SLO County Office of Education | Education Adaption

SLO COUNTY OFFICE OF EDUCATION

Education Adaption & Innovation

BY JAMES BRESCIA, ED.D. COUNTY SUPERINTENDENT OF SCHOOLS

In 1933 President Franklin D. Roosevelt declared a four-day banking holiday that shut down the entire banking system, including the Federal Reserve. This action enacted by President Roosevelt addressed challenges presented by the Great Depression and proposed changes in banking operations. The 1933 legislation allowed banks to reopen as soon as examiners found banks to be financially secure. Today government, business, and education are considering changes in practice that the pandemic forced.

Agencies consider basic options such as complete in-person, hybrid, and fully remote services. Even services that require comprehensive in-person-type services such as education, medicine, and hospitality will implement and maintain flexibility in how they reshape the future of work. Navigating operations during the pandemic was one of the most challenging periods in my professional career. To keep services, most agencies had to adapt, be innovative, and adopt new ways of doing business. Two years later, some aspects of providing services resemble pre-pandemic actions, and some practices dramatically changed.

Local taxpayers, school boards, administrators, educators, and educational employees have the opportunity to make the best use of sustainable adaptations implemented during the pandemic. Technology officers provided digital tools to all students and employees throughout the pandemic. Because of reduced in-person services, business offices adapted reporting, signature, review, and collaboration practices. Facilities, operations, and maintenance departments implemented staggered and split shifts to reduce in-person contact. Because of the pandemic, all employees engaged in meetings, professional development, and consultations via online platforms. Which of these practices will continue and save taxpayer dollars?

As we move forward, leaders in government, business, and education indicate that some of the practices implemented during the pandemic will become long-term practices. I am thankful for the countless employees who have adapted, innovated, and continue providing high-quality community services throughout our county. Employers acknowledge the potential of remote practices to increase productivity, balance work and personal commitments, and as a tool to maintain a competitive edge in today’s marketplace.

Forbes Business reports that nearly half of Chief Executive Officers plan to increase their long-term investment in digital services by ten percent or more in 2022. Proposals include remote working where appropriate, remote professional development, remote meetings, and remote paperwork completion. Business surveys indicate that 44 percent of the workforce desires to maintain some work flexibility implemented during the pandemic.

Today’s business leaders are considering modifications to address the challenges in recruiting and retaining employees. Education too is learning to embrace remote work for meetings, professional development, consultations, public engagement, and other functions that do not require an in-person presence. Last week, I remotely participated in the review and interview of potential employees. In addition to flexibility and innovation, businesses now review access to mental health resources and childcare coverage as workplace benefits. Offices have established online health portals and remote access to counseling services.

Recruiting, developing, and retaining the best talent is a critical business differentiator. The pandemic forced a focus on this factor that now extends far beyond the traditional C-suite recruitment/retention efforts. The approach agencies execute will have long-lasting implications for workplace culture, employee trust, and maximizing taxpayer resources. The amount of funds expended on the recruitment of employees and the loss in productivity because of frequent turnover is justification alone for increased focus on innovative practices leading to higher employee satisfaction.

As government agencies, schools, and businesses adapt to new ways of working, the leaders of our agencies need to monitor practices and performance carefully. Leading the entire team on a successful journey requires careful consideration of reshaping workplace culture supporting current working models. Education leaders can continue developing, executing, and readjusting their workplace strategies by applying some proven Harvard Business School practices.

• Ask the stakeholders (families, students, staff) what is working

• Apply data to gauge progress and performance

• Review roles for boards, administrators, and staff regularly

• Focus on recruitment and retention

• Examine what is working in other schools and businesses

• Adjust practices as needed

The pandemic created a sense of urgency prompting many organizations to develop flexible operating models. Strategic leaders are increasingly willing to embrace agile methods; they are getting used to jumping on quick video conferences to solve problems and enable remote teams to have more decision-making authority. The pandemic taught us that it is essential for cross-functional teams not to lose sight of the long term and avoid panic reactions.

The flexible or “agile” model means putting what may seem new into action. Meetings that include opportunities for remote participation could increase public engagement. Recording in-person classes and providing access online could mitigate some of the challenges presented during student or faculty absences. Remote workplace supervision can continue to offer ongoing metrics for accountability and improved practice. I have confidence in our community to embrace some of the modifications adopted during the pandemic to provide better service. It is an honor to serve as your county superintendent of schools.

“Without tradition, art is a flock of sheep without a shepherd. Without innovation, it is a corpse.” Winston Churchill 