March 10, 2015 – The search for the new Superintendent of Schools is in the homestretch. Six candidates have been identified. All but one have led local and intermediate school district work in Michigan, the other is a deputy in Massachusetts’s education department.
This choice has enormous implications for Michigan, particularly in how we build educational success with the most challenged among us. Clearly, we can assume that the candidates are steeped in education pedagogy expertise, and know what they are doing running a classroom and a school building during the school day. The job requires that expertise and more as they face Michigan’s big challenges – some of the largest achievement gaps in the nation; consistently poor showing compared to other states on education measures; and limited improvement on state assessments.
Current Superintendent Flanagan is certainly leaving a legacy. He helped to facilitate the enormous expansion of 4-year old preschool, and has been an outspoken advocate for the importance of the early years for later educational success. Under his watch, the state committed to closing gaps in educational outcomes for African American boys, resulting in shifts in Department practice, and support for local system efforts. In addition, he helped to facilitate several public/private task forces that looked closely at some of the critical issues feeding these gaps including truancy and school discipline practices.
There also have been enormous strides to broaden our methods of attaining, measuring and documenting college and career readiness skills. Partnerships have begun to form with employers, post-secondary institutions and community partners who provide learning opportunities outside the school day. This work points to the need for significant changes in our system that will not only benefit all kids in K-12 schools, but would be a game changer in skill building and credit accumulation for the most challenged young people in this state.
The new Superintendent will need to redouble all of that work. And to be successful, they will need to skillfully collaborate – not only with the Governor and the Legislature (both of whom hold the purse strings), but with the leaders of other state departments, with the rest of the education and workforce continuum, and with other community resources. They will need to capitalize on the broad recognition that what happens beyond the school doors impacts educational success, and call on resources beyond their own purview to help.
Beyond continuing support for current initiatives, what are some specifics priorities for the new Superintendent?
- Better address the educational needs of parents. The most consistent predictor of educational success for children remains the educational success of their parents – the research couldn’t be clearer on that. If we want to improve 3rd grade reading and college and career readiness, we not only have to look earlier than kindergarten and bolster children’s experiences beyond the school doors, we also have to look at our support of adult literacy through our adult education system. This system has not successfully served the most challenged adults for quite a while, many of whom are the parents of the most struggling learners.
- Focus investment on expanding learning options for children, youth and families beyond the traditional school day. At this point, Michigan relies almost entirely on uncertain federal funds to support before- and after-school and summer programming evidenced to cut equity gaps. In addition, fully coordinating community services through evidenced integrated student services models needs to be given priority.
- Extend leadership in improving care for young children beyond pre-school. While Michigan has taken and made strides in improving the quality of our child care system, we’ve done that with fixed federal rather than state investment, limiting our ability to drastically improve access to high quality care. Our subsidy system for the poorest working families consistently ranks us at the very bottom in the nation. A few years ago, Michigan brought the state’s child care system under the auspices of the Office of Great Start, and additional strides to improve that system are needed.
- Develop consistent ways to engage young people in reform strategies and priority development – particularly those experiencing the most challenging educational and life circumstances. This is not easy, but could be done with the help of partners, including Michigan’s Children.
- Lead cross-department efforts. Early on in his 1st term in office, the Governor developed a strategy to connect the dots between state departments by establishing what he termed, the “People Group.” This group is comprised of the directors of the Departments of Human Services, Community Health, Civil Rights and Education. The new State Superintendent is ideally suited to lead that group, in light of the transitions occurring with the merger of DHS and DCH, and the space to focus the group’s work on building college and career success.
Whew! They have their work cut out for them and we have our work cut out for us. We realize that this is a lot to ask of the next state Superintendent, but there are a lot of public and private partners available to help, if they can take advantage of them.
– Michele Corey