Cite Added Responsibilities
Principals Pressing Albany on Training

By MEREDITH KOLODNER

The two largest state groups representing school administrators have teamed up to pressure Albany for increased job training funds as Federal policy changes place more demands on their members.

The Chief-Leader/Eric Weiss 'YOU HAVE TO INVEST IN IT': Council of School Supervisors and Administrators Vice President Peter McNally says that more professional development funds are needed for Principals burdened by increased job responsibilities.

The joint venture between the New York State Federation of School Administrators, which is centered in urban areas, and the School Administrators Association of New York State, whose membership is predominantly suburban and rural, covers about 23,000 active and retired, union and non-union Principals and other school supervisors from around the state.

'More of a CEO Now'

"The position of school administrators has changed so dramatically in the last few years," said Peter McNally, the chair of the newly formed New York State School Administrators Consortium. "The definition of a Principal has always been master teacher. In our present environment, you're becoming much more of a Chief Executive Officer."

Mr. McNally said the collaboration had been in the planning stages for at least a year, and that it was needed in the face of mandates from the national No Child Left Behind Act combined with changes in local education policy that have ramped up the responsibilities of administrators.

Federal law demands that schools show improvement based on test scores, requiring Principals to have extensive knowledge of data collection and assessment tools. City policy changes have placed much more of the responsibility for budgeting on Principals, necessitating an understanding of financial planning, for which many administrators are not trained.

"Is the accountability and additional work a burden?" asked Mr. McNally, who is also the executive vice president of the Council of School Supervisors and Administrators. "Yes, but is it something that is bad? Not necessarily, provided we have the proper resources."

Governor Spitzer's budget, although chock full of education dollars, did not allocate money for professional development for school supervisors.

The two federations, which had previously lobbied separately, are hoping that the new group will give them added weight in their mutual quest for more training funds.

Too Much Turnover

Consortium leaders testified before the State Legislature. They also met with state Deputy Secretary for Education Manny Rivera, who previously was Rochester's Superintendent of Schools. Mr. McNally said he was encouraged by the meeting.

The supervisory turnover rate in many schools is also a factor motivating the groups to push for more funding for recruitment measures, along with training that they think will aid in the retention of school administrators. More than half of New York City's Principals have been on the job for three years or less, and about 10 percent are under 35 years old. A 2005 statewide survey found 43 percent of Principals planning to retire by 2010.

Making It Up on the Fly

Principals are not only responsible for supervising staff, which can number in the hundreds in the bigger schools, but also must stay abreast of safety rules, health regulations, inventory and community relations. Mr. McNally said Principals have to learn many aspects of school management on the spot.

"Nobody tells you all of these things," he said. "When they give you your key ring, you're lucky if they tell you which keys go to which doors."

The consortium is hoping that the increase in funding will augment existing professional training programs and add new ones. CSA runs the Executive Leadership Institute, which provides courses free of charge to members on issues such as middle school scheduling and how to design a special education program.

In 2003, the city launched its Leadership Academy, which trains aspiring Principals, those new to the system and veteran administrators.

"It is not done in collaboration with us," said Mr. McNally, "but it is a step in the right direction. It is professional development of school leaders, and that's why we are supportive of the concept."

Money Issue Unspoken

Since the Consortium includes professional groups from around the state which have different negotiating partners, the group is not advocating in Albany for wage increases.

But in the city, where Principals have been without a contract for more than 3-1/2 years, CSA officials believe that salaries are connected to the issue of retention. They have been meeting weekly with the city and are hoping to make progress on several issues still holding up a deal.

"Especially in this world of re-organization," said Mr. McNally, "more of the future success of this system is on our members, and our members feel more and more disrespected by the fact that they are without a contract."

Meanwhile, the group is awaiting the results of budget negotiations and plans to meet with the Board of Regents next to make their case.

"It's a proven fact that what makes a school successful is its leadership," said Mr. McNally. "You have to invest in it."