florida, elementary school has changed from good effective school to quality learning organization. Inspired by Deming's principles, the school's broad-based task force developed a culture suitable for continuous quality improvement. Newly established core values included the importance of individuals, teachers…

Three key ingredients contributed to the opening of Tigard-Tualatin (Oregon) School District's middle schools: a growing population, a new superintendent, and a committed board of education chair. Central administration can maintain an effective middle school by recognizing that young adolescents are unique, finding programs to address their…

In this article, the author discusses how school leaders who are determined to increase student achievement know that we must change instruction. Accelerating student achievement beyond typical expectations requires a focused change in classroom instruction and a corresponding commitment of administrative time to monitoring and evaluating. We must…

An informal survey of state superintendent associations and lawyers representing superintendents reveals little change in top executives' contracts over the past decade. Mandatory evaluations and renewable (non-"evergreen") contracts are becoming common; pay-for-performance measures are emerging, yet limited. Contractual and job-leaving…

An administrator trainer/former superintendent's experience suggests that corporate governance models don't fit the reality of school governance in many districts. Elected board members define their roles differently than their business counterparts and derive little or no monetary benefit from public service. The "new breed" resemble…

In hopes of shedding light on how public school leaders can better advocate on the state level for the needs of their schools and their students, The School Administrator turned to policymakers in different settings and with different political leanings. They invited a trio--a Republican state legislator from the Chicago suburbs, a rural…