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…

Survey responses by superintendents in 81 of Georgia's 114 rural school districts covered violence prevention policies; use of searches, videocamera surveillance, metal detectors, security alarm systems, dress codes, and law enforcement officers on campus; incidence of removal of weapons and various forms of violence; student discipline programs;…

The former state-appointed superintendent of the Paterson District in New Jersey states that, according to law, in the fifth year after a takeover, anyone may run for any vacant seat on the board. Argues that the state should have some type of permanent oversight responsibility when the district is returned to local control. A sidebar reflects a…

School and union officials in California's Lompoc Unified School District turned what was an adversarial and distrustful process into highly collaborative one. The Lompoc experience suggests certain elements are crucial in transforming labor relations: (1) critical number of visionary key players; (2) sense of trust throughout the organization;…

A rural Pennsylvania district is attempting to become a data-driven decision-maker, based on a cross-section of student voices. For the past 21/2 years, the superintendent and his assistant have walked through their buildings culling data from short personal conversations with students about what skills they were learning and applying. (MLH)

Superintendents' lack of longevity mirrors society's quick-fix mentality. Superintendents acquire reputations (as money wizards or bond passers) and move to other districts requiring that expertise. However, superintendents need to be more than one-dimensional leaders, and school board members must become savvier about educational politics. (MLH)

For the 2000-01 school year, $94,137 was reported as the mean of assistant superintendents' average salaries and $77,768 as the mean of directors' of finance and business average salaries. Salaries are affected by geographic region, enrollment size, and per-pupil spending. Increases have kept up with CPI cost of living increases. (MLH)

The emergence of a number 2 post (chief academic officer) focused on instructional leadership brings a new dynamic to the central office-particularly those headed by nontraditional superintendents. Used in universities, the CAO title lends cache. Women can get stuck in CAO positions; a few districts are eliminating them. (MLH)

When 34 Indiana school-board presidents were surveyed regarding their districts' superintendent hiring processes, most were not impressed with candidate quality. Applicants' top weaknesses included insufficient administrative experience, limited communication skills, and inadequate knowledge of school finance. Internal candidates are scarce, and…

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…

The key to handling persistent challenges (increased accountability demands, unstable superintendencies, educator shortages, minority underachievement, and resistant high schools) is breaking down institutional barriers separating today's schools from their surrounding communities. Tapping human and cultural resources and offering better…

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…

A nationwide random sample of 1,500 superintendents was asked questions about power: a wish list and a reality list. Responses from 423 (28%) superintendents suggest that students' achievement test scores are higher in school districts that share decision making, while a more authoritarian approach to management seems linked to lower student…

Describes seven school downsizing models adopted by school districts in several states to create small schools and schools-within-schools, including inadequacy of "policy by exception." Discusses policy-related challenges of schools-within-schools and small schools. Argues that state and school district policies and structures need to support, not…