TEACHER RETENTION AND PROFESSIONAL DEVELOPMENT While teacher shortages affect districts across the United States and Canada, Superior has bucked the trend through strategic investments in workplace culture and professional growth. With 100% licensed teachers and a 14:1 student-to-teacher ratio below the state average, the district shows how intentional leadership can attract and retain quality educators. Dr. Starzecki prioritizes creating an environment where educators want to build careers. “I am very intentional, and I take a lot of pride in creating a school district where people want to come to when it comes to creating a positive school environment where they feel supported by district leaders like myself,” she explains. “They feel supported by their principals, and we have a strong administrative team, and they also have the resources they need to do their job.” Technology investments preceded COVID-19, a significant commitment, a long-term commitment to our district to help support some of our athletic complexes, our gymnasium, and our outside facility, which is huge,” Dr. Starzecki notes. The partnerships also cover essential services that remove barriers for families. “We’ve been able to expand over the years the number of mental health partnerships, so students have access to therapy services, and those therapists and mental health agencies can come right into our schools.” 344 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 08
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