Kylie Rowe

As Oregon intensifies its focus on K–12 accountability (Oregon Department of Education), Bellwether’s latest report, Beyond the Bottom Line, offers a timely and practical framework for fiscal accountability in education. The report outlines four key components: ➡️ Strong foundational fiscal policy structures ➡️ Purposeful local planning and engagement ➡️ Transparent and comprehensive data reporting ➡️ Capacity building, tiered support, and interventions These elements resonate with the systemic risks identified in the 2022 audit by Oregon’s Secretary of State, which emphasized the need for improved performance monitoring, greater transparency, scrutiny of district spending, enforceable standards, and streamlined governance. As we work towards a more equitable and effective education system and consider a greater investment in our schools, integrating these frameworks and learning from other state examples can help ensure that resources are used in ways that connect directoly to student supports and outcomes, especially those historically tracked away from opportunities to learn. Read the full report here: https://lnkd.in/ghreDcrd Read more about the latest SOS push for answers: https://lnkd.in/gSXzS2kB

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Uncertainty in federal-level research and development will put new pressure on public school districts to develop local capabilities for educational innovation and improvement. Responding positively to this pressure will require that local educational leaders develop new types of “learning systems” that are able to address local educational needs, opportunities, and problems that leaders, teachers, families, and community constituents see as most important to their students. This is a new category of educational leadership distinct from conventional leadership as practiced in established central offices and schools. To learn more, I encourage to you to review our just-published article comparing hub leadership in educational improvement networks with central office leadership in public school districts, written in collaboration with Liz Jones, M.A., Megan Duff, Ph.D., Jennifer Sherer, and Chris Matthis. It is one of eight articles in a themed issue of the Peabody Journal of Education on educational improvement networks that I had the honor of co-editing with Jennifer Russell and Tony Bryk This is a moment when it is especially important to understand the work of local educational leaders as they attempt to steer a straight path through very turbulent waters. We hope that you find our article to be helpful in appreciating and supporting their work. https://lnkd.in/gFiFBKAj

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Too often higher education works in silos. Departments, teams, and leaders operating in isolation exasperates inefficiencies and cuts off innovation. In the latest episode of Radical Cooperation, Dr. Beronda Montgomery hits the nail on the head: breaking down silos starts with leaders creating spaces where people can build real relationships and collaborate effectively. It’s our job to set our teams up for success. 

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In higher education, the pursuit of grants sometimes overshadows sustainability, with a focus on immediate funding rather than long-term success. This can lead to disjointed programs that fail to align with core needs. Shifting focus to self-sustaining projects is crucial for lasting impact. Prioritize strategic growth and internal innovation over a relentless chase for external funds. Sustainable success is achieved by creating initiatives that thrive independently of grant support, transcending grant cycles.

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Arizona’s CTE system is a tightly connected structure where statutory authority, administrative rules, and federal requirements work together to ensure high‑quality, industry‑aligned pathways. Standards drive instruction, assessments measure outcomes, CTSOs and WBL deepen learning, counseling guides student progression, data demonstrates effectiveness, and finance sustains the system. Program Services at ADE provide the infrastructure that supports statewide CTE implementation — including guidance on approved programs, program development, compliance monitoring, and connection to all other CTE elements. This unit helps Local Education Agencies (LEAs) and Career and Technical Education Districts (CTEDs) implement and maintain programs with quality. Arizona Department of Education Connection: It oversees and integrates CTSO engagement, work-based learning guidance, and technical skills assessments into approved CTE programs. Arizona Department of Education. Works closely with other CTE teams (Technical Standards, Data & Accountability, Work-Based Learning, Counselors, and Finance) to align technical requirements and reporting across systems. Arizona Department of Education

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Generative AI is no longer futuristic—it’s becoming foundational to how local governments work, communicate and serve. At the Oregon City/County Management Association 2025 Summer Conference, an expert panel of public sector leaders delivered a powerful session: “Generative AI: A Practical Guide for Cities and Counties.” What emerged was a clear message—local governments can and should lead on the responsible adoption of AI. Here are some of the most actionable takeaways for local agencies: ✅ Upskill and reskill your workforce. AI doesn’t eliminate the need for human expertise—it magnifies it. Training on data literacy, critical thinking and tool-specific best practices is essential to ensure employees understand both the benefits and limitations of generative AI. ✅ Invest in your talent pipeline. Government can become a proving ground for mission-driven technologists. By incorporating AI into entry-level roles and internships, cities and counties can attract and retain the next generation of civic innovators. ✅ Empower front-line staff. Cities like Bend are creating cross-department AI working groups open to all employees—regardless of technical background. These groups help identify low-risk use cases, such as rewriting website content at an eighth-grade reading level or summarizing public input from workshops in minutes instead of hours. ✅ Start small, but start now. Begin with “sandbox” applications using public-facing data to minimize risk. As your organization matures, evolve from simple guidelines to formal governance frameworks. ✅ Ensure human oversight and ethical use. Generative AI can produce misleading, biased or inaccurate information. Every output must be reviewed by a trained employee. Responsible AI use also includes considering environmental impact—AI systems rely on compute-heavy infrastructure with real energy and water costs. 📘 Don’t reinvent the wheel. The City of Bend’s “Launching an AI Program Guide” is a free, ready-to-use roadmap for standing up your own program. It includes policy templates, training tips and governance models that can be adapted to any jurisdiction: 👉 https://lnkd.in/geshW9b2 🤝 Join the GovAI Coalition, a national network built by government, for government. Get access to live discussions, peer-vetted templates, and committee participation opportunities. 👉 https://lnkd.in/gqHEWY2P AI is transforming the public sector—don’t get left behind. Whether you’re an IT director, department head, or public administrator, now is the time to equip your team, explore low-risk use cases, and build a culture of learning around this powerful technology. #GovTech #LocalGov #AIinGovernment #PublicSectorInnovation #CityManager #DigitalTransformation #EthicalAI #GenerativeAI #LeadershipInGovernment #MunicipalManagement #OregonCities #GovernmentAI #WorkforceDevelopment

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How You Can Leverage Social Network Lens to Understand and Manage Teams Excited to share that my colleague Cynthia Maupin and I have contributed a chapter to The Social Capital Imperative, part of SIOP’s Professional Practice Series, edited by Kristin Cullen-Lester and Greg Pryor. This book is packed with real, practical insights on how social networks drive performance, leadership, and collaboration—and why they matter more than ever in today’s complex business world. Our chapter, "Managing Internal and External Networks for Team Effectiveness," explores how the right social connections—both within and beyond a team—are key to high performance. Effective teams don’t just rely on individual talent. They succeed by balancing: • Internal networks – Strong, coordinated relationships among team members • External networks – Key connections outside the team that provide resources, insights, and opportunities This chapter highlights how teams can strategically leverage their networks to improve coordination, enhance collaboration, and drive success. In today’s interconnected workplace, teams that manage both internal cohesion and external ties will outperform the rest. Proud to be part of this important work—excited to see how organizations apply these insights to build stronger, more adaptive teams! Order the book now at https://a.co/d/atiqM7Y

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Exciting News about Fullerton College Business Division! I’m proud to share that Fullerton College has been selected to participate in the National Applied AI Consortium’s 2025–2026 Mentorship Program. Through this opportunity, we’ll be working alongside NAAIC and partner institutions nationwide to develop and launch an Associate Degree in Artificial Intelligence — preparing the next generation of students for AI-powered careers in business, technology, AI Consulting, and beyond. This is a huge step forward for our students, our faculty, and our community. I’m thrilled to see Fullerton College helping lead the way in AI education at the California Community Colleges level. Stay tuned for the official announcement in tomorrow’s NAAIC September newsletter (September 3 at 12 PM EST). #AI #HigherEd #CommunityColleges #NAAIC #FullertonCollege #ArtificialIntelligence #CCCCO

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Interviews with local leaders yield valuable insight: "The local civic leaders work in democratic ways: rather than using information or relationships to exert power over others, they are creating spaces for citizens and new leaders to step forward. This humble approach is effective – and it may mean that their contributions are overlooked and undervalued." How might we better recognize and support the effective work of humble leadership? https://lnkd.in/eeFSJZ7k

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