Thursday, June 19, 2008

DM Heights Spanish Program voted down

By Marsha Sutton

After running out of time at their May 28 school board meeting, trustees for the Del Mar Union School District resumed their meeting on June 11 and began where they left off – with a discussion of the new Spanish language program proposed by Del Mar Heights School for this fall.

All public comment was heard on May 28, so the June 11 board meeting started with board discussion of the item. Debate among board members lasted nearly two hours and concluded with an anguished 3-2 vote to delay the program.

“This has been a very controversial issue,” said interim superintendent Janet Bernard.

The issue has fractured the Del Mar community since the program’s approval by the school board back in January.

Both Del Mar Heights and Del Mar Hills Academy, the two DMUSD schools located west of Interstate 5, share a common boundary and compete for kindergarten through sixth-grade students.

Demographic studies indicate that the Hills/Heights attendance area will generate about 100 kindergartners each year for at least the next eight years – which makes five classes of 20 students each, for the two schools.

The Spanish program proposed by the Heights would have provided one hour of Spanish instruction twice a week to two kindergarten classes and 45 minutes of Spanish four days a week to two first-grade classes. Called Spanish Discovery, the program also required two K and two first-grade classes without the Spanish component – making four classes per grade level. Of the two Spanish kindergarten classes, one was to be composed of students from west of I-5 and one with students living east of I-5.

It was the kindergarten portion of Spanish Discovery that upset many Hills parents, because kindergarten enrollment to date for this fall gives the Heights four kindergarten classes but leaves the Hills with only two. Worries about possible school closure should enrollment dip too low has panicked many parents and staff from the Hills and caused them to become alarmed at the imbalance – even though one of the Heights’ four kindergarten classes was to be made up entirely of students from east of I-5.

What began as quiet unrest soon spiraled into a major controversy, one that spilled over into DMUSD schools east of the freeway where some Carmel Valley parents began to take notice and express concern about the program’s costs.

But cost concerns took a back seat to enrollment numbers when the district provided information showing that the same number of additional teachers had been budgeted for this coming year, with or without the Spanish program, and that costs for Spanish instructional materials were to be absorbed entirely by the Heights community through grants and private donations.

Bernard began the meeting by informing the board that five options had been developed in the two weeks since the prior meeting on May 28. Whether it was legal for the board to review fresh options without allowing input from the public on the new alternatives was not discussed.

Heights principal Wendy Wardlow explained the first four options, and then Hills principal Laurie Francis was asked to discuss the fifth option. The five options were:

  • Option A: Continue with the Spanish Discovery program for kindergarten and first grade, as approved by the board on Jan. 23.
  • Option B: Offer 3.5 kindergarten classes and 3.5 first-grade classes, with two Spanish Discovery classes in each grade. This option creates a combination kindergarten/first-grade class and redirects some enrollment from the Heights to the Hills.
  • Option C: Implement only the kindergarten portion of Spanish Discovery as originally approved, and drop the first-grade portion.
  • Option D: Delay the entire program.
  • Option E: Limit the Heights to three kindergarten classes, all three Spanish Discovery.

Although Option D, to delay the program, was eventually chosen by a divided board, a great deal of debate preceded the vote.

Option B emerged as an alternative after a lengthy meeting attended by Bernard, board president Annette Easton, Wardlow and Francis. After laboriously hammering out the details, all four initially felt it was a viable option. But eventually it was dismissed.

“There was a feeling that this model did not meet the original intent of Option A,” Bernard explained.

“Our teachers carefully analyzed the proposal,” said Wardlow, indicating that her staff ultimately felt it was not a workable solution. Besides concerns that it might be too complicated and costly to administer, some teachers felt uneasy approving a plan without having enough time to thoroughly understand its impact.

Wardlow said she and her staff have engaged in “deep thinking and soul-searching” about the Spanish program, and she acknowledged that there are valid reasons for concern.

“If Spanish is causing to tear this district apart, my recommendation is to delay implementation,” she said.

An important consideration when the program was designed, said Wardlow, was that it not negatively impact the Hills, which she said she has the “utmost respect” for.

When asked by board member Janet Lamborghini to rank the five options, Wardlow struggled for a moment, saying, “I love this district.” She then said her first choice would be to delay implementation (Option D), followed by starting the program with just kindergarten only (Option C). Regarding Option E, she said, “I don’t know how we could pull it together.”

Wardlow said healing the rift between the two schools was paramount and would move forward only when everyone could get behind the program. “We want to do something that is going to be the pride of the district,” she said. “And we want to do it by being good team players.”

Despite her enrollment concerns, Francis said her last choice would be to delay the program. “We really want the Spanish Discovery program to be launched there,” she told the board. “My school does not want to be responsible for another school not launching this program. I can’t believe that this is insurmountable.”

Both Wardlow and Francis were conciliatory and solicitous of one another and pleaded for their communities to come together. Both were hopeful the program could be salvaged, even huddling together in the back of the room with a few teachers during the discussions to see if a last-minute deal could be worked out.

Bernard said the board could not foresee the negative impact on the Hills when trustees approved the program back in January. She reluctantly supported delaying implementation, saying all options had been exhausted.

“This is a very difficult recommendation for me because I’m such a proponent,” she said. “It’s distressed everyone. I don’t see how we can move forward.”

A program is needed that can bring the Hills and Heights communities back together, Bernard said.

A K-3 and 4-6 Grade Configuration

Bernard suggested that the tension between the two schools pointed to a larger issue. “Do we need to have two schools in competition with one another?” she asked. She raised the possibility of configuring one school for grades K-3 and the other for grades 4-6, an idea that has been proposed periodically in the past.

“I think the time has come for that to happen,” she said.

Lamborghini embraced the suggestion, saying that with a K-3/4-6 grade configuration, “this problem would go away.” She favored a task force to explore the idea – “especially if this solves the problem of how to get language into our schools.”

Other board members also responded positively to the idea.

About the present dilemma, Easton said to Bernard, “I share your dismay, because there is a lot of community support [for the Spanish program]. It’s unfortunate that we’ve created a wide chasm.”

Easton recommended delaying the program, saying she hesitated to impose any of the alternative options brought forth in the past two weeks without thorough engagement and support from staff at the sites.

Of foreign language instruction, board member Steven McDowell said, “It’s a building block that needs to be in place. I’m disappointed with the way this is heading.”

“I’m comfortable with delaying the first grade because the numbers aren’t there,” said board member Katherine White, referring to the enrollment of only 70 rather than the required 80 students for first-grade Spanish Discovery this fall at the Heights. “But we have the numbers for kindergarten.”

White agreed with McDowell and objected to delaying a program “that met the criteria we set up in January.”

“I share Steven’s concerns,” she said. “Delaying means we’re further behind. It’s a one-year commitment. We’ll come back after a year. To throw all that away at this point in time is very disappointing to me.”

“When the program was approved in January, we didn’t have the demographics,” Easton said. “We thought we’d have three [classes] at the Hills and four at the Heights.”

New board member Doug Perkins said he thought Option B was the best compromise. Since that was rejected, he supported delaying the program.

White said she sympathized with the Hills’ enrollment concerns but didn’t understand how cancelling the Spanish program gives the Hills its third kindergarten class, since there would be three classes at the Heights and still only two at the Hills.

“There’s so much attached to two [kindergarten classes] symbolically,” Francis said. “While one school’s building enrollment and one school’s losing enrollment, it doesn’t feel good.” But she said she “could live with it for a year if we could go back to the drawing board” during that time and try to find a solution.

The meeting was sparsely attended compared to the previous meeting two weeks ago when the room was packed with several hundred individuals, many of whom asked to speak on the issue. This time, the board addressed a crowd of perhaps a few dozen, several of whom were teachers from Del Mar Heights.

When White asked the Heights teachers if they agreed with their principal and supported delaying the program, first-grade teacher Susie Lampe, referring to the kindergarten-only option, said, “We’re all in favor of Option C. As a staff, we support Option C.”

But Easton was not persuaded to move forward. “Looking at this from a district-wide perspective, I don’t think we would be able to have conversations [that] would allow the communities to heal,” she said. “The best opportunity for healing is to delay it.”

“This is literally tearing us apart,” Wardlow said. “We were so excited, passionate. But we felt directly attacked. I’d love to see us go with Option C, [but] I’m afraid it would be misperceived. I could cry right now.”

Arguing in favor of Option C, White called a delay “a lost opportunity” to provide Del Mar’s children with Spanish instruction. “Sometimes you have to make tough decisions,” she said. “We aren’t going to make everybody happy.”

Breaking the vote into two parts, White motioned to delay the first-grade implementation of Spanish Discovery, which passed 5-0.

Easton then made a motion to delay the kindergarten portion of Spanish Discovery, which passed 3-2, with McDowell and White opposed.

“I’m really firm on the word ‘delay’ and not ‘cancel’,” Easton said.

After the vote was taken, Wardlow said she was sad but that it was the correct decision.

Francis disagreed. “I think they should have moved forward,” she said. “I don’t think this solves the problem.”

“There were five options,” commented Kerry Traylor, incoming Hills PTA president. “The board chose the path of least resistance. I think we could have worked this out for both parties. It was possible. The kids have lost.”

When asked if the board traded one unhappy community for another, Easton said, “I don’t think this was a decision to heal the community. But it gives us the best opportunity to heal. There were no winners.”

Thank you celebration for former DMUSD Superintendent Tom Bishop brings cheers and tears

Thank you celebration for former DMUSD Superintendent Tom Bishop brings cheers and tears

A standing-room only crowd filled the Derby Room at the Del Mar Hilton recently for a thank you celebration for former Del Mar Union School District Superintendent Tom Bishop. Well-wishers greeted the Bishop family to celebrate his decade of service to the students and families of the fast-growing district. During Bishop's tenure, the district achieved highest in San Diego County student achievement scores and top 5 percent in the state scores at a time when he oversaw the opening of five new schools and the modernization of two older schools. Presenters during the formal program cheered that legacy, with many speakers from the community praising his accomplishments, while others thanked him for being the "guiding compass" of the district. the celebration included light-hearted elements, fun and tears.

Former school board member Jeanne Waite, who was president fo the board that hired Bishop commented, "At the time of Tom's hire, the district had three schools, Del Mar Heights, Del Mar Hills and Carmel Del Mar, then six years old. There was a student enrollment of approximately 1.300 students, 64 teachers, a district office staff of four full-time people, and our cutting-edge technology consisted of one fax machine in the district. The districe was poised on the brink of tremendous growth and the board recognized that a visionary leader, who would guide the district into the 21st century, was greatly needed. The school board knew that we had found the leader we were looking for in Tom Bishop, who demonstrated his leadership, intelligence and vision right from the start. We had high expectations, and we wanted to see results through the implementation of a district strategic plan."

Former board member Linda Crawford commented, "Tom proved that he was up to the task. He quickly established himself as a 'hands-on', 'in-the-trenches', superintendent, one who sought the counsel and input of staff members and parents alike, one who would bring staff, parents and community members together as stakeholders in the district's future."

Former board member Barbara Myers added her thanks for, "his extraordinary political leadership during the budget crisis of 2003, and continued leadership through his efforts with the state-wide Schools for Sound Finance, CA School Boards Assn, Superintendents Advisory Council, and High Achieving School Districts Summit at the special invitation of the CA Secretary of Education. Tom has also served the greater educational ommunity as president and executive board member of the state-wide Small School Districts Association, based in Sacramento, and he also served on county superintendent Rudy Castruita's Achievement Gap Task Force, in addition to serving as chairman of its Grant Committee. Recognizing Tom's child-centered focus and educational leadership for all children, the board nominated him for state-wide 'Superintendent of the Year' in 2001."

Myers added in her closing remarks of the celebration program, "Tom, we recognize and appreciate you outstanding career in a field that benefits so many. Your tenure has been marked by exemplary achievement and long-lasting benefit for students and families in the Del Mar school district." Bishop served as superintendent of the Del Mar Union School District from 1998 to February 2008.

-- Submitted by event organizers

Wednesday, June 18, 2008

Search Firm Gathers Input for New Superintendent Search

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:

  1. What do you consider to be the greatest strengths of the Del Mar Union School District?
  2. What do you consider to be the greatest needs/issues facing the District?
  3. 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?
  4. 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:

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

Monday, June 16, 2008

Mandarin Chinese Language School

Del Mar Hills Academy and the DMUSD After School Program
along with HuaCheng Chinese School present…
Mandarin Chinese Language School

Why is it important for children to learn Chinese?

Speaking Chinese is becoming the most important business skill of the 21st century and the language is currently being taught in many secondary schools.

The Mandarin Chinese Language School

The Mandarin Chinese Language School teaches children Mandarin Chinese in an after-school immersion program. Native Chinese teachers will teach students the Chinese language, history, and culture, infusing academics with art, songs, and games.

Who?

The Mandarin Chinese Language School will be a two-strand program for kindergarten and first grade students who are interested in learning a second language and/or where Mandarin is a part of their home language. The School will provide an environment and friends to practice the language.

When and Where?

Beginning in the 2008-2009 school year the Mandarin Chinese Language School will be held five times a week (Monday through Friday) from 2:35 p.m. to 4:35 p.m. at Del Mar Hills Academy. Optional extended care will be provided until 6:00 p.m. by the Chinese School.

Requirements

  • Del Mar Hills Academy enrolled Kindergarten or First Grade Student (Intra-District transfers welcomed)
  • Mandarin spoken in the home is welcomed but not required.

Tuition

A yearly tuition of $2,700. May be paid monthly at $270/month. Extended care from 4:35 p.m. to 6:00 p.m. offered at an additional fee of $7/day. The DMUSD Child Care program is available for students who need care from 12:30 p.m. to 2:30 p.m. at a rate of $8.30/day.

For more information and/or to be added to an interest list please e-mail chineseschool@dmusd.org.

REGISTRATION CLOSES JUNE 27, 2008
LIMITED ENROLLMENT

More Information:

What happened with Spanish Discovery?

Source: Wendy Wardlow's blog

I know many of you have anxiously been following the saga of whether we would have Spanish language instruction as part of our kindergarten and first grade classes. The short answer is, no, it is being postponed. Delaying program implementation is extremely disappointing to many of us who researched and developed the program model, and to families who were anticipating it would be implemented. Ironically, there is almost unanimous support for bringing second language instruction to our schools. Unfortunately, the timing was not right. With a heavy heart, at the June 11th Board Meeting I had to recommend that the program be postponed. To give you insight into my thinking, I am attaching the words I spoke at the meeting. Of course, the decision was not mine to make. That responsibility is shouldered by the Board of Trustees who determined postponing the program would give further time to answer questions raised about it.

It's important to note that although the Spanish Discovery strand has been postponed, next year we are going to launch our Spanish Exploration classes. This will be our first step to bring second language instruction to all students. For this inaugural year, we'll all be second language learners with fun, interactive curriculum. We'll be speaking, singing and dancing in Spanish! Ole!!

I certainly appreciate the many positive comments I have heard about the value of second language acquisition for young children. Second language instruction has been a district goal for many years so, with the best of intentions, Del Mar Heights School accepted the challenge to create a second language program that would be of the high caliber that we expect of all our district programs.

With an understanding of the challenge of being a school with a shared boundary, during the program’s development an important criteria was that it not negatively impact Del Mar Hills Academy or any other district schools. However, as we have seen the possible program unfold there are certainly questions about whether the implementation of Spanish Discovery will, in fact, be problematic to other schools.

Our state’s economy has also been strained during these past few months and people are justifiably questioning what the cost of starting a new program might be. While we have gone to great effort to not impact the district budget, I can’t say that it won’t. These are really valid issues and ones that we are concerned about.

When it became apparent that the Spanish Discovery program might have a negative impact on Del Mar Hills, many of us tried to work together to find a solution that would allow Del Mar Heights to begin the district second language program and be a good team player with other district schools. But for one reason or another these suggestions and plans haven’t worked.

I’ll give you an example. Last week, Annette Easton, Janet Bernard, Laurie Francis and I met for two hours and created an implementation model that seemed to work for both schools. Both Laurie and I presented the model to staff and parents over a period of several days. However the missing piece in whether this model would work was input from the staff who would be teaching the program. Using a PLC model, our teachers carefully analyzed the proposal and came to the conclusion that they would not be able to teach our standards-based curriculum and the Spanish curriculum to the level we would expect of a Del Mar school. I have great respect for our teacher’s professionalism and value the collaborative model our district uses. It shows value in word and deed for the expertise of our teaching staff, and they deserve it.

Finally, and most importantly, I want the outcome of this situation to be whatever is in the best interest of our district. If a Spanish program is causing this district to be torn apart, then my recommendation would be to delay implementation. We need time. Time to work together to find positive solutions to some of the challenging issues that may be in our future.

Lastly, I want to publicly state that the Del Mar Heights School community has the utmost respect and admiration for Del Mar Hills Academy. It is our hope that during this next year we will be able to work collaboratively with our neighbors at the Hills to explore options whereby our schools can join together in a strong partnership.

Saturday, June 14, 2008

Clock ticking on open space

Group owes $3.5 million on land preserved for city

By Monica Unhold

http://signonsandiego.com/news/northcounty/20080614-9999-1mc14shores.html

June 14, 2008

DEL MAR – After banding together to secure the last piece of open space in Del Mar before it was snapped up by developers, members of the Campaign for Del Mar Shores are left with a large debt and limited time to pay it off.

The site is prime real estate in the heart of Del Mar – 5.3 acres of ocean-view property at Ninth Street and Camino del Mar, the city's main street.

The community group spent three years raising $5 million to buy the land to give to the city. It now has 11 months to raise the remaining $3.5 million in the $8.5 million sale that became final last month.

The city has guaranteed that the group will come up with the balance to pay the seller, the Del Mar Union School District.

“We're very optimistic that we'll be able to raise the remaining funds,” campaign chairman Joe Sullivan said this week.

The group must pay off the balance in monthly installments of $500,000, with 5 percent interest, between November and May 2009 or the school district can sell the property to someone else.

The playing fields at the site, which is called the Del Mar Shores property for an elementary school that closed there in 1970, are a major reason the community rallied to save the land from developers.

Kim Filanc, a 20-year resident of Del Mar, is particularly attached to the property because her son and daughter spent a lot of time there as children.

Her daughter attended a preschool that once operated there and her son played baseball on the field. Although she does not go to the park as often anymore, she donated $25,000 to help it remain open for public use for a long time to come, she said.

“It's just nice to know it's there,” Filanc said.

Some of the buildings on the site are used by the school district for administrative offices, and the rest by the private Winston School.

The Winston School, which has occupied part of the site for 20 years and enrolls children with special learning needs, has promised to raise 35 percent to 50 percent of the property's purchase price. In return, the school has signed a long-term lease to remain on the city-owned property.

On June 1, Campaign for Del Mar Shores held a community barbecue to celebrate the May 19 closing of escrow. The campaign invited the 300 people who attended to suggest how the land should be used.

While the suggestions have not yet been formally compiled, Sullivan said they mostly revolved around recreational uses such as improving the playground, installing picnic benches and adding an outdoor fitness course.

Members of an informal dog group that meets on the grounds in the afternoons suggested adding an enclosed dog park area, Sullivan said. A larger baseball field and community garden were suggested. Although the community had the opportunity to make suggestions, the City Council has no immediate plans to put the use of the park on its agenda, Councilwoman Crystal Crawford said.

For now, the priority is to help fundraising efforts to pay off the $3.5 million owed to the school district, she said.

The group has until Nov. 15 to raise the first $500,000 payment. Nearly 225 people have donated to the campaign, with contributions of up to $1 million coming from some individuals.

To raise the additional money, the group plans to hold neighborhood coffees, campaign coordinator Barbara Mandel Pache said. The group may also apply for private grants.

If every adult in Del Mar donated $1,000 to the park, the $3.5 million would be paid off, Pache said. While that goal may seem absurd in some places, it may not be in Del Mar, where the median household income is about $113,000.

Sullivan said fundraising was remarkably successful when there was no guarantee the purchase would happen.

“People were very generous in donating on the promise and hope of acquiring the property,” he said.

The Del Mar Shores land has long been connected to service to the community. In the late 1800s, it was the original location of the Del Mar train station. From 1947 to 1970, it was the site of Del Mar Shores School. Eventually the student population outgrew the facilities. Students were diverted to new campuses, and the school was closed.


Monica Unhold is a Union-Tribune intern.

Monday, June 9, 2008

Board Meeting • June 11, 2008

Official Agenda, Special Board Meeting • June 11, 2008

Special Board Meeting
Ocean Air School, Room 407
11444 Canter Heights Drive
San Diego, CA 92130
Wednesday June 11, 2008, 1:00 pm
(map)

CALL TO ORDER - OPEN SESSION – 1:00 pm
BUSINESS TO BE TRANSACTED WILL BE LIMITED TO THE FOLLOWING:

  1. Approval of Agenda
  2. Public Comment
  3. Board Discussion and Prioritization of Input Gathered at the Community, Parent, Staff, and Board of Trustees Forum with the Cosca Group on the Search for a Permanent District Superintendent
  4. Adjournment of Special Board Meeting of June 11, 2008

More information:


DMUSD Regular Board Meeting
Del Mar Hills Academy – Multi-Purpose Room
14085 Mango Drive
Del Mar, CA 92014
Wednesday, June 11, 2008, 6:15 pm
(Click here for map)

Written notice is hereby given in accordance with Education Code Section 35144, Government Code 54956, and other applicable law that on motion by Member White, seconded by Member Lamborghini, the Board voted unanimously to adjourn the May 28, 2008, Regular Board Meeting of the Del Mar Union School District, at 11:00 p.m. and to continue the Regular Board Meeting of May 28, 2008 on Wednesday, June 11, 2008 at 6:15 p.m. in the Del Mar Hills Academy, MUR, 14085 Mango Drive, Del Mar, CA, 92014.

More information:

Saturday, June 7, 2008

Superintendent search met with parent apathy


Chairs were set up at Del Mar Hills Academy anticipating a big crowd for the superintendent search input forum. Only three parents showed up Monday night.

By Karen Billing

Source: Del Mar Times, June 6, 2008

As the Del Mar Union School District is on the hunt for a new superintendent, the School Board has sought the opinions of others to help find a perfect match. So far they haven't received much help.

To find out what parents are looking for, the district held three community input forums last week led by hired consultants, The Cosca Group. At three separate meetings at different schools in the district, a total of eight parents showed up. While the groups were small, they nonetheless gave input about the district's strengths, what they need to work on and what kind of person they are looking for to fill the superintendent role.

Only one parent attended the first meeting last Thursday at Ocean Air School. The second, on Monday morning at Ashley Falls School was attended by just four and the last on Monday evening at Del Mar Hills Academy had three parents in a multi-use room set with at least a hundred empty chairs.

"After everything that has happened, I'm shocked," said Sage Canyon parent Laura Eidelson of the low turnout. "After he left it was standing room only."

Eidelson was referring to Tom Bishop, the former superintendent who resigned earlier this year after a contract buyout.

The Cosca Group is a group of 30 consultants — many of them former superintendents — who help school districts with superintendent searches. They will meet with many different groups over the next few weeks — with the parent portion completed, they will now move onto district staff, teachers and principals.

"This is the first step and what we feel the most important step," said Dr. Bill Bragg, a consultant with Cosca.

After they complete the meeting process they will begin the national recruiting process, which will be guided by the input they've received. The school board will receive all input but names will not be attributed to comments.

Those parents who missed the meetings but still wish to have a say can download a survey form from the Del Mar Union Web site. Those comments will also be anonymous.

"The board really wants this," said consultant Frank Cosca of the input process. "The board selected us because we do this rather than other boards that don't because they opt to keep the process closed."

Consultants Bragg and Ken Noonan led all of the meetings, with consultant Frank Cosca attending just the Monday morning one. All of the meetings generated different thoughts although most agreed that the district's strengths lie in catering to the whole child and that it most needs the help in the areas of strategic planning and communication.

In the mostly empty Ocean Air auditorium, the one anonymously participating parent brainstormed alone on the three topics of strengths, needs and superintendent characteristics.

A new parent to the district, her kindergartner was making a successful transition to public school and enjoying her time at Ocean Air. She said the district has "all the right ideas in getting kids to learn." Other strengths listed included principals, teachers, the facilities and the extended studies curriculum. The extended studies curriculum (ESC) includes science, technology, music, art and PE programs and is helped in funding by the Del Mar Schools Foundation.

Of the district's needs and issues, the new parent said she could sense there was a lot of controversy with the board, the foundation and the Spanish language program at Del Mar Heights School.

Characteristics of a good superintendent to her included being "really good with warring factions" and bringing things "out of the closet."

At Ashley Falls, listed strengths of the district were high test scores, ESC, high level of parent involvement, high expectations for student behavior, the zero tolerance for bullying and how the district teaches to the whole child.

One of the biggest needs the four parents listed was that of the district needing to figure out how to stabilize funding for ESC. Other issues they listed included communication, better strategic planning (such as with the Shores property), a perception that the board micromanages, and teacher's contracts. With the teacher's contracts, they felt "Bishop was beholden to the teachers, not parents" and had issues with the amount of prep time they get throughout the day with ESC they should have the time to be available to parents after school. They felt some teachers have not been accessible to parents by getting out the door by 2:35 p.m.

The group felt the new superintendent should be someone who is visible and treats teachers and principals as professionals and letting them do their job. They also wanted someone who has the ability to make thoughtful decisions based on input from different stakeholders and once they make that decision to stick to it and clearly communicate it.

The ESC program was again listed as one of the district's biggest strengths at Del Mar Hills on Monday night. Parents also liked the district's 20:1 ratio in the lower grades, the focus on the whole child philosophy, strong parent involvement, strong Professional Learning Collaborative (PLC) and the fact that parents can earmark the funds they donate toward certain things or projects.

The group of three parents was able to fill up four sheets of paper to list the district's issues. Many of the issues were surrounding the board. The board was called inefficient, financially irresponsible, poor planners and one parent felt they favored and catered to certain schools, as three board members are Del Mar Heights parents. Another parent said that she did not see the favoritism but did agree that there was ineffective communication on the board.

The parents felt the board micromanaged and behaved inappropriately by visiting schools and classrooms unannounced and have divided the community with the Foundation and ESC instead of "bringing the community together." They felt there is a lot of mistrust and also that the board has a lack of respect for parents and teachers.

Other issues brought up were that the district has no full day kindergarten or GATE (Gifted and Talented Education) and seminar classes.

"Because of No Child Left Behind they only pull the bottom up and don't worry about the top," one parent said. "I don't think they value gifted and talented kids."

This group felt that in a superintendent they most wanted someone who values and builds relationships, really understands parents and teachers and someone who's had success in making difficult situations work. They wanted someone who values educating the whole child is a strategic thinker, a good communicator and an innovative thinker.

They also said with the current situation, the superintendent should be someone who has both a sense of humor and a bulletproof vest.

"They have to be strong and be able to stand their ground," said one parent.

Parent input forms on the superintendent search are available online at dmusd.org.

More information:

Spanish program causes rift with Hills and Heights -Fate of language program to be decided Wednesday

By Jim Kerr

Source: Del Mar Times, June 6, 2008

Del Mar Heights School and Del Mar Hills Academy are separated by less than a mile, but the chasm developing between the two Del Mar Union School District elementary schools has become much greater, thanks to a disagreement over aspects of a new Spanish language program at Del Mar Heights.

At issue is not the aspect of a language program in itself, which has received support from parents throughout the district, but a fear that the program could adversely affect a delicate balance in enrichment program funding in the district, especially at Del Mar Hills.

"Of late there have been some tremendous challenges that have in essence ripped our community apart," said Interim School Superintendent Janet Bernard at the school board's May 28 meeting.

The new program at Del Mar Heights is set to become the first curriculum-based foreign language program in the district's history. As approved by school board trustees in January of this year, the full program is scheduled to commence in the 2008/2009 school year beginning in September. Some Spanish language aspects of the program have already begun to be implemented at the school.

But now due to funding, staffing and equity questions, the fate of the program will once again be decided at a June 11 continuation of last month's school board meeting.

"Unfortunately there will be some impacts," said Bernard, "how much we unfortunately don't know"

Under details of the program, initially two so-called "Spanish Discovery" classes will be formed at Del Mar Heights in both kindergarten and first grade, for a total of four classes and 80 students — 40 in each grade.

In both grades, 20 spaces were made available to students in the Del Mar Heights and Del Mar Hills Academy attendance areas, and 20 spaces made available to students in other district school attendance areas. A sufficient number of application were received from the Carmel Valley area of the district, but applications to the program exceeded space from the Hills/Heights attendance area and the school held a lottery providing all applicants an equal opportunity for enrollment. About 20 children were shut out of the program after the lottery.

The program as previously approved, would result in two hours of intensive Spanish instruction each week. In first grade, students are to receive 45 minutes of Spanish instruction each day in the afternoon, with one bilingual teacher providing instruction in one class and then changing with a partner teacher to provide 45 minutes of instruction to the second class. In all, three certified bilingual teachers would need to be hired to start the program.

All grades kindergarten through sixth will experience some exposure to conversational Spanish under the program.

But lately grumblings have commenced among the Del Mar Hills community over equity issues including an increase in enrichment staffing costs at Del Mar Heights beyond what would normally be allowed and potential student enrollment impacts at Del Mar Hills including a potential loss of Hills students to the program, especially if the Heights Spanish program were to increase exponentially. The school plans to expand the program by adding second grade Spanish classes for the 2009/2010 school year and third grade and fourth grade classes the following two school years.

That fear of the unknown brought a huge crowd to the last school board meeting, many in support of the program, many questioning its impacts. Input was so great in fact, that time constraints caused the meeting and a decision on the fate of the program to be continued until June 11.

With a full agenda that included end-of-the-year staff honors and another discussion over aspects of district enrichment hours complicated by a recently discovered formula snafu, the Spanish program issue did not come up for discussion until close to 10 p.m. — with a hefty 45 speakers presenting speaker slips on the matter.

That prompted a preemptive strike by Trustee President Annette Easton, who asked for patience and cooperation.

"Obviously we have a passionate community and there are many legitimate questions that have been raised," she said. "Unfortunately there have been some statements about the program that aren't factual. Sometimes we take a stand and it puts us in a corner and it's hard to get out of that corner.

'This is such an intelligent community," added Easton, "we are data junkies and sometimes there is an analysis paralysis. The model for education is not the same as the business community. There are assessments and adjustments that need to apply to the Spanish program as well. Is it absolutely the best model? Probably not. But it is in the interest of the district to maintain the viability of both schools."

The remainder of the meeting was left to some emotional public input on both sides of the issues but no questions answered due to time constraints. Board trustees will discuss the matter in detail this Wednesday and examine proposals including keeping the program intact, implementing the Spanish program in kindergarten only and leaving out first grade, implementing an outreach program to encourage the parents of kindergarten students whose names were not drawn in the lottery to attend Del Mar Hills, and to consider deferring the program until the 2009/2010 school year.

The continued meeting will be held June 11 at 6:15 p.m. at Del Mar Hills Academy.

Friday, June 6, 2008

Speakers shower Del Mar School board with opposing views on Spanish Program

By Marsha Sutton

A full house packed the room at the May 28 Del Mar Union School District board meeting, the majority of the audience coming to hear the board discuss the Spanish language program slated for Del Mar Heights School this fall.

They also came to speak – 45 of them, to be exact.

But by the time the board reached the Spanish program agenda item, the time was 9:50 p.m., and 13 speakers had left.

Of the remaining 32, some speakers were from Carmel Valley, but most were parents and staff members from the Heights and neighboring school, Del Mar Hills Academy. Both schools share a common attendance area and compete for students.

The bulk of the controversy over the Heights Spanish program, which was approved in January by the school board, centers around its need for four kindergarten and four first-grade classes – with two classes at each grade level participating in the more comprehensive Spanish Discovery program (see related story, page one).

Those opposed to the program had concerns about its effect on enrollment at the Hills, the cost, and the wisdom of adding what they essentially view as another enrichment program, foreign language, when the district’s established enrichment program faces an uncertain future.

Arguments in favor of the program included the educational value of second language instruction, the years of work leading up to the development of the program, the virtually unanimous support among Heights parents and teachers for the program, and the sensitivity supporters say was paid to cost and enrollment issues.

The tension leading up to the board meeting had escalated in days prior, reaching a fevered pitch by the time trustees took their seats on the stage. With Heights supporters fighting to “Save Our Spanish” and Hills supporters wanting to “Save Our School,” both sides were seeing red and impasse seemed inevitable.

Prefacing the discussion with an impassioned speech for tolerance and understanding was board president Annette Easton, who implored the audience to “please put aside your agenda and please try to hear the other side.” For nearly 10 minutes, she spoke to a filled auditorium that was quiet as a church, constituents listening to every word.

She asked individuals to control their emotions and reach across the aisle to see how others might view the situation. She promised to do likewise, and suggested that her support for the Heights program did not mean she disagreed with the Hills’ position. If a byproduct of the program meant a yearly pattern of declining Hills enrollment, she indicated that would be unacceptable.

Easton acknowledged the validity of both sides of the debate, and eloquently asked others to do the same.

Hoping to calm the crowd, Easton said trustees had received over 130 emails and other communication on the issue and had read every one. “We have been trying to listen to all sides,” she said.

She said an intelligent community like Del Mar’s expects planning perfection. “We are data junkies,” she said. “We analyze everything. We want well-thought-out plans. But sometimes we get into an analysis paralysis that makes it impossible to move forward.”

Easton said the model for education is not the same as the business world and urged people to learn the facts, keep an open mind, and understand that the Spanish program is a trial program that is likely to be modified after implementation.

Hoping to soften any comments that might fan the flames, she asked the audience to consider all sides before speaking and, in the interest of time, to limit the length of speeches.

Before public comment, trustee Janet Lamborghini asked that fellow board member Katherine White, who has a son in kindergarten at Del Mar Heights, be exempt from discussion of the Spanish program. Because White’s son will enter first grade in the fall and could potentially benefit from the Spanish program, Lamborghini alluded to a potential conflict of interest.

Interim superintendent Janet Bernard said she had discussed the matter with attorneys and learned that there is no legal reason why White should not participate in the discussion or a vote. But she did note that there may be “a perceived appearance of impropriety.”

Concerned about setting a precedent that would prohibit board members from participating in a wide range of issues, Easton said that any trustee with children in the district could personally gain from voting on a number of matters. She cited as an example the explosive Ashley Falls/Sage Canyon school boundary issue that fiercely divided the Carmel Valley community a number of years ago, noting that certain board members participated in that vote even though they, and their children, directly benefited.

Ultimately the decision was left to White, who said that few people serve on school boards who do not have children in their school district. She noted that many school board members’ children reap the benefits of decisions their parents make while serving, calling it a fine line determining which votes are acceptable for individuals to participate in and which are not.

After thanking Lamborghini, with the slightest hint of sarcasm, “for looking out for my best interests,” White asked that the board allow the item to be separated into two parts: one for the kindergarten portion of the program and one for the first-grade portion.

Since her son will be promoted from kindergarten to first grade this fall, White said she will fully engage in the kindergarten discussion and any vote on the matter. But she agreed to refrain from participating in the first-grade Spanish program discussion because of the appearance of a conflict of interest.

“It’s sad that I feel political pressure to recuse myself, but I do,” she said.

Public Comment

After some debate about how much time to allow the speakers, given the late hour, the board settled on two minutes each, and public comment began.

Of the 32 speakers, 23 spoke in favor of the Heights Spanish program, citing a variety of reasons for their support.

Praise for Del Mar Heights principal Wendy Wardlow was offered by a number of speakers, one of whom was Elizabeth Folkerth, a Carmel Valley resident, who attended Del Mar Heights 35 years ago as a student. “Wendy’s love of education is infectious,” said Folkerth, whose son has applied for the kindergarten Spanish Discovery class reserved for students living east of I-5. She said Wardlow “is creating programs today that will help our children tomorrow.” Others called Wardlow a visionary.

Elizabeth Silverman, a Heights parents whose son was not picked to participate in the Spanish Discovery program, said she was proud of the work done with foreign language at the Heights and condemned the dissension. “People are only interested in what they can get for themselves,” she said. “This is about foreign language in our school district.”

Heights parent Kathy Nahum suggested that other schools “learn from this implementation” and replicate it at their sites.

“Every district has to start somewhere,” said Cheryl Ward, a Carmel Valley resident whose daughter has applied for the kindergarten Spanish class this fall. “I ask that we all unite and move forward with this program.”

Camilla Rang, a Heights parent originally from Europe, said the U.S. is the only country that doesn’t offer a second language in the early grades. “You can all learn from our mistakes because surely we will make them,” she added, addressing parents from other Del Mar schools.

Parent Bruce Smith drew gasps when he said his impression after touring both the Heights and the Hills was that the Heights’ presentation was “100 percent superior.”

Anthony Loeppert has a son in kindergarten at the Hills and plans to move him to the Heights this fall for first grade. “It’s good to have two options,” he said. He criticized the Hills community for making demands after the school board decision to proceed with the Spanish program had already been made.

Many speakers, including University of California San Diego medical school professor Tamar Gollan, cited research showing that second language instruction is valuable for young children, who have a particular ability to learn foreign languages faster and better in the early grades. “The benefits of bilingualism are underestimated,” she said.

Robbie Elliott, an English Language Learner instructor at Del Mar Heights, said she has personally observed how easily young people can learn a new language.

The value of teaching a second language to young children was emphasized by a number of speakers, even though this point was never disputed by those opposed to the Heights’ Spanish program.

Mary Taylor, outgoing PTA president from Torrey Hills School, said, “We get caught up in the wrong arguments.” She said the problem is not about the value of Spanish language instruction; everyone agrees it’s beneficial. “It’s about implementing programs the right way,” she said.

There were nine speakers opposed to the program, six from Del Mar Hills and three from schools east of I-5.

Greg Kostello, a Hills parent, said the board “created a situation where people are fighting with one another.” He asked the board to be more transparent and not “take away teachers from our school.”

Hills parent Beth Westburg disagreed with the cost estimates and objected to the program based on its negative effect on Hills enrollment. “Is it right to harm one school’s enrollment to make this program work?” she asked. The Heights, she said, should not have “a sense of entitlement.” In an earlier statement to the board, she referred to the Heights as the school “where most of the board members attend.”

Janet Pecsar, Hills PTA president, reiterated that the Hills community is not opposed to a Spanish program. But she said that Wardlow “has been unwilling to tweak her program” to allow the Hills to have three kindergarten classes. “She won’t do it until you make her,” she told the board.

Hills parent Marybeth Norgren choked back tears as she told the board, “I want our school to be looked out for. You can’t guarantee it’s only going to affect us for one year. It’s not fair that some other school’s program is going to impact my school. It’s simply not fair.”

The school board will resume discussion of the issue at its next board meeting scheduled for June 11.