How To Become An "Educational Surgeon"


How To Become An "Educational Surgeon" 
by Addison Davis, Superintendent of Schools, Clay County

Consistent and focused leadership matters.  While there has always been a fine line between leading and disrupting, district and school-based leaders must continuously understand the need for and implementation of both strategies, especially as they seek to improve the educational experiences of all children. The ability to understand the mechanics and strategic placement of each variable is an art and a skill that is honed by experiences and learning opportunities.  

As an instructional leader and teacher in the form of a superintendent, my job is to ensure that every student in Clay County District Schools is prepared to compete successfully within the four walls we call our classrooms, and in the larger global society that defines the 21st century.  The prevailing reason for an educational system is to ultimately create a full option graduate; a young adult that is prepared to earn a living wage as the result of participating in an industry training program, experience success in a higher education setting, or be successful with military service.  All of these possibilities requires a skillset where the individual can think critically, problem-solve effectively, and interpret information analytically.  This can only be accomplished by defining and establishing high instructional expectations, and developing a strategic plan that commits to a singular goal of improving the educational well-being of all learners.

As part of a growth mindset, our professional industry must formulate systems and establish processes of accountability that intentionally result in a fluent culture that develops an optimal learning experience.  This expected outcome should lead to professional discourse that highlights best practices and patterns of ineffective inputs that redirect our efforts.

One of the greatest focal points of my tenure as the Superintendent of Schools in Clay County is our ability to conduct an instructional S.W.A.T. Analysis upon initial entry (2016) and implement an educational blueprint that I believed would Elevate Clay. This plan created angst and concern by many of our more seasoned and accomplished veterans, but ultimately this group and the groups that follow them were able to offer insight and feedback that further improved the instructional focus.
Over the last three years, we have made monumental growth in student performance, improved the overall climate and culture of our schools and district offices, strengthened the safety and security of our buildings and school-based supports, increased graduation rates and career and technical education industry certifications, and improved dramatically our overall fiscal health. With all of that being said, the underlying reason that Clay has moved from 20th to 8th in state accountability rankings is our ability to provide equitable access to aligned grade-level appropriate content.  In this “leading disruptive” state, our leaders and teachers have become “educational surgeons” by: 

Selecting and placing consistent curriculum aligned to Florida Standards in all classrooms;
Establishing content focused and aligned curriculum guides supported with instructional resources;
Providing equitable and consistent access for K-2 Phonics;
Developing tiered resources in order to personalize & differentiate learning for students in whole group and small group settings; 
Placing equitable technology access in all schools and classrooms to meet our digital natives where they are and minimize the digital divide;
Defining the Role of a Principal Supervisor, Principal, and Assistant Principal;
Leveraging UF’s Lastinger Center’s Instructional Leadership Coaching Certification Program for school-based leaders;
Developing and implementing a “Theory of Action” structured around quality instruction and grade-appropriate content;
Instilling an adult mindset that every learner can excel, regardless of his or her zip code, by having a heart for children and a growth mindset.  
While this list appears to be filled with theoretical best practices, all elements must be adopted district-wide in order to create the educational lift that propel learning outcomes.  In our journey to achieve new organization heights, the lift can be heavy but where the desire and focus remains strong, anything is possible.  Leadership is not always glamorous, and often requires unpredictable pivots, so my advice is to always be guided by a vision that is focused on ensuring that every learner becomes a full option graduate.

Always remember that as the Chief Executive Officer, we must lead with transformational and innovative action.


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