Effective Communication And Creating Professional Learning Communities Is A Valuable Practice For Superintendents 
    

 In this article, the study will focus on knowledge of superintendent’s role as the chief executive officer and the task on how to supervise effective communication, learning, morals and technology as a resource of the characteristics of high performing schools. In the position of superintendent, they must hold national or state certification and the certification must be current. A superintendent is required to talk with stakeholders within the school district, be effective in working with the Board of Education and school leaders along with teacher leadership organizations to make sure they are considered within the goals of the strategic plan. Parents have needs they request of the superintendent. There are parents at both levels, the high and low levels that must see the superintendent as a supportive instructor that meets all the students needs regardless of ability (Marzano, 2006).
 The superintendent needs to be knowledgeable of state and federal accountability systems and expectations related to students. In a survey conducted by the National School Public Relations Association, shows that parents are concerned about the schools improving the communication between them and teachers in the school districts in a relevant and timely manner (Mapp, 2003). Knowing that teachers are the closet individuals to the delivery of instructional services to students, the superintendent strategic plan show reflect that if how the teachers represent for the district (Honawar, 2008). 
 It is important for a superintendent to have strategic plan in place. This plan will force stakeholders to be proactive about the future of the school district. Being an effective communicator, it is important that the superintendent have the ability to: (1) articulate the needs of the school districts (2) establish and articulate the school vision and mission statement clearly (3) articulate knowledge of national common core standards and the curriculum (4) Create a positive learning environment for all schools in the district human and non-human resources (5) communicate ways to build census among school educators and the community. (6) Promote the values of learning. The superintendent is accountable for improvement of the school district and the question asked should be were the goals and objectives met for the academic year as intended. The improvement must be evident by an increase in student achievement within the school district (Waters & Marzano, 2007).
Work Cited
Marzano, R.J. & Waters, T. (2010). District Leadership that works striking the right balance. Bloomington, IN; Solution Tree.