By REED WALLER
Staff Writer
“In all my years of hiring people,” Dr. Dennis Goodwin told the NRHEG School Board, “you just know. Your gut knows.”
That seemed to be the case for NRHEG with Dr. Goodwin, as the board members and community group connected early on with the business-manager-turned-school-superintendent from Platte, S.D.
Nonetheless, the board went conscientiously through the steps of the superintendent selection process as laid out by South Central Service Cooperative (SCSC) facilitators Butch Hanson and Dale Brandsoy, interviewing and evaluating four semi-finalists April 15 and two finalists Thursday, April 25, before tallying their results and deciding to offer Dr. Goodwin a contract, contingent on a successful site visit and background check.
The phrase, “a good fit” was heard several times in casual discussion from several board members.
“I had good feelings about him at the first interview, but the second one sealed it for me,” remarked board member Lis Kormann.
Goodwin’s second interview was a lively event; there was much banter and much practical talk as he fielded more questions prepared by the facilitators.
What brought Dr. Goodwin into the education field?
“When you’re in business, everything is about business. At the end of the day you go home and wonder, what did I do today? After 20 years I realized I couldn’t come up with five days that I remembered as worthwhile. At school, I enjoyed every day, kids are fun and always surprising.”
Why administration?
“Probably because of my age, I skipped being a principal. I could take my business experience with me, and I enjoyed the topic of administration.”
Goodwin described NRHEG as having “a really good foundation,” by which he meant not only the organization but the relationships among the staff.
First steps
“Meet the people. I’d set up a staff meeting with everyone, and find out what I need to do to help them.”
How to be successful
“Being square with people. My style is very direct.”
Options in education
“With all the options there are,” said Goodwin, “still the most effective educational tool is that person standing in front of the classroom. Not all the technology or facilities can replace that.
“This may sound corny, but it’s all about the kids. We may or may not attract other ones, but we have to look for what we can do for the ones we have.
“Every kid has a button. It may be sports, drama, or music. Kids leave at the drop of a hat. Their button is their ticket to stay here. That’s what’s good about a small district, is that we can spot what their buttons are.
“Minnesota has Common Core. This allows different grades and departments to collaborate.”
How to attack technology
“Professional development. When someone comes up and says, ‘We’ll give you a laptop, and it’s your job to figure it out’ – that’s a bad answer.
“The problem with technology is that it turns around every three years. Microsoft is just starting to catch up. The versatility of iPods and iPads is phenomenal.”
Goodwin favors asking teachers “Where do you want to go?”
“95 percent of the potential value (of technology) is when the child has a teacher.” The value of any tool or technology is in adding dimension to the interaction between student and teacher.
Evaluating staff
“Find out what their buttons are. Everyone has a button, something that will get them excited. You can’t do a blanket solution, like ‘Every Monday we’re going to have coffee and donuts.’ That works for a couple weeks. Evaluation systems get pushed down from State and Federal, and three or four years later nobody remembers them. You have to have quality people. And stop changing what you’re doing.”
Schools
Goodwin was “extremely impressed” by the Elementary school and its principal.
“I plan on being in both places a lot. I want to take high school kids and have them work with elementary kids. Not exactly mentoring, but just interacting. Young kids look up to older kids. Things happen that wouldn’t otherwise.”
He described an experience of getting 11th graders and elementary kids together with iPads, expecting a mentoring situation but winding up with the elementary kids teaching the high schoolers.
Data analysis
“If the third grade did well, and the fourth grade did well the next year, who deserves the credit? If a student has two great teachers in a row, they will continue to succeed thereafter.
“I’m not a big fan of standardized tests. I’m not going to pigeonhole students. Ask a teacher, every teacher will tell you their strengths and weaknesses.”
Relationship with board
“I’ve met a dysfunctional board; this isn’t one. If a district has a dysfunctional board, it doesn’t matter what I do. Policies and procedures are established by the board, and it’s my job to make them happen.”
Professional goals
“I don’t believe in retirement. And I don’t want to keep getting bigger. This isn’t a step up for me.”
Summary
Goodwin is attracted by the opportunity to be close to his family, work in a good rural district, and maybe finally learn to drive a tractor.
“I’m excited. I think I’d be an asset to this district.”
A site visit to Platte, S.D. was scheduled for Friday, April 26, and a special meeting scheduled for May 5 to approve a contract.