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How important are school boards and the school district leadership

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School boards are important to education and education has a need for school boards to have a vision as to do the school district’s will as with the School District of Palm Beach County which envisions a dynamic collaborative multicultural community where education and lifelong learning are valued and supported, and all learners reach their highest potential and succeed in the global economy.

To acquire this vision, the school district’s mission statement is to be committed to providing a world-class education with excellence and equity to empower each student to reach his or her highest potential with the most effective staff to foster the knowledge, skills, and ethics required for responsible citizenship and productive careers.

To maintain and obtain a vision using a statement of the mission to acquire, one must have goals to come to and satisfy to continue on seeing those things on the mission such as individual and school achievements as the district journeys on never losing sight of it vision, staying on course with its mission to acquire its goals for each and every student.

School boards are important in the leadership of school districts as they are the ones elected by the people to be in charge of local schools. School board members’ collective efforts will help to determine the success of each and every child in the district as well as those individuals hired to obtain and meet the school boards goals. The power of a thriving or not so thriving school district is in the power and competency of the local school board.

Superintendent E. Wayne Gent along with school board Vice Chairman Frank Barbieri and a group of stellar principals, teachers and students, in early spring, accepted the Florida’s School Recognition Program award of more than $8.4 million on behalf of the School District of Palm Beach County. The School Recognition Program acknowledges the quality of public schools by giving financial rewards based on sustained or significantly improved student achievement in reading, mathematics, science and writing. Schools eligible for recognition awards include those receiving an ‘A’ school grade, improving at least one letter grade from the previous year, or improving more than one letter grade and sustaining the improvement the following school year.

Attached are the goals of the School District of Palm Beach County which are the elements of the school systems success and the groundwork for which their mission is continually accomplished.

REF: SDPBC Press Release, Public Affairs Office, Apr. 2014

Link to profile page:

PBCSB Goals 1 & 2
PBCSB Goals 1 & 2 Photobucket

PBCSB Goals 1 & 2


GOAL 1:  Student First Philosophy

  • Implement research-based fully enriched instructional models that enable students to develop the critical thinking and analytical skills necessary to succeed academically.
  • Support each student, not as a collective unit, but with individualized educational plans.
  • Provide meaningful follow-up, monitoring, and mentorships that provide support necessary to succeed.
  • Develop age-appropriate life skills training programs for students and families that cultivate soft skills including self-determination and self-advocacy.
  • Develop age-appropriate life skills training programs for students and families that cultivate soft skills including self-determination and self-advocacy.
  • Seek equitable outcomes for all student groups that help each student achieve the greatest success possible.
  • Continue and strengthen choice programs, career academies, and other career/technical curricula that meet the needs of our students while supporting the economic development goals of the community.
  • Implement methods to identify learning styles and match them with appropriate teaching methods and measurable performance goals.

GOAL 2:  Family Matters

  • Create policies and programs that proactively engage all parents, caregivers, and families as the primary partners in the education of students.
  • Implement new policies, procedures, and processes to make schools more family friendly so that the school encourages parent/caregiver participation by providing: an inviting campus, a welcoming atmosphere and mutually beneficial opportunities to interact with teachers and administrators.
  • Train principals and teachers how to maximize interactive opportunities with families/caregivers via face-to face meetings as well as communication through technology.
  • Engage partners to empower families/caregivers.
  • Create, recruit, and implement on campus volunteer opportunities in all aspects of school life for families caregivers and community partners.
  • Examine opportunities to improve adult literacy skills, and career/technical training offered to families/caregivers.
  • Encourage parental accountability for school readiness with support mechanisms that bolster families/caregivers.


PBCSB GOALS 3 & 4 Photobucket



GOAL 3:  Qualified and Highly Effective Workforce

  • Cultivate a fluid leadership development succession planning program that keeps good teachers teaching, strengthens classroom management efforts, and produces highly-effective academic leaders, assistant principals, principals, and administrators.
  • Conduct a resource allocation study evaluating socio-economic factors in the School District to identify shortfalls and inconsistencies between schools within the District, and reassign resources, including the workforce, to address equity in a Student-First Philosophy.
  • Enact a professional development program that is coupled with a system that ensures adequate pay for a well-trained workforce.
  • Ensure that professional development supports and strengthens choice programs, career academies, and other career/technical curricula to meet the needs of our students while supporting the economic development goals of the community.
  • Provide intrinsic incentives to encourage the reassignment of the best teachers—as measured by student performance and acceleration data—to underperforming classes, schools, and student populations as demonstrated by need.

GOAL 4:  Efficiency and Accountability

  • Streamline and reduce the levels of bureaucracy.
  • Redistribute savings and maximize limited financial resources to be applied to a Student-First Philosophy.
  • Conduct a functional audit of the District to enable the implementation of the Student-First Philosophy and Family Matters initiatives. Assess each department and its purpose, expenses, and how it serves and meets student needs.
  • Strengthen the balance between academic achievement and a robust student services program that will support the social, emotional, and career/technical/vocational needs of students through guidance programs following the National School Counseling Model.
  • Develop and report on efforts to provide students and teachers with up-to-date technology and wireless connectivity at each school campus to ensure the ability to perform and compete successfully in the global knowledge economy.
  • Enhance the learning environment of each campus to ensure top-notch facilities that are safe and encourage increased learning opportunities which will lead to achievement.
  • Seek parity in funding and resources among schools throughout the District with a focus on strengthening schools.
  • Develop a School Facilities Improvement Plan that will outline campus improvements, renovations, upgrades, and more.
  • Create a transparent, online reporting tool that tracks district-wide and school expenditures and performances measures.


PBCSD Goals 5 & 6
PBCSD Goals 5 & 6 Photobucket

PBCSD Goals 5 & 6

GOAL 5:  Community Engagement

  • Develop a robust Community Engagement and Empowerment effort that provides meaningful opportunities for volunteers from stakeholder groups—including business, civic, and social organizations—to support the Student-First Philosophy and Family Matters efforts.
  • Create a multi-year, multi-faceted campaign to engage partners in creating a world class education system - demonstrate the return-on-investment economically and socially to partner organizations.
  • Regularly acknowledge and reward the participation of volunteers and partner organizations.
  • Ensure that there are role models and mentors who represent the diverse student body and relate to the students and families with whom they are working.
  • Ensure that principals, administrators, and teachers have professional support from the community to assist with professional development, management skills, and the Student-First Philosophy.
  • Continually reach out to community organizations—social, civic, business, faith-based, and others—to inform and recruit assistance for students and school personnel.
  • Explore ways to develop mutually beneficial opportunities that support community efforts such as the 6 Pillars of Florida’s Future Economy from the Economic Council of Palm Beach County.
  • Create and maintain an advisory council to provide advice and counsel in support of choice programs, career academies, and other career/technical curricula that meet the needs of our students while supporting the economic development goals of the community.

GOAL 6:  Communications Campaign

  • Commence with a communications strategy that targets students and families, the district workforce, external stakeholder groups, and the public.
  • Outline the efforts underway to create a Student-First Philosophy and Family Matters initiative and the resources available to students and families.
  • Highlight the best managerial practices implemented and reward staff in order to help build morale and demonstrate a commitment to the new initiatives.
  • Illustrate the successes of the District as well as recognize the performance gap and unmet needs within the District.
  • Promote a message of success and continued efforts to achieve the District’s mission to attain its vision.
  • Ensure that the campaign includes efforts for principals, teachers, administrators, and others to become regularly engaged in social, civic, business, and faith-based organizations.