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Illinois School Board Journal
May/June 2006

Education leaders saying 'farewell'

Editor's note: At the end of June 2006, both Walt Warfield and Ron Everett, executive directors of the Illinois Association of School Administrators and the Illinois Association of School Business Officials, respectively, will retire from their associations. Profiles of their successors, Brent Clark and Michael Jacoby, have been featured in the March and April 2006 issues of the Illinois School Board Newsbulletin. Because both retiring execs are familiar to many board members, The Illinois School Board Journal posed a few questions for Warfield and Everett to get their feelings about leaving association work, the challenges they have faced and what the future holds not only for their successors, but for them.

Warfield: There is simply no way I can point to a single best thing about being the executive director of the IASA. Practically every aspect of the position has been terrific. They have all been comprised of some form of advocating for students, the board/superintendent leadership team and school administrators.

Superintendents are a very special breed of people. Working with and for them has been a great experience. It is impossible to spend time with a group of superintendents without gaining a clearer insight and better understanding of any given issue. Superintendents have relied on me to be on the cutting edge of evolving issues. This is a bit of an irony in that I have always relied on their collective knowledge and expertise to keep me on that edge. I guess that's part of why the IASA works so well.

In addition to advocate duties, I have had the honor of representing Illinois school administrators in a host of official and ceremonial capacities at local, state and national venues. Over the past few months, I have reviewed my work of the past 14 years as the IASA executive director. I believe the position has provided me with a format from which to make a difference. Isn't that really what all of us want to be able to do with our lives and careers, make a difference?

Everett: Since 1982, I have had the opportunity to travel all across Illinois and meet school board members, superintendents, school business administrators and others who share concerns and passion for the education of our young people. Many of these I number as my friends. The role of executive director carries the opportunity to visit and observe the current best practices in our schools, and the expectation and obligation to share those practices where needed. These visits have revealed to me the many heroes serving in the schools and the thousands of miracles that happen every day as students grow and learn. This has generated a network of people working together and confidence in the future our students will create for us all.

Warfield: This is a much easier question to narrow to a single issue, though I see it as an answer with two facets. Clearly, the single biggest challenge has been to strive to improve Illinois public schools within the turbulence of the political arena. Over the years, there have been several elected state and national leaders with whom the Association has had to contend. Often these people have come from opposing political parties. Even when they have come from the same parties, it is uncommon for a politician to pick up the priorities of their predecessor and continue to push for their achievement.

Then, there is what I call the self-appointed/self-anointed leaders. I do not want to get into naming names, because it would serve no useful purpose. Suffice it to say these people entered the educational arena with limited knowledge and training in education, more often than not armed with only simple silver bullet solutions to the myriad of complex education issues. I have always suspected that while they may truly want to see the schools improve, they are fully aware of the ability to use education reform as a means of making a name for themselves in the political arena.

The real school leaders are the thousands of people who have stood up to be counted at the ballot box to earn the privilege to serve on local boards of education. These are the true education leaders, those who have given of their time, energy and expertise to improve the schools, and always at the cost of time away from families, jobs and what would otherwise be time for personal pursuits.

The other major facet is that of school finance. If you look at the way Illinois public schools have been funded over the years, it can easily be likened to a roller coaster ride. It has been simply impossible for local school boards and superintendents to project revenues to any degree of certainty at the same time that they have been charged with the task of keeping programs and services stable. Remarkably, they have met with significant success in not only holding on to the quality of Illinois public education, but even using their limited financial resources to improve schools in many ways. School funding has been based far more as a product of the political arena than the educational needs of our children.

Everett: I believe all school leaders — including school business administrators — are dealing with the following:

• Being too busy with new mandates, technology and a growing list of tasks, functions, duties and responsibilities.
• Micro-managing by the federal and state government, and in some cases, the local board stepping out of their policy role and crossing over to administering the schools.
• The media and special interest groups "self-proclaiming their expertise and knowledge base" as superior to those who have professionally prepared themselves for their jobs and have years of experience in managing the complexities of school systems.
• The loss of public trust created by those who have an agenda that is self-serving and not really related to improving schools.
• Continually being involved with developing professionally and staying current in their profession of choice.

My successor will have the challenge of providing more opportunities for members and non-members to be lifelong learners. Using technology as a tool in creative ways will be a challenge. Finally, keeping the associations financially healthy and complementing what IASB, IPA and IASA do instead of duplicating or competing with what each is trying to accomplish.

Warfield: I have always understood legacies to be things we have done for which we will be remembered. I think it is unrealistic to believe that I will be remembered for any contributions I may have made by very many people for very long. I'm okay with that, so long as my kids and grandkids remember that I worked really hard to make things better for them in trying to make things better for everyone.

I think I have made a difference in the quality of schools and in the lives of the people I have taught and worked with and for over the course of my career. My hope is to be able to continue to contribute in my future endeavors.

Everett: I don't like to think in terms of "legacy," but I am pleased to "pass the torch," knowing that the next generation of membership inherits an association with a strong infrastructure, strong volunteers, financial security and stability, a culture of cooperation with IASB, IASA and IPA and an association attitude of never being satisfied.

Warfield: I have known my successor, Brent Clark, for several years. I believe he will be a great leader of the IASA and needs no advice from me. I know he will stay true to his roots as a school superintendent, and always look at the issues from the eyes of a superintendent and not those of an executive director. As long as this happens, the IASA will remain on the school improvement course of true north.

Everett: Some basic concepts that I believe I have tried to follow include:

• Keep your focus on students/children.
• You can accomplish more with others than you can by yourself.
• Do your best every day.
• Keep an open mind.
• Give credit to those who "carry the water."
• Communicate.
• Do the right things for the right reasons.
• Ethical and legal performance are a minimum.
• Don't get puffed up in who you are — keep a sense of humor.

Warfield: I have been amazed at the doors of opportunity the IASA has opened for me over the years. With the announcement of my exit, several opportunities have been very compelling. However, even though compelling, I know it is time for me to focus more on family and less on work. I have arrived at a significant stage in the cycle of life. I have always tried to be a good husband, father, son and brother. I have believed doing so entailed an emphasis on working to contribute to society, while providing my family with financial stability. But, I also believe there comes a time when emphasis on work is no longer necessary. I feel very fortunate to have arrived at that stage of my life, with my health intact and my wallet not quite so empty as when I began my career.

Work, however, will always be a part of my life. I am very fortunate to have secured a part-time, but permanent, position at the University of Illinois-Springfield. Being able to return to the classroom and participate in the preparation of the next generation of school leaders is yet another honor that has been bestowed upon me. I am not really sure why or how so many good things have happened to me along the way, but for this and all of the others I am grateful.

Everett: I have never wanted to retire to another full-time job — but there are opportunities to continue to stay involved and try to help the profession. Illinois ASBO and ASBO International have some projects they want me to help with for a year or two. I have been blessed with opportunities, personally and professionally, to travel throughout the world. I plan to travel to see the rest of it! I also have five children, their spouses and soon-to-be eight grandchildren that I want to get to know better and spoil a bit. They will be my legacy if I have one.

Warfield: Thank you for asking this question. I want to take this opportunity to thank all of the great board members and board presidents with whom I have worked over the years. I am indebted to them for their support, and I have always felt honored to have been chosen by them to be their superintendent. Space here does not permit me to name all of them, though I could from memory. However, I feel compelled to name a few of my board presidents.

First, there was Jack Means, board president in Mason City. Jack saw potential in me for becoming a school administrator, hired me and then worked with me patiently as I matured into the position. Then there was Max Weaver, board president at Fairfield. Max was a part of the school board that gave me my first chance to be a superintendent. Max exemplifies the kind of board president who pushes you to set high expectations and then gives you the room to work. Charlie Coffey was board president at Mattoon. Charlie was president during some very trying times, not the least of which were two, back-to-back teacher union strikes. Charlie is made out of the tall timber that comes from the strongest of trees. Without his calming strength, the Mattoon schools would never have been able to continue to improve, nor would I. In Decatur, Jeanelle Norman was president of the board for the four years I served as superintendent. Jeanelle serves as example to all school board members to never forget that it's really all about the students.

Everett: School board members have the awesome responsibility to celebrate for public education, to set the general direction and expectations for their schools, communicate the needs of the schools to all citizens and politicians and to be part of the team with superintendents, school business administrators (when you have one), principals, teachers and others who work to create the best possible circumstances for children. It isn't a matter of taking sides — it's about always being on the side of children.

Finally, while this may sound a bit self-serving, school district personnel need your support to participate in their professional associations. Time participating makes them better employees, keeps them current, expands their network and provides a return to the district that can't be purchased. School board members need to understand that time out of the office or out of the district is not time away from the job — it's growth time!

Thanks to all of you and best wishes.