Many superintendents in today’s uncertain K12 environment have found stability in transformation. At in Nebraska, third-year Superintendent Rony Ortega describes his new, service-oriented culture of empowering principals and teachers this way:
“We’re no longer the compliance machine,” Ortega says of the central office’s role. “We鈥檙e here to serve. We have reshaped how central office partners with schools.”
Since taking the helm, Ortega has worked to build strong bonds with his principals, who have in turn empowered their teachers in the district nestled in the tri-state area of Iowa, Nebraska and South Dakota.
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Teachers played a large role in shaping a new K5 reading curriculum in a process that had previously divided educators, the school board and the community.
“We’ve reignited excitement for literacy instruction by elevating our teacher voice and professional collaboration,” he said. “We’ve significantly improved our district climate by fostering a culture of respect and transparency.”
Another way to cement that trust is through visibility. He and his leadership team begin each day at a school building, welcoming students and parents and connecting with staff.
The team also conducts twice-monthly school walkthroughs to determine how they can better support building leaders and educators in achieving the district’s improvement plan goals.
“That increased visibility has led to trust,” he observes. “We are now making decisions based on a connection to that school, to that building leader.”
Changing trajectories
Many families move to the Midwest tri-state area for economic opportunities in agriculture, meatpacking and other industries. Ortega’s parents made a similar move, pulling him from high school in a large California district and relocating to Nebraska.
“I never felt safe to learn,” he says of his experience in California. “I never felt like I was there to learn.”
He and his team are now working to change the educational trajectories for students in South Sioux City. Along with empowering principals and teachers, Ortega is supporting students by prioritizing his district’s financial health.
He just concluded his second year as superintendent with a budget surplus. The accomplishment stems from asking questions about district operations.
He saved 25% by rebidding the district’s cleaning supplies contract, which hadn’t been out to bid for a decade. Aiming for self-sufficiency, he also brought some custodial operations back in-house, such as annual flooring maintenance for the district’s eight buildings.
“What I have told our business director is, we have to look for those smart opportunities,” Ortega noted. “Whether it’s $5,000 here, $10,000 there, $40,000 here, it all adds up.”
