WSU--Pursuing the Position

WSU Superintendent Program

2008-10 Cohort

Prepared by Gay Selby

Goals

To assist you in your preparation for securing the position of Superintendent of Schools

To assist you in distinguishing yourself as a candidate for the position of Superintendent of Schools

Calendar and Topics

• (August) Overview

• (September) Preparing Your Resume, Placement File and Obtaining Letters of Recommendation

• (October) What the Process Looks Like from the School Board’s Perspective

• (November) Researching the Vacancies and the Positions

• (January) Analyzing the Vacancy Announcement and Submitting Your Application

• (February) Preparing for Your Interview

• (March) Negotiating Your Contract

• (April) Transition Planning and Assuming the Position

August

• Overview Superintendent changes for 2009-10

For September

• Dust off your resume and update it What is a resume? Pro’s and Con’s of Placement File Purpose and Focus of Letters of Recommendtion

• Meet with your superintendent for the purpose of discussing his/her “operating protocols” or “operating principles” with the board of directors. What process was used to develop this document? How often is it reviewed? Is it formally adopted by the board? How is it “operationalized”? Does your superintendent find the protocols/principles useful?

What is a Resume?(public document)

• Answers the question “what” ? What is your career goal What schools you attended What degrees/certificates you hold What places you have worked/positions you have held

• What are your responsibilities (optional, be selective, use verbs, only positions “that contribute”)

What professional organizations you belong to and what leadership roles you have held

What community groups you belong to and what leadership roles you have held

What awards you have received What articles you have authored What ________________________

Reminders About Resumes

• fits the position for which applying• well organized and easy to read (adequate

white space)--professional appearance• be truthful!!!!• proofread carefully--watch dates• white paper--professional and best for duplicating as

necessary• most recent first for education and experience information• list personal address, phone numbers, and e-mail address

(not business)

• references--list on separate sheet as do not want these included when duplicated for distribution

Pro’s and Con’s of Placement Files

• Pro’s Historical archive

• Con’s Can become dated if not attended to regularly

Purpose and Focus of Letters of Recommendation

• Helps reader get a more complete picture of you as a candidate

• Address specific required requirements and/or experiences desired by the district

• Be selective as to who you ask to do a letter of recommendation--need at least two current school board members; select good writers who will invest in the effort

• Be clear with those writing letters of recommendations as to what you want them to focus on--provide a current resume and writing points if needed and clarity as to when needed

• Must be current letters--be dated

Assignment for October

Interview the Board President/Chair about the work of the board and its expectations of the superintendent

Update your resume and bring 8 copies to the seminar; send resume to University Supervisor for feedback

Review your placement file (if you have one)

Create a list of persons you would seek a letter of recommendation from when applying for a superintendent position

October

• What the Process Looks Like from the School Board’s Perspective

Superintendent Position Open

• Board options: (interim/permanent) Appoint someone from within the district Select someone from outside the district Handle the appointment/selection themselves Hire a consultant to assist them in the

appointment/selection

Inside Candidate

• Appointing an inside candidate Just do it! Collect information from employees and/or

community on qualities and experiences desired in next superintendent, “measure” inside candidate against the information collected, and make decision to either hire inside candidate or conduct a search for a superintendent.

Selecting Outside Candidate

• Doing a search themselves• Selecting a consultant

Solicit proposals (larger districts RFP)• Experience• Cost• Track record• Work load• Guarantee • References• “Fit”

The Search Process

• Timeline (three months)• Determine qualities & experiences desired in new

superintendent and identify opportunities & challenges new superintendent will confront

• Advertise the position, recruit applicants• Screen applications/initial background checks• Board selects candidates to interview/background checks• Interview candidates (many different interview processes) • Site visit(s)/final background checks• Appoint new superintendent (roll call vote)• Negotiate contract• Transition period

Role of the Consultant(works for board)

• Advise the board• Facilitate & manage the process• Recruit candidates (assist candidates)• Initial screening of applications and background

checks• Assist board with timeline, determining

qualifications/ experiences, opportunities/challenges, screening of applications, interviews, site visit(s), and contract

• Consultant is NOT an attorney

Assignment for November

• Continue refining your resume (what)

• If using placement file--purge, update

• Review board policies that pertain to the Board of Directors—what did you learn?

• Talk with your superintendent about: 1) the induction and orientation of any new board members, 2) the reorganization of the board, and 3) any plans for board development with the old board or the new board

—(when you have a new board member you have a new board)

November

• Researching the Vacancies and the Positions

What Positions are Open?

• WASA (Career Connections)• State Associations (Administrators and School

Boards)• AASA and NSBA• Education Week• Newspapers (e-clips/WSSDA)• ESD Superintendents• Talk with search consultants

Researching a Position

• Carefully read Vacancy Announcement (clues)• Contact search consultant• Use internet sites to gather information

District website OPSI website Community websites (city, county, Chamber of Commerce,

economic development council, census bureau) Newspaper and TV websites that cover district ESD website WEA and education association websites Other???

• Contact “key” people? ESD superintendent OSPI persons Outgoing superintendent Community leadership Persons you know in the area Others???

• Visit the school district/community Drive around the community and

neighborhoods Check out the schools Talk informally with community folks Stop by Chamber of Commerce or other similar

entities Other???

• Talk with the search consultant!

Assignment for January

• Continue to polish Letter of Application

• Select one of the districts that is currently searching for a new superintendent and do some research about the district. Be prepared to share what you did and what you learned?

January

• Analyzing the Vacancy Announcement and Submitting Your Application

The Vacancy Announcement

(Review Carefully)

• Usual Sections Information about community Information about school district (enrollment,

programs, employees, facilities, strategic plan, mission statement, web-site address, etc.)

Information about school board--leadership, terms, experience

Information about application process• When due and where to send• What due--letter of application, application form, resume,

letters of reference, transcripts, other requirements• What not to do--do not contact school board members

Residency Employment--length of contract, salary &

benefits Qualifications, Experience, and

Challenges/Opportunities (how arrived at)• Qualifications--degrees, certification• Experience--teacher, principal, district office,

superintendent; number of years in positions• Challenges/Opportunities--many are common to

most districts and a few are specific to particular district

Submitting your Application

• Talk with the search consultant• Provide what is requested

Letter of application Application form Resume Letters of references (may specify number required from

board members) Specific requests--written paper on how you meet

qualifications, experience and/or challenges/opportunities Transcripts Other ___________

• Reminders White bond paper Proofread carefully!! Do not staple items Place in order requested Submit so received “on time” Other ___________

Remember: Your written application represents you! Be sure all theinformation is accurate and that it is professional in appearance. It is key to you being invited for aninterview so it must distinguish youas a candidate.

Questions/Comments

• Resume (what)

• Letter of application (who)

• Researching the district

• Submitting your application

• Other

February

• Preparing for Your Interview

Preparing for the Interview

• Call inviting you for an interview (board chair)• “Arrangements” (district person)

Schedule Travel Lodging Spouse/children Additional materials Expenses ______________________

• Connecting with the consultant Format and expectations for interview visit

• Schedule

• Who involved

• How it “will look”

• Insights into board members

• NO SURPRISES

• ______________________

Interview Formats(pluses and minuses)

• Semi-finalists (first round) Board interview Panel of observers provide feedback

• Separate day for each finalist Meet with variety of groups

• Round-robin All finalists in district at same time

• ____________________

Sample Interview Schedule

• Breakfast with ______________• Tour of the school district • Meeting with administrators and/or supervisors• Meeting with key central office personnel• Lunch with _(superintendent)__• Meeting with students• Meeting with school district employees• Dinner with school board• Meeting with community (employees also)• Interview with school board (executive session)

Be Aware

• Role of unions?• Some employees attend all meetings • Board getting lots of feedback from many sources• Depending on format you will learn a lot about the

district and community--but, be careful!• Prepare spouse as to what to expect • “Inside candidate”--act like an outside candidate!

Things to Think About

• Prepare, prepare, prepare!!!• Dress• Pacing--long day!!!• Entering & exiting• Be prepared to “introduce yourself”• Answer the questions--give examples from experience & then

tie it to what district is looking for (read your audience)• Tailor response to group, but be consistent in responses (people

compare)• DO NOT OVERTALK RESPONSE• Humor

Interviewing with the Board

• Be relaxed--be confident!• Let your personality come through!• Remember board has been watching and listening-move your

responses to the “next level”!• Format: questions or conversation?• Be thoughtful, show commitment, answer question asked or

discuss topic presented, be professional--give examples focused on “what or how would provide leadership in their district, but know when to quit

• Ask questions as appropriate--but avoid questions like: Would each of you tell me your vision for the district?

• Save questions about contract, salary, details about rest of the process for the consultant.

Remember

• Remember that you are also “interviewing the board, the district and the community.”

• Remember it is all about the fit!

Next Steps

• If not a fit for you--withdraw

• Site visit--work with consultant Goal: find out whatever additional information

they need to make a decision When, where, who is coming, who do they

want to meet with, lunch, etc.? What is your role during the site visit?

March

• Negotiating Your Contract

“That contract is all you have. If it’s not there, it doesn’t exist.”

(Joe Jones, Association of California School Administrators)

“A carefully prepared contract is no guarantee of a good superintendent-school board relationship. It’s simply a starting point.” (Richard Babb, Maine Center for Educational Services)

What is a Contract?

• Legal Document• Meaning

agreement (n) agree to (v)

• Synonyms agreement bond pact deal treaty

Terms and Conditions

THIS AGREEMENT is entered into by and between the Board of Directors (“Board”) of __________ School District No. ____, ___________County, Washington (“District”), and __name of superintendent__ (“Superintendent”).

WHEREAS, the District and the Superintendent desire to enter into a contract whereby the Superintendent will perform services as such for the District for a period of ___________, on terms and conditions acceptable to both parties;

Length of contract (1 – 3 years)

Work days, inclusive of paid holidays and paid vacation

days (260 days)

Employment, Authorities, and Duties

• July 1 – June 30

• Annual salary

• Attendance at professional meetings

• Personnel (subject to Board approval) Organize, reorganize & arrange administrative and

supervisory staff Selection, placement & transfer of personnel

• Board refer all significant criticism, complaints, and suggestions called to its attention to the Superintendent

• Related professional work (consulting, speaking, lecturing, etc.)—5 days, use vacation days, Board approval

• Attend all meetings of the Board except when reemployment or compensation being considered, or absence authorized by the Board

Other Compensation & Benefits

• Sick leave• Professional membership dues• Paid vacation days

# of days per year # of days allowed to “cash out” annually # of days allowed to carry over annually # of days allowed to “cash out” at

termination/retirement rate of pay for # of days “cashed out” at

termination/retirement

Evaluation and Extension of Contract

• Evaluation Annually or more often Discuss working relationship between

Superintendent and Board (review protocols) Board’s evaluation of the Superintendent’s

performance Design of and process for the evaluation—

annual goals, 360, comprehensive list of responsibilities, or other

• Extension of contract Annual action by the Board (in a public

meeting) to extend the contract by one year or to let the contract continue toward its expiration

Automatic “roll over” by one year on a certain date unless Board takes action otherwise

Other Common Provisions

• Residency (moving expenses)• Disability• Discharge or Termination

“just cause”– tied to state statutes no cause—serve solely at pleasure of Board “buy-out”

• Hold Harmless (superintendent and spouse)• Savings Clause• Entire Agreement

Pay for Performance

• Gaining interest, but limited in use

• Performance based contract does not guarantee longevity

A Contract is a Legal Document

“One of the first contracts I analyzed taught me a valuable lesson: Superintendents are prone to practice law and sometimes practice it badly.”(Marcy Dutton, Attorney, Illinois Association of School Administrators)

April

• Transition Planning and Assuming the Position

You are not the superintendent until

July1.

The Secret of Success

Laying the Foundation of

Trust

Cautions

• Do NOT refer (very often) to your previous district by name. Instead say “my experience has been . . .” or “ I am familiar with . . .”

• Do NOT cast any aspersions on the superintendent you are replacing

• Be cautious of those “who come calling early” (often there is a story you need to know)

• Be a good listener, be careful making promises, and be thoughtful in your decision making until you understand the issues

• Be intentional as to learning about the culture

Transition Planning

• By invitation of the leaving superintendent Identify important issues or decisions that are

pending—budget and personnel Develop a plan for your involvement

• Days in the school district (calendar)

• Receipt of documents

• School board meetings

• Special events in the district or community

• Opportunities to meet with key personnel

• Compensation for work during transition period Addendum or supplemental agreement

• Use vacation days for work during transition planning Share calendar with current board of directors

and keep them informed. (Remember: you are the superintendent through June 30.)

Assuming the Position(July 1)

• Have a plan (first 100 days) A culture to learn Board members to know Staff to interview People to meet (district and community) Budget to be approved Personnel to be hired Negotiations to be completed Board meetings to plan

Administrative meetings to plan/attend Administrative retreat to plan Opening of school Getting to know the media Pending legal issues Other ___________________

Last Reminders

• COMMUNICATIONS, COMMUNICATIONS, COMMUNICATIONS!!!

• NO SURPRISES!!!

• REMAIN TRUE TO YOUR PERSONAL BELIEFS, VALUES, AND THEORY OF ACTION!!!

“Effective superintendents will be those who manage the seemingly contradictory elements of the job: to develop leadership both from the top down and from the bottom up, to be both tough and gentle, to be both leader and follower.”

Jerome T. Murphy