IASB Superintendent Search – Report to the Board

Edwardsville CUSD 7: IASB Superintendent Search, Report to the Board

This document is intended to serve the board in at least three ways:

1) An aid in the development of search criteria. What are the challenges before the district? What leadership skills are needed? What does the board really want in a new superintendent?

2) As a resource for the board’s preparation for interviews with finalists. What are the issues? What are the key questions? How might they be addressed in conversation with finalists?

3) As an orientation document for the new superintendent. The following are some of the things that individuals had to say about the district and the task of the superintendent. As such, they will provide some helpful perspectives to the person assuming the job.

EXECUTIVE SUMMARY

I. Summary of Survey Findings

Surveys were received from 796 persons, including:

7 Board Members

214 Staff Members

505 Parents

70 Community Members

796 Total

The Board’s top ratings:

The Superintendent of our district should be an educational leader who:

  • Advocates, nurtures and sustains a school culture and instructional program conducive to student learning and staff professional goals.
  • Has a willingness to innovate and encourage others to innovate, while remaining accountable to the Board of Education and the community he/she serves.
  • Acts with integrity, fairness and in an ethical manner
  • Collaborates with the faculty and community members, responds to diverse community interests and needs, and mobilizes community resources

The Staff’s top ratings:

The Superintendent of our district should be an educational leader who:

  • Acts with integrity, fairness and in an ethical manner.
  • Advocates, nurtures and sustains a school culture and instructional program conducive to student learning and staff professional goals.
  • Ensures the management of the organization, operation and resources for a safe, efficient and effective learning environment.
  • Has proven abilities in human relations and communications.
  • Collaborates with the faculty and community members, responds to diverse community interests and needs, and mobilizes community resources.

The Parents ratings:

The Superintendent of our district should be an educational leader who:

  • Acts with integrity, fairness and in an ethical manner.
  • Advocates, nurtures and sustains a school culture and instructional program conducive to student learning and staff professional goals.
  • Promotes the success of every student by facilitating the development, articulation, implementation and stewardship of a vision of learning that is shared by all stakeholders.
  • Ensures the management of the organization, operation and resources for a safe, efficient and effective learning environment
  • Has a willingness to innovate and encourage others to innovate, while remaining accountable to the Board of Education and the community he/she serves.
  • Has the ability to maximize financial and human resources in support of educational programs in the district.

Community’s ratings:

The Superintendent of our district should be an educational leader who:

  • Acts with integrity, fairness and in an ethical manner.
  • Promotes the success of every student by facilitating the development, articulation, implementation and stewardship of a vision of learning that is shared by all stakeholders.
  • Advocates, nurtures and sustains a school culture and instructional program conducive to student learning and staff professional goals.
  • Has a willingness to innovate and encourage others to innovate, while remaining accountable to the Board of Education and the community he/she serves.
  • Has the ability to maximize financial and human resources in support of educational programs in the district.

Bottom line from the Surveys:

There is some agreement that the board should look for a superintendent who:

  • Acts with integrity, fairness and in an ethical manner.
  • Advocates, nurtures and sustains a school culture and instructional program conducive to student learning and staff professional goals.
  • Has a willingness to innovate and encourage others to innovate, while remaining accountable to the Board of Education and the community he/she serves.
  • Collaborates with the faculty and community members, responds to diverse community interests and needs, and mobilizes community resources.
  • Promotes the success of every student by facilitating the development, articulation, implementation and stewardship of a vision of learning that is shared by all stakeholders.
  • Ensures the management of the organization, operation and resources for a safe, efficient and effective learning environment.
  • Has the ability to maximize financial and human resources in support of educational programs in the district.

Superintendent Search Survey

Board, Staff or Parents/Community Members, Edwardsville CUSD 7

The Board of Education is very interested in your input as it seeks to hire a new Superintendent for Edwardsville CUSD 7 survey is provided by the Illinois Association of School Boards, who is assisting us. The survey results will be shared with the Board of Education, but all survey responses and comments will remain anonymous. Thank you!

Instructions: READ the following 16 items. Choose the SIX items that you believe identify the traits or skills the next superintendent must have that demonstrate a good match for the district.

The Superintendent of our district should be an educational leader who:

It is important that our Superintendent:

II. Summary of Interview Findings

  • Personal/staff interviews were conducted with:
  • Certified Staff Members [10 elementary buildings; 2 middle schools; EHS]
  • Classified Staff Members [10 elementary buildings; 2 middle schools; EHS; CO; ESSPA]
  • Administration [Central Office + Principals]
  • Parents/Community Members [Edwardsville CUSD 7 Board of Education]

1. Unique or Special Features of the District:

  • Proximity to an influencing university institution
  • Unit district (PK-12); 180 sq. miles; Rural/suburban
  • Prop-E Success; fiscal distress for 10 years.
  • High expectations for faculty/staff/students • Extracurricular (performing arts/fine arts) + sports: state championship level achievement
  • Attendance centers w/in neighborhood school locations
  • Bedroom community tax base; non-differentiated
  • Lower salaries compared to region
  • Parental expectations and involvement
  • Reputation: focused on “Premier” public relations

2. Strengths of the District:

  • Students; enrollment increasing
  • Staff committed to the students and district; above and beyond expectations
  • Parental interactions/high expectations/educated populace
  • Teamwork and collaboration for the betterment of students
  • Community gifts; PTO’s; Family donations
  • High percentage of students attend college
  • SSO in every building; safe schools
  • Impact of current superintendent to engage stakeholders for educational fund increase
  • Facilities

3. Weaknesses/Concerns of the District:

  • Fiscal distress for too long; tax base non-differentiated
  • Communication Loop (vertical/horizontal/internal/external)
  • Morale poor; distrust/retaliation; mental health; overworked; underpaid
  • Outdated curriculum; little articulation opportunities for design/implementation w/integrity
  • Technology access (outdated/unavailable for 21st Century Learning)
  • Lack of career/tech education • Special education; erosion of related services; BD identification/supports
  • Substitute teacher shortage; teacher assistant shortage
  • Neediest students are hurting the most (lack related services/inconsistent curriculum/weak RtI)
  • Parental influence on decision-making

4. Characteristics to be sought in a new superintendent:

  • Acknowledge promise of Prop-E; Blueprint to Success
  • Able to articulate the vision to all stakeholders; A Great Communicator
  • High integrity and relationship building; respectful
  • Open to new ideas; a strong listener
  • Champion innovation and evidence-based processes
  • Vested in the community; long-term commitment
  • Courage to acknowledge our shortcomings, engage stakeholders in the improvement process, and act.
  • Leadership that supports, develops, and retains high quality staff; builds internal capacity.