Nashua School District

Dr. Mario J. Andrade

As the Superintendent of Nashua School District with over 25 years in public education, Dr. Mario Andrade draws on extensive professional and academic experience focused on equity, strategic planning, community collaboration, and driving continuous improvement across schools through data-informed leadership and innovation.

In an exclusive interview with Education Insider, Dr. Andrade shared insights into his professional journey, the challenges facing public school districts, and how the Nashua School District is evolving to meet the needs of its students and community.

Career Journey and Core Responsibilities

I began as a special education teacher in a residential and then a public school. I worked in an alternative program for students at risk of not graduating, which showed me how systems could ensure student success.

From there, I transferred to another special education position in Central Falls, Rhode Island. I worked with the teachers’ union as well as the LAB at Brown University to create job-embedded professional development for teachers. It was not a traditional arrangement, but it highlighted the power of collaboration and professional learning.

I later became an assistant principal while completing my doctorate focused on job-embedded professional development. Later, as a high school principal in Central Falls, I worked with the University of Rhode Island, the Rhode Island Foundation, and the Department of Education to redesign the high school experience to meet student needs.

“We need to be learning organizations that can meet the needs of our communities quickly, and leadership must reflect and be able to make those shifts in a timely manner.”

I then served as an assistant superintendent and superintendent, and I came to Nashua four years ago. Nashua's dedicated community supports all students and teachers, and we have worked collaboratively to rethink education through continuous improvement.

The Real Challenges Facing Public Education

There are several major challenges facing public education. One is declining revenue, and the other is whether districts have sufficient funding to support their systems. Another is the lack of trained professionals to deliver quality education.

Beyond that, a deeper challenge is whether districts have the mindset and infrastructure for continuous improvement. Do we have the research and data to reinforce what is working and rethink what is not? Are we willing to have courageous conversations, abandon ineffective practices, and invest in approaches that will benefit students in the future?

Technology, AI, and Asking the Right Questions

Emerging technology, especially artificial intelligence (AI), can be efficient and effective. This is similar to conversations from years ago when one-to-one devices were expected to disrupt education. But it is important to talk about why we are using these technologies.

The key question is whether AI strengthens teaching and learning and accelerates student growth. We should understand whether we are chasing the next trend or questioning the roots of how we educate students and create meaningful pathways for them.

Building Impactful Initiatives for Students

At the secondary level, we focus on incorporating AI into classrooms, evaluating tools, and examining data privacy and usage. We are working with adults, administrators, and teachers to build awareness and skills around AI use. Several years ago, the mindset was to keep AI out of classrooms. Today, we are writing better policies and incorporating AI thoughtfully. Even though we don't have direct data on how kids use it to enhance their conversations, this shift in mindset has been positive.

At the elementary level, we are focusing on strengthening Tier 1 instruction. By focusing on that Tier 1 instruction, we are seeing better student gains and fewer students referred to Tier 2 and Tier 3 interventions. By improving curriculum, instruction, and assessment systems, students have greater access to and opportunities to meet standards.

Future of Public Education

We recently developed a five-year strategic plan looking toward 2030, with a strong focus on research and development. To incorporate R&D means reinforcing, celebrating, and recognizing what is working. It also means creating a continuous-improvement environment where research, development, and innovation are accepted practices, so we can try new things and create different pathways for students.

Public education must use data to become more agile. We need to be learning organizations that can meet the needs of our communities quickly, and leadership must reflect on and make those shifts in a timely manner. Students and families now have more choices, and districts must partner with communities to reflect their needs.

Key Advice for Future Education Leaders

My advice starts with increasing communication between school districts and their community partners. Being involved and being informed matter, and it is incumbent upon school districts to reach out to stakeholders and create opportunities for people to get involved.

Engagement can take many forms, from staying informed to volunteering, mentoring, or partnering with schools. It starts with conversations, whether that is with a principal, a teacher, or a superintendent, asking how you can support the work of the schools. Students are looking for mentors, people to review their work, give class presentations, or expose them to different possibilities.

For those entering education, it is important to find your why and understand the value you bring to students. Education is demanding and changing. Success requires stepping outside comfort zones, responding to diverse needs, and preparing students for life beyond school.