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Pursuing The Position Final
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Transcript of Pursuing The Position Final
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