7QUESTIONS+PLUS

Scott Pierce, the outgoing Superintendent of Kenosha Unified. Earlier this month, Pierce announced he was retiring from Unified to take a job as president of the Milwaukee Academy of Science, one of the largest independent charter schools in the state. In the months we’ve been doing this feature, no person drew more questions from our staff and readers than Pierce. Here he answers questions about parent involvement, Unified’s strengths and weaknesses, his relationship with the Kenosha Education Association, year-round school and other topics.

Scott Pierce will now take your questions ...

What are the strengths and weaknesses of KUSD?
Strengths
--Great children to work with and many committed parents who support public education
--Dedicated Teachers, administrators and support staff
--Very good facilities that are well maintained.
--Excellent partnerships between public schools and post-secondary institutions including Gateway, Carthage and UW-Parkside.

Weaknesses
--Large gap in our community embracing diversity and accepting cultural differences as our community continues to grow. This is also reflected in the disproportionate number of minority employees in our district including our ability to attract and retain minority teachers, administrators and support staff.
--Overcrowding issues at our high schools
--The desire of some to undermine the need to grow and change as a district. Public education cannot operate as it did 20 years ago, yet there are a few who would prefer to see it operate that way.

How much did the blow up with the School Board over job changes for several administrators enter your decision to leave KUSD? The issues surrounding the events last March with changing of four central office administrators and then returning them to their original jobs coupled with recent discussions by the board looking at a restructuring of the district organization did enter into my decision to consider retirement earlier than I had originally planned. Somewhere there was a breakdown of communication between the Superintendent and the Board that created these issues. I must assume partial responsibility for that communication gap.

Any regrets about accepting the job here? Any regrets about leaving? I have absolutely no regrets about coming back to Kenosha. It was my vision to come back and, hopefully, give back to Kenosha for what this community has given our family for five generations. I truly love Kenosha and loved my job. My only regret is that I was not able to stay longer. I wish I would have started a few years earlier when I was younger and had the level of energy required to do the job that must be expected of a person in the important position as the instructional leader for a large and fast growing urban district.

Why is it that we can’t seem to keep the superintendent’s position filled for any length of time in the Kenosha Unified School District? A March 2006 report published by the Council of The Great City Schools (GCS) (www.cgcs.org) presents data on school superintendent characteristics, tenure, and salaries. Results indicate that the average tenure of a major city school district superintendent increased from 2.8 years in 2003 to 3.1years in 2006. The average tenure of the immediate past GCS superintendent was 4 years and 4 months in 2006, about the same as the average tenure of the immediate past superintendent in 2003.
      In this era of greater accountability and standards, superintendents are expected to make visible and rapid improvements in student achievement. As a result of the increased availability of achievement data to the public, school districts and the superintendents that lead them are under more public scrutiny than ever. Those issues coupled with the increasing challenges of disruption in our schools that lead to difficult learning environments, reduced state and federal fiscal support to address increasing financial needs in our public schools makes the position of superintendent of schools a most challenging one.
      Kenosha is no longer a “small town” school district. The third-largest district in the state with tremendous and continual growth in the foreseeable future will surpass Madison Public Schools in size in a few short years.
If urban communities like Kenosha and the boards of education that represent them continue to operate with a “small town mentality” not providing the time and authority of the instructional leaders of the district to do their job, you will see turnover rates of superintendents as high if not higher than the national average.

How do you justify a retirement after only four years of service while most of us are required to spend 10-20 years with an entity before we can declare retirement, especially in view that you are “retiring” to take another job? I have been in public education for 34 years, seven years as a teacher and 27 years as a school administrator. Although I have only been in Kenosha as superintendent for four years and four months, in counting the total years of service to public education qualifies me to retire from public education.

What was Unified’s greatest accomplishment during your tenure? Although not completed, I would hope that my greatest accomplishment was to bring a planning process that has identified a short and long term future direction for KUSD. The strategic plan that is in place has already had a positive impact on district and school levels. The district should continue to see positive results from this process in the years ahead.

The plan also identified a new mission, beliefs, objectives and parameters for which the district should keep in mind when making every decision. The greatest challenge for the board and the next superintendent is, through this planning process, follow what has been identified by hundreds of individuals both within and outside the school district as the future direction for the district.

What was your administration’s most significant failure? My failure to establish a better working relationship with the Kenosha Education Association was my biggest disappointment. I always practiced a collaborative, cooperative manner in dealing with issues whether contract negotiations, personnel issues, et cetera. As much as I preached this approach to better working relationships, I was met with opposition from some of the local bargaining groups. My attempt to establish Labor/Management Cooperation Councils as a method of working toward better relationships between the administration and the locals was rejected by union leadership.

What is the most important issue facing Unified and similar school districts in the years ahead? I believe the biggest issue in all public school districts is how to address the increasing individual needs of our children with decreasingly resources to support them.

How does the future look for online education? Online education is only going to continue to grow in the future. I believe and would advocate that school districts should require all students to complete at least one online course for credit that would be used toward their graduation requirements. Kenosha is on the “cutting edge” with the establishment of our Kenosha e-school.

How should we as a school district reconcile the conflicting demands of property tax relief and more money for public education? There is no question that the way our state funds public education on the backs of the property tax payers will continue to drive a wedge between the people who support the schools and the school districts. The state must address a different funding formula for public schools and stop giving “lip service” to the issue.
Although using the regressive sales tax as a means to fund public education is not the best solution, at least a combination of sales tax and other funding sources must be given serious consideration and have it resolved by the next (09-11) biennial budget.

What can be done to get parents more involved in their kids’ education? I believe the only way we can truly move our districts forward is to have stronger parent partnerships at all grade levels. In every district I worked, you always see tremendous parent support for their children and their children’s schools at the elementary grades. You see far less support and, in far too many cases, little to no support from parents by the time their child reaches middle and high school.
      We must work much more at establishing true partnerships between the schools and the parents whose children attend each day. Parents need to believe they are needed at the schools, not just to chaperone dances or support band boosters, but far beyond the financial support and their physical presence at events.
      I believe getting parents more engaged in the learning process and the future planning process for their schools will get them more into the buildings. Like anyone, if parents feel their input is valued and honored, they will become more engaged in their child’s school.

What single piece of advice would you give your successor? Be patient, understanding that “Rome wasn’t built in a day.” Don’t take anything for granted. Work with and nurture your board. Spend time with your board discussing what good “boardsmanship” means. Understand that Kenosha is a great district and don’t be distracted by those few who only find fault with everything you do.
      Most importantly, don’t let the position as Superintendent for Kenosha Unified totally dominate your life. Pace yourself realizing that you need to take time and periodically get away from the job.

What will it take to build a new high school in Kenosha? To build a new high school will require a community that has a complete understanding for the needs of expanding high school facilities for our district. The efforts and commitment of many individuals at the 2005 successful referendum must be duplicated three-fold if there is any potential for having a successful referendum in February of 2008. I also believe that our most important asset in selling this referendum can come from the engagement of hundreds of high school students that will be directly impacted by these expanding facilities. They’re the best salespeople to get this spring referendum to be successful.

What’s your opinion on year-around public school? Would your opinion be the same for year-around private school schedules? Public education has been operating on an agrarian calendar for many years which, without question, at least for urban school districts is outdated. We have very few families in Kenosha Unified that operate full fledged farm operations as were operated 30 years ago.
      Research shows that all children experience learning loss when they do not engage in educational activities during the summer months. The summer achievement loss is especially notable in reading ability. All students show some loss in reading skills over the summer months. Children of low-income families, who often do not have access to books in their homes, experience an average loss in reading achievement of more than two months.
      Kenosha Unified studied year-around schools during the Superintendent Johnson era. In recent months, board members have revisited the study completed in the ’90’s by a previous administration. Major issues of all buildings prepared for summer operation (air conditioning), staffing and transportation costs et cetera would be major factors in considering year-round schools.
      Minimally, Kenosha Unified has had a good summer school program. Expansion of that program to address not only students with academic difficulties but more enrichment programs would greatly complement the efforts of teachers and parents in working with the children the 180 school days during the school year.
In my new role as President of a Charter School, we have the facilities to provide summer school experiences, which the children do not now have. I would like to try to start some summer enrichment programs for these children starting the summer of 2008.

The magic wand is in your hand, if you had to start from scratch to design a public education system, how would it differ from what we have today? We need to realize that everyone does not fit neatly into the same box and not everyone can be educated the same way. One reason why we are seeing more and more alternative schools such as choice and charter schools is due to the vision and commitment of a few who want to make a difference in the lives of children who may struggle in traditional school settings. I personally did not fit well into traditional school settings which created struggles for me as a student.
      The magic wand I would use would be to establish a system of schools addressing the needs of all children, similar to what we are seeing more of in Kenosha Unified. We have the new KTec for children in the primary and middle grades who want to incorporate more technology within their learning environment. We have Harborside Academy for high school students who wish to engage in truly non-traditional educational opportunities using expeditionary learning/outward bound concepts. Kenosha E-school for those who may not be able due to health issues, attend school, or who are possibly school phobic.
      In addition to the new charter schools we see in Kenosha, we have the well-established and highly successful charters schools in Dimensions of Learning, Paideia, and Brompton Academy. What is it that these charters are doing that is making their children successful?
      Finally, the programs that we provide through Indian Trail, Lakeview Technology, Reuther Central, Roosevelt and Harvey Elementary Schools for enrichment programs, 1:1 program at Washington Middle where every child has a laptop to enhance their learning and more are some of the “out of the box” thinking that needs to occur if you want to have a balanced district where you can reach every child who truly wants an education.
      Most important with that magic wand, I would ensure that every teacher, administrator, support teacher, anyone who works with our children, are truly dedicated, hard working professionals who have as their first and foremost focus, what is best for the children they work with each day. I would provide incentives for staff who “think outside the box” and would be recognized and rewarded for their creativity.
      The need for teacher unions and other support staff unions would be non-existent because all professionals would be treated as professionals. Each person would be treated with respect and would see value in what they do in their respective roles as important to the lives of the children we serve.
      It doesn’t take a magic wand to create this educational system. It would take committed, dedicated, hard-working individuals who are in education for all the right reasons. With that system, you see success and a community that actively supports and praises the schools for all the good things we do for their children.

You’ll be president of an independent charter school that gets public tax dollars but doesn’t report to a school board. Does that make your job easier or harder and why?
In my new leadership position as president of The Milwaukee Academy of Science, I have a Board of Directors that I report to that meet on a Thursday morning every other month. As president, I am equally accountable to them just as a Superintendent of Schools for Kenosha Unified is accountable to the Board of Education.
      The difference with the position as president of a charter school is that the board expects the president to be the decision-maker, develop and enforce policy, and be accountable to the 1,040-plus students that attend the Academy.
There is no question, the position as President of The Milwaukee Academy of Science is going to be far less stressful than the position as Superintendent of a large urban school district.

Why doesn’t Kenosha yet have an independent charter school, and what would it take to get one here?
Kenosha doesn’t have a Sam Johnson, CEO of Johnson’s Wax, which supports the 21st Century Preparatory School in Racine (chartered through UW-Parkside) or a Dr. Michael Bolger, President and CEO of The Medical College of Wisconsin, which supports The Milwaukee Academy of Science (chartered through UW-Milwaukee), both who made enormous commitments of political capital to achieve what they have in their charter schools.

In all your years as an educator, you’ve seen styles and fads among our troubled youth come and go - bell bottoms of the early ’70s, parachute pants and pin-striped jeans of the ’80s, tight jeans, baggy jeans, ripped jeans, etc. What was the worst style and why?
      I grew up in the era of leisure suits, pegged pants, bell bottoms, greased hair, cleats on shoes, et cetera. Each era has its own style and the “older generation” always criticized the younger generation for their crazy dress and fads. It would not be fair to criticize any era as “the worst style” because what one generation thinks is “cool” another will find fault.
      To each his/her own. I only have concerns when a particular fad or style interferes with the learning opportunity of others. Obscene t-shirts, exposed cleavage, exposed belly buttons, butts, numerous body piercings, et cetera is inappropriate and should not be allowed. Far too often, I believe parents don’t pay attention or simply don’t care how their children dress today. Thus the reason for the wide array and style of dress you see in today’s schools.

Why do you believe Kenosha test scores have lagged behind statewide averages and is there a way to fix it, or is that the price we pay for being one of the largest districts in the state? Does a bigger district with a larger demographic just mean we will score lower than, say, a community where there isn’t a cross-section of cultures? Kenosha is not unique. Look at the average test scores of any district with similar demographics and you will see similar achievement levels. One of our greatest challenges today that we did not experience at such high rates 20 years ago is the high mobility of our families. Visit a Frank Elementary, Durkee, Wilson, EBSOLA, and ask them if the rate of children who begin the school year are still in attendance at the end of the year.
      It becomes increasingly difficult when children are coming to our district at all times throughout the year from other school districts who, in many cases, have achievement levels far below those of children that remain in the district for a number of years.

Do you still run? Why or why not? Yes, I still run at least six days a week with my three Labrador retrievers. If I miss my run, I get antsy after a couple of days of not running. I run because it is a good way to release stress from the work of the day, it is good for my physical and mental health, it is good for my Labrador retrievers … and I enjoy it.

What book are you currently reading? Why did you pick it up? I am just starting to read Robert Marzano’s new book, “The Art and Science of Teaching.” I just received it in the mail from the Association for Supervision and Curriculum Development and wanted to read it. Also, I have known and have worked with Bob Marzano through Stritch, Bob’s work with Kenosha Unified and I believe in Bob’s thinking and approach to effective teaching.
I am especially interested in reading this book as I will have more direct responsibility in providing professional development for the staff at the Academy.

What do you enjoy most about Kenosha? I have always liked the community for all it has to offer. I especially like living right on the lake, proximity to major metropolitan areas and the fact that this is truly home for the Pierce family with five generations of Pierces born, raised, educated and living their lives in this area. Our Pierce family farm (where it once was) is located just two miles west of our current home in Pleasant Prairie.

If you could have one wish granted, what would that wish be? That every child we serve reaches their full potential at whatever level that may be. That every child when they graduate from high school has all the essential tools they will need to help them as they prepare for the next phase of education in their lives.

If you could swap places with anyone for one day, whom would you choose and why? If I could swap places with anyone for a day, it would be with a person who can truly look into the future and know what the world will look like 10 years, 20 years, 50 years from now and then communicate back to everyone today so we can make changes that will guarantee positive outcomes for future generations. Too much we only live for the present and do not think what impact our lives will have on future generations.
      Before it is too late, if we knew now what the future would look like due to our actions, if we could make corrections now, hopefully we can guarantee for generations to come the joys and pleasures we have had or are experiencing in our lives.