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CAREER:
From 2004 until assuming his new duties on July 1, Dr. Russo was superintendent of Hampton City (Va.) Public Schools. He has also been a teacher, principal, assistant superintendent and superintendent. He has been a superintendent in New York, Georgia and North Carolina as well as in Virginia.
EDUCATION:
Dr. Russo earned his bachelor’s degree in business administration from the University of Charleston, a master of arts in secondary education from Adelphi University, a master’s in business administration from Dowling College, a professional degree from Long Island University and a doctorate in education from Virginia Tech.
FAMILY:
Dr. Russo’s wife, Brooke, is a registered nurse who, at the time of his appointment, taught at a vocational school in the Hampton area. The Russos have five children, Erik, Meagan, Sarah, Ashleigh and Patrick. Ashleigh and Patrick, school-aged twins, will attend Henrico County Public Schools.
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Few public school educators understand the needs of the private sector better than Patrick Russo, named in February to succeed Fred S. Morton IV as Henrico County school superintendent. Dr. Russo, who has a B.A. in business administration as well as an M.B.A., has taught technology and business law in his home state of New York.
It’s a great fit, such a well-managed county. I’m most comfortable in a setting that’s culturally diverse, not rural or uniform. Henrico is a great combination of urban and suburban. In Hampton city schools, 70 percent of the students are from minority groups, and Henrico’s percentage of minority representation is increasing, too. So here’s another chance for me to try to ensure that there are the same challenges and expectations for every kid in the school system. It’s my passion to see every child achieve at the same high level. There’s a strong community here that can come together to make that possible.
You know, I don’t have a grand design. My manner of leadership is to involve people in crafting and creating the vision for the future of the school system. This system is ours—it belongs to the kids, parents, teachers, faith- and community-based organizations, everyone. It isn’t about me. I’m here to serve. I’ll spend my first year listening to these groups’ needs and plans, and setting up the feedback opportunities to make this incredibly well- functioning school division even better.
The results clearly indicate that this is a very-high-performing system. More than that, though, the staff and community have consistently set high standards. The community’s constant striving for excellence was a big part of the attraction for me. When I’m at school board meetings, I hear so many positive comments about the schools. We have a big vision, and that’s how we’re going to reach even greater heights.
It’s a diverse system in which anyone can rise to the top. There’s a great deal of choice for parents and for students. It isn’t just rhetoric. We offer firm prospects—a system that is built around the needs of children.
We will have more online courses and more opportunities for teachers to interact with students outside the regular 8 a.m. to 3 p.m. school day. Classes will be reformatted with up-to-date tech content. This generation has grown up with computers, and the children are eager to use that technology as part of the learning process.
We provide every child with a way to succeed. With the variety of tech and training centers and specialty programs, our kids can go in any direction. It’s our commitment, goal, mission and challenge that they will be exceptionally prepared. In addressing the needs of the business community, we are more conscious than ever that these different programs will contribute to overall strength in everything we do.
As the system continues to evolve, we’ll reach out to everyone and ask what we need to provide our stakeholders relative to what the system should be in the future. It’s important to change, to be fluid and responsive. Change is happening so rapidly now that how we align ourselves is critically important.
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