| The purpose of this case study was to understand how superintendents in large urban districts are using reform strategies to leverage systemic change to improve student achievement. This analytical case study focused on a set of ten key reform strategies identified in literature as having the potential to leverage systemic, large-scale improvements across a school district. The House Model, developed by Urban School Leadership Foundation (USLF), was used as the conceptual framework for the study and provided the focus for the study of ten specific reform strategies. The ten key reform strategies were as follows: (a) strategic plan, (b) assessment, (c) curriculum, (d) professional development, (e) human resource system and human capital management, (f) finance and budget, (g) communications, (h) governance and board relations, (i) labor relations and contract negotiations, and (j) family and community engagement.;One research question and three related sub-questions provided a focus for evaluating the superintendent's selection of reform strategies, the district context in which they were implemented, and the influence of the superintendent's background and experience. The study described the strengths and challenges within the district at the time of the superintendent's arrival and the actions taken by the superintendent to improve student achievement. Through this work, the study aimed to create a useful set of ideas, findings, and implications that could fundamentally enhance the preparation of urban superintendents and support their early work as they begin their professional practice.;Results indicated that the superintendent leveraged multiple reform strategies in response to the unique context of the district. Through the process of analyzing data from interviews and documents, five clear and consistent themes were identified in the discussion of this study: (1) a focused and cohesive plan, (2) resource alignment and coherence of district strategies, (3) development of learning communities to meet diverse needs, (4) public relations and transparency, and (5) a focus on accountability and program effectiveness. |
