New superintendents' most common mistakes include extolling a previous district's way of doing things, assuming they are the only experts, having answers before knowing the questions, developing person-specific rules, having either an open- or closed-door policy, redecorating, and being a conspicuous consumer. Avoidance strategies are outlined.…

Explains that superintendents need to create a vision and convert it into an action plan. To achieve this end, the visionary leader must communicate the idea and build support. Commitment cannot be rallied without a leader who inspires subordinates' trust. (MLH)

Describes how 16 superintendents spurred district reform efforts by creating a positive environment through a four-step process: establishing trust, planning the district's future, communicating their vision effectively, and following through. An inset provides advice to other change-oriented superintendents. (MLH)

Concerned about low reading achievement scores, the superintendent of an impoverished, rural Tennessee school district adopted Marie Carbo's reading styles program as a vehicle for a five-year learning improvement plan. The district aimed to improve classroom instruction through long-term staff development that inspired teachers to abandon…

Murfreesboro (Tennessee) City Schools extended the school day and year with no additional cost to taxpayers. Implementation was arduous and faced great resistance. Eventual solution made better use of the school system's capital assets and human resources, rearranged Chapter 1 money, required additional business support and parents' willingness to…

A Yuma (Arizona) elementary school district discovered that year-round schooling is doable, if the community is ready. Before proceeding, superintendents should do their homework, involve the community, form a support group to solidify acceptance, rally colleagues, develop a multiyear implementation plan, collect data on issues raised in the…

An educational technology program needs a conceptual foundation with several critical pillars, including shared leadership, collective vision, a holistic approach, relevant curricula, new pedagogies, staff training, noncomputer technologies, software and technical supports, flexible facilities, multilevel support, long-term commitment, and ongoing…

Since a large, underfunded urban Colorado district initiated ISO 9000 reforms, administrators and staff have reviewed 14 central-office departments' processes to improve efficiency and enhance student outcomes. Jefferson County has saved $900,000 annually on purchasing processes, developed a quality curriculum-development process, and improved…

In 1995-96, the Edmonton (Alberta) Public Schools' enterprising superintendent allocated most of the district's central-services funds (about $20 million) to schools. Schools may purchase services and products from the district or outside vendors and commit any amount on building-level program expenditures. Central cost-recovery strategies are…

The nation's school boards, as currently constituted and empowered, underlie most school governance problems. The superintendent frequently must sidestep the board in order to move the district forward. The experts (administrators) take marching orders from an educational laity. Superintendents should be intermediaries; principals need full…

Solid research evidence links smaller schools to fewer discipline problems, lower dropout rates, higher student participation levels, and steadier academic progress. Large buildings are no obstacle. Creating small schools requires top administrators to lend impetus and support, facilitate teacher volunteer groups, develop clear policies, adjust…

Besides reorganizing the central office to support instructional goals, the Vancouver (Washington) School District has passed bond and levy issues to revitalize the infrastructure, changed to a three-year middle school configuration, designed three new school facilities, and allocated $1 million for school improvement initiatives. The goals are…

Milwaukee's voluntary student transfer program started in 1976 and today includes the city school district and 23 suburban districts. This year, 5,856 Milwaukee students chose to attend suburban schools, whereas 874 suburban students are attending Milwaukee schools. A participating superintendent describes the legal-agreement process and…