The DMUSD Board of Trustees contracted with The Cosca Group to assist in the search and selection of a new superintendent. A critical component in the process was for all stakeholders to have an opportunity to give input on four questions:
- What do you consider to be the greatest strengths of the Del Mar Union School District?
- What do you consider to be the greatest needs/issues facing the District?
- What leadership qualities and characteristics do you wish to see in the new superintendent in order to support the strengths and deal with the needs/critical issues?
- What will be the greatest challenges a new superintendent will face?
On Wednesday, June 11, 2008, the Board held a Special Board Meeting with The Cosca Group to review the input received from all stakeholders across the district.
Related information:
- Merging Interests: Uniting Del Mar and Solana Beach Schools
- DMUSD schedules Community Input Forums for superintendent search
- District seeks input on superintendent search
- What Makes A Good Superintendent?
- Superintendent search met with parent apathy
- Board Meetings • June 11, 2008
Source for the report below: http://dmusd.org/district/files/openFile.aspx?fileID=5034
THE COSCA GROUP
DEL MAR UNION SCHOOL DISTRICT
SUPERINTENDENT SEARCH
INPUT GATHERED FROM COMMUNITY, PARENT AND STAFF FORUMS
June 2008
Del Mar School District Strengths, Characteristics, Issues and Needs
Board of Education
Strengths
- Teachers/students/parents all like each other (Harris Poll Data) ...Harris Poll Data exceeds all other nationwide survey rating
- All committed to excellence
- Very stable growth, construction, boundary changes
- Quality of families... added richness to district, high level of education in parents
- Financial support high, PTA's, Foundations, Parents
- High quality curriculum, whole child
- Facilities are our strength, high quality, especially inside
- Enrichment program for education of the whole child
- Support from parents for education like homework, academics
- Test scores high, consistent and do not teach to the test
- Employees are quality-great strength ( all levels)
- Strategic Plan in place over 5 years as a living document-updated regularly
- Safety for students, teachers, administration, all staff
- Strategic planning process integrates side with district priorities
- Focus on whole child (beyond curriculum) character counts, peace builders
- Schools strong sense of community with uniqueness encouraged and expressed
- Basic aide (now)
- Good relationship with union (only teachers) (excellent) very collaborative interest based
Critical Needs/Issues
- Morale - uncertainty over superintendent change
- Impact of growth / size of organization structure and management - policy and accountability - e.g. Informal agreements - competing for principals
- Collective bargaining - cultural shift in thinking / expectations
- Firestorms created by perception vs. reality
- Public communication, public relations (with our community)
- Leadership to have sense of pulse of community
- Financial costs of program(s) exceed income
- Allocation of resources and issues of equity, e.g. pay for extra staff
- Board balance from West to East
- Anticipate issues-pro and con that impact decision making process-aware of potential problem areas related to issues
- Identify other strategic processes to gain community input regarding issues
- Issues-growth in some areas-declining enrollment in others (shifting enrollments) potential boundary changes
- Downside of fostering uniqueness
- Relocate district office
- Potential labor issues-related to contract benefits
Characteristics
- Elementary/K12 experience desirable
- Exp.. .lementing change district/site
- Understand importance of literacy/K2 learning
- Honesty/respectful-ethical democratic leadership
- Visible-establish strong relationships
- Being known in the community and schools
- Interested in their own professional growth and learning
- Team player/team leader
- Passionate regarding education/curriculum
- Believer in PLC
- Strong manager
- Accountable
- Famous, recognized person
- Personable, well liked
- Focus on Community vs outside of our community, especially at first (nternal vs external)
- Excellent communicator
- Knowledgeable
- Able to monitor pulse of organization
- Visionary
- Financial understanding/savvy
- Experienced in education to deal with situations and plan
- Personable
- Nice person
- Implementation of community b's ... c's/collaboration consensus
GROUP 1
Strengths of the District
- Teacher planning time-teacher collaboration benefits students and teachers (8)
- ESC teachers support classroom teachers and curriculum (3)
- Schools offer multiple learning opportunities beyond CR time (5)
- Interest based bargaining (9)
- Great parent community-Parent involvement dassroom/Board (4)
- Healthy teacher contract for all stake holders (6)
- Hard working motivated teachers (8)
- ESC-High quality credentialed teachers inlESC program-expertise in subjeds of Science, Music, Art, P.E. and Technology-teacher, parent group, principal collaboration-professional relations process (7)
- Teacher driven curriculum
- Incredible energy directed at meeting the needs of every student
- High expectations for students and staff
- District established time banking in support of PLC
- Access to integrated technology throughout the district
- Excellent District Office staff in all departments
- Educating the whole child very important
- Earty release Wed. given large chunks of time for collaboration within site and across district linked closely to PLC
- Low class sizes in 4-6
- Good job integrating curriculum and differentiate instruction
- Good principals
- District Administration very supportive of individual teachers
- Previous process of developing strategic plan
- Quality of schools attract people to district
- High test scores and programs
- Computer labs, science labs, band/choir
- Health at every site plus three school nurses
- School psychologists at every site
- Faculty are good problem solvers
- Employee child care
- District offers summer school
- Great support staff
- Geographic location
- Well educated families
- Week of the Teacher-strong teacher/staff appreciation
- Strong, dedicated classified personnel
- ALP-reading and math program
- Mission statement
- Character Education
- Creative problem solvers e.g. Hills Academy
- Size of district-8 schools
- Community child care
- Beautiful schools/facilities
- PLC's
- Motivated students
- Good financial resources
- Generous parents
- Teacher, parent group, principal collaboration
- Professional relations process
- Highly educated staff
- Site level administrators are involved with staff more often after rapid growth
Issues and Needs
- Board needs to become educated about programs and their value for quality education (6)
- Perception that teachers have lost their voice in the district (3)
- Lack of consistent direction in instructional programs (4)
- Maintain current strong programs before implementing new one-no long range planning (6)
- Better communication in all manners and ways (3)
- Board more concerned with financial implication of programs and not the quality of them (7)
- Schools compete with one another and don't see themselves as one district (4)
- We need to hire Superintendent from outside (9)
- Resolve funding of ESC positions for once and for all (8)
- Improving the effectiveness of communication-process needs to be a constant focus (3)
- Perception that Board has already decided who will be the new Superintendent so this process may be window dressing
- District/teachers are facing changes without adequate input
- Feeling of us vs them
- Sense of unity and morale are lacking
- Lack of follow-through has fragmented the district (related to lack of follow through)
- Stalled decision making at the expense of children
- Favoritism of individuals/sites as to who gets information and data
- Need for well thought-outprograms and follow through
- Recharge sense of community
- Feeling of disconnect with no common purpose
- Perception-district has no long term plan
- Perception of cronyism with prior Superintendent's hiring administrators
Characteristics of Superintendent
- Visionary (4)
- Experience working with all types of Board members (4)
- Strong financial management skills (5)
- New Face (7)
- Good listener(3)
- Not quick to make a decision-thoughtful (3)
- Charismatic (5)
- Can motivate, inspire and generate enthusiasm (3)
- High level of integrity (5)
- Strong communicator to all stake holders (7)
- Not reactionary
- Experience with districts similar to Del Mar
- Persuasive -can persuade lobbyist/activist
- Can maintain uniqueness and quality of Del Mar District
- Someone that is humble
- Good history of relations with teacher associations
- Trusts people-not a micromanager
- Says it like it is
- Experience
- Energetic
- Integrity to not be a puppet
- Strong unifier
- Self confident
- Child centered
- Has a"catch'em being good" philosophy
- Principal experience
- Experience with Basic Aide districts
- Use to working with highly educated, rich and demanding parents
- Profession presence that reflects the community perception
- Strong background in curriculum and instruction
- Well spoken/articulate
- Willing to educate themselves immediately about the district
- Experience with interest based bargaining
- Problem solver
- Someone who is trustworthy
- Technology skills (do their own power points)
- Innovative
- Very visible-visiting schools
- Understands real estate market
- Has had effective teaching experience
- Recognizes good teaching practices
- Timely experience in avariety of positions/levels
- Open door policy
GROUP 2
Strengths of the District
- Teaching the "whole child" (4)
- Parent involvement (3)
- High test scores (3)
- ESC-extended studies curriculum (4)
- Parent volunteers
- Strategic planning (example of parent involvement)
- High expectations for student's behavior e.g. follow up to parent concerns
- Great ESC curriculum
- Valued parent input thru committee
- "Families program" strong community building-whole child
Needs/Issues
- Teacher contract limits teacher time available for parent contract (2)
- A fresh set of eyes coming into the district (4)
- East/West divide and need for schools to develop own cultures within a community wide district culture e.g. lack of school's autonomy to plan events YS pressure placed on other schools (2)
- Stabilize funding for ESC (5)
- Communication within district-a people equally informed (2)
- Better strategic planning in making decisions e.g. shores property
- District-wide feeling of community
- Issues of equity-balance with District funding and site generated funding
- Reductions that span all District office and levels not just cutting teachers
- Changes in teacher contract to be more available to parents
- Parents help out in lieu of teacher-dropoff lines e.g. more balance needed
- District-wide e-mail link....new ideas and perspective
- More information on issues and decisions
Characteristics of Superintendent
- Dynamic (2)
- Experienced communication with Board (2)
- Ability to make thoughtful decisions with adequate input from all (parents) and clearly communicate that (2)
- Own and explain decisions made without committee input (2)
- Visible on campuses (3)
- Experienced Superintendent, Teacher, Principal (2)
- Treating prindpals respectfully and as professionals without micromanaging (3)
- Energetic
- Fresh ideas
- Responsive to parents not just teachers
- Vision
- Change when needed and not for the sake of change
- Treats teachers as professionals
- Someone who's willing to stay
- No predetermined outcomes
- Open schedule to regular meeting with community groups/parents
- Allow time for programs/directors to show their work
- Strength in dealing with the Board
GROUP 3
Strengths of the District
- Talented and dedicated staff and teachers, parents and community (6)
- Exceptional school facilities (4)
- Effective instructional leadership (3)
- There is tremendous respect shown to each other across the district (6)
- Strong financial resources, Basic Aide, generous parents
- Focus and commitment to excellence
- Students come from lucky environment
- Diversity of student population
- Resources are focused on students
- Supportive, involved, knowledgeable, vocal parents
- Good solid curriculum
- Communication vehicle is excellent
- Technology is state of the art globally across the district
- Culture of very high expectations
- Offers all new employees a pre-school
- Overall staff that deeply cares about each other
- Large district that wants to hold onto small district caring
- Student achievement is very high and continues to get higher
- Third highest teacher salary schedule
- District celebrate people and successes
- Size is a strength-able to provide specialists and small enough to communicate and make decisions quickly
Needs/Issues
- More uniformity in practice and policies (3)
- New district office (4)
- THESE DESCRIPTORS ARE NOT THE WHOLE BOARD BUT A MAJORITY
- Board that understands their role and function (8)
- No micromanaging
- No individual speaking out in public when it hurts schools and people
- Don't respect knowledge and expertise of district staff
- Irreverence
- Indecisive
- All staff feels abused and embarrassed
- Create anger in the district
- Current needs and issues stem from individual board member personal agendas
- This Board has individual character flaws that may not be fixed
- Deliberately attempt to discredit district administrators
- Create an atmosphere of fear and insecurity
- We may lose a whole group of good administrators (both district and site)
- Behavior is uncalled for, unprofessional and unwarranted
- Unfamiliar with Ed. Code
- Lack of knowledge of school finance
- Refuse to attend CSBA training or conferences
- Board does not subscribe to the same standards of excellence expected in this district
- Power hungry
- Do not attend to a global perspective or plan for the district
- Will blow through money on individuals agendas yet penny pinch on issues for the betterment of the district
- Need Board and Administration to work as a team
- Deliberate agenda to force out staff that were part of previous administration
- Need to heal the wounds from termination of Superintendent and board election (4)
- Someone to donate a million dollars
- Reign in spending
- Spending exceeds diminished income
- Need to grow up
- Be more systems oriented-no more handshake deals
- Move forward in blending special education preschool with employee preschool
- Expanding special education programs and options
- Morale
- Start protecting reserves
Characteristics of Superintendent
- Willing to trust expertise of leadership team (6)
- Observe and assess before taking action (4)
- We do not want a puppet (3)
- Practice strong leadership with the Board (7)
- Superior communicator (3)
- Supports professional learning communities (4)
- Special Education
- The needs of all special learners
- Experienced Superintendent (3)
- Support interest based bargaining (5)
- Supports strategic planning process (3)
- Good listener/communicator
- Has the ability to stand up for good decisions
- A Superintendent who as the CEO has the singular responsibility for hiring/firing/transferring and reorganizing
- Support and practice collaborative leadership and decision making
- Demonstrates ethical leadership
- Able to bring the community together while maintaining the particular needs of each school and its parents
- People person
- Strong instructional background
- He or she needs to be a strong leader versus a manager
- Visionary leader
- Strong business sense
- Respectful and caring
- Has high expectations and holds all to the same standards while keeping individual needs and strengths in mind
GROUP 4
Strengths of the District
- Value the whole child (3)
- Involved/supportive parents (6)
- PLC teams-teachers (7)
- Time for professional development during work day and early release day (8)
- ESC program (8)
- History of peace and trust between past Board, Administration and community (6)
- Optimal working conditions for teachers, attract the most qualified (8)
- Strong academic achievement
- Positive relations DMCTA/district
- Interest based bargaining
- Committed-dedicated teachers
- Beautiful facilities supported by community
- Resources are available
- Basic Aide students
- Majority of children come to school prepared to learn
- Culturally diverse community
- Leadership in Basic Aide area
- Growth and facility needs are stabilized
- Committed/passionate site administrators
- Good balance between new and veteran staff
- Open communication/relations between site and District Office administration -availability
- Open/trusting relationship with previous superintendent
- Quality after school child care and enrichment
- Employee child care
- Education Foundation
- Strategic planning (historically)
- Technology
- Positive school climate
- Opportunity for input at cabinet inclusive of all administrators
- Size of the District (4,000 K-6) is optimal
- Classified are our strength with good relations
- Academic learning Program (ALP)
Issues and Needs
- Impact of growth on neighborhood schools and open enrollment involving boundary issues (5)
- Need for strong leadership in cuniculum/instruction (11)
- Need for district wide assessment including summative formationt and data management system (6)
- Prindpals do not function as a PlC team due to lack of leadership and focus on learning and process (8)
- Perception that the Board does not represent or support our schools equally (3)
- ESC funding and prep-time (5)
- Overly generous teacher contract (6)
- Rapid growth (5 schools in 10 years)
- Student achievement gap-some subgroups not recognized
- Lack of formal counseling program-not meeting effective needs of all students
- Parents sometimes over involved
- Allocation of resources based on enrollment vs needs-no recognition of demographic differences
- Inconsistencies between school sites-east side/west side and west side/west side
- Schools becoming imbalanced due to growth and boundaries
- Issues related to shifts in enrollment/impact of new schools
- Report cards are not standards based
- Facilities needs i.e. Officet pre-schoolt employee child caret special needs classes
- Poor use of technology to support operations and infrastructure
- lack of policies with regard to shared boundary schools
- Inconsistent relationships and trust between prior Superintendent and constituent groups
- Education Foundation
- Need for consistent, clearly articulated procedures and follow-up
Characteristics of Superintendent
- Team builder experienced/skilled in facilitating collaborative processes (7)
- Experience with developing relationships, roles, procedures with Boards (7)
- Experience based - extending beyond small school districts (4)
- Bases decisions on best interests of children (4)
- Demonstrated ability to make very difficult decisions (5)
- AbIe to restore confidence of all stakeholders (5)
- Can pull trigger after listening to all sides and stand by it and explain to all (3)
- Can efficiently manage politics and maintain strong focus on teachinglleaming (7)
- Facilitating/promoting change in a high performing district (8)
- Systems thinker/big picture
- Willing to stand by decisions
- Strong integrity
- Fair minded
- Proactive, effective communicator
- Lead the team as part of the team
- Respect individual needs and strengths
- Great people skills
- Somebody fun/great sense of humor
- leader within the larger community
- Understands Basic Aide and state politics
- Can develop a more functional District Office
- Media savvy and able to train others
- Works effectively with assertive parent groups
- Knowledgeable in curriculum and instruction and staff development
- Knowledgeable/experience in Interest Based Bargaining
- Value for shared decision making
- Understands value of technology
- Experience in building systems that support instruction and assessment
BRAINSTORMNG DEL MAR UNION SCHOOL DISTRICT
GROUP 1
Strengths:
- Right ideas about helping kids to learn
- Amazing schools
- Many great opportunities to learn
- Extended studies
- Good teachers
- Schools use good behavior techniques
- Principals very involved with their schools
- Individual students have positive follow--up from staff
- Excellent communication with parents
- Everything good at the kid level, kids are happy
Needs/Issues:
- Issues with superintendent
- Issues with foundation
- Spanish Immersion at only one side as well as the location
- Uncertainty about superintendent and board
- All information/data/decisions out in the open
- More public openness about decision making process, how they are made
Characteristics/Qualities of new superintendent:
- Ability to deal with warring factions
- Strong leadership skills
- Enthusiastic about kids and education
- Trustworthy, open, transparent
- Experience as a teacher and administrator
- Ability to take charge and deal with special interests
GROUP 2
Strengths:
- Enrichment program (ESC) *
- Attract smart students
- Attract very good teachers *
- 20/1 Class Size Reduction K-3 *
- Exploratory science/good teachers
- Focus on whole child *
- Basic aid funding
- Generous parents with time, money and volunteering *
- Strong parent/teacher partnership
- PLC's *
- Parent donations can be earmarked *
- Research based instructional programs
Needs/Issues:
- Raise standards of district to become model district
- Fighting over a lot of nothing
- Lack of respect from board/superintendent for teachers and parents *
- Decisions are not made timely and strategically - no plan
- Board does not understand its boundaries, internally and externally *
- No standards for classroom technology
- Full day kindergarten
- GATE/Seminar classes - under serving those populations
- Equity of funding between schools - both district and donated funds
- Level of mistrust between community/schools/superintendent/board *
- More info on budget expenditures *
- Better articulation w/ San Dieguito (eg. Writing, math, music)
- Less emphasis on testing/test prep
- Ineffective board - micro manage, fiscally irresponsible
- Board members favor on school
- Connecting politics to decision making - more education on issues
- Ineffective communication on both board and public side
- Poor process to address issues objectively with full infonnation *
- Community divided over ESC/Foundation/Spanishlprevious supt. *
- Teacher morale
- Articulate level of autonomy schools can have and ensure that it is not politicized
- Neighborhood schools vs. open enrollment at all schools
- Board should be required to meet certification standard to serve
Characteristics/Qualities
- Work with difficult board *
- Work with diverse board with different strengths and weaknesses
- Previous successful experience as a superintendent/district leader
- Primary focus on elementary education *
- Values music and the arts *
- Values whole child - balances academic testing with all educational
- Opportunities - social, emotional *
- International perspective
- Ability to build community *
- Strong - able to stand his/her ground
- Leader in all areas
- Strategic thinker
- Values and builds relationships
- Has a vision *
- Effective communicator, both written and verbal
- Analytical thinker
- Open to alternative schedules
- Innovative thinker with experience in implementing new ideas/programs *
- Classroom teaching experience *
GROUP #3
Strengths:
- High Achieving *
- High parent involvement
- Private school education in a public school setting *
- High customer service
- Good teamwork between departments and schools
- Quality education provided to students
- Strong support for teachers
- Employees are well paid
- Good childcare program
- Employee childcare
- Great D.O. staff *
- Dedicated staff- certificated and classified *
- Top quality buildings/technology/schools - except D.O. *
- Staff development
- Cushy teacher contract
- After school program/Summer Enrichment program
- Special Education program
- Supt/management team very approachable *
- Directors/Assist. Supt's are wonderful
Issues/ Needs:
- New district office *
- Board distrusts district office staff *
- Micro management by board with public scrutiny of D.O. work, recommendations *
- Board does not understand its role *
- Board has created a sense of we/they originating from relationship with previous superintendent *
- Board members make inappropriate comments to media and public
- Perception that board members focus on own school and not success of whole district
- Availability of H & W benefits for part time employees (3 years or less)
- Misperception of D.O. being top heavy
- District being understaffed related to growth and expansion of district *
- Very vocal minority of parents can influence decisions
- Desire for quality programs but deficit spending
- Issue between foundation and board *
Qualities and Characteristics of new superintendent:
- Strong communicator *
- Fiscally responsible *
- Stand by their decisions and values
- Confidence in dealing with the board and groups
- Can work with the board to clearly define respective roles
- Open, responsive - open door policy *
- Respectful and appreciative of both certificated and classified staff equally *
- Previous experience as superintendent preferred *
- Sense ofhumor *
- Tactful and diplomatic
- Experience with difficult boards *
- Stand up to board - able to tell them "no"
- Child advocate/ child centered *
- Open to new experiences
- Personable
GROUP #4
Strengths:
- Teacher's well respected/valued, teachers strong & well qualified *
- PLC'S *
- Strong Parent support-time, money *
- Innovative programs, curriculum
- Parents highly educated with well-prepared students
- ESC w/credentialed well qualified teachers *
- Financial stability
- Principals
- Collaborative spirit between teachers, administration/cross district *
- Diverse community
- Nice & Safe schools
- District staff very capable
- Students who love school & willing to take risks & feel safe
- Extra curricular activities
- Neighborhood schools
- Strong curriculum
- Test scores consistently high & improving
- Dedication & commitment at all levels to student learning *
- Common goal & similar vision
- High grade of discipline
- Strong character building program
- Strong sense of community
- Teachers are happy & want to work here
- Attract strong candidates
- Low turnover of staff
- ESC curriculum integrated with core curriculum
- Strong history/social science curriculum
- Old history of strong strategic plan
Needs/Issues:
- Need for decisive School Board-willing to make decisions & board that is balanced, fair & trust worthy *
- Need common direction/vision-program & budgetary *
- Financial stability for ESC programs full support *
- New programs being fairly implemented w/a defined process of implementation & evaluation *
- Issues of equity across schools
- Lack of good fundraising programs
- GATE/seminar program *
- Issue of imbalance of responsibility between Board/Supt.
- Concern w/board micromanaging district
- Concern w/board being influenced by special interests
- Need clear unbiased & objective strategic plan
- Issue of politicizing of board *
- Respect for each other & community
- Continue to see PLC's as a high priority *
- Need for merit based evaluation not tenure based to create incentive for better performance
- New District Office
- All schools need to be considered important with equal support *
- Need to see district as unified, maintaining uniqueness w/o pitting one against the other
- Lack of clarity from board to guide the Foundation
- Establish strong partnership between Boar/Foundation/Parents *
Qualities/Characteristics
- Values & promotes diversity
- Committed to ESC
- Approachable, hands on, visible
- Decisions made in best interest of children
- Can maintain sense ofcommunity & small district feel
- Values input from all groups-parents, staff, kids
- Strong inspiring leader to build bridges & promote cohesiveness *
- Recognizes the importance of differentiated instruction
- Good communicator
- Fair, balanced, trustworthy, evoke team spirit *
- Experience w/similar district
- Visionary
- Willingness to think outside the box
- Financially responsible *
- Long-term. vision and a plan to get there
- Has had experience with and values PLC *
- Experience with divisive/controversial Board
- Stands up for kids
- Superintendent/District level experience
- Someone who understands the "big picture"
- Committed to raising student achievement and closing achievement gaps *
GROUP #5
Strengths:
- Special Ed Dept/program
- Sp. Ed. Preschool
- Typical Peer program-Preschool
- After school childcare/enrichment
- Summer enrichment
- High SES demographic
- PLC's *
- Great teachers/staff *
- Programs offered at schools
- School facilities
- Leadership of prior Supt. Bishop *
- Leadership of principals
- ESC
- Students are #1
- Ability to mobilize on all levels over critical issues *
- Attracts students and employees
- Employee childcare program
- Student data support for sites (Jonathon) *
- Salaries are fair
- Personal-great interaction
- Academic achievements *
- Strength of administrative assistants group *
- Parental support
- Technology afforded students *
- Financial support ofthe community
- Basic Aid
- Previous support of Foundation
- History of effective problem solving
- Supt. Connected at State level
Needs/Issues
- Current Board has damaged District and morale w/financial decisions, erosion of trust by micromanaging *
- Board does not support/respect District Administration
- Perception that the Board is looking for a "yes man" for Supt.
- Perception that cost of buy out of Supt. has damaged fund raising/support
- Public does not trust Board
- Need to build good public relations
- Board needs to understand its role *
- Board members are insensitive to their negative effect in public
- Schools are not equal/need some uniformity; e.g. Spanish program only at one school
- Board needs education on Board interpersonal relations *
- Board members' comments can be perceived as rude & hurtful
- Strategic Plan-need to identify a direction & continue moving forward
- Meaningful Strategic Plan based on real/valued input
- More district guidance on common policies/procedures *
- New employee childcare facility
- Continue high standards/Instructional program
- Continue PLC's *
- A board of Ed that supports/ works well with Supt. *
- Erosion of trust with board *
- Board has predetermined direction w/out concern for input and hasn't shared it-- lack of transparency *
- Concern that search process is window dressing - not sincere effort *
- Board out of balance representing one school
- Improve relationship with foundation
- Need new district office
- Parents are best asset & sometimes worse liability - rumor and lack of info
Qualities/Characteristics
- Someone who doesn't micromanage
- Very strong leader
- Good listener
- Confident
- Competent
- Someone willing to make tough decision and stand behind them
- Sense of humor
- Experience working w/difficult Boards
- Thick skin
- Integrity
- Interpersonal/relationship skills
- Trustworthy
- Visionary-Forward thinker
- Visible/approachable at all sites
- Strong financial background
- Experienced Supt.
- Experience in education-multiple levels
- Ability to work w/strong entitled parents
- Ethical
- A leader for all levels of employees
- Knowledgeable of PLC's and district's programs
- Cares about classified staff
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