Superintendent Entry Plan

The job of Superintendent is multifaceted and the first Superintendent's position could easily become overwhelming without some forethought. It is imperative to have a plan to guide you through the transition of the first year. Becoming familiar with the district and it's stakeholders, communicating with all stakeholders, and analyzing relevant district data, are just general examples of duties that a beginning Superintendent must consider.


The First Day

• Begin the process of setting up lines of communication. This includes board members, district administrators, community leaders, and any other stakeholders in the district.



• Begin more specific study of relevant district data. General knowledge was gained prior to the interview process, but at this time a new Superintendent should gain a more extensive understanding of district demographics, accountability strengths and weaknesses, as well as district financial information. (Due to the amount of data, I understand that this will be a continual process).



• Meet with central office administrative team to discuss district goals and overall vision of the district.

The First Week

• Conduct individual meetings with each school board member to discuss district goals, as well as possible individual goals for the superintendent.



• Conduct district-wide administrative staff meeting to discuss organizational structure, school calendar, hiring process and procedures, and staff development needs.



• Meet with building principals to learn campus specific needs and goals, as well as strengths and weaknesses of each campus.



• Meet with each director, supervisor and coordinator to find out specific needs of their respective department (ie: athletics, maintenance, transportation, business, food service, technology, special education, curriculum)



• Compile a complete list of employee birthdays and have cards made to send to each employee on their birthday. (Little things can go a long way!)

The First Month

• Attempt to visit campuses regularly. Show that you are approachable and available to your employees, and all district stakeholders.



• Attempt to attend faculty meetings at each campus. This is an opportunity to share your philosophy and vision while being visible and accessible to your campus-level employees.



• Schedule monthly staff meetings that include district and campus level administrators, directors, supervisors and coordinators.



• Meet with school board members. At this time goals for the district and goals for the superintendent can be compiled, based on the previous individual meetings with each member. Plans for a team of eight should also be discussed. It is vital that the superintendent-board relationship begins with everyone on the same page.



• Begin forming a positive relationship with the local media. This should include television, newspapers, and radio. Make sure that local media outlets are invited to all activities and functions occurring in the district. A positive relationship with the media will help the district's image be positively promoted to the community.



• Implement various forms of school - community communication. Schedule speaking engagements at civic club meetings and PTA meetings to promote achievements and positive aspects of the district. Other examples of communication are websites, newsletters, marquis, and public calling system.

The First Year

• Continue addressing district needs based on knowledge gained from the study of district data and meetings with stakeholders. (ie: budget, personnel, facilities, accountability)



• Continue communication with school board, district employees, community, media, and all district stakeholders.


• Maintain an "open door policy" for stakeholders to share concerns



• Continue campus visits and attend as many district functions as possible. (ie: athletic events, UIL academic meets, etc.)


• Continue speaking for civic clubs and at PTA meetings.


• Continue monthly staff meetings with all district and campus administrators, directors, supervisors, and coordinators.


• Receive Region (?) Superintendent of the Year Award (might as well aim high)

At the end of the first year the superintendent should now evaluate progress and re-identify the needs of the district. As the old adage states: "Rome was not built in a day". This is also true of a new Superintendent's assignment. There are so many areas to deal with, and the job entry plan should have been an important tool in keeping priorities straight. It should also now be evident that there are some areas in which the majority of the duties can be delegated, with close monitoring by the Superintendent. This will allow for more focus in other areas of weakness. There are also parts of the entry plan that are continual and can remain on the plan from year to year. The job entry plan should now be revised for the second year of the job. These revisions should be based on the amount of progress made, as well as those areas that require continual work.