Interview with Alvin Heatley, Executive Assistant, School Improvement, Akron Public Schools
In the past year and a half, the Akron Public Schools have begun a process of decentralization. While the call for decentralization came from the superintendent and the school board, business leaders also sanctioned the efforts. The process began in April 1991 with the hiring of a new superintendent who reorganized the central office staff to decrease its size by some 21 positions. A contractual agreement to establish Building Leadership Teams at schools resulted in further decentralization.
The primary responsibility of the Building Leadership Teams is decision-making at the building level. Workshops are planned to develop their decision-making capabilities. Eventually, each team will write the schoolimprovement plan for its building.
In November 1992, voters were asked to pass a levy that included$12 million for school improvement. Of this amount, Building Leadership Teams would receive $2 million toimprove their schools.
Funding and support "There are several major obstacles to decentralization, for example, a lack of funding at the state and local levels. Another is the lack of union support in the restructuring efforts. The last is the resistance to change, which we will hopefully overcome via training and community support."
Waivers "Often, state regulations are delivered to the local level without funding for implementation. To restructure, they [schools] need the freedom to break away from state regulations and requirements, while still maintaining accountability. For example, we have applied to the state for 45 waivers from state regulations and have received approval for none."
Copyright © 1995, North Central Regional Educational Laboratory
Contact: info@ncrel.org
Posted on April 26, 1995
URL: http://www.ncrel.org/sdrs/areas/issues/envrnmnt/go/93-1akro.htm