Administrative Roles

Having reviewed the above research, the ASR committee met in November 2005 for final consideration of the pros and cons of various models. After extensive meetings and discussion, the Committee reached consensus on their recommendations for specific administrative roles. Upon first analysis, the recommendation appears not to constitute a huge visible change in the current structure, but instead suggests changes in finer gradations of how the district is run. The Committee proposed that the OISB look at the broad structure of the district, building in flexibility in how jobs are defined and composed so that the strengths of the individuals chosen can be maximized and the deficiencies minimized. These improvements will have the effect of improving efficiency and providing for the possibility of future change when natural position openings occur, such as when an administrative team member chooses to retire.  Finally, after having looked at the myriad of job responsibilities under each administrator, the recommendation made by the ASR committee represents a better organization of those duties.

Consolidation of School Districts

Perhaps one of the most urgent questions posed repeatedly to the OISB is why not save money and consolidate school districts. As this was one of the major original motivations for forming the ASR Committee, they looked at this model in some detail.  All research areas warned against consolidation, as it generally provides minimal if any financial savings and compromises academic performance. Additionally, even if consolidation had more appeal, problematic issues in addition to academics are: geographic challenges (travel time between schools), cultural disparities between islands, the desire for insulated local control by all districts, and the lack of interest to pursue such an option in other districts (San Juan, Lopez and Shaw Island Districts have clearly stated they do not wish to discuss such an option).  The ASR Committee could not recommend consolidation.  The financial savings in consolidation are meager and the OISD would lose the jurisdiction necessary to adequately address district needs.

Resource-Sharing

However, despite the above conclusion regarding overall consolidation, the ASR Committee explored the idea of resource-sharing and determined that this is a very reasonable area in which consolidation with other districts is possible. Other districts in the state have successfully blended spheres such as business office functions, cooperative special ed programs, school psychology, etc. Other local districts have expressed interest in this concept, and financial advantages would clearly be gleaned without sacrifice to the student experience.

In the final analysis, the Committee arrived at its conclusions by simply addressing each administrative area and analyzing specific jobs. The sections below contain the committee's recommendations for each administrative area. 


School District Recommendations

Question: Should we consolidate with another district or districts?
Answer: No.

Explanation:

• Minimal, if any, financial benefits.
  
  
• Many deficits, including a lack of local control, possible lower academic achievement (research supported), and a minimal presence of governing entities on site.
  
  
• Research supports maintenance of small districts and schools; points out that schools that consolidate tend to demonstrate lower academic achievement.
  
  
• Other island districts do not support the concept.
  
  
• Geographic nature of islands and limited transportation system pose challenges for efficient joint governing of districts.
  

• Staff and community need a strong leader figure.
  
  
• Extensive number of tasks in job description.
  
  
• Principals run the individual schools, but district as a whole needs broad leadership.
  
  
• Important role interfacing with school board, community, staff and families.
  
  
• Serves as the school district representative in the community.
  
  
• Serves as supervisor of alternative programs (such as OASIS).
  
  
• Either fiscal or programming facets of district would likely fall apart without this position.
  

• Geographic nature of islands and limited transportation system pose challenges. The superintendent must be available around the clock, so if their primary residence is elsewhere it could impact their ability to fulfill duties (e.g. making the call for school closures due to bad weather, etc.).
  
  
• Imperative that leadership be on-site full time.
  
  
• Superintendent must be an integral part of the fabric of the community where he/she lives. This enables them to more effectively obtain locally sponsored grants, network for passage of school related bonds and levies, communicate with the community at large regarding school issues, and be available to address immediate questions and problems.