Captures the shock, pain, and disappointment of a superintendent who was abruptly fired by his board president. Advice hinges on bettering one's bargaining position, developing an action plan, and learning to anticipate people problems before they arise. Lacking meaningful employment, the former superintendent has become a writer and house…

Provides school executives with due process information concerning termination of school personnel, including teachers. Outlines the usual reasons for termination, ranging from reduction in force to wrongdoing on the job, and explains the burden of proof resting on the employer. (MLH)

The Supreme Court has resolved an issue involving public employees' due process rights. Before dismissing an employee, school administrators must (1) give the employee a clear list of the grounds for the decision, (2) explain the basis for each charge, and (3) give the employee a chance to respond. (MLF)

Following the August 1991 state takeover of the Paterson (New Jersey) Schools, the new district superintendent launched a program to improve the city's four worst elementary schools. The process involved creating an administrative team to evaluate principals and school programs, replacing key staff, forming a partnership with Columbia University's…

As New York City Schools' Chancellor Joseph Fernandez and staff worked to save jobs and essential services without drastically cutting services or fragmenting the teaching force, they uncovered layers of scandal and corruption. Board was uncooperative and too inexperienced to understand subtle differences between policymaking and administration.…

Derailed superintendencies are a colossal waste of talent and resources. Major causes include interpersonal-relationship problems, conflict with district staff, micromanagement, and failure to make strategic decisions during transitional times. Superintendents should establish rapport with principals, build trust throughout the organization, and…