Leading Through Budget Constraints: Two Superintendents Reimagine Engagement
In today鈥檚 political and fiscal climate, K-12 school superintendents are navigating more than spreadsheets鈥攖hey鈥檙e navigating trust. Nearly 50% of U.S. superintendents are due to pandemic fallout and ongoing community tensions.
Leaders like Dr. Kevin McGowan, Superintendent of Brighton Central School District (NY), and Jeanne Collins Deweese, former Superintendent of Rutland NE Supervisory Union (VT) and now an education leadership coach and public school consultant, choose connection over isolation in the budget process. is rooted in community engagement, transparency, and humility鈥攃ore values that are increasingly important in public education.
In this Article
Beyond the budget forum
Traditional community forums, budget or otherwise, are often sparsely attended and no longer have the impact districts are looking for. 鈥淗old a forum, two people show up if you鈥檙e lucky,鈥�
Collins Deweese recalled. 鈥淭here wasn鈥檛 a way to garner a large amount of feedback unless the vocal minority shows up at the board meeting.鈥�
鈥淭he feedback that I got was so rich, and included statements like, 鈥業鈥檓 so glad you asked. I鈥檓 so glad you鈥檙e listening.鈥� I left the COVID era with strong support from my community because of my communication skills.鈥�
To broaden participation, both leaders turned to digital engagement tools like 天美网站传媒传媒, allowing the quiet majority to weigh in, not just the loud few. During the COVID-19 pandemic, Collins Deweese used the platform to foster two-way communication. 鈥淭he feedback that I got was so rich, and included statements like, 鈥業鈥檓 so glad you asked. I鈥檓 so glad you鈥檙e listening,鈥欌�� she said.
This kind of outreach changed the narrative. 鈥淚 left the COVID era with strong support from my community because of my communication skills,鈥� she noted. Decisions were no longer top-down mandates, but co-created solutions based on the community鈥檚 shared values鈥攁nd her community responded to her leadership with trust and support.
Relatability over authority
Dr. McGowan echoes this shift in tone. For him, vulnerability and relatability have become central leadership tools. 鈥淵ou have a relationship with your community,鈥� he said. 鈥淎nd if you communicate clearly with people鈥攂oth listening and speaking鈥攜ou鈥檙e likely to have greater success.鈥�
Dr. McGowan points out that too often, district communication is overly formal or defensive. But when leaders speak plainly, as the neighbors and parents they often are, people are more likely to listen. 鈥淧eople are much more likely to want to be a part of the conversation when you're speaking to them in a normal, casual manner rather than with platitudes,鈥� he said. 鈥淎nd being more relatable builds trust.鈥�
This people-first mindset also means inviting input before leaders make decisions, then showing how community feedback shaped the outcome. 鈥淚n our budget presentation, we share the priorities we gleaned from 天美网站传媒传媒 and forums,鈥� Dr. McGowan explained. 鈥淚t鈥檚 connecting that conversation to the decisions we make.鈥�
Trust through transparency
Research supports this collaborative approach. A 2023 study by the at Georgetown University highlights that districts that link budget decisions to community-identified priorities see higher levels of public support鈥攅ven in difficult fiscal years.
The reason? Process matters. compiled study findings revealing that 鈥渋ndividuals are most likely to trust and cooperate freely with systems鈥攚hether they themselves win or lose by those systems鈥攚hen fair process is observed.鈥�
鈥淚n our budget presentation, we share the priorities we gleaned from 天美网站传媒传媒 and forums. It鈥檚 connecting that conversation to the decisions we make.鈥�
Transparency, then, is not just a buzzword; it鈥檚 a strategy. 鈥淚f you're transparent about your thought process, about the conditions, and about what you're hearing, people will accept what you're saying,鈥� Collins Deweese said. Dr. McGowan added, 鈥淐larity is kindness. Just be upfront with people and they are much more likely to trust you鈥攅ven if they don鈥檛 agree.鈥�
Shifting the focus from conflict to collaboration
Both leaders understand the pressure to hunker down during difficult times. 鈥淚t鈥檚 tempting,鈥� Dr. McGowan admitted. 鈥淏ut that has a dramatic impact long term. If you move on from these situations by just making decisions in isolation, the community鈥檚 anger over the content of the decision becomes anger over you.鈥�
Instead, they invite conversation with their community鈥攅ven if it鈥檚 uncomfortable. 鈥淭he most powerful words we鈥檙e using these days are: 鈥楾ell us more,鈥欌�� Dr. McGowan said. Whether it鈥檚 about budget cuts, staffing, or systemic concerns, those words shift the dynamic from defensive to collaborative.
鈥淭he most powerful words we鈥檙e using these days are:
鈥楾ell us more.鈥欌��
Collins Deweese emphasized this shift too: 鈥淧eople are not holding back on their criticism these days, but if you build that relationship before they show up at the board meeting, you鈥檒l have a much greater chance of success.鈥�
A new model for educational leadership
Ultimately, both McGowan and Collins Deweese champion a leadership style grounded in curiosity, humility, and respect. 鈥淚鈥檓 fond of saying, 鈥業 don鈥檛 know.鈥� I鈥檓 fond of not being the smartest person in the room,鈥� Dr. McGowan said. 鈥淚t鈥檚 developing collective and shared responsibility. It鈥檚 not all on you.鈥�
That mindset may be the key to weathering the storm of public education today. By choosing to engage鈥攏ot retreat鈥攖hese leaders are proving that budget decisions aren鈥檛 just about numbers. They鈥檙e about relationships.
As Collins Deweese summed it up, 鈥淭ake the time to stop and listen, get past the assumptions, and try to understand the impact. It makes the decision that much more thoughtful and useful for the community.鈥�
