The Newport Independent School District is going through some exciting and innovative changes as we begin the 2010-2011 school year. 

This process of change was initiated by the work of the facilities planning committee which began in June of 2009.  The committee was made up of district administrators, teachers, parents, business/community representatives, and the Newport Board.  Their research and analysis led them to make a recommendation for consolidating schools within the Newport Independent School System.  Their recommendations reflected the necessity of closing at least one school in the district and reconfiguring the remaining four schools to best accommodate student development and instruction.  As a result, the four remaining schools in the Newport Independent School System will be structured as follows:  Newport Primary School (at the current A.D. Owens Elementary site) for all students in grades K-3; Newport Intermediate School (at the current 4th Street Elementary site) for all student in grades 4-6; Newport Junior High (at the current Newport Middle School site) for all students in grades 7-9; and Newport High School will remain at its current site serving students grades 10-12.  The current Mildred Dean Elementary site will close in June 2010.  

We believe that the new reconfiguration of our schools will present some exceptional opportunities for stronger curriculum alignment, increased parental involvement, targeted professional development, additional co-curricular activities, more efficient use of energy and facilities, and more effective allocation of financial resources.  

With all of this said, our school district cannot do it alone.  We must utilize the services of local agencies and supporters to ensure our students, parents, and teachers have access to the support services, resources, and enrichment opportunities necessary for all students to achieve success.  Through the use of STRIVE, Student Success Networks, and community partners; we can build a community support structure to help our students reach their full potential while meeting the holistic needs of each child.  Thus, we can build a bridge between student academic success and successful transitions to adult life by providing the appropriate programming based on student needs.  It is imperative to have local community and agency support to complete our objectives and goals to develop successful students into productive citizens as lifelong learners. 

Mike Brandt is the Superintendent of Newport Public Schools.

When I became superintendent of Covington Independent Public Schools, I informed my employees that they must always be able to answer two questions before we would even consider a new program or initiative. The questions: "How will this improve learning? and "Is what we are doing equitable for all students?''

I took that same approach with our partnership with STRIVE. Covington has implemented several STRIVE initiatives and I can answer "yes" to both questions that I pose. Whether our students are just starting their educational careers in pre-school or are finishing their high school years, they have been touched by STRIVE initiatives that have helped them to become more successful.  

For instance, one of the goals of STRIVE is to improve Early Childhood Education programs. We believe we have done just that. In Covington, our focus is literacy. Through our STRIVE Student Support Network, we mapped out a plan to get as many children as possible from birth to 5 ready for kindergarten. For the past two years, Covington has received a Winning Beginnings grant through United Way. That grant allowed us to hire literacy coaches who conduct assessments of our preschool children and provide literacy training for our teachers. Our data shows that only 50 percent of our kindergarteners actually attended our Covington preschool program. But one of the neat aspects of our grant is that literacy coaches also reach out to children who go to community daycares. The coaches now spend time in community day care centers conducting literacy assessments and making sure that the facilities are rich with literacy materials by providing additional supplies. 

At the high school level, STRIVE initiatives are helping our students get to the next level - post secondary education.  When I visit Holmes High School, I always drop by the room we call CARE - College, Access, Resource, Environment. The room is staffed with counselors who take students on college visits and help them complete college applications and financial aid and scholarship forms. As a result of this room, we have a six percent increase in the number of students going on to college. We also believe our students are better prepared for college because of the dual credit courses we now offer at the high school. Thanks to STRIVE, NKY and Gateway, more of our students are eligible for tuition assistance programs than ever before.

The partnership with STRIVE has been great for Covington students. Learning has improved and the initiatives have been equitable for all students. The partnership is working so well because STRIVE is committed to student success and so are we.

Lynda Jackson is the Superintendent of Covington Public Schools.

Choosing the right partners. Making the most of money and other resources. Setting clear goals and measurements of progress. Knowing how to collaborate to reach solutions. Communicating effectively. Celebrating accomplishments.

To my way of thinking, the kind of skills and decisions that serve us well in our personal and business lives also are exactly the sort of resource management and "people power" required to significantly accelerate academic progress in Greater Cincinnati's urban school systems.

Since its formation in 2006, when supporters filled the Purple People Bridge spanning the Ohio River from Cincinnati and Newport and boldly announced the vision of creating a world-class educational system in our region, Strive has served an advocate, networker and facilitator of resources precisely targeted to meet the educational needs of our urban students.

In Cincinnati Public Schools, Strive's "Cradle to Career" mission has led to strong advocacy for strategies designed to ensure success of students who enter kindergarten lacking crucial readiness skills and must "catch up" by graduation if they are to master 21st century skills.

For example, Strive has championed CPS' early learning programs, turning around our 16 lowest performing elementary schools through our Elementary Initiative, and our national recognized Community Learning Centers, which assemble partners to keep schools open beyond traditional hours to support student academic achievement and thriving neighborhoods.

By convening leaders with a variety of perspectives and a common goal of improving our educational system -elected officials, business executives, university presidents, foundation representatives, urban superintendents and many more - Strive also has facilitated the opportunity for frank conversations about issues and a collaborative approach to reaching solutions. Moreover, Strive's partners network serves as a means of channeling the energy of volunteers into kinds of programs that can most benefit student progress.
So, if you don't live in Cincinnati, Newport or Covington, if you don't have children who attend urban public or parochial schools, why should you care about all of this?

Because the quality of life or our entire region increasingly is dependent about how well we prepare these students to compete in a global economy.

Certainly urban school superintendents like me bear a lot of responsibility for achieving this, and I embrace accountability for progress. At the same time, the challenge is too urgent and complex to expect to accomplish effectively alone.

To paraphrase Mahatma Gandhi, be the change that you want to see in our region. Become involved with Strive today.

Mary Ronan is the Superintendent of Cincinnati Public Schools.