LETTERS - Letter to the Editor

School Administrator, June, 2001

Confused Thinking on Governance

William J. Price got some things right in "Policy Governance Revisited" (February 2001). Yes, our definition of leadership is changing--the leader as manager has become a fossil. Yes, a new breed of board members is being elected--a breed that demands to make a contribution and wants to be players. Yes, a locally elected school board has characteristics that are not shared by the typical corporate board.

But Price got some things wrong: School boards are not by definition irrational. Ideology is not at the heart of America's communities. District power is not a zero-sum game. The opposite is true. Many school boards are up to the governance challenge. We sell ourselves short if we expect too little.

I would argue the school board is essentially a governance structure and in this way differs from elected legislative structures. In general, policy governance 's concern for role definition attempts to address this difference. While I like much of policy governance, like Price I do not think "pure Carver" works for school boards.

The importance of developing and nurturing a cooperative relationship between the superintendent and board cannot be overemphasized. However, a solution to our current troubles must include school boards that rise to the challenge and play a proper governance role, setting district direction on behalf of the communities they serve.

JOHN J. CASSEL

Director of Field Services,

Illinois Association of School Boards Lombard, Ill.

William Price's article reflects many of the concerns I hear from superintendents and school board members. However, I must take issue with several important points.

First, Price states that school governance and corporate governance are necessarily different. Because of direct economic incentives, corporate boards are inherently rational in their decision making, he contends, while school boards driven by political agendas are irrational.

I have some news for him: Corporate boards are just as prone to bad governance and irrational decision making. This is so because the directors lack education (imagine that) in the true nature and responsibilities of governing. Almost all directors, public and private, are ill prepared to fulfill their responsibilities. As a result, there is a quiet but powerful governance revolution under way in corporate America, and it is spreading to schools and other not-for-profit organizations.

Price's argument also fails in his prescription for boards to seek, hire and put their faith in visionary, heroic leaders. The academic literature on management discredits this concept. When any board seeks a heroic personality to lead its organization, the board is essentially saying, "We are not up to the task that is ours to do."

And his assertion that policy governance causes the superintendent to somehow become an operating technician and not a leader is also incorrect. The CEO functions as a full member of the board under policy governance, both in public schools and in the private sector. In this capacity the superintendent also participates in governing/leading the district.

RUSSELL BROOKS

President,

Mission Centered Leadership Centre Hall, Pa.

The New Economy

Congratulations on an excellent March issue ("Education in the New Economy").

Although I did not agree with every word and saw the authors did not always agree with each other, I was struck by the fact you found informed people to address many aspects of education in the 21st century. Even Leon Botstein's note of caution was well written and thought provoking, if just a bit less informative than some of the other commentaries.

MICHAEL SULLIVAN

Executive Director

Agency for Instructional Technology Bloomington, Inc.

My compliments on the March issue, a real treasure trove for anyone seeking enlightened thoughts (and usable, attributable quotes) about "Education in the New Economy."

Predictably, the contributions by Leon Botstein, Denis Doyle and the remarkable Richard Rothstein were genuinely provocative, and the other 13 weren't far behind. As an occasional anthology editor over the years, I can appreciate what a job it must have been assembling an issue like this one.

GEORGE KAPLAN

Independent Consultant

Bethesda, Md.

Another Dirty Secret

Paul Houston's Executive Perspective ("Dirty Secrets Revealed!") in the March issue was right on.

When I was involved with the AASA Small Schools group, our motto was "Small Is Beautiful."

I once tried to implement his suggestion to give teachers a 12-month contract when I worked in Colstrip, Mont. The teaching staff rejected it.

My dirty secret is to have statewide salary schedules. The teachers' union has successfully divided the school districts, having them compete with one another to make it more attractive to teach in one community over another. A statewide salary schedule would go a long way toward reducing the time and money spent in negotiations. The state legislature then would only have to fund the salary package.

HAROLD TOKERUD

Interim Superintendent