American Association of School Administrators. (A Supplement to the School Administrator).

AASA Executive Committee Election

Following the National Conference on Education in February, AASA members will elect a president-elect and two members of the Executive Committee. All voting members will receive a ballot in the mail. New officers will be installed at the AASA Leadership Conference and officially take office on July 1.

Upon filing, candidates for president-elect -- Donald L. Kussmaul -- and Executive Committee -- Daniel D. Curry, Charles C. Lyle III, Leonard E. Merrell, Kay E. Royster and Eugene G. White -- were asked to provide biographical information and to answer a series of questions about their candidacy and issues facing today's education leaders. The candidates' responses to two of the final three questions are included in this issue of the Bulletin. All of the candidates' responses, along with their bios, can be found at www.aasa.org.

President-Elect Candidate

DONALD L. KUSSMAUL

(Illinois)

Superintendent of Schoois

East Dubuque Unit School

District 119

East Dubuque, Illinois 

QUESTION #1 -- What should AASA do to ensure the availability of quality candidates for school district leadership positions?

WE MUST:

* Promote and involve aspiring school leaders in activities of the association.

* Develop partnerships with state affiliates and universities across the country to reach out to aspiring school leaders and to work cooperatively in the development of programming and mentoring for aspiring and beginning school leaders.

* Establish, in cooperation with state affiliates, mentoring corps for administrators by using retired AASA members from states or regions.

* Utilize AASA staff to assist state affiliates in providing incentive legislation and initiatives to promote the development of school leaders.

QUESTION #2 -- What do you recommend as AASA's action priorities for the next 3 years?

WE MUST:

* Keep national legislative issues such as IDEA and REAP on the leading edge while developing legislation to promote school issues that enhance universal proficiency.

* Provide leadership to state affiliates and state departments of education in the establishment of rules and regulations for NCLB that will meet the needs of each state.

* Meet present and future needs of AASA members with the passage and implementation of the new governance model.

* Establish linkages with state affiliates and universities for the promotion and development of quality candidates for school district leadership positions.

Executive Committee Candidates

(Listed in alphabetical order.)

Daniel D. Curry

Superintendent of Schools

Wood County Schools

Parkersburg, West Virginia 

Question #1 -- What should AASA do to ensure the availability of quality candidates for school district leadership positions?

AASA needs to partner with others to develop the next generation of leaders. Many who might aspire to the position possess knowledge of educational issues and experience in the field, yet they still don't understand the nuances of the superintendent position. AASA could help by establishing online mentorships and courses specifically focused on the role of the superintendent. Successful completion of such a program could result in the creation of an AASA Certified Superintendent, a license that could be marketed across state lines. This could transform the AASA image from an organization for leaders to an organization that grows leaders.

Question #2 -- What do you recommend as AASA's action priorities for the next 3 years?

Membership growth is critical. The next generation of leaders appears to be more independent. We need to understand what they want from an organization and plan accordingly. AASA should focus on developing a reputation as the organization to belong to for all educational leaders,

NCLB is designed to pave the way to vouchers and charter schools. Its goals are unrealistic and state legislatures are ill-prepared to deal with the exorbitant costs that will be associated with its implementation. Its repeal is unlikely, but with appropriate pressure from AASA members we may be able to shape its future.

Charles C. Lyle III

Superintendent of Schools

Long Beach School District

Long Beach, Mississippi 

Answers unavailable. Log on to www.aasa.org for all candidates' answers.

Leonard E. Merrell

Superintendent of Schools

Katy Independent School District 

Katy, Texas 

Question #1 -- What should AASA do to ensure the availability of quality candidates for school district leadership positions?

As America's preeminent association for school leaders, AASA has a responsibility to elevate the status of the superintendency nationwide. The role must be better articulated and viewed with greater respect in this era of accountability and high expectations for every child.

AASA should establish a framework for superintendent preparation, provide intensive professional development opportunities and identify successful programs to guide state associations in their professional development role. Working with state associations, AASA can provide a network of leadership training for three groups: experienced, new and aspiring superintendents, each essential to insuring continued quality leadership for school districts.

Question #2 -- What do you recommend as AASA's action priorities for the next 3 years?

AASA would be best served by focusing on:

1) helping school leaders to implement state and national initiatives aimed at improving educational opportunities for all children;

2) strengthening AASA through a governance structure that is clearly articulated to members and in which leadership opportunities are accessible to a broad spectrum of members;

3) encouraging a higher level of member involvement in AASA activities;

4) communicating strongly to school leaders the value of AASA membership;

5) building a pool of resources and best practices to assist school leaders in developing quality instruction and implementing new requirements.

Kay E. Royster

Superintendent of Schools

Peoria Public Schools

Peoria, Illinois 

Question #1 -- What should AASA do to ensure the availability of quality candidates for school district leadership positions?

AASA should continue to draw upon its unique experience of leading the dialogue on professional development, certification and pension planning for school district leaders. The establishment of a leadership institute would allow for defining and redefining national professional standards for superintendents and prospective superintendents. This institute could focus on the more traditional topics of leadership, community engagement and/or board-superintendent relations, as well as other relevant topics such as assessing the capacity of a district to change.

Question #2 -- What do you recommend as AASA's action priorities for the next 3 years?

In its pivotal role of relating with our state associations and other national organizations, AASA is able to gather information and resources allowing it to remain the major source and conduit of information on policies, procedures and practices utilized in our public school districts across the nation.

AASA should also continue to work diligently upon implementing changes in its governance structure in an effort to foster stronger and more cohesive relationships with our state associations. In so doing, public school administrators will remain a strong voice in shaping the policies affecting the education and achievement of our nation's children.

Eugene G. White

Superintendent of Schools

Metropolitan School District of Washington Township 

Indianapolis, IN

Question #1 -- What should AASA do to ensure the availability of quality candidates for school district leadership positions?

AASA has tremendous influence at the higher education and K-12 educational levels. The influence at the higher education level allows AASA to work with administrators, instructors and researchers to create more effective strategies and practices for educational leadership. AASA must continue to press for better preparation of district administrative leaders.

At the K-12 level, AASA has to continue to provide leadership, support and professional development opportunities for district leaders. The creation of a national mentorship academy for outstanding new district leaders could further enhance AASA's role in ensuring quality leadership. State associations and executive directors could select the academy candidate.

Question #2 -- What do you recommend as AASA's action priorities for the next 3 years?

The first priority should address the need to maintain and increase the membership of AASA. As veteran administrative leaders retire and "boby-boomer" aged leaders prepare to leave their roles, conscientious and planned efforts must be engaged to attract new leaders to the organization. Priority two should address the leadership role that AASA must play in this current era of governmental dictates and public mandates for increased student performance and educational accountability. Priority three should actively support AASA's legislative initiatives or risk losing our voice and influence at the federal and state levels of legislative decision making.