LM Summer 2025

Leadership Matters Summer 2025

Documenting Progress & Sharing Updates: Why Two Districts Keep Communities Informed During Summer Construction

IASA Annual Conference: Registration Opens Next Week

IASA Board of Directors FY26: Messages from Past & Current Presidents

Q&A article featuring Dr. Ben Collins, Superintendent of Park Ridge CCSD #64, and Jennifer Gill, Superintendent of Springfield SD #186. DOCUMENTING PROGRESS & SHARING UPDATES: Why Two Districts Keep Communities Informed During Summer Construction

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FY 26 BOARD

Google GSV Education Innovation Fellowship 61st Annual Conference: Registration Opens Next Week Professional Learning Message From Dr. Bridges News In Brief Apply for 2026 Illinois Superintendent of the Year

Meet the new IASA FY 26 Board of Directors

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The Hidden Liability in Our Schools

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Elevating Education

Volume 13, Issue 6 Summer 2025 Leadership Matters 24399

2648 Beechler Court Springfield, IL 62703-7305 217.753.2213 800 Woodfield Road, Ste. F109 Schaumburg, IL 60173-4717 847.466.5075

Jason Nevel Director of Communications jnevel@iasaedu.org

Brandon Turley Graphic Designer bturley @iasaedu.org

1200 West Main Street Marion, IL 62959-1138 618.364.0501

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Scan here with your phone’s QR code reader to get the IASA APP— Don’t have a QR reader? Go to or and search for IllinoisASA.

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Foundation Set for FY 2026 to be Instrumental Year Message From the Executive Director Dr. Brent Clark

Earlier this month, IASA held the New Superintendents Conference to help new district leaders hit the ground running in their new positions. The event is always an interesting inflection point in the year because you get to see the faces of leaders who are replacing superintendents who have been part of our public education ecosystem for decades. I always walk away from the event impressed by the next wave of superintendents who will be tasked with building on the successes of their predecessors and creating new opportunities for students. Changing the guard is always a good opportunity to reflect on achievements and game plan on how to make the next school year a success. We go through a similar process at IASA, each year setting goals and objectives to elevate the supports and services we offer members. When I look back at FY 2025, I see the concrete poured and a foundation laid for FY 2026 to be an instrumental year. Vision 2030 The collective power of our organizational partners—IASB, IPA, IASBO, SCSDD, IARSS, AIRSS and IAASE— gained a foothold in FY 2025. Vision 2030 was unveiled at the Joint Annual Conference and, to date, more than 500 Illinois school districts, regional offices of education, vocational centers and special education cooperatives have adopted resolutions in support of this initiative, demonstrating the unified commitment of educators across our state to follow a blueprint for transformative change. We are especially grateful to The ECRA Group for their invaluable partnership in facilitating the comprehensive visioning process and creating the IllinoisVision2030.com website that serves as the foundation for our advocacy efforts. In FY 26, it remains critical for school administrators to stay unified and be strong advocates for the initiatives that will shape the future of Illinois education. We are still at the beginning of this journey, and sustained advocacy will be essential to fulfilling the promise of public education. Supporting New Superintendents Our team of Field Services Directors was also strengthened in FY 2025 with the additions of Dr. Brian Harris and Dr. Sheila Harrison Williams. Each of them has been instrumental in mentoring new and early career superintendents in the northeastern part of the state. We are building on this support network in FY 2026 by fostering more of a Professional Learning Community for new

superintendents, where the group can reconvene and discuss successes and challenges every three months. Professional Development Professional Learning Community and Pathways are terms you will be hearing more often from IASA in FY 2026. Dr. Dawn Bridges, our Associate Director of Professional Learning, has finished her first year with IASA and has made strides in expanding our approach to professional development. IASA is introducing a new pathways concept that will guide aspiring, early career and veteran superintendents throughout their journey, emphasizing continuous improvement with certification badges. The pathways concept will be showcased in a new publication, the 2025-26 IASA Professional Learning Catalog. The one-stop shop resource will include information about PLC’s, administrator academies, workshops and more. Be on the lookout for the digital publication in August. Sponsored Programs In addition to strengthening our internal capacity, IASA partnered with Munetrix/Schooldata.net to provide an alternative platform for school analytics and district dashboards. Their team made inroads in FY 2025 and hope to expand in FY 2026 by offering school districts a unique blend of financial analysis and academic performance into one budget-friendly management tool. Recognition FY 2025 also saw Dr. Sharon Kherat of Peoria SD #150 being named a finalist for National Superintendent of the Year after winning the 2025 Illinois Superintendent of the Year award. Dr. Kherat recently announced that the 2025-26 school year will be her final year in Peoria before retirement. I wish Dr. Kherat all the best in her final year and in the well-deserved retirement ahead. Applications are now being accepted for the 2026 Illinois Superintendent of the Year program. Thank you for your continued membership in IASA and your unwavering commitment to Illinois students. The energy and dedication you bring to this profession drive our work forward, and I’m excited to see what we’ll accomplish together in the year ahead.

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New IASA Board Of Directors for FY2026 FY2026

A new fiscal year ushers in changes to the IASA Board of Directors — the primary decision-making body of IASA consisting of members of the 21 IASA regions and an at-large representative. IASA is also divided into three Super Regions: Northcentral, Northeastern and Southern. Each consists of seven IASA regions from which the board rotationally elects the IASA president. On July 1, the IASA Board of Directors welcomed three new faces, as well as some changes to the five officer positions. Here are the FY 2026 officers: • President: Dr. Scott Doerr, Nokomis CUSD #22, Southern Super Region • President-Elect: Dr. Jay Morrow, United Twp HSD #30, Northcentral Super Region • Past President: Dr. Anthony Scarsella, Palos CCSD #118, Northeastern Super Region • Treasurer: Barb Thompson, Fisher CUSD #1, Illini Region • Secretary: Dr. Steven Wrobleski, La Salle-Peru Twp HSD #120, Starved Rock

The three IASA regions that will have new representatives on the board are: • Blackhawk: Dr. Terri VandeWiele, Silvis SD #34 (term expires June 30, 2026) • Egyptian: Quent Hamilton, Zeigler-Royalton CUSD #188 (term expires June 30, 2028) • Shawnee: Jami Hodge, Williamson Cty. Sp. Ed. Coop. #3 (term expires June 30, 2027) Lastly, we want to say thank you and goodbye to the following school leaders for their service on the IASA Board of Directors. Their vision and passion helped move IASA forward. • Past President: Dr. Roger Alvey (board member since 2016) • Egyptian: Dr. Richard Towers (board member since 2022) • Shawnee: Dr. Lori James-Gross (board member since 2021)

continued...

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New IASA Board Of D

BOARD ... cont’d.

Message from Dr. Anthony Scarsella, Past President

As I reflect on my year serving as President of the Illinois Association of School Administrators, I am grateful for the opportunity to lead an organization dedicated to advancing public education in Illinois. This experience has allowed me to connect with superintendents across the state and build meaningful relationships that strengthen our collective work in education. The superintendency continues to present us with complex challenges—from addressing learning recovery and mental health needs to navigating budget constraints and workforce shortages. Yet, through each obstacle, our North Star remains unchanged: doing what is best for students. This guiding principle has shaped every decision and initiative we have pursued as an association this year. One of our most significant accomplishments has been our continued advocacy for Illinois Vision 2030, a comprehensive blueprint designed to transform public education across our state. This legislative initiative represents our collective commitment to creating a system that better serves diverse learners, attracts talented professionals to education, redefines student success, and ensures sustainable funding for our schools. The progress we have made on Vision 2030 demonstrates the power of unified advocacy and our shared dedication to systemic improvement. The highlight of my year was undoubtedly our Annual Conference, where I had the privilege of connecting with superintendents, administrators, and education leaders from across Illinois. Meeting new colleagues and reconnecting with longtime friends reinforced the strength of our educational community and reminded me why I am so passionate about public

education—the dedication, innovation, and unwavering commitment to students that defines our profession. None of our accomplishments would be possible without the exceptional IASA staff who work tirelessly to support administrators across Illinois. I want to extend special recognition to Dr. Brent Clark, our Executive Director, for his outstanding leadership and support throughout the year, and to Dr. Roger Alvey, IASA Past President, for his invaluable guidance and mentorship as I stepped into this role. I also want to thank Cherry Middleton, our Director of Operations and Facilities, whose dedication behind the scenes ensures that our organization runs seamlessly. Together, they exemplify the commitment of our entire IASA team, who provide unmatched support through legal assistance, professional development, legislative advocacy, and countless other services that strengthen our leadership capabilities. As superintendents, we entered this profession to make a difference—to shape not only the lives of students but also the futures of our communities. The challenges we face are real, but so is our capacity to overcome them. Through IASA, we have the tools, support, and collective strength needed to continue advancing public education in Illinois. Thank you for the honor of serving as your President. Together, we will continue building on the foundation of excellence that defines Illinois public education, always keeping our students at the center of everything we do. I wish my successor, Dr. Scott Doerr all the best. Our association is in good hands, and I look forward to support Dr. Doerr throughout his term.

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Directors for FY2026

Message from Dr. Scott Doerr, President

I am honored to begin my tenure as IASA President, following a journey that started over a decade ago. Connie Woods, then our Kaskaskia Region representative, would share Board of Directors updates that opened my eyes to IASA’s broader impact and revealed both the common ground superintendents share and the distinct challenges we each face. Those insights planted a seed that grew over the years. When the opportunity to serve on the IASA Board opened in 2013, I was ready to jump at it — a decision that has shaped my entire 17-year career as superintendent of Nokomis CUSD #22, a preK 12 district of approximately 600 students in Montgomery County. Being active in IASA has pushed me to connect with peers across the state. As a result, I have formed friendships and gained a better understanding of complex issues by serving in various roles, including in my current capacity on the IASA IWAS Task Force Subcommittee. If you’re not already, I encourage you to branch out and serve on an IASA Committee. Hearing from other superintendents and making those connections will broaden your perspective and strengthen your leadership. Looking ahead, I am excited for the opportunity to be a voice for superintendents across our state. One of my main focuses

will be on advocacy and building momentum around the Vision 2030 initiative. To date, more than 500 school districts, regional offices of education, vocational centers, and special education cooperatives have adopted resolutions of support. It’s critical to keep building on that total and send a strong message to the Illinois General Assembly that educators across Illinois are united in their support of Vision 2030. If your district has already adopted a resolution but hasn’t reported it through the Illinois Vision 2030 website , please take a moment to complete the online form to notify us. If you haven’t yet adopted a resolution, please consider placing the resolution for adoption on your next board agenda. The Vision 2030 framework addresses the critical challenges of keeping students and schools safe, attracting and retaining high-quality educators, enhancing post-secondary success, and implementing more effective, timely measurement of what’s working in our schools. Just as Mrs.Woods’ updates at those early Region Meetings once inspired me to get more involved, I hope to inspire continued engagement and collaboration among all of us. Have a wonderful summer, and I look forward to connecting with you at the IASA Annual Conference in Springfield, September 24-26.

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New IASA Board Of D O F F I C E R S

BOARD ... cont’d.

Treasurer and Illini Barbara Thompson

Secretary and Starved Rock Dr. Steve Wrobleski Superintendent La Salle-Peru Twp HSD #120

President Dr. Scott Doerr Superintendent Nokomis CUSD #22

President-Elect Dr. Jay Morrow Superintendent United Twp HSD #30

Past President Dr. Anthony Scarsella

Superintendent Fisher CUSD #1

Superintendent Palos CCSD #118

Abe Lincoln Tip Reedy Superintendent Williamsville CUSD #15

Blackhawk Dr. Terri VandeWiele Superintendent Silvis SD #34

Central IL Valley Dr. Scott Dearman Superintendent Dunlap CUSD #323

Cook North Dr. Donald Angelaccio Superintendent Prospect Heights SD #23

Cook South Dr. Jeff Stawick Superintendent CCSD #146

Corn Belt Dr. Ryan McGuckin Superintendent Pontiac Twp HSD #90

DuPage Dr. Hank Thiele Superintendent CHSD #99

Cook West Dr. Kevin Skinkis Superintendent Riverside-Brookfield Twp HSD #208

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Directors for FY2026

Lake Robert Gold Superintendent Big Hollow SD #38

Kaskaskia Dr. Brad Detering Superintendent Salem CHSD #600

Kishwaukee Stephen Wilder Superintendent Sycamore CUSD #427

Egyptian Quent Hamilton Superintendent Zeigler-Royalton CUSD #188

Three Rivers Dr. John Palan Superintendent Grant Park CUSD #6

Shawnee Dr. Jami Hodge Superintendent Williamson Cty. Sp. Ed. Coop #3

Southwestern Dr. Carrie Hruby Superintendent O’Fallon CCSD #90

Northwest Dr. Sheri Smith Superintendent Forrestville Valley CUSD #221

Two Rivers Dr. Kelle Bunch Superintendent Liberty CUSD #2

Wabash Valley Andrew Johnson Superintendent Effingham CUSD #40

Western Christopher Janssen Superintendent Spoon River Valley CUSD #4

At-Large Director Dr. Kimako Patterson Chief of Staff ISBE

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Click Here to Listen to Podcast

Both Q&A interviews are condensed versions from IASA podcast.

Documenting Progres Why Two Districts Keep Communities In

Q&A with Dr. Ben Collins Superintendent of Park Ridge CCSD #64, Cook North

referendum, broken into four categories: • Health, life, safety and security (fire alarms, interior doors, HVAC, ADA accessibility). • Mechanical and infrastructure (roofs, lighting, plumbing, electrical). • Classroom improvements (middle school science labs, fine arts spaces, CTE spaces, special education classrooms). • Building additions (new middle school cafeteria, elementary classroom spaces, and a multipurpose room). Our partners include Wight Architects as our architect overseeing all projects, Ameresco doing design-build work in one middle school, and Nicholas & Associates and Midwest Mechanical handling our older schools needing the architect construction manager model. Ameresco’s system is slightly different because it’s more design-build, and we’ve got a building that’s 30 years old, so they’re able to do that work and it’s been a good experience. IASA: Can you share the timeline of how you got to this referendum?

IASA: Could you tell our listeners about yourself and your school district? BC: I’m in my third year as superintendent in Park Ridge Niles District 64. Prior to that, I was principal at Maine South High School for six years. I came to administration through being a high school band director. I’m a musician by training, which is how I got into teaching through my love of music and sharing that with others. Our district has about 4,800 students in eight different buildings. We serve nearly the entire community of Park Ridge, Illinois (about 40,000 residents) and about 10,000 residents from Niles. It’s a district consolidated over 100 years ago spanning the area north of O’Hare Airport. IASA: We’re talking about summer building projects with a focus on the importance of telling your story and providing community updates. Can you share the scope of work happening in your district and who you’re partnering with? BC: We have about $105 million worth of work over the next two years. $89 million was approved in our November 2024

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ss & Sharing Updates: nformed During Summer Construction

Q&A with Jennifer Gill Superintendent of Springfield SD #186, Abe Lincoln

programs. We created a 10-year master plan touching every single school site with either security upgrades, like buzz in systems and double-door entries, or health-life-safety renovations like new roofs and building improvements. It’s been a long journey ensuring we’re sharing our priorities with the community, not just what’s happening now, but the next steps we need to move forward on. When you’re improving schools and starting with one over the other, you have to deal with community concerns about equity and timing. IASA: I imagine the large number of buildings being renovated was even more incentive to make documenting progress and sharing community updates even more of a priority? JG: It’s essential for current families, alumni, and people who no longer live here but want to know what’s happening. We created the theme “Our Schools, Our Future,” our consistent tagline since 2016. We have a dedicated website location where people can see renovated projects and pictures from every ribbon cutting.

IASA: Could you tell our listeners about yourself and your school district? JG: I’m Jennifer Gill, superintendent of Springfield District 186, starting my 12th year. When I arrived in 2014, facilities improvement was a top priority for students, families, and economic development. People were moving to smaller communities surrounding Springfield, citing outdated facilities as a key factor. This project began with a community survey by the Chamber of Commerce. They surveyed concerns about public education, test scores, social-emotional learning, and facilities. The survey showed facilities were a major community concern, leading to our one-cent sales tax passage in 2017. IASA: How many schools do you have and what’s the scope of this building project? JG: We have three comprehensive high schools, 24 elementary schools (K-5), five middle schools (6-8), plus a charter school, two alternative centers, and additional

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PARK RIDGE CCSD #64

superintendents. Your referendum should become a distant memory, and people should always feel like buildings are really well-maintained because they regularly receive information — whether through video, face-to-face meetings, or mailings — about the state of facilities. IASA: What will people see on your website related to facilities? BC: We have three areas under our construction page. First is a running total updated every six weeks showing where construction bills are coming in — are we in line with projections, under, or over? This builds transparency and trust. Second is facility videos. Our communications director Chris Lilly is award-winning and amazing at video storytelling. I think the referendum was won partly because of his opening facilities video. It was so convincing people came out mad saying “How did this happen? These schools are in disrepair. We need to do something now.” Third is our 30-year capital maintenance plan. We put all building needs on an amortization table — roofs every 25 years, electrical every 15 years, HVAC every 20 years. We calculated what it would actually cost and whether our budget meets those needs. We realized we needed to double our capital expenditures, so we’d hopefully never need another referendum. When community members saw this planning level, it was a big selling point. The plan is on our website, updated yearly, so future superintendents can take it and run with it. People want constant stewardship of taxpayer dollars regardless of who’s leading the district. This “constant gardener” approach is important because that’s where most people go to see what’s happening. IASA: Can you talk about your “Protect D64” theme? BC: That was our big referendum theme — protect our buildings, protect our schools, protect our students. It resonated with our community and serves as good branding. On the construction site, you can click on different schools for updates. We’ll be adding time-lapse videos and running totals showing what we said we’d spend versus actual costs. So far everything’s going well. IASA: What other platforms do you use to tell your facilities story? BC: We use social media extensively. YouTube has been massive because of our videos. Remember, most taxpayers have never seen inside the schools — maybe the schools their children attended 20, 30, 40 years ago, but not other buildings. Videos really help with that. We also get great feedback from mailers. Many taxpayers continued...page 14

SAMPLE NEW MODERN LAB

BC: I wasn’t expecting this when I took the superintendent job. Early on, we had conversations about special education students who were outplaced in different facilities, and we were bringing them back to the district. These students were getting older and moving to middle schools, but we didn’t have space for them. In January of my first year, the board approved a $10 million bond for construction of our self-contained autism program in middle schools. We also re-did our Master Facilities Plan, which revealed extreme financial liabilities. Our budget projections for 1, 5, and 10 years were really rough. Over 12 months, we had ongoing conversations with community members and the board. Eventually this led to a referendum saying let’s do all this work now at less cost than it’ll be down the road. The referendum passed with 65% approval. IASA: Why is it important for districts to constantly share community updates on major building renovations? BC: Most community members, particularly those without students in district buildings — and that’s the majority of taxpayers — have no idea what the current state of buildings are. From a homeowner’s perspective, people know where their roof is in its lifecycle, when they last replaced plumbing, but they couldn’t tell you when that elementary school three blocks away needs its roof replaced. They own these properties and need to know where tax dollars are going to build good partnerships for public education. I had conversations that felt like Groundhog Day because three questions always came up: What’s the state of schools and how did they get this way? Do schools meet student needs now and in the future? How will we maintain them, so you don’t

continuously come back asking for more money? This needs to be an ongoing conversation for

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At every board meeting, I include “Our Schools, Our Future” content with new pictures and project updates. Very rarely is there a meeting where I say we don’t have new pictures. We always try to share what happened this week with projects. We also provide monthly financial reports on sales tax revenue, bond payments, and our financial status. Our sales tax performs extremely well, generating $1-1.2 million monthly, with funds also benefiting neighboring Sangamon County communities. We work closely with our bond sales team — PMA and Stifel — to ensure our financial house is in order. At a recent board meeting, a board member noted we might have extra funds after the next bond payment. We can either pay down debt to reduce interest or do another small project to get ahead of our 10-year master plan. These are always considerations we discuss publicly. IASA: The power of pictures seems to really help tell the story. Can you talk about your documentation approach? JG: We established key principles from the beginning: educational suitability (right-sized spaces for programs, labs, athletics), ADA accessibility, and preserving Springfield’s historical character. We created an architect pool through RFQ processes and maintain ongoing projects on our website: upcoming, current, and completed. We’re always finishing what we’re working on, excited about what we’re starting, but already thinking toward the next project because bidding takes time. We pre-order supplies far in advance — steel, prefab gymnasium walls — so we’re always planning ahead. For example, Memorial Stadium was completed in August 2023 with new turf, track, entrance, concessions, locker rooms, and fencing. Everything is documented with pictures and details about who designed and built each project. You can click on any project and see a slideshow of progress photos. IASA: How much public support have you generated through this comprehensive documentation and showcasing? JG: It’s been tremendous. I can’t go anywhere without people commenting on how great Lanphier looks or how Springfield High transformed overnight. People are proud because they’re often alumni. We’ve had successful ribbon cuttings and open houses. At Lanphier High School, over 250 people came through in one day — current students, families, past educators, administrators, and officials. We trained student tour guides and had teachers volunteer for tours. People want to hear from students and staff about how these new spaces

changed their learning and working environments. We’ve also created unique engagement opportunities. At Owen Marsh Elementary, we invited families and students to sign a beam that will be inside the new building. We did this at Springfield High and Lanphier too. Kids can drive by years later and know there’s a beam inside with their name on it. We also schedule things ahead of time that are important for community engagement. People who came to today’s beam signing couldn’t wait to walk around and see the construction. They were moving beams with a big crane, and kids love that kind of thing — it really engages them in their learning. Those things take planning, but the community engagement is worth it. We think creatively about how to involve people in the process, not just show them the finished product. IASA: Who’s responsible for taking pictures and updating content? Rural superintendents might wonder about staffing for this level of documentation.

SPRINGFIELD SD #186

LANPHIER HIGH SCHOOL GYMNASIUM

JG: I have an amazing director of communications, Rachel Dias, who handles social media. I’m a trained educator, not great with social media, so I’ve learned from her. For smaller districts, it’s doable with limited staff and projects. We’ve tapped into our partner firms — architects and construction manager, O’Shea Builders, who provide communication support and pictures. Principals take pictures too. Mike Grossen, our director of operations and maintenance, attends weekly construction meetings and alerts us to newsworthy developments. We create videos where I give updates like sports reporters covering athletic continued...page 15

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aren’t spending time on the internet or school websites. Mailers are tangible — they can open them, see pictures, diagrams, charts. We started this two years ago and sent four mailers for the referendum - one postcard, larger trifold and quad folds with multiple pages. We’ll do annual mailings with construction updates. We do community coffees but don’t see much non-parent attendance. I did 65 referendum sessions over 10 weeks and saw less than half a percent of taxpayers. But mailers reach almost half our taxpayers and all registered voters. You get way more reach from mailings and social media than in-person settings. IASA: Are mailers something districts can fund themselves? BC: Mailers are actually pretty inexpensive. I was pleasantly surprised by the cost. If you’re thinking about annual community mailers, it’s money well spent and well invested in long-term communication strategies. You’re guaranteed to reach people in ways you’re not guaranteed online, particularly certain generations of taxpayers not as engaged with social media and district websites. IASA: How much community response do you get from these updates? BC: It was huge. When we put out that first referendum video on Facebook and YouTube, I couldn’t go anywhere. I’d walk into Starbucks and people would say “I saw the video, I can’t believe it. You should do that referendum vote tomorrow.” It was really impactful. I think we’ll get the same viral response when we do before-and-after comparisons of completed spaces. IASA: Do you frame things as taxpayer investment and good stewardship? BC: Yes, that’s key. These are their buildings they’ve paid for with hard-earned dollars through property taxes. You have to understand what percentage of taxpayers pay what percentage of your budget. Our community is mostly homes with very little industrial and commercial base. We bring real estate agents together yearly to discuss what’s happening and what they hear from prospective buyers. People want to move here partly because there’s no industrial park or factory nearby. It’s a quiet homeowner community close to Chicago. The downside is homeowners bear a larger percentage of school district costs than in communities with industrial/commercial bases. We frame everything transparently: maintaining this community has costs. You can maintain schools at a great level or cut corners, which costs more later. Emergency

repairs from burst pipes or failed AC systems are way more costly than preventative maintenance. When you frame it as “pay now or pay much more later,” taxpayers understand and it resonates. IASA: Who handles documentation and photos? Any advice for districts without communications staff? BC: Chris Lilly handles our communications but, honestly, I can walk into a school with my cell phone, take pictures, and post to Instagram. Don’t worry about perfect quality, cameras, or shots. The community wants raw footage of what’s happening. We also get valuable support from our construction partners. Ameresco did an energy study for us showing the amount of money and energy we’re putting toward electrical systems in some schools. When we upgrade to modern, more efficient systems, they showed us exactly how our bills would change. We used that communication all the time when people wanted specifics about cost savings. Same thing with plumbing. Ameresco and our other partners do a great job running studies for us. They know the systems best and how expensive these systems are for energy usage and other public utilities. Getting that information out to the public is a big deal when we’re talking about transparency of communication. IASA: Any final thoughts on communication importance for building projects? BC: If I could give myself advice, I should have started communicating two years before the referendum with the same intensity I had 10 weeks before. You can’t take your foot off the gas with district communication. Moving forward, every year we revise our facilities plan, I want to do better bringing that to the community in every way possible. For any superintendent thinking about a referendum in a couple years, there are about 15 things you should start doing tomorrow. You have to constantly stay in communication mode, letting everyone know the exact state of buildings they own so they feel good about tax dollars they’re giving us. IASA: Thank you for sharing your story. Check out D64. org/protect-D64 for pictures and updates - a good blueprint for any superintendent with this work underway.

Click Here to Listen to Podcast

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facilities. It takes a village but, when the construction team communicates with you, it works. We also engage students in our communication efforts. We’ve done commercials and infomercials about updates, having fun with play-by-play commentary like sports reporters, then post these on social media and our website. IASA: Do you get good social media engagement on these updates? JG: Yes, with very positive feedback. Our viewership, clicks, likes, and comments are overwhelmingly positive. Videos get the best engagement — people like to share them with alumni. Alumni groups schedule tours to see “the old before the new.” We hosted a “last chance” open house at Springfield High before renovation that generated great engagement. People follow weekly updates and share progress with others. This engagement leads to tangible outcomes. Alumni donate for specific needs, like new banners at Lanphier. Social media posts — pictures, videos, Facebook, Instagram — generate excitement and great feedback. IASA: Any final advice for superintendents about community communication during building projects? JG: Plan ahead and be transparent. Create a master

plan listing every school, specific needed upgrades, funding sources, and estimated costs. While cost estimates depend on economic conditions — we never anticipated tariffs or other factors — it provides an overview of what needs doing and how to accomplish it. For example, Butler Elementary received security upgrades with a double-door entrance, partial roof replacement, circulation improvements for student flow, and an addition replacing 25 temporary modular classrooms that were 25+ years old. Originally estimated at $4 million, it came in on budget. We’ve dealt with cost escalation at Lanphier and Springfield High, but our strong sales tax performance helped offset increases. Key principles include: providing budget updates, maintaining transparent overviews, documenting construction throughout, and celebrating completions in multiple ways. Consider what the community values. At Springfield High, we preserved exterior and interior mosaics plus beautiful woodworking, documenting and showcasing how these elements will be featured in the renovated school. Most important— document, document, document. Plan ahead and think about using social media, general media, and inviting the public into your schools.

HELP SHAPE NEW VISION FOR PUBLIC EDUCATION

Visit IllinoisVision2030.com to:

• View Board Resolution Template • Let Us Know if Your District Passed a Resolution • Download Policy Framework • Access Toolkit • Read FAQ Click Here

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The Hidden Liability in Our Schools: Educator Misconduct as a Leadership and Risk Management Crisis

By James Woodard, Managing Director

Illinois school districts face a growing and under-ad dressed liability: staff and educator sexual misconduct. From multimillion-dollar settlements to eroded commu nity trust, the costs of inaction are no longer abstract— they are measurable, devastating, and rising. Recent cases nationally illustrate the risk. In Oregon, St. Helens School District paid $3.5 million after years of ignored abuse claims. In California, Pomona Unified faced an $8.05 million verdict for negligent supervision. Illinois is not immune. Multiple Illinois districts have faced six- and seven-figure settlements in recent years, including cases where administrators failed to respond to early reports of grooming. The risk factors are well documented. Grooming often begins with private messages on Snapchat or Instagram. Victims tend to be underage females, many from vulner able populations, including students with disabilities. Perpetrators exploit authority, trust, and access—tools any school employee inherently holds. Illinois law criminalizes educator sexual misconduct (720 ILCS 5/11-9.5), prohibiting sexual conduct with students ages 13–17 if the employee holds a position of authority, even if the student is above the general age of consent. However, legal prohibition alone is not enough. Many districts lack robust policies and monitoring systems to detect and prevent grooming behaviors before abuse escalates. Few conduct proactive audits of staff digital communi cations. Many do not require comprehensive training on recognizing grooming. Too often, accused educators are quietly allowed to resign—a practice known as “passing the trash”—rather than facing formal investigation. This leaves students in danger and exposes districts to further liability.

is no longer enough. Districts must adopt a true risk management mindset: Audit Digital Communications: Implement policies and software tools to monitor staff-student communica tions on school-related platforms. Strengthen Hiring Practices: Require disclosure of all past allegations, even those not resulting in criminal charges. Mandate Training: Regularly train staff, students, and parents to recognize grooming behaviors and under stand Illinois mandatory reporting laws. Establish Independent Reporting Channels: Empower students to report misconduct anonymously and without fear of retaliation. Centralize Data: Advocate for state or national databases to track substantiated misconduct so no educator can quietly reenter the system elsewhere. Beyond policy, the culture must shift. Silence and denial compound risk. As education researcher Charol Shake shaft warns, “We are all complicit” when misconduct is minimized or ignored. Managing this issue effectively means treating it as the serious operational and reputa tional threat it is. No Illinois district can afford to ignore the warning signs. And no student should ever have to pay the price for a risk that could have been mitigated.

For Illinois administrators and boards of education, this is a wake-up call.

Reactive crisis management

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IASA’s Senate Bill 7 Performance Rankings Tool improves efficiency in your district by generating reports needed to comply with Senate Bill 7 and other related laws, freeing you up to focus your time and energy more on supporting your students and staff. The program provides districts a method of managing district positions aligned to local qualifications, teacher’s credentials and performance ratings. It’s proven, affordable and used by districts across the state. Senate Bill 7 Compliance Made Easy 2025–2026 Software Now Available for Purchase

What’s new? 1. Updated tutorial videos. 2. Updated list of resources. 3. Updated Data Check cues to aid with properly completing the program. 4. Teacher Race column added to most reports. 5. Added columns for storing another cycle of evaluations. 6. Data Transfer Support: Data transfer from previous files to the 2025–2026 file can be completed by Dr. Don White for no additional charge.

Affordable The annual licensing fee is $300 for members and $600 for non-members. Find the access request form at: http://www.iasasurveys.org

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Please note that previous versions of the IASA Senate Bill 7 Performance Rankings File are no longer supported. Also, the service method for the 2025–2026 software will be via email only.

This software was originally reviewed by the Senate Bill 7 teams from the Illinois Federation of Teachers (IFT) and the Illinois Education Association (IEA). The 2025–2026 version of this software builds on the knowledge gained from hundreds of users.

Education Elevat g

Dr. Karla Guseman Joliet Twp HSD #204, Three Rivers

Dale Heidbreder Central School District 51, Central Illinois Valley

Who: Dr. Karla Guseman, Superintendent

Who: Dale Heidbreder, Superintendent What: Passed a $14 million referendum with a super majority vote; Created a strong culture of support; Fostered relationships with business leaders, community groups and neighboring school districts; Added key personnel, including a curriculum director, special education director and two counselors; 1-1 grade K-8;

What: Created a robust College and Career Readiness program for students; Prioritized developing strategic partnerships with businesses in the region, local employers and community organizations; Helped develop a summer internship program with the Will County

Center for Economic Development that has expanded career opportunities for students in Joliet Twp HSD #204 and Will County. Where: Joliet Twp HSD #204, Three Rivers When: Superintendent of Joliet Twp HSD #204 since 2020 Why: As the leader of a high school district in Will County with nearly 6,700 students, Dr. Karla Guseman sees her role as superintendent differently than some other district leaders. “I truly believe that one of my most important jobs as superintendent is to leverage relationships with businesses and community organizations to create partnerships that lead to new opportunities for students,” said Dr. Karla Guseman. “When you make those connections outside of the school district, it can really open up doors for your students.” Joliet Twp HSD #204 has established a robust Career Pathways and CEO Program throughout the school year. However, over the past two years, the district has also developed a unique Summer Internship Program in Will County that serves as a model for other districts to potentially replicate. In its first year, 38 students in Joliet Twp HSD #204

Completed safety upgrades to district buildings; ISAL graduate. Where: Central School District 51, Central Illinois Valley When: Superintendent of Central School District 51 for 10 years. Why: Public school superintendents have the opportunity to shape the future for students and make transformational changes to a community. For Dale Heidbreder, this opportunity holds profound personal significance. “I don’t believe there is a greater profession in the world,” said Dale Heidbreder about the role of the superintendency. “For me, it’s a personal calling. I came from some difficult circumstances growing up, and many educators helped me see things in myself before I did. I want to give back and help make an impact in the school district and the community of Washington.” During his 10 years at Central School District 51, the district has experienced growth, creating the need for building renovations and additional classroom spaces. Through a strong culture of collaboration and community support, the district successfully passed a $14 million bond

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Heidbreder ... cont’d. referendum in 2018 to exceed its debt limit — a measure that required a super majority vote. In addition to new classrooms and an additional gymnasium, the project included extensive renovations across the district, along with expanded space dedicated to STEM education— emphasizing career exploration—and enhanced art programs for students in grades K–8. “Before the referendum, we had art on a cart — no dedicated space,” Heidbreder said. “We now have dedicated art rooms, including one equipped with a kiln, and we’ve introduced a career-exploration program that allows students to explore fields such as dentistry, coding, fashion, communications, and more. Providing exposure to these diverse career paths has greatly enriched our students’ educational experience.” Strengthening regional and community partnerships has also been a priority for Heidbreder. Central School District 51 participates in a regional network of schools that collaborate on reunification drills and actions to take if there is a catastrophic event. The collaboration is among a number of school safety upgrades at Central School District 51, including additional security cameras, CrisisGo emergency response tools and RAPTOR school safety software. In the community, Heidbreder has helped forge strong relationships with business leaders, community groups and with Washington Community High School. For example, a group of mothers approached him about creating an annual fundraising event, known as the Trojan Gala, that has raised over $150,000. The dollars have been used to fund modules for STEM, 3D printers, other technology equipment and even a scholarship. A partnership with the high school has enabled students to gain hands-on teaching experience through the cooperative education program. “We are truly fortunate to have outstanding students, supportive families, dedicated teachers and staff, committed administrators and board members, a strong PTO, and a caring community—all deeply invested in the success of our students,” Heidbreder said. On the personnel side, the district has also been able to add two counselors, two social workers, a curriculum director and a special education director during Heidbreder’s tenure. Lastly, outside of the district, Heidbreder is a graduate of the IASA School for Advanced Leadership, CIV representative on Vision 2030 and serves on the IASA-ISBE Advisory Committee.

Guseman ... cont’d.

participated, earning 0.25 credits per 60 hours of approved work experience per semester, up to 0.5 credits total. “Will County is growing, and it was important to recognize that we need to find ways to keep our young people here so we have a workforce that can carry us into the future,” Dr. Guseman said. The internship program expanded last summer to include five additional high schools in Will County. As a result, 74 students in the region enrolled — in careers such as marketing, engineering, childcare, automotive repair, technology, healthcare, and governmental relations. Interest in summer 2025 has only expanded. “We have gone from local businesses receiving 350 applications to over 1,200,” Dr. Guseman said. “Our employers now have an opportunity to select students they feel are the best fit. And then for our students, we’re providing real-world experience and authentic application of the skills.” By building relationships and connections with community partners, Dr. Guseman noted there have been tangible benefits to the school district and community. Partnerships with multiple community groups, for example, has led to more cultural events for students to take advantage of. “Leveraging relationships and building partnerships will lead to positive experiences for students,” Dr. Guseman said. “As superintendent, I serve on multiple community boards, like the YMCA and Kiwanis, because it winds up being the starting point of creating an additional opportunity for students.”

Want to

Nominate Someone? Contact Jason Nevel at jnevel@iasaedu.org

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Two Illinois Superintendents Selected for Google GSV Education Innovation Fellowship

Two Illinois school district leaders, Dr. Michael Lubelfeld, Superintendent at North Shore SD #112 and Dr. Todd Dugan, Superintendent at Bunker Hill CUSD #8, have been selected for the 2025-2026 cohort of the Google GSV Education Innovation Fellowship – a groundbreaking program formed through a partnership between GSV and Google for Education. Now entering its third year, the Google GSV Education Innovation Fellowship unites K-12 superintendents and top-level instructional leaders dedicated to working at the intersection of technology and instruction to shape the future of education. By fostering collaboration among these visionary change agents, the Fellowship creates a powerful network that drives advancements in the EdTech landscape, instructional innovation, and student outcomes. “What began as a bold vision just two years ago has grown into a dynamic community of K-12 leaders driving meaningful change—from shaping district-wide strategy to leading instructional transformation at scale,” says Tiffany Taylor, Partner & Co-President of the ASU+GSV Summit. “The ripple effect of the Google GSV Fellowship is clear—and growing— thanks to an incredible network of alumni and the brilliance of our new 2025-2026 cohort. These are 32 system-level leaders who are not just ready for what’s next, but actively shaping it—tackling some of education’s biggest opportunities through the lens of innovation and with today’s most powerful technologies. We’re honored to be on this journey with them.” Throughout the year (first session held July 15), they will work alongside 30 other Fellowship participants, collectively serving over 3.8 million students nationwide. Fellows will engage in collaborative projects, share insights, and create tangible impacts for their districts and the broader education system. In this unique environment, the Google GSV Education Innovation Fellowship and newest cohort are poised to pave the way for more innovative and student-centered learning. About GSV GSV is a global platform fueling scaled innovation in “PreK to Gray” education and workforce skills to ensure that ALL people have equal access to the future. The platform includes

Dr. Todd Dugan (left), Dr. Michael Lubelfeld (right) at first session of Google Fellowship.

the flagship ASU+GSV Summit (founded 2010), India-based ASU+GSV & Emeritus Summit (founded 2023), and The AI Show @ ASU+GSV (founded 2024). The investment arm of GSV is GSV Ventures (founded 2016), a multi-stage venture fund investing in the most important innovations across the global “PreK to Gray” landscape. About Google for Education Google for Education is a division of Google dedicated to empowering educators and students with innovative tools and technologies that transform the learning experience. With a mission to make education accessible, engaging, and effective for all, Google for Education offers a wide range of products and services tailored to meet the needs of teachers, students, administrators, and institutions. Through initiatives like Google Classroom, G Suite for Education, Chromebooks, and various educational apps and tools, Google for Education aims to create inclusive and collaborative learning environments, foster digital literacy, and inspire creativity and critical thinking. By harnessing the power of technology, Google for Education is committed to shaping the future of education and preparing students for success in the digital age.

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