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Sylvester Small set ambitious goals as superintendent, and then he delivered for the Akron Public Schools
Published on Wednesday, Nov 07, 2007
The goal was bold. The district was lodged in ''academic emergency.'' It was struggling financially and academically, facing declining enrollment and a school board racked by bickering. Just months before Small stepped into the job, Mayor Don Plusquellic had expressed his discontent with the district's administration and floated the possibility of a mayoral takeover. The superintendent selection process itself had stirred up racial tensions. Small had little choice but to set an ambitious course to galvanize a district in trouble and losing public confidence.
Small plans to step down at the end of this school year. Retiring, too, this December is Sue Long, the deputy superintendent. Small and his staff can point to notable accomplishments during his tenure. As pledged, the district has attained a respectable ''Continuous Improvement'' status on Ohio's academic ratings, making enough progress for an arguable claim as the best among Ohio's Big Eight districts.
Differences aside, school officials worked closely with City Hall on two successful campaigns for operating levies to shore up the district's finances. The city and district are engaged in a remarkable collaboration. Together, they persuaded voters to increase the city income tax in 2003, drawing down state funds for the massive $800 million facilities project. The future face of the district is visible all over town in school buildings designed to meet the needs of the public and students.
When he steps down at the end of July, Small, 60, will conclude a career of 38 years in the Akron schools as a teacher, principal, assistant superintendent and superintendent. His intimate knowledge and calm, quiet demeanor have been an asset in navigating difficult times for the district.
Like other Ohio urban districts, Akron is under intense pressure to raise student and teacher achievement, increase enrollment and operate more efficiently with uncertain finances.
The district needs sustained financial support and participation from the public to achieve these goals. At a time when less than 20 percent of city residents have children in the public schools, the superintendent has the added challenge to engage the public's interest in the continuing relevance of the public schools. A valid criticism of Small is that he has not been as aggressive or effective as he could have been as the public face and voice of the school district, articulating the vision and goals and inspiring broader interest in the direction of the school system.
Small's legacy is a district primed for higher achievement. It will be up to new leadership to consolidate and build on the gains. The task will take the commitment and calm confidence Sylvester Small has brought to the job plus the dynamism to engage more deeply the public as partners.
Get the full article here.
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