March 05, 2012
This might not be a good time for me to be writing this monthly article. I just exited an ESU 10 Data Committee meeting where information was shared and analyzed as we work diligently to "partner with our customers to meet changing needs through professional expertise, training, and support". At the end of the meeting I threw out an open question about what should be included in this month's intellectual
iteration that could be shared with all who go to the ESU 10 website. Jamey Boelhower, ESU 10 Remote Learning Specialist, piped up and told me to tell you everything I know and lessons learned
so far from the ESU 10 Continuous Improvement Process. Although that was a very good suggestion from Mr. Boelhower, I'm afraid the ensuing article would be quite brief so I am going to head in a different direction. I'm just trying to figure out what we don't know.
Information, and interpretation of that information, is extremely important as we focus ESU 10 personnel and related resources to meet your needs. The author, Michael Fullan, is someone I have quoted in the past and some of his thoughts rumble through my mind again as I tackle this topic. What really is needed for this organization to survive and thrive in the current climate that governs our collective actions? In simpler words - how can we get the biggest bang for the bucks?
The yearly ESU 10 Survey is being assembled to be distributed to all of you by the end of March. We try to keep this document as short and succinct as possible, but there is key information that we need from you to make future program decisions here at ESU 10. We don't want frivolous answers so we try not to ask frivolous questions. I hear complaints about the length of the survey and comments that it does not apply to some individuals. If it does not apply, please don't use your valuable time to respond. If only parts of the survey are of interest to you, please just complete those parts. Any information that you can provide is appreciated. I'd rather know precise information, whether it is good or bad, instead of blithely assuming that everything we do is great and that the administrator should receive all significant leadership awards available due to his magnanimous and tireless efforts.
Since my trophy shelf is extremely bare, I am assured that much more work must yet be accomplished for us to be the ESU 10 that best meets your needs. There are only two trophies on the shelf. One is for being a great softball coach and the other lists me as the greatest grandpa - and there is current dispute in the family about the grandpa award status.
Thank you for all that you do for your students and communities. Thank you for letting us partner with you.