My Priorities
District Leadership
Protect the working conditions of our teachers and staff.
Recent legislative changes to the collective bargaining process have caused uncertainty and unease. New laws have significantly changed the decades-long, effective process of negotiating work conditions between school employees and school boards. This is why is it more important than ever to have boards that understand teachers' working conditions and value their contribution to the system. As a former teacher, I understand first-hand what it is that teachers do every day and how important the hard-won contract protections are to their work. I support the traditional method of collective bargaining to the full extent that the current law allows; I have been, and will continue to be, a supporter of the master contract.
We must build mutually positive relationships among teachers, administrators, and the school board that show we value our teachers and staff. We must also ensure that our teachers and staff continue to be paid competitively, receive high-quality benefits, and are treated fairly with contracts if we are to retain them.
Enhance distributed leadership structures.
Leadership in the 21st Century has expanded to an input-driven, participatory process. The rapid rate of progress in our society means that no one leader (or group of leaders) should make decisions alone. School leaders must invite others to contribute toward these decisions.
Facilitate the growth and capacity of the administrative team.
Leadership matters. Within schools, the greatest influences on student learning are teachers and school administrators. We must ensure that our administrators have their own learning opportunities, support structures, and accountability procedures in place to lead most effectively.
Renew our focus on student achievement.
Over the last few years, ICSD's overall student achievement rate has dipped. The school district's theory of action states that administrators should "understand district goals and initiatives and actively help others make connections" and that administrators should be held "accountable for implementation of best practices and essential skills." Based upon the trends in student achievement, now is the time to engage in conversation on this topic with our district's administrators.
Clarify and promote a clear vision of the district that guides day-to-day actions.
The district's strategic plan should be a guiding part of each day's work. We must decide: What does our strategic plan look like in the actions we take and the decisions we make every day? It is not enough to have a strategic plan. It must be a living part of the work that happens every day.
Grow partnerships among the school and business community.
The practices many of us experienced in school are no longer enough for our students. Today's kindergartners will take jobs that haven't even been invented yet. We must work with the business community to ensure that we are preparing students in ways that will enhance their post-secondary choices as well as support our economy.
Expand and enhance the quality of communications and identity.
Let's improve our ability to "tell our story" to prospective residents and potential school employees in engaging and informative ways. By working closely with the City of Indianola and other entities, we can combine forces to contribute to community growth and opportunities for the students and families who live here. The growth and health of the city and school district are connected to one another. An approach that is more proactive will benefit everyone.
Teaching and Learning
Actively recruit, hire, support, and retain the most qualified educators.
At Indianola, we must hire the best. The primary hiring consideration for teachers in our school district should be teaching ability; the primary hiring consideration for administrators in our school district should be leadership ability. For staff serving in any role, we must seek individuals with the highest skills and the ability to create supportive relationships with students, families, and staff.
Expand the capacity of the Teaching and Learning Department.
As a school, our primary purpose is to prepare students for any post-secondary option they choose. That is, our primary purpose is learning! The Teaching and Learning Department should be one of the largest departments in our school district, yet it is woefully understaffed in comparison to other area school districts. We need to add capacity to keep up with increased state-level requirements as well as lead and support positive growth in learning.
Support a wide variety of extracurricular and fine arts opportunities for students.
Students who find their niche within the school environment feel connected and perform better. Whether this is an athletic option, band participation, or any one of the many other fine offerings we have for students, we must continue to provide options for our students.
Support teaching and learning structures that promote high levels of student achievement.
Coordinated professional development that is designed with teachers ensures that we can bring the most effective research-based processes to our schools for the benefit of our students.
Expand technology access for PK-5 classrooms.
While our secondary students have access to 1:1 computers, our elementary schools are not as well equipped. We must add capacity at the PK-5 level for student access. As more and more curriculum moves on-line, this will continue to grow in importance.
Develop a consistent vision, enactment, and support of social-emotional learning (SEL) across our district.
All across Iowa, we see a critical need for mental health support and social-emotional learning in schools. We must examine our own district's vision for SEL and the ability to support students in this area, including a common districtwide understanding of behavior supports and interventions.
In addition, students must feel safe while they are at school. While secure building entrances and school resource officers are important components of school safety, psychological safety is just as important. This means being proactive in working with teachers and students to create the kind of positive social environment we want in our schools. Students who don't feel mentally safe or connected to the school disengage and ultimately drop out. We can continue to do more to build welcoming environments where all students and staff feel respected and connected.
Ensure that ALL students graduate with a defined plan for post-secondary training and success, whether that be workforce entry, military service, study of a trade, or 2-year or 4-year college attendance.
Walking across the graduation stage is not the end--it's the beginning! All students should graduate with a plan; as a district, we must monitor the success of our graduates in achieving their plans as well.