Parkway Schools

LEADERSHIP PROFILE, EXECUTIVE SUMMARY

The Parkway School District Board of Education wished to have a better understanding of constituents’ thinking about the District as they began the search for a new Superintendent. The Board requested that School Exec Connect consultants Linda Hanson, Craig Larson and John Lawrence gather data from members of the school District and the community regarding the strengths and challenges of the District as well as the attributes, skills and characteristics desired in the new superintendent. The resulting Leadership Profile Report presents a summary of the comments of 153 people who attended a Focus Group and 1,644 people who responded to an online survey. All members of the staff and community had the opportunity to attend a Focus Group or respond to the survey that was available on the Parkway School District Website. Focus Groups were held with the following groups: Board of Education Members; Building Administrators; Central Administration; Certified Personnel; Community Leaders; PTO Leaders; Project Parkway Leaders; Religious Leaders; Support Staff/Nurses/Social Workers; and Teachers.

Due to the sampling methodology, this report should not be considered to be scientifically accurate. The online survey was intended to be completed only one time per computer. Respondents may have participated in both a Focus Group and the online survey. The opinions set forth may not reflect the opinion of the majority of the staff or District residents. The judgments of what should be included in this report are those of the consultants based on the statements heard throughout the data-gathering process. The survey results are rank-ordered and the Focus Group results are not rank- ordered.

The Executive Summary presents the general findings of the Focus Groups and the Survey data. The specific Focus Group comments are presented after the summary. These data will give direction to the Board of Education as it enters the next phase of the process.

COMBINED RESPONSES: SURVEY AND FOCUS GROUPS

Strengths of the School District

The staff and community are proud of the Parkway School District and its history of excellence throughout the years. The community is stable, often with three to four generations living in the District. Many former students eventually come back to live in the community and many become teachers and staff members in the District (10% of the current staff). The relationship between the District and the communities it serves is strong and respectful.

The District is rich in diversity, embraces change, and is committed to quality staff development and mentoring. The District uses its many resources well, both financial and its people. Parents have high expectations for students and are highly involved with the schools and their students’ learning. The Board of Education is cohesive and focused on students.

Teachers are described as high-quality, caring and dedicated to student achievement. Teachers work hard and go the extra mile for the good of students. The curriculum is strong and continues to improve. Students are motivated to learn and well prepared for college. There is a commitment to use experts for staff development and the technology programs are up-to-date and integrated into student learning. There is a push to use data for decision-making at all levels.

Challenges for the School District

The Parkway School District is seen by some as four different communities rather than one District with some competition between areas. Additionally, the District is comprised of eleven municipalities. The District’s many strong traditions are generally viewed as a strength but sometimes the same traditions inhibit innovation and change.

No Child Left Behind and its requirements are difficult to attain because of sub-group testing and an ever increasing score requirement for making Adequate Yearly Progress (AYP). In general, there is a belief that test scores need to improve. The achievement gap between different groups of students is a challenge for Parkway School District, as it is for our nation as a whole. In the near future, boundary lines may need to be investigated, a difficult task, to achieve equity for all areas and school populations.

Facilities and infrastructures are aging and need attention at a time when assessed values are dropping, resulting in less money available for District needs. The economy has presented multiple challenges with an increase in free and reduced lunches and people worried about the future, which may have an impact on bond issues, if they are needed. Technology, although cited as a strength by many, remains a continual need for up-grades, new innovations, and aligned decision making.

The curriculum lacks continuity in the buildings and some feel it is hard to understand its scope and sequence. The dual system with Special School District (SSD) is complex and not always effective.

Profile of the Desired New Superintendent

The new superintendent should be a person who:

• Will focus on student achievement and is knowledgeable about curriculum, instruction and best practices.
• Has a strong, articulated vision that inspires others and moves the District to where it needs to go.
• Is a team-builder who brings out the best in others and welcomes others’ opinions and perspectives.
• Is an excellent collaborator and builds strong, respectful relationships with all constituents in the District.
• Honors the work of Project Parkway and is committed to implementing its initiatives.
• Is loyal and committed to longevity in the District.
• Possesses excellent communication skills that include careful listening and articulate speaking and writing.
• Is accountable and holds others accountable for performance.
• Is skilled in financial planning.

ON-LINE SURVEY SUMMARY: (1, 644 Respondents)

Demographics

	Response Count	Response Percentage
Parent	996	60.6%
Teacher	310	18.9%
Support Staff	154	9.4%
Student	106	6.4%
Administrator	49	3.0%
Community/Business	26	1.6%

Greatest Strengths of the School District:

1.	Quality Teachers	72%
2.	High Levels of Student Success	50%
3.	Financial Stability	40%
4.	High Expectations of Parents/Guardians	39%
5.	District’s Resources (financial and people)	33%
6.	Curriculum Program and Instructional Methods	31%
7.	High Levels of Community Involvement	29%
8.	Students Well Prepared for College	29%
9.	Diversity of Student Population	27%
10.	Students are Motivated to Learn	24%

Greatest Challenges for the School District:

1.	Demands of No Child Left Behind	52%
2.	Achievement Gap between Different Groups	46%
3.	Old and Aging Facilities	44%
4.	Achieving Consistency in Curriculum	32%
5.	Integrating Technology into Instruction	25%
6.	Test Scores	25%
7.	Teachers Quality	23%
8.	Economic Times/Downward Assessments	23%
9.	Strong Traditions that Inhibit Change	23%
10.	Achieving Equity for all Populations	21%

Areas Most Important for Superintendent Focus in First Two Years

1.	Student Achievement	63%
2.	Financial Planning and Accountability	30%
3.	Technology Integration for Student Learning	23%
4.	Program Evaluation	21%

Most Important Skills and Traits for New Superintendent:

1.	Has a Strong Vision That Inspires	47%
2.	Excellent Communication Skills	46%
3.	Accountable and Holds Others Accountable	44%
4.	Knowledgeable About Best Educational Practices	38%
5.	Deals with Issues Head-on	38%
6.	Open to Change	30%
7.	Welcomes Diverse Opinions/Perspectives	28%
8.	Team Builder	28%

This report may be used in several ways. First, after reviewing the input from members of the District, the Board may modify and approve the attributes that will serve as criteria to be used as candidates are screened and interviewed. Second, the Board should review this report to become informed about the thinking of different constituent groups regarding the perceptions of those associated with the District. Third, the consultants recommend that this report be given to final candidates for a better understanding of the District and its issues.

Thank you to those who took the time to respond to the survey or to attend one of the Focus Groups. The results of this report will assist the Board as they enter the next phase as they search for a new superintendent of schools.

Respectfully submitted,

Linda Hanson Craig Larson John Lawrence

School Exec Connect Consultants

Individual Constituent Focus Groups Responses