positioning the district advantageously during remote learning transitions.“We’ve made a conscious effort in several years, even before COVID, that we were going to commit that all classrooms would have certain devices and access to certain tools for technology,” Dr. Starzecki says.“Making sure teachers have the equipment they need.” Collaborative leadership distinguishes Superior’s approach from traditional top-down management. “We have lots of teacher leaders that participate in helping us grow as a school district. They help us identify areas of strength, areas for growth. They help, they’re on our continuous improvement teams at each of our buildings,” she notes. Special education remains the district’s primary staffing challenge. When budget cuts forced layoffs, Superior responded creatively.“We offered for people who were willing and wanted to go back to school, get their special ed license and to fill some jobs that we were unable to fill,” Dr. Starzecki explains. The district’s three-year mentorship program supports new hires through extended professional development. FISCAL RESPONSIBILITY AND STRATEGIC INVESTMENTS Wisconsin school districts need to maximize educational outcomes while managing constrained budgets, with per-pupil spending averaging $13,511 across the state. Superior’s approach combines long-term infrastructure planning with targeted investments in proven educational strategies, earning recognition for fiscal stewardship within the community. The district’s most significant financial undertaking points to voter confidence in leadership. “In 2016, our community passed one of the largest capital referendums in the history of Wisconsin at 92 and a half million dollars to build a new elementary school and we’ve updated our high school that needed upgrades,” Dr. Starzecki explains. “However, all of our buildings got some upgrades.” Strategic facility management also covers the value of taxpayer investments.“We’ve continued to maintain a long range facility plan to make sure that our facilities stay well maintained and that we make sure that the dollars our taxpayers have invested in those buildings are well used and can be maintained over a long period of time, so we don’t have to come back to them for a long time,” she says. Personnel investments utilize evidence-based priorities rather than administrative preferences. Dr. Starzecki emphasizes classroom fundamentals: “We continue to maintain low class sizes. We know that low class sizes are a key strategy for districts, for schools and teachers to build those strong relationships with each of our students.” 345 CIVIL AND MUNICIPAL VOLUME 06, ISSUE 08 SCHOOL DISTRICT OF SUPERIOR
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