Sealing the deal: six ways (other than increasing test scores) superintendents keep their positions and boost their salaries.In the words of Kenneth Eastwood Eastwood is the name of several places:
1. Contraction of it is. 2. Contraction of it has. See Usage Note at its. it's it is or it has it's be ~have not just about improving student performance. Today's superintendents must also be financial geniuses and savvy politicians. Even worse, these types of skills are not ones you can get from a book or a class. "Most administrative preparatory pre·par·a·to·ry adj. 1. Serving to make ready or prepare; introductory. See Synonyms at preliminary. 2. Relating to or engaged in study or training that serves as preparation for advanced education: programs don't don't 1. Contraction of do not. 2. Nonstandard Contraction of does not. n. A statement of what should not be done: a list of the dos and don'ts. deal with any of this," says Eastwood, superintendent of the Enlarged City School District of Middletown Middletown, cities, United States Middletown. 1 Industrial city (1990 pop. 42,762), Middlesex co., central Conn., on the west bank of the Connecticut River; settled 1650, inc. 1784, town and city consolidated 1923. , N.Y. "How do you act? How do you massage massage (məsäzh`), treatment of superficial parts of the body by systematic rubbing, stroking, kneading, or slapping. Massages can be administered manually or with mechanical devices. people and bring them together for a consensus? It's not necessarily about strategy or skill." What Eastwood is describing are the traits that may also help with salary negotiation. In these days of nonstop HP's brand name for its fault-tolerant servers, which range in size from four CPUs to 4,000 CPUs. The NonStop line was created by Tandem Computers, which was acquired by Compaq, which later became part of HP. accountability, a well-liked superintendent with strong community ties can weather a bad situation and may even hold onto his or her job when times get tough. Paul Paul, 1901–64, king of the Hellenes (1947–64), brother and successor of George II. He married (1938) Princess Frederika of Brunswick. During Paul's reign Greece followed a pro-Western policy, and the Cyprus question was temporarily resolved. Houston Houston, city (1990 pop. 1,630,553), seat of Harris co., SE Tex., a deepwater port on the Houston Ship Channel; inc. 1837. Economy The fourth largest city in the nation and the largest in the entire South and Southwest, Houston is a port of entry; , executive director of the American Association of School Administrators The American Association of School Administrators (AASA), founded in 1865, is the professional organization for more than 13,000 educational leaders across the United States. , agrees. "No question about it," says Houston. He says superintendents need to reach out to their communities and build a network of support around families and children. Houston says by doing that, they build a support base that will remain loyal. "The people who feel disconnected can easily become critics," warns Houston. So, how can superintendents foster the right relationships and make themselves known as a person who cares? One way is by understanding that their role has changed from being a manager to being a conductor conductor Any of various substances that allow the flow of electric current or thermal energy. A conductor is a poor insulator because it has a low resistance to such flow. , says Houston. "You need to understand human interaction and figure out how to get your team using its talents to work together." To get other answers to the thousand-dollar question, we spoke with several school leaders who offered their suggestions. 1 Show your face "I am not a runner," says William William, crown prince of Germany William or Frederick William, 1882–1951, crown prince of Germany, son of William II. In World War I he commanded (1914) an army on the Western Front and was nominal commander in the German attack J. Mathis Firms
Rutland, county (1991 pop. 32,400), 152 sq mi (394 sq km), central England. Rutland has a rolling terrain and is a rural upland area largely devoted to tillage and pasturage. Northeast Supervisory Union in Vt., "but a few Saturdays ago I participated in a local school's 10K race." For Mathis, the event was not about winning or the exercise but about showing solidarity for the cause. The victory is meeting new people, seeing old friends and being a part of the local fabric. "Schools are the very definition of community," says Mathis. He knows that the after-hours and weekend gatherings are where you get the chance to interact with people you may never otherwise get to see. He says a superintendent absolutely has to do these kinds of things. Visibility is important, agrees Walter Wal·ter , Bruno 1876-1962. German conductor noted for his interpretations of Mozart and Mahler. Noun 1. Walter - German conductor (1876-1962) Bruno Walter Warfield For other uses, see . Warfield is a village and civil parish in the English county of Berkshire. It is part of the unitary authority of Bracknell Forest. Geography Warfield is a mostly rural parish made up of a number of small settlements. , executive director of the Illinois Illinois, river, United States Illinois, river, 273 mi (439 km) long, formed by the confluence of the Des Plaines and Kankakee rivers, NE Ill., and flowing SW to the Mississippi at Grafton, Ill. It is an important commercial and recreational waterway. Association of School Administrators, but he adds that it must be the right kind of visibility. "I never golfed when I was a superintendent because if you went out on one afternoon a month, you'd you'd 1. Contraction of you had. 2. Contraction of you would. you'd you had or you would you'd have ~would be seen by 100 people and the perception would be that you'd been out golfing 100 times." Warfield, who has been in school administration since 1973, suggests being strategic in your scheduling. For example, he used to visit buildings at bus time and, instead of meeting with principals in their offices, he'd he'd 1. Contraction of he had. 2. Contraction of he would. he'd he had or he would he'd have ~would chat with them on the sidewalk A Microsoft service that was launched in 1997 to provide online arts and entertainment guides on the Web for major cities worldwide. In 1999, Microsoft sold Sidewalk to Ticketmaster, which continued to provide guides, ticketing and other information to the MSN network. . "You want a big bang big bang Model of the origin of the universe, which holds that it emerged from a state of extremely high temperature and density in an explosive expansion 10 billion–15 billion years ago. for your time out," he says. "With just one visit, you're you're Contraction of you are. you're you are you're be seen by 100 parents; you've you've Contraction of you have. you've you have you've have visited their school 100 times." Another Warfield trick is to show up before a Friday-night football or basketball game starts, leave in the first quarter and head to another school by halftime. "People would think I was always at games," recalls the man who'd who'd 1. Contraction of who would. 2. Contraction of who had. who'd short for who would, who should, who had. be home by the third quarter. Of course, being seen can mean different things in different locations. "In a small district, you're constantly on display--people will tell you when you last cut your grass and what color shorts you wore," says Warfield. He says people who aren't aren't Contraction of are not. See Usage Note at ain't. aren't are not aren't be cognizant cog·ni·zant adj. Fully informed; conscious. See Synonyms at aware. [From cognizance.] Adj. 1. of the job's Job’s turkey one-feathered bird even more destitute than its owner. [Can. and Am. Usage: Brewer Dictionary, 589] See : Poverty demands, specifically those beyond the 9-5, are going to get into trouble. "I won't won't Contraction of will not. won't will not won't will tell people to join the Lions Club or the Elks; you have to be yourself," he says. "But you have to be yourself in the context of knowing that your job is 24/7." 2 Choose the right battle Over time, a superintendent learns which violations are harmful and which ones are not. Through experience, he or she discovers when to be quiet, when to listen, when to use humor humor, according to ancient theory, any of four bodily fluids that determined man's health and temperament. Hippocrates postulated that an imbalance among the humors (blood, phlegm, black bile, and yellow bile) resulted in pain and disease, and that good health was and, most important, to trust his or her own instincts. Before deciding to challenge a violation, you must figure out if the violation will cause any harm; try and see it through the eyes of your community. Is the fight worth it? Ask advice from colleagues; someone else may bring a unique perspective to the problem. Last, consider the big picture: How will this affect students? "A lot of this is experience," says Rutland's Mathis. "One tries to be the perfect Zen Zen Important school of Buddhism that claims to transmit the experience of enlightenment achieved by the Buddha Gautama. Arising as Chan in China in the 6th century (introduced by Bodhidharma), it divided into two schools, the Southern school, which believed in sudden master but you never are; you're human and have some degree of emotion." Mathis tells of a Fundamentalist fundamentalist An investor who selects securities to buy and sell on the basis of fundamental analysis. Compare technician. church that wanted to use one of his schools to distribute information. He says the members were very intense. "I went into meetings and watched the eyes as they got more and more narrow. These are the times you can't argue or even debate; a sensible debate isn't is·n't Contraction of is not. isn't is not isn't be possible. You just watch the show and monitor yourself to make sure you keep a calm demeanor The outward physical behavior and appearance of a person. Demeanor is not merely what someone says but the manner in which it is said. Factors that contribute to an individual's demeanor include tone of voice, facial expressions, gestures, and carriage. ." In these types of situations, Mathis suggests keeping calm by remembering that their strong emotions are not your emotions. "You're responsible for taking an action," he says, "but you're not always responsible for the way others react to it." 3 Befriend be·friend tr.v. be·friend·ed, be·friend·ing, be·friends To behave as a friend to. befriend Verb to become a friend to Verb 1. the board For a board and superintendent to get along well, a superintendent must learn when to make a decision on his or her own and when to involve others. "Whether it's a huge city or the smallest district, the essence of success is board-superintendent relations," says Warfield. "People don't want to be involved if they expect you to make a decision and vice versa VICE VERSA. On the contrary; on opposite sides. ." It takes time to get a feel for when to involve staff and community. But Warfield says that one way to work toward this is to have the board do good things and feel good about doing them. 4 From your lips to ... Good leaders know that they must control the message, especially since everyone relies on the superintendent as the source of information about how the schools are doing. An administrator who only talks with the community about annual student assessment scores is asking for trouble. It's a lot wiser to report on everything relating to relating to relate prep → concernant relating to relate prep → bezüglich +gen, mit Bezug auf +acc student performance and academic achievement, including new teachers, attendance and extracurricular participation. "Sometimes I'll be at a ball game and hear about something that happened from the community before I hear from my office," says Milt Dougherty, head of the Little River Schools in Kansas. When communication happens in real time, there's a chance that a lot of the information is inaccurate. Earlier this year, Dougherty's teachers told him that they needed more time for shared planning. After the Board approved it, he implemented a one-hour late start for students on Wednesdays. Even though he put something in the local paper explaining the late start, Dougherty says he heard through the grapevine Grapevine - A distributed system project. that people were saying that teachers want to sleep in on Wednesdays. "That's my fault," he says. "We have not done a good job of communicating." Barbara Grohe, a 26-year superintendent, is at the Kent School District in Washington. She's a big believer in handing out the material you want others to have. "When you step into a public position, it's a guarantee that people are going to talk about you," she says. "Help them tell the stories that tell who you are. Disclose parts of what you stand for and what's important to you in the stories you tell." Stu Schnur, a 15-year superintendent who's been with New Jersey's Montgomery Township School District The Montgomery Township School District is a comprehensive public school district that serves students in Kindergarten through 12th grade from Montgomery Township, in Somerset County, New Jersey. for the last five years, was disappointed in his district's recent budget defeat. However, rather than hide behind his desk, the next morning Schnur paid a visit to every school. "I told my staff not to worry about their jobs and that we'd find a way to get through," says the man who still gives a speech at all eight of the district's back-to-school nights. He understands that outreach Outreach is an effort by an organization or group to connect its ideas or practices to the efforts of other organizations, groups, specific audiences or the general public. is a key to maintaining support. "Whenever I'm speaking publicly, I remind people about what we're doing and that we are here for the kids." 5 Keep your ears open Superintendent Roger Pfeuffer, who has been with the Tucson Unified School District Tucson Unified School District (TUSD) is the largest school district of Tucson, Arizona in terms of enrollment. As of 2006 TUSD has more than 60,000 students and approximately 3,700 faculty members. since 1970 (as a teacher, principal and assistant superintendent Assistant Superintendent, or Assistant Superintendent of Police (ASP), was a rank used by police forces in the British Empire. It was usually the lowest rank that could be held by a European officer, most of whom joined the police at this rank. before becoming superintendent in 2004), says listening to others is the best way to build trust. Even if you don't Even If You Don't is a single released by the band Ween in 2000 on Mushroom Records. Formats Enhanced CD single Includes the quicktime video of "Even If You Don't" directed by Matt Stone & Trey Parker of "South Park". follow their advice, it's essential that they know they've been heard. When Pfeuffer, who retired as assistant superintendent in 2002, was asked to become interim superintendent two years later, one of his first acts was to declare an open-door policy Noun 1. open-door policy - the policy of granting equal trade opportunities to all countries open door national trading policy, trade policy - a government's policy controlling foreign trade . "I probably get 150 e-mails a day," he says. Even more telling, he says that several staffers, even some who've been with the district for 20 years, have told him it's their first time in his office. Pfeuffer recalls that when he first returned at the end of April, he made statements like, "It really is interesting to be in an interim position because there's a sense of freedom in knowing you won't be here that long." One of his senior administrators approached him in August, just before school opened, and said, "I would advise you to not stress the idea that you're interim. People want to feel there's continuity; they don't want to feel that you're going to be here for just a little while." For Pfeuffer, that moment was illuminating il·lu·mi·nate v. il·lu·mi·nat·ed, il·lu·mi·nat·ing, il·lu·mi·nates v.tr. 1. To provide or brighten with light. 2. To decorate or hang with lights. 3. . It made him aware of how others perceived his words. Grohe also says you must create a climate of approachability. "Give people lots of opportunities to communicate informally with you if you want to know what they are really concerned about." One way she makes herself accessible is by doing unannounced building visits. "It doesn't bother me if the principal is busy and can't see me. I just walk around, talk to people and observe what's happening." She insists that people will share information informally in these types of visits, at the grocery store or at a PTA PTA or parent-teacher association: see parent education. meeting--as long as you show up early when they're milling about. Several superintendents warn that if you make it clear you only want to hear good news, then that's all you'll hear. Grohe tells her staff she'll never find them guilty of telling her too much and expects everyone, particularly her highest-level administrators, to be savvy enough to keep her in the loop. "Before I walk into a board meeting, I know which issues will be on the table," she says. "I encourage my staff to keep their eyes and ears open." 6 Wear others' shoes When one of his building principals at his former district was out for a week-and-a-half, Eastwood decided to sit in as principal instead of hiring a substitute. "I remember distinctly that it caused a significant and very positive response. People saw that I was concerned about the kids." For Eastwood, the experience was about supporting his staff, meeting children and reading to them in classes. He says the experience brought a couple of positive results: He was recharged from being around the kids and teachers and people learned that he isn't an "ivory tower ivory tower n. A place or attitude of retreat, especially preoccupation with lofty, remote, or intellectual considerations rather than practical everyday life. kind of person." If you can make sure of only one thing in your years as a superintendent, try to make people understand the decisions you make. There will always be renegades who break loose, but if have open discussions about your decisions, your administrative staff and board members will support you. "There is more of an art form to administration than most people realize," says Mathis. "A superintendent must know when to speak, when to be quiet, when to listen, when to find humor in your own silliness and how to keep a calm perspective. Likewise, some skill in dealing with bureaucracies and how they function is essential." A New Approach to a Superintendent Search Collaboration Working together on a project. See collaborative software. is the name of the game in Nevada's Clark County Clark County is the name of twelve counties in the United States of America:
James Beeland Rogers, Jr. (born 19 October 1942) is a co-founder, along with George Soros, of the Quantum Fund. , chancellor of the Nevada System of Higher Education The Nevada System of Higher Education (NSHE) (formerly the University and Community College System of Nevada "UCCSN") was formed in 1968 to oversee all state-supported higher education in the U.S. state of Nevada. The name was changed in 2004. . Rogers, along with the rest of the council, is pushing the district to go outside the system and find a superstar manager to run the district. "We're looking to access different people and candidates who have new ideas "New Ideas" is the debut single by Scottish New Wave/Indie Rock act The Dykeenies. It was first released as a Double A-side with "Will It Happen Tonight?" on July 17, 2006. The band also recorded a video for the track. for education reform that could help to better tackle some issues and improve achievement for all students," says Maureen Peckman, the council's director. The council brought in researchers and consultants from other districts to help locate candidates with proven results in other large urban districts. Peckman says that council members don't assume that business expertise is enough to run a four-billion-dollar, 35,000-employee district; however, they want to ensure that practical business principles are applied to the search. "We respect that specific educational nuances and expertise are required to make the district function well, and our search has found educators who are enacting business reform and other education initiatives," she says. "All the folks we've found are innovators innovators people who will try new things. early innovators important figures in the farming or client community because they are the leaders in the introduction of new techniques and management systems. , but they're educators first." In addition to helping find qualified candidates, the council wants to sweeten sweet·en v. sweet·ened, sweet·en·ing, sweet·ens v.tr. 1. To make sweet or sweeter by adding sugar, honey, saccharin, or another sweet substance. 2. To make more pleasant or agreeable. the superintendent's position in a couple of other ways. First, it is willing to bring the $290,000 salary up to a half-million dollars through incentives-based remuneration REMUNERATION. Reward; recompense; salary. Dig. 17, 1, 7. . The money would be disseminated disseminated /dis·sem·i·nat·ed/ (-sem´i-nat?ed) scattered; distributed over a considerable area. dis·sem·i·nat·ed adj. Spread over a large area of a body, a tissue, or an organ. through a nonprofit A corporation or an association that conducts business for the benefit of the general public without shareholders and without a profit motive. Nonprofits are also called not-for-profit corporations. Nonprofit corporations are created according to state law. education foundation that already raises funds for the district. "We've agreed to help board members set the criteria for performance objectives for which that money would be received," says Peckman. "Just as a bonus in the business world serves to motivate and reward, we believe it should be the same for a superintendent in the education world." The council also seeks to be an advisory consultant to the next superintendent and will offer support for fundraising
A Decade of Dollars
Mean of Average Salaries
and Wages Paid:
2004-2005 2004-2005
Position/Function over 1999-2000 over 1994-1995
Superintendent (contract salary) 14.8% 42.8%
Deputy/Associate Superintendent 19.5 43.0
Assistant Superintendent 16.1 37.2
Director, Finance and Business 13.8 36.5
Director, Instructional Services 12.6 33.2
Director, Staff Personnel Services 13.5 32.1
Subject-Area Supervisor 8.9 26.0
Mean of Minimum
Scheduled Salaries:
2004-2005, 2004-2005
Position/Function over 1999-2000 over 1994-1995
Superintendent (contract salary) 14.8% 42.8%
Deputy/Associate Superintendent 13.9 33.7
Assistant Superintendent 15.8 32.9
Director, Finance and Business 14.5 33.8
Director, Instructional Services 17.0 34.0
Director, Staff Personnel Services 13.3 28.0
Subject-Area Supervisor 10.3 24.2
Behind the Numbers: In the second half of the decade, central-office
administrators had a greater rate of growth in average salaries than
any other sub-group of employees, including building-level
administrators, auxiliary professional personnel (counselors,
librarians, nurses), secretarial/clerical personnel and other support
personnel (including teacher aides, custodians, cafeteria workers and
bus drivers). The scope of responsibilities for district-level
administrators has increased significantly over the past 10 years.
Much of the 10-year growth in salaries for central-office
administrators is concentrated in larger districts, those with
10,000 or more pupils.
Notes: Where more than one administrator performs the same function,
respondents were asked to report salary for the one administrator with
primary responsibility in that area. Minimum scheduled salaries refer
to salary schedules typically built around an employee's educational
degree status and the number of years of experience in the position.
Because director of technology positions were not tracked until
2001-2002, five-and 10-year comparisons aren't possible.
Source: Salaries and Wages Paid Professional and Support Personnel in
Public Schools, 20042005. Educational Research Service, www.ers.org
Who's Making What
Mean of Average Salaries, 2004-2005
Geographic Region (2)
Position/Function (1) New England Mideast
Superintendent $124,464 $127,931
Deputy/Associate Superintendent -- 137,788
Assistant Superintendent 102,701 110,064
Director, Finance and Business 79,919 92,868
Director, Instructional Services 81,240 94,727
Director, Staff Personnel Services 87,688 96,352
Director, Technology 74,921 78,018
Subject-Area Supervisor 78,484 87,543
Geographic Region (2)
Position/Function (1) Southeast Great Lakes
Superintendent $127,929 $122,746
Deputy/Associate Superintendent 101,227 125,313
Assistant Superintendent 92,001 103,716
Director, Finance and Business 76,876 85,864
Director, Instructional Services 81,392 95,943
Director, Staff Personnel Services 82,559 88,887
Director, Technology 71,981 74,425
Subject-Area Supervisor 65,033 77,428
Geographic Region (2)
Position/Function (1) Plains Southwest
Superintendent $116,133 $140,337
Deputy/Associate Superintendent 114,061 115,835
Assistant Superintendent 102,159 98,683
Director, Finance and Business 80,738 81,401
Director, Instructional Services 82,772 83,880
Director, Staff Personnel Services 87,186 82,380
Director, Technology 66,186 78,237
Subject-Area Supervisor 69,336 60,853
Geographic Region (2)
Position/Function (1) Rocky Mtns. Far West
Superintendent $105,639 $141,798
Deputy/Associate Superintendent -- 130,861
Assistant Superintendent 99,859 115,135
Director, Finance and Business 70,590 92,349
Director, Instructional Services 76,513 102,731
Director, Staff Personnel Services 75,226 94,753
Director, Technology 65,590 89,985
Subject-Area Supervisor 53,738 73,632
Enrollment Group (3)
25,000 10,000
Position/Function or more to 24,999
Superintendent $179,774 $147,767
Deputy/Associate Superintendent 126,390 116,111
Assistant Superintendent 111,459 109,291
Director, Finance and Business 100,744 92,945
Director, Instructional Services 100,501 94,658
Director, Staff Personnel Services 97,966 90,220
Director, Technology 98,707 84,314
Subject-Area Supervisor 73,157 69,688
Enrollment Group (3) AVERAGE
for All
2,500 300 to Reporting
Position/Function to 9,999 2,499 Systems
Superintendent $123,990 $94,741 $128,770
Deputy/Associate Superintendent 102,412 -- 116,186
Assistant Superintendent 99,262 85,391 103,212
Director, Finance and Business 84,357 61,730 83,678
Director, Instructional Services 85,766 68,125 88,950
Director, Staff Personnel Services 82,568 45,972 86,966
Director, Technology 72,437 52,676 76,308
Subject-Area Supervisor 67,121 54,269 68,714
Behind the Numbers: School system size and salary levels of central-
office personnel are clearly related. As a district gets larger and
more complex land the number of staff to supervise increases), the
average salaries paid to employees in the central office, as well as
the scheduled salaries for these positions, tend to increase as well.
In the largest districts, directors of finance and business tend to
have the highest salaries. But in other districts, particularly those
with enrollments of fewer than 2,500 pupils, those responsible for
instructional and staff personnel services are paid more than other
directors.
Notes:
(1) Where more than one administrator performs the same function,
respondents were asked to report salary for the one administrator
with primary responsibility in that area.
(2) States included in geographic regions: New England: CT, ME, MA,
NH, RI, VT; Mideast: DE, DC, MD, NJ, NY, PA; Southeast: AL, AR, FL,
GA, KY, LA, MS, NC, SC, TN, VA, WV; Great Lakes: IL, IN, MI, OR, WI;
Plains: IA, KS, MN, MO, NE, NO, SO; Southwest: AZ, NM, OK, TX; Rocky
Mountains: CO, ID, MT, UT, WY; Far West: AK, CA, HI, NV, OR, WA
(3) Enrollment is defined as all students in grades K-12,
with half-day kindergartners counting as half-pupils.
--Insufficient data reported
Source, Salaries and YVages Paid Professional and Support Personnel
in Public Schools, 2004-2005, Educational Research Service, www.ers.
org
One Day at a Time
Mean of Average Daily Rates, 2004-2005
Geographic Region (2)
Position/Function (1) New England Mideast
Superintendent $536.27 $517.76
Deputy/Associate Superintendent -- 534.96
Assistant Superintendent 445.71 445.35
Director, Finance and Business 349.15 375.39
Director, Instructional Services 357.43 380.53
Director, Staff Personnel Services 383.89 386.43
Director, Technology 330.82 320.44
Subject-Area Supervisor 374.12 362.30
Geographic Region (2)
Position/Function (1) Southeast Great Lakes
Superintendent $521.33 $511.24
Deputy/Associate Superintendent 414.22 536.67
Assistant Superintendent 378.88 436.85
Director, Finance and Business 314.08 358.22
Director, Instructional Services 334.12 404.60
Director, Staff Personnel Services 333.35 373.43
Director, Technology 296.24 315.43
Subject-Area Supervisor 271.11 339.67
Geographic Region (2)
Position/Function (1) Plains Southwest
Superintendent $481.06 $600.54
Deputy/Associate Superintendent 473.12 497.15
Assistant Superintendent 429.51 421.96
Director, Finance and Business 337.43 351.82
Director, Instructional Services 351.86 362.09
Director, Staff Personnel Services 368.51 353.73
Director, Technology 283.07 338.05
Subject-Area Supervisor 305.30 273.40
Geographic Region (2)
Rocky
Position/Function (1) Mtns. Far West
Superintendent $434.51 $616.98
Deputy/Associate Superintendent -- 572.19
Assistant Superintendent 412.20 502.45
Director, Finance and Business 290.98 393.76
Director, Instructional Services 334.43 453.55
Director, Staff Personnel Services 316.78 407.33
Director, Technology 281.91 387.61
Subject-Area Supervisor 244.97 327.77
Leaders' Salaries Up
2003-2004 2004-2005
Superintendent $125,609 $128,770 +2.5%
Deputy/Associate Superintendent $113,790 $116,186 +2.1%
Assistant Superintendent $100,808 $103,212 +2.4%
Director, Finance and Business $82,269 $83,678 +1.7%
Director, Instructional Services $84,866 $88,950 +4.8%
Director, Staff Personnel Services $86,333 $86,966 +0.7%
Director, Technology $73,931 $76,308 +0.2%
Subject-Area Supervisor $67,098 $68,714 +2.4%
Mean of Average Salaries for: 2003-2004 2004-2005
Behind the Numbers: Among central-office administrators, all job titles
posted an increase in mean of average salaries paid between 2003-2004
and 2004-2005. At the school level, principals and assistant principals
at all school levels also experienced average salary increases.
Note: Where more than on e administrator performs the same function,
respondents were asked to report salary for the one administrator with
primary responsibility in that area.
Source: Salaries and Wages Paid Professional and Support Personnel in
Public Schools, 2004-2005, Educational Research Service, www.ers.org
Note: Table made from bar graph.
CEO Salaries
LOS ANGELES
500-1,000 full-time employees $402,237
3,000-7,500 employees $629,608
7,500+ employees $766,122
HOUSTON
500-1,000 full-time employees $385,611
3,000-7,500 employees $603,584
7,500+ employees $734,455
ATLANTA
500-1,000 full-time employees $378,809
3,000-7,500 employees $592,937
7,500+ employees $721,501
Behind the Numbers: Although superintendents still earn less than their
corporate counterparts, in some areas of the country the gap is
decreasing.
Notes: These salaries, from November 2005, are the average CEO salaries
from three industries: education, government and non-profit.
Source: Salary.com, www.salary.com
Note: Table made from bar graph.
Ellen Ullman Ellen Ullman is an American computer programmer and author. She has written novels as well as articles for various publications, including Harper's, Wired, the New York Times and Salon. is associate editor. |
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