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| Remembering Dr. Littell and cautioned board to remember that what appears on paper may not truly reflect the qualities of the person. Speaker’s goal is to get something closer to Dr. Whitehead than Dr. Littell. Those who look good on paper may not be the best.
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| Reflection on growing up in a California town similar to Everett. There was a sense of urgency that education would bring students out of poverty. The speaker does not sense that urgency here. As math coach for Olympiad, speaker was stunned to see that only two teams could solve long problem. The speaker asked what plans the Board has to instill a sense of urgency for learning and what mechanism will they use to select a person who will make a big effort to instill urgency? President Madsen clarified that the speaker was asking the Board to find someone who not only holds a sense of urgency but could instill a sense of urgency in others. The speaker said yes.
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| The speaker sees a disconnect between lifestyle of parents and of students. The speaker sees discipline of students of color as different than that of Caucasian students. The speaker hopes the Board will ask probing questions and check for someone who understands diversity.
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| As a PTA member, leader and staff member, the speaker sees a difference between the have’s and the have-not’s. The speaker expressed concern about schools that have more PTA support and those that have more federal support. This speaker wants to see a superintendent with the ability to address differences of funding. Some schools have access to federal funds for extended day, for example.
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| The speaker wants to see more respect for students, parents, and staff by the Administration. The speaker wants to see a superintendent that puts people and kids first. President Madsen clarified that this speaker is looking for someone who can model and enforce an open and respectful environment.
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| The speaker would like to see a system for the more capable kids where they are acknowledged in the same way as the slower kids. The speaker believes the smarter kids never experience being “wrong.” They need to experience a value system in regard to learning and to help them in life. President Madsen clarified that this speaker is looking for someone who can help teachers see the value and the potential of each child. The speaker said she would like to see the money put where it needs to be.
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| The speaker said it is important to have a superintendent who has an open door, so that if a parent is not welcomed at the school level, then the superintendent needs to be able to make hard decisions about administrators who do not have open doors.
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| The speaker has been mourning the loss of old school traditions. It appears that administrators are micromanaging choices such as music for holidays. Traditions at the high school level are so restricted. The speaker understands that some reasons exist for not being able to do some things, but there is too much emphasis on what we might get sued for. There needs to be more balance.
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| Two things are happening in the community that the speaker would like the superintendent to address:
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| When asked whether there is a typical duration of a contract for the superintendent, President Madsen said it is usually a rolling three-year contract. The idea is that at end of the first year of employment, if all goes well, then the contract is extended a year, and so on. If there is a problem, the contract might be shortened by a year.
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| When asked whether there is a probation period for the new superintendent, President Madsen said it is possible that a candidate would be unwilling to take the job if the idea of 90 days was posed.
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| When asked whether there will be a competitive salary for this position, President Madsen said salaries are usually based upon the size of the district.
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| When asked whether there are others on the search committee, President Madsen indicated that the Board is the search committee, with input at this point from meetings like the one today. Board member Cooper said what the Board is hearing tonight is helpful.
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| President Madsen said that a district can attract a stronger pool if there is an assurance that candidates will not be revealed during the process.
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| Board member Cooper said the Board is looking for someone for more than three years, but the match must be mutual.
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| Concern was expressed that a broader audience might not be coming to these meetings. When asked how audiences are being reached who do not traditionally come to these meetings, President Madsen said that options include telephone, e-mail, the online survey and plans for meeting with non-English speaking families.
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| It was suggested having the surveys available at the schools and sending them home with students.
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| It was suggested sending notes home with students.
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| It was suggested getting information to businesses.
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| A speaker recommended hiring someone with an elementary education background.
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| A speaker said the candidate needs to have a vision for technology and integrating it into curriculum areas.
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| A speaker expressed concern that funds for libraries and librarians are being cut across the state.
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| A speaker said staff members have not heard about the search. This person claimed that Kim Mead had not heard about the search except through the Everett Herald newspaper.
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| Board member Dutton thanked the group for attending tonight’s meeting. This Board’s primary job is to hire and supervise the superintendent, so gathering this input is very important.
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| A speaker encouraged that the superintendent offer open communication without repercussions. Dr. Whitehead was visible in the schools and in the community—let’s get someone like her. The kids enjoyed seeing her too.
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| Board member Petersen said, in addition to supervising the superintendent, the Board also works with the Strategic Plan. Tonight’s comments are pertinent to the Strategic Plan and the work to align strategies and programs to address what has been mentioned.
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| Board member Andrews said tonight’s comments are helpful, not just in terms of finding a superior superintendent but as a way to get a feel for what is going on in the District.
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| Board member Cooper said there is nothing like face-to-face communication, no matter the number of people in an audience.
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| Board member Dutton said not only will these meetings help the Board develop a profile for a new superintendent, but comments tonight will help the Board craft questions they will ask in interviews.
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| Working with WASL and special education students is hugely frustrating for this audience member who hopes for a leader who will advocate for change nationally. Special education students learn differently and present what they know differently, so those students need accommodations for the WASL that allows them to show their skills and strengths.
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| The speaker believes the WASL has brought more rigor to the schools and proving what we are doing is fair to the American public. This district could do with a little housekeeping – a new administrator cannot come in with old staff and make changes. The speaker’s caseload is twice that of other schools. The speaker recommended hiring new people who are entrepreneurial about education. The District is composed of a staff of willing people, but we have a stuck administration. The new administrator cannot make a lot of improvements without making some changes.
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| The first speaker countered with a reference to an administrator who came to the district and made changes like pieces on a chess board – that did not play well. Change must be collaborative.
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| The speaker said messages from one department and another must be the same – without the same message, it appears to staff that there is a lack of vision.
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| One speaker felt that the Strategic Plan had dropped off the radar and needs to be made more visible.
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| The Board clarified that the Strategic Plan is alive and well and tied to school improvement plans. Some reason for not hearing about certain parts of the Strategic Plan is that those goals have been accomplished, and the District is on to other tasks.
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| One audience member commented upon missing the excitement and cutting edge thrill of being on the cutting edge of curriculum – i.e. the CE which this district adopted early. The audience member is missing the opportunity of the thrill of innovative things.
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| This speaker loves Read 180, but others are bothered by the monitoring that is possible with the program. There is concern about all classrooms having to be on the same page at the same time – not enough flexibility
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| This speaker feels the next hill to climb is helping students gain the credits to graduate – more students failed to graduate last year because of lack of credits vs. not having met WASL standards.
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| One speaker said that really difficult economic times call for a leader who can prioritize what is important and what matters. A leader is needed who can help with the culture shift to include ELL and socio-economic gaps of our families.
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| One speaker talked about effective interventions that have been instituted at CHS and have made a big difference with students. Conversations about students who have an “F” are also making a big difference, but students who are coming to CHS have not learned how to learn and do not know their strengths.
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| Another audience member responded that “inquiring” and creative problem solving is happening at elementary and middle schools everywhere.
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| The District needs someone who will be comfortable with discomfort for awhile.
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| The administration has done well with the budget and with enforcing policy and procedure. Carol was a fabulous communicator, but this speaker had a feeling that creativity was lost to an effort to be compliant with WASL.
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| The question was asked whether something can happen with school schedules, something to leverage the time we now have with kids. Mention was made of “school-based schedules.” Concern was expressed about the 7:30 a.m. start time that does not work for some students.
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| The speaker said there is a need for an alternative middle school. Sequoia High School is one of the best things we have going.
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| Full time drug counselors are a good thing.
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| The new leader is coming in at a good and opportune time.
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| We need someone with charisma.
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| Anecdote: We are the diamond in the state. The speaker just returned from a state conference and while waiting for an airport shuttle, people were asking, “How can I get a job in Everett?” It’s a great job, a great place to work.
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| The speaker said he/she does not envy the Board’s task. They must hire someone great and induct them into
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| The District needs a special kind of person who can create camaraderie – the person needs an “American Idol hit” factor. The person needs social skills and be someone who can be accepted into community groups.
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| Some discussion of why the low turnout – perhaps the “electronic” options means people are using that option rather than attending the meetings in person. It could also mean that the people who always come have already done so or plan to do so.
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| One attendee felt that the District is not in terrible shape – there is no need to consider looking for someone who needs to repair a disaster.
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| The District needs someone who can inspire the community and staff to a wonderful vision that everyone can get behind.
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| Many of the challenges the system faces are not within the district’s purview. For example, the Mayor focuses on higher education and probably believes the District’s needs are the District’s needs, not the City’s. Much of what the District struggles with are things the community struggles with – people look at things as “our” problem and “their” problem. The community has not taken care of its problems and expects the schools to do so. For example, there should be so many volunteering that we would be turning away volunteers. This speaker noticed at Challenge Day that more students need mentors.
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| He sees 42 dropouts as 42 crises in families, 42 community crises, and 42 people who are seven times more likely to be involved in crime.
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| For example, Rotary is doing wonderful things in the community, but perhaps more for students at the end of the scale, not necessarily those at the “back of the bus.”
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| Regarding early childhood learning, the community could do more to locate new mothers and help them understand how to help their children be prepared for kindergarten.
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| Perhaps it is not the superintendent who can go out to inspire this level of community involvement, but it is helpful if it is the superintendent.
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| The District needs someone who will lay out the vision and then marshal the help.
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| The community should be concerned about how they can make the schools be the best they can be. For example, the physicians groups could be working with the schools to push services to students who need help now as a way to prevent more cost later.
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| President Madsen mentioned drugs which led to a conversation about gangs – drugs and gangs are not a school problem, but a community problem. Students in gangs may well be among the 42 dropouts mentioned earlier.
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| Board member Petersen asked whether the speaker feels the District needs a superintendent skilled in community connections, to which the speaker said yes, someone is needed who can go out to connect; someone who can lay out the bigger picture.
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| Board member Petersen said the superintendent is the CEO of a huge organization of complexities; the community connections piece is in addition to those core issues of finance and curriculum.
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| The speaker suggested laying out a roster of the things happening now doing in the District, and then ask, “Where are the places that people can help us so that we can focus on the business of education?” President Madsen clarified that the speaker is suggesting a leader who can help the community understand its role.
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| The superintendent should be someone who feels comfortable building coalitions of groups who may have different objectives and who may not necessarily fit well together. Individually, the union and the District need to be successful; together, the union and the District need to be successful as a team.
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| The District needs someone who looks at “today” as an intermediate step on the way to somewhere else – where continuous change is the norm. The District needs someone who can explain that change so that teachers can be comfortable with it. More is gained in incremental changes and improvements vs. overall, massive change less frequently. The flywheel needs to keep moving.
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| Board member Petersen suggested having leaders from key children’s-focused groups visit with the Board – have CEOs gather together. It was suggested bringing them together as a final piece in the process. A list of these CEOs and a date would need to be established.
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| President Madsen opened the meeting and shared the process.
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| A speaker asked why the District is not doing a broad search with a search firm, to which President Madsen replied that the District has had success in the past with conducting its own search and has chosen to do that again.
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| A speaker asked whether the group was aware of Marysville’s search process when they hired Larry Nyland, to which President Madsen said she was not certain.
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| A speaker asked, other than the controversy with Ms. Powers, what is the mood of the community in comparison to the Marysville strike and what they had to do to overcome the strike while hiring a new superintendent? How does the money spent on the Powers investigation play into the decision not to do a national search? President Madsen said the District is going to be short on funds no matter what the Board chooses to do about the search.
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| The speaker asked whether a wide enough net would be cast with this search vs. using a company that does this for a living. What happened when Carol was hired? President Madsen replied that the community wanted someone with local experience and who was familiar with Everett, so the Board recruited personally and did not do a national search. So far, the Board has not heard a message about what the community wants this time.
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| When asked how the Board is presenting the District to outside candidates, President Madsen replied that the reason for holding these meetings is to get perspectives from the community. The Board wants someone who will continue the good work, work with diversity and is a team builder – these are things the Board has listed and is looking to the community to broaden the list.
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| The speaker said the community is becoming more diverse, both ethnically and economically. This trend will probably continue and a grasp of regional development is important as is growth. Keep in mind demographics are changing. Fiscal responsibility is important. The District has a good history of passing levies and that needs to continue. President Madsen clarified with the speaker that he/she would be looking for someone who is aware of outside impacts on the District.
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| The speaker said he/she assumes the Board would be looking for someone with a background in education, and knowledge of the classroom and administrative pieces. To a teacher it would be hard for a new superintendent to have enough credibility if they didn’t have the experience of having 30 kids looking back at them.
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| A speaker said his background is in the military and that gives one the experience of the 30 faces. They have to have the confidence of the teachers or it wouldn’t work.
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| When Board member Petersen asked whether there are precedents to hiring a non-educational superintendent, a speaker said Seattle and central Kitsap.
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| A speaker said he/she bought a home in Shoreline specifically because of the district; they wanted to live in a good district even though the speaker sent his/her children to Catholic schools. As it turned out, the fiscal mismanagement was astounding and he/she would be hesitant to buy there again. Everett is very sounds and that gives one a good feeling for one’s paycheck and the value of one’s home. Everett is a best-kept secret. The speaker said he/she has lived here for about four or five years.
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| The earlier speaker returned to issues in Marysville, its strike and the negative feelings about former superintendent Linda Whitehead. On the other hand, the Everett community seems to feel good about Everett; however, how has the Powers situation affected Everett and the community fallout as the District moves forward? It was an event that impacted staff and community and has shifted the perception. The press “played it” a lot and that is their view of the District, so some community building will need to occur. President Madsen said not all of the press was negative and there was some positive feedback.
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| In the opinion of the first speaker, up until the camera situation, this was just a personnel issue. Then there were other issues involved and the community asks whether money has been spent well and staff ask, “Is that going to happen to me?” The speaker gets a sense that that event changed the perception of Carol Whitehead.
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| Board member Petersen said the Board wants to understand the community perceptions. Community confidence and trust are critical.
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| The first speaker said it is hard for him/her to be unbiased because he/she was called to be a witness. The speaker saw the camera, taught the student, and was uncomfortable with the process of testifying. It affected the speaker’s perception. The credibility issue concerned the speaker.
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| A third speaker said he is an advocate for schools and in this matter, there is no going back. One learns from this, deals with the complexities and manages it. Today should be for looking ahead and he/she asked whether that incident is relevant in finding a new superintendent.
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| The first speaker said it is relevant to him/her because of how critical personnel issues are handled and how the media handles it. As an employee, the speaker wants to feel confident that personnel decisions will be made with the highest credibility possible.
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| The third speaker asked whether the speaker is saying that a superintendent needs to understand the complexity of personnel issues.
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| The first speaker said the new leader needs to know this is a front-burner issue. In addition to money and demographics, it is important that the new superintendent be able to handle personnel issues, be a leader and make wise decisions.
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| The third speaker said the Board needs to provide a good lay-of-the-land to candidates – a new center is in the works, boundaries, curriculum, and whatever else a new superintendent needs to face in the next year.
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| The first speaker said the issue is trust – trust in what leaders say. An organization does not function well if there is not public trust. President Madsen clarified that a fine sense of ethics is important
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| The second speaker said what the first speaker is saying is that a superintendent needs to articulate and describe the values of the organization, both inside and out, and live those values. In this speaker’s opinion, it sounds like there are misperceptions that need to be dealt with.
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| The first speaker said that, as a teacher, he/she must model what he/she wants from his/her students and the speaker wants their boss to do that as well. There needs to be transparent communication and openness. Employees need to feels safe to communicate what they believe.
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| When Board member Petersen asked how broad or narrow the speaker feels this issue is, the first speaker said, amongst personnel, it is still festering. The speaker does not know about the community’s opinion. The issue is not about who was right, it’s about how employees will be treated.
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| The third speaker said there are multiple parts to the issue – disciplining the teacher, how the information went out and then how it changed. Different people have different opinions. Today people are being bombarded with electioneering and today we are worried about national issues. There is a pocket of people who are not going to let the other situation go but, on balance, people are not talking about it. They’re concerned about jobs and home values. While the other issue is not on the radar screen, one should keep it in mind in case it pops up.
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| The third speaker said the Board is to be commended for inviting community input. One must ask whether there is rationale to go nationally rather than stay internal. With the national searches, the Board was ready to do strategic planning and wanted to restructure. They wanted someone to take learning to a different level. And they did it, all because they had something very specific in mind. If the Board determines there is a unique requirement that you cannot be met internally, then a broader search is the way to go. If not, then look internally. Look for someone who has worked for the District and done good work, who has the capacity to listen, judgment you can trust and they are a known commodity. The Board may see something they need to improve in a candidate, so they would need to ask themselves whether they can you improve on it, live with it, or must they look elsewhere.
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| The third speaker recommended looking at the in-house folks because they are a known commodity. They aren’t building a resume; they doing the work because it is right.
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| The third speaker said he feels badly that the interim got distracted (I don’t know him personally) by this incident because I’ve watched him interact with the community and I see strengths.
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| The first speaker said he/she has mixed feelings because of the past issue in Marysville. If the Board only looks from within, they may miss out on other qualities, so this speaker would like to see the Board look internally and externally to see how candidates measure up.
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| A speaker commented in favor of asking candidates to move to Everett and make a five-year commitment to the job. Another speaker said not to be concerned about the language around a five-year commitment – if it’s a good fit, the person will want to remain five years and more.
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| A speaker said the Board made a good decision last time and didn’t do a national search. He/she encouraged the Board to plan well, assess well and keep the current situations in mind. Everett is a good school district and this Board has done a good job.
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| A speaker asked how the timeline for making a decision will be affected by the fact that we are in a contract year, to which President Madsen said the timing is what it is. Board member Cooper said the candidates will be aware of the situation and will undoubtedly get up to speed quickly.
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| President Madsen said the Board is not looking for a radical change in leadership. Board member Cooper said the work of the District is guided by the Strategic Plan
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| The third speaker commented about the new center and encouraged the Board to be thoughtful about this project. People respect the District and, with the Kay Powers situation, if the District does something else that questions perceptions, the community will send up a red flag. Therefore, the project needs to be explained well moving forward.
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| The speaker said there has been a tremendous amount of improvement made in the District and there is a tremendous amount of pride. The next leader will need to guard against complacency, combat how successful we’ve been. President Madsen said the Board and District do not feel like we’re done; the work is not done. We’re looking for a Superintendent that also feels that way.
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| The speaker talked about drawing comparisons to state numbers and, “How do you get me to 100? Teams that don’t cross the red zone aren’t successful.” The speaker referred to comments made a few weeks ago by Terry Edwards about on-time graduation (OTG). In the speaker’s opinion, on-time graduation is on-time … he finished school with those he entered with. That is not how the state recognizes OTG.
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| It will be important to hire someone who can balance the work that has been done without letting the District slip into complacency.
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| The District needs someone who is comfortable outside of the office. It is not possible to run an organization from inside the district headquarters. People don’t reveal everything that happens in the schools – one needs to see it to understand it and to motivate the people who are on the ground. An assistant principal asking for help from the community for the district is different than a superintendent doing the asking.
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| A person needs to be able to understand where the “hot place” is today. It may be in a kindergarten classroom, for example. The next superintendent needs to be able to recognize that this is where I should be and have the courage to be there.
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| The new superintendent must have experience in developing leaders - how to mature these individuals and how to train them?
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| What’s going on inside a school is what’s going on in the community. Teachers are being asked to do more and more, but we can’t ramp up their pay.
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| There will be more difficult problems. The Washington Leadership Academy is just blossoming now – how that will all turn out is to be determined. The District may need its own leadership academy. The superintendent may say, “I have these principals who range in experience. What do we do to bring them all along?”
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| The new leader must be frugal with District resources. Many are talking about the new administration center – there are great reasons for it, but whoever leads the District needs to be frugal – every dime that doesn’t go to a classroom needs to be examined.
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| The Strategic Plan is very important. The District will need someone who has faced major challenges and done so successfully.
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| Other points: How do we get from the WASL to something else? We need to improve dropout rates and OTG.
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| Bad things happen. There are big challenges out there and the District needs a grownup that is the steady hand that isn’t rattled by issues and will get the District through.
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| See what people are doing on the ground. Don’t turn the District upside down. An organization chart should show teachers on top. Everything exists for the sake of teachers – coming together for the teachers and students. They don’t all exist for us to have jobs. Teachers do their thing and everybody needs to be focused on that. Anyone who does anything in the school should feel very good about what they are doing. Someone needs to continue that thought process – since we have had it before this (referring to previous superintendents).
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| Continuous improvement is a strong trait. The organization should be a learning organization – whoever comes in needs to look at it like Toyota. It continually improves – they are an organization – cars are what they do – for every problem they have procedures – they consider it a chance to improve what they do. We need to decide that we are a learning, growing organization and when something
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| The new superintendent needs experience working with minorities. That population will continue to grow.
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| President Madsen said it is interesting to envision this person. The Board has heard more consistency about what people want.
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| Board member Cooper said the District is in a different situation now than before. People are generally throwing support toward the direction the District has gone. Last time there were many changes needed.
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| President Madsen said at one time, there were three superintendents in four years which made for a rough time. People felt a need to share their perspective.
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| The speaker said the District is bucking the averages.
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| Board member Dutton said just because the Board is looking nationally doesn’t mean they aren’t going to look locally.
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| Board member Cooper said the intent is to look at what’s out there and decide what’s best for the District. A particular need may need to be addressed.
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| Board member Dutton said she sees it as an opportunity to see it all.
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| Board member Cooper said the District wants to decide what the best fit is for the District.
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| The speaker said the focus should be on finding what’s best for students in the District.
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| President Madsen said that a speaker at one of the previous meetings encouraged the Board to see what’s out there to judge exactly what the District needs. The goal is to find the best fit, whether this person is local or national.
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| Board member Petersen said one knows a candidate’s strengths when they know the person. Even with reference checks, an unknown candidate is always a gamble.
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| Board member Cooper said there are different needs at different times; different strengths are needed at different times to reach a higher level. The District needed a known entity during the last search; thus, Dr. Whitehead. For example, Jane started the cycle of school reviews and Monty re-worked it.
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| Board member Petersen said Jane Hammond and Monty Littell were outside candidates.
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| Board member Cooper said Jane’s concept was to not have a central office – send people out and find out what they need. Jane implemented that and it changed the culture. She didn’t want the District to just be average, but above the cutting edge. She gave the District the confidence to be the very best. The Strategic Plan was new and still in the planning stages. The District is in a much different place than when Paul Sjunnesen was superintendent. There has been continuous improvement but there is a long way to go. Pieces that came together are from Jane – serving the schools. Evaluation & research, curriculum…
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| President Madsen wondered how the central office operated before that, to which Board member Cooper said it was much more of a central office with a culture of asking for help but being afraid of showing vulnerability. That changed some with Paul, and Jane came in as the change agent.
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| In conclusion, the speaker said perhaps there will be more participation at the search meetings on Thursday morning.
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