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GCSSA provides in-service opportunities for the professional growth of superintendents and provides opportunities for social interaction of members. Superintendents from Northeastern Ohio School Districts have organized to secure the benefits of working together to improve their professional effectiveness.

GCSSA was created in 1966 as a 501(c)(3) organization. There are currently 92 regular members, 51 retired members, 20 Associate and 10 Institutional members.

Past Issues

Something Good is Happening in Our Schools

As part of its mission, the Greater Cleveland School Superintendents’ Association features the accomplishments of a member’s school district in its monthly newsletter under the heading, “Something Good Is Happening In Our Schools”. This short article of approximately three hundred words highlights recent accomplishments of the school district and is shared with 273 school districts throughout the state.

June 2013 Article

Something Good is Happening In Our Schools Strategic Vision Process Brecksville-Broadview Heights Superintendent Scot T. Prebles With a high level of community and staff involvement each step of the way, the Brecksville-Broadview Heights School District created a five-year Strategic Vision during the 2012-13 academic year. Superintendent Scot Prebles first met with the district’s six building Continuous Improvement teams to create a list of shared values. Next, he met with staff members in each building to discuss the values as well as beliefs and a mission statement. A survey was then prepared for the entire staff asking them to review and reflect upon the work done thus far and to identify any missing elements. This input was analyzed and from it four goal areas were identified: Achievement and Performance, Human Resources and Accountability, Finance and Stewardship, and Engagement and Responsiveness. Community meetings to discuss goals and objectives were then planned for parents, civic and business leaders and the general public. As was done with the staff, these meetings focused on strengths, weaknesses, opportunities and threats facing the school district. Data was gathered during these meetings including responses to the question, “On a scale of one to ten what must the district do to receive a ten from you?” Responses to this important question were incorporated into the vision and used to create a Strategic Vision document and video to be distributed to the community this summer. All information collected was made available to a Strategic Vision Advisory Committee formed to serve as the capstone of the process and to provide feedback on the vision and ancillary communication tools. The committee discussed a preliminary list of five-year master plan objectives with central office administrators and analyzed how each aligned with the vision. In May, after the Board’s approval of slightly modified vision, the Strategic Vision Advisory Committee recommended the district use the vision as the guide for future decision making and district investment decisions. Starting with a broad base of district-wide participants whose expectations and recommendations for the district’s future were folded into the final strategic vision document proved to be a rewarding process. A process that the Board of Education and administrative team continue to receive favorable comments regarding the methodology, content and level of community and staff involvement. June 5, 2013 issue of OSC & GCSSA News, Notes & Notices

Something Good is Happening In Our Schools

Strategic Vision Process
Brecksville-Broadview Heights
Superintendent Scot T. Prebles

With a high level of community and staff involvement each step of the way, the Brecksville-Broadview Heights School District created a five-year Strategic Vision during the 2012-13 academic year.

Superintendent Scot Prebles first met with the district’s six building Continuous Improvement teams to create a list of shared values. Next, he met with staff members in each building to discuss the values as well as beliefs and a mission statement. A survey was then prepared for the entire staff asking them to review and reflect upon the work done thus far and to identify any missing elements. This input was analyzed and from it four goal areas were identified: Achievement and Performance, Human Resources and Accountability, Finance and Stewardship, and Engagement and Responsiveness.

Community meetings to discuss goals and objectives were then planned for parents, civic and business leaders and the general public. As was done with the staff, these meetings focused on strengths, weaknesses, opportunities and threats facing the school district.

Data was gathered during these meetings including responses to the question, “On a scale of one to ten what must the district do to receive a ten from you?” Responses to this important question were incorporated into the vision and used to create a Strategic Vision document and video to be distributed to the community this summer.

All information collected was made available to a Strategic Vision Advisory Committee formed to serve as the capstone of the process and to provide feedback on the vision and ancillary communication tools. The committee discussed a preliminary list of five-year master plan objectives with central office administrators and analyzed how each aligned with the vision. In May, after the Board’s approval of slightly modified vision, the Strategic Vision Advisory Committee recommended the district use the vision as the guide for future decision making and district investment decisions.

Starting with a broad base of district-wide participants whose expectations and recommendations for the district’s future were folded into the final strategic vision document proved to be a rewarding process. A process that the Board of Education and administrative team continue to receive favorable comments regarding the methodology, content and level of community and staff involvement.

June 5, 2013 issue of OSC & GCSSA News, Notes & Notices

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