superintendent of the year nominations

continued improvement during the past three academic years. I did not arrive until the 2011-12 Academic Year (data from Infinite Campus, the student information database).

Year PLTW/AP Total Enrollment Female Enrollment % 2010-11 448 137 30.5 2011-12 760 313 41.8 2012-13 851 372 43.7 2013-14 1,081 531 49.1

Describe why you believe what you did, rather than something else, led to the change.

As the superintendent, my job is to be a visionary ... to anticipate the challenges of the future generation and prepare them for it. Clearly, there is a gap of women in math and science. By thinking creatively, I have been able to implement strategies that closed that gap in Worthington City School District by 18.6% in only three years. Communication Communicating to all Constituencies. As superintendent, I am the Worthington City School District’s lead communicator. I am ultimately responsible for creating a culture of effective communication that supports the district’s vision, mission, and priorities to the community and mass media. This has required me to expeditiously and effectively listen to and learn from a variety of people involved directly and indirectly in public education. I have sought out stakeholders of all views and listened carefully to their concerns. As Steven Covey said, leaders must “first seek to understand, then to be understood.” Worthington Schools is fortunate to have a community that is deeply vested in public education, with many individuals and organizations dedicated to future generations. Since coming to Worthington Schools, I have worked to build strong relationships with key leaders and members of business, philanthropic and political organizations, and higher education. I asked these leaders to share their views about increasing academic achievement, district strengths, and areas for improvement, budget challenges, important priorities, and what it will take to make Worthington Schools one of the “lighthouse districts” in America. My first order of business in the district was to hire a national communications firm to conduct a Citizen Satisfaction Survey to determine our levels of effectiveness with building public trust, engagement, and proactive community outreach. I scheduled routine meetings with student leadership groups, teachers, union leaders, and parent groups. I have hosted more than 100 town hall meetings to gather community input and initiate continuous dialogues about student achievement and improvement. I have met with stakeholders who have traditionally not attended such forums, with individuals and groups who have been active on public education issues, and leaders of the local print and electronic media outlets – all to establish a framework for collaboration that is open, transparent, and honest. I have attended services and spoken at area places of worship to build relationships with the faith community and hear their concerns and suggestions.

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