Tonight the Board conducted interviews with two firms vying to represent us in our upcoming search for a new Superintendent. It was interesting to hear their perspectives and there was definitely more overlap than difference in their recommendations for how we proceed. For example:
- Both firms recommended a confidential process (meaning only the Board interviews potential candidates) because they both said we will get more high-quality candidates that way. They said many good potential candidates might be willing to interview only if their current districts don’t know they are looking, out of concern for losing effectiveness or legitimacy if they are publicly a candidate and not selected (anyone who has looked for another job while having a job can kind of relate to that). On the other hand, I’ve committed to a real and substantive role for stakeholders in vetting our choice of a superintendent. Whichever firm we choose, I think we’ll have to design a process that includes important voices and input from outside the board (e.g., parents, students and teachers) while making sure that the process invites applications from as many qualified applicants as possible.
- Both firms also recommended an extensive community engagement process prior to screening and interviewing candidates. Their proposed timelines included time with the Board as a whole and individually to identify key priorities and qualities for the next Superintendent, then spending time talking to stakeholders doing the same thing. My concern is that, having participated in the Superintendent Search CAC in 2007, before the Board selected Carlos Garcia, that the engagement the Board conducted at that time was pretty lacking. We had two meetings with the search consultant and the end result of our efforts was what Commissioner Wynns called a “walk on water” profile of the perfect, unattainable Superintendent. I liked Carlos a lot and I think he did a good job for us while he was here, but he would be the first to say he didn’t walk on water. And he probably embodied 70 percent of what our perfect profile laid out. So “extensive community engagement” had better look very different than nine years ago. Also, the Board is going to have to participate — fanning out to escort the consultants to meet with our various advisory committees, with PTAs and with advocacy groups, ensuring all meetings are conducted in English, Spanish and Cantonese, and really making sure we get out there and talk to as many people and stakeholders as possible to get their input and ideas. We cannot phone this one in or expect the staff and search consultant to carry it. An idea I had tonight was to hold additional community meetings in every Supervisor district with public school parents and teachers, hosted by the Supervisor and structured as a town hall so the consultants, the district Supervisor and the Board can hear input. Anyway, the process has got to be real, it’s got to be inclusive, and it’s got to be substantive if we are to have hope of building good will and trust for a new administration.
- The timeline is likely to be four or five months at least. The Board will vote on a search firm selection Tuesday evening (name TBD, based on the outcome of negotiations) and then we will need to sit down and start calendaring the whole process: when consultants will meet with Board members, when they’ll be in the district talking to staff, parents and students, and how long they’ll spend advertising the position and inviting resumes. Then we get to pre-screening, background checks and interviews. There will be at least one new Board member, if not more, starting on the Board in January, so I also think we need to be sensitive to not making too many decisions until we know the makeup of the Board after the November election. It might not be the worst thing in the world if our new Superintendent is hired effective July 1 — just as planning for a new year begins. I am sure Interim Superintendent Leigh has some thoughts about that (he is in the sooner rather than later camp), but that timeline would ensure that we have the broadest and best choice possible. From recent experience I would not necessarily want a Superintendent who is willing to leave their district mid-year with little notice.
Finding a new Superintendent is a challenge for us as a Board and a community, but it’s also such an opportunity to come together and agree on some key goals and strategic direction. I feel optimistic after talking to the firms and I think this process will help us continue to move in a positive direction.