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Hawaii State Board of EducationBuilding Capacity for Effective Leadership and Governance
SEPTEMBER 2, 2021
ROBERT HULL, PRESIDENT AND CEO
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Objectives• To review briefly the state board’s levers of influence to establish and
support an aggressive results-driven policy agenda.• To reframe the essential question of board leadership and governance.• To review and understand the roles of the state board of education and
the superintendent to establish and implement the vision, mission, and goals for the state education system.
• To discuss a process for the state board of education to recruit, select, and onboard a new superintendent.
• To reflect on the board’s self-assessment questionnaire. • Discuss the major goals the board wishes to accomplish in the next year.
Hawaii State Board of EducationBuilding Capacity for Effective Leadershipand Governance
AUGUST 12, 2021
ROBERT HULL, PRESIDENT AND CEO
College,Career, and Civic
Readiness
Safe andHealthy Schools
Developing and Sustaining Teachers
and Leaders
Equity andExcellence
The Work of theState Board Core Values
Systems
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• A sustained course of action toward desired results.
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Power of Policy
Power of the
QuestionPower to Convene
The Power of Collective Action
State Board Authority
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Education Leadership and Governance
• Choosing a new state superintendent
• Developing a new strategic plan
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Essential Question – Conventional vs. Reframed
Where do we see education moving in
the future and how do we plan for it?
Where can we, the Hawaii State Board of Education,
take education as we make these two critical and essential decisions?
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Timeline and Process1. Work with the search committee to outline a process that will allow the board to
choose a state superintendent in the spring of 20222. Establish the major goals you wish the superintendent to accomplish in the first year3. Identify the key skills and attributes needed by the successful candidate4. Create/revise the job description based upon those skills and attributes 5. Deploy the search process and execute the search process6. Choose superintendent7. Conduct comprehensive onboarding process for the superintendent and board
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Key Skills and Attributes for the Superintendent (Five Forces of Leadership, 1984, Thomas Sergiovani)
Technical Leadership• Development of sound management techniques needed for the agency to operate efficiently and
effectively.Human Leadership
• Guides the expectations and development of quality employeesEducational Leadership
• Establishes high academic expectations for educators and studentsCultural Leadership
• Fosters an environment of teamwork and trust throughout the education systemSymbolic Leadership
• Provide a vision and model behavior and commitment required to achieve it
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Pause for Questions and Clarifications
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Statewide Vision, Mission, and Goals for the Education System In Hawaii
Implementation
Work Plans
Strategic Plan Board of Education
Superintendent
Department of Education Schools
Board of Education
Members and Staff
Leads and oversees the development process in
conjunction the superintendent and
stakeholders.
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Pause for Questions and Clarifications
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Strategic Planning Process1. Context Setting: lenses for development (authorities, etc.)2. Data Analysis: evidence (qualitative and quantitative)3. Vision and Mission: review, refine or develop4. Critical Analysis Review: taking the pulse of past work 5. Blue Sky Thinking: brainstorming the possibilities6. Priority Setting: whittling the list7. Consensus: agreed upon goals8. Desired Outcomes: identify metrics9. Defining Success: identify milestones10. Capacity: resources and processes11. Refinement and Adoption12. Implementation, Monitoring and Reporting
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Pause for Questions and Clarifications
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What are the most pressing issues facing Hawaii schools at the present time?
1. Health and safety due to the pandemic (school reopening, trauma, COVID guidelines)
2. Student achievement (learning loss, absenteeism, learning gaps)
3. Leadership and communications
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What are the top priorities for the board in the next 12 months?1. Student/staff safety and wellness (mental,
physical, emotional, re-engagement through in-person learning)
2. Select a new state superintendent
3. Develop the framework for a strategic plan (vision, mission, align goals and priorities, metrics)
4. Support and work with current interim superintendent effectively
5. Resource allocation (equitable distribution, ESSER, facilities, technology, digital equity
6. Board effectiveness (values & principles, communications, stakeholder engagement, accountability of self and others, training, technical assistance)
7. Student-focused (whole child, student achievement, learning loss)
8. Data driven (student needs, learning loss, monitoring)
9. Others: workforce development, after school programming, effective school leadership, training for staff
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What are the top goals for the new superintendent in the first year?1. Execute on board goals and priorities in an
equitable and effective manner (collaborate on strategic plan, execute a DOE work plan, report on appropriate metrics,
2. Enhance the capacity and effectiveness of the DOE to focus on equitable student achievement and supports (audit DOE effectiveness and staffing, identify potential leaders,
3. Establish effective communications with stakeholders (other state agencies, community, parents, etc.)
4. Align roles and responsibilities for tri-level system.
5. Provide consistent policy enforcement
6. Data driven (student needs, learning loss, monitoring)
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Robert HullPresident and CEO
Office - (703) 684-4000 ext. 4867Mobile - (304) 546-1651
