Dallastown Area School District Superintendent Search June 2012

Summary Report
Board of School Directors
Ronald Blevins Sue Heistand Margaret Ibex Donald Jasmann William Lytle Michael Noll Kristin Phillips-Hill Kenneth ("Butch") Potter Lauren Rock

Superintendent Search Committee

Donald Jasmann, Chair Ronald Blevins Sue Heistand Lauren Rock Jeanne Pocalyko, DASD HR Director

On Behalf of the Search Committee, Respectfully Submitted: ______________________ Donald Jasmann, Chair

Introduction: In February of 2012, the Dallastown Area School District (DASD) Superintendent resigned. The School Board appointed a Superintendent Search Committee to define the process to be used for recruiting and screening candidates. Some of the work by the Committee was conducted in executive sessions in order to address personnel issues related to the search and also to maintain appropriate candidate confidentiality. The purpose of this report is to document for future reference the process used and summarize the results of the search activities.

Executive Summary: The Committee began work in late February 2012, and concluded activities in June 2012. Selecting a District Superintendent is the most important function of a School Board. In order to assure the search process was aligned with the needs of the district, the Committee conducted an online survey and arranged feedback meetings with various stakeholder groups. The data and information obtained was used to develop screening questions for use during the interview process. The Committee revised the Superintendent position description, and advertised the opening with various education related associations and on multiple internet job boards. Seventeen individuals applied, with six being identified by the Committee as viable candidates worthy of additional consideration. The Committee conducted the Round 1 screening interviews and narrowed the candidate list to two individuals (one internal and one external). The Round 2 interviews were conducted by Committee members and a group of individuals representing various DASD stakeholders. The full Board also interviewed the candidates during Round 2. The Round 3 interviews included five homogeneous focus groups, a public meet the candidate forum, and full Board interviews. The feedback, candidate ratings, and comments obtained from the stakeholders during the Round 2 and 3 interviews were summarized and shared with the full Board. DASD Human Resources conducted formal and informal reference checks. The confidentiality of the candidates was maintained until they informed their home districts that they were pursuing another opportunity. In order to obtain additional information relative to the external candidate, a home district visit was conducted. The Committee provided the Board and the public with status reports throughout the process. The responsibility for making the final selection was retained by the Board and all input and feedback obtained during the search process was considered.

Initial Search Process: Stakeholder Survey: A confidential online survey was developed to engage stakeholders in the search process and assist the Committee in determining the skills and traits desired in a superintendent (Attachment). The survey was based on a similar document developed by the Pennsylvania School Boards Association (PSBA). The survey was modified to allow for optional written comments. The respondents were asked to identify the top five skills and top five traits. 725 individuals responded to the survey. 319 respondents provided additional written comments.

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Top Five Superintendent Skills and Traits Identified by the Respondents Skills Be able to oversee and manage the budget process Demonstrate high level skills in planning for the district's future Provide support and clear guidance to the administration management team Demonstrate ability to promote and create high student achievement Be open, responsive and sensitive to parent's concerns Traits Honest Approachable Positive communicator Leads by example Creative problem solver

Written Comments Key Points Conduct a meet the candidate night for district stakeholders Superintendent needs to be a team player Superintendent must hold administrators and teachers accountable Superintendent must be able to delegate and positively manage and motivate people Superintendent must be a firm but tactful leader; able to address and resolve difficult issues

The survey results were used by the Committee to help structure the future search activities and to develop interview questions.

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Stakeholder Input Meetings: To obtain additional stakeholder input to the search process and help define the needs of the District, the Committee conducted meetings with several stakeholder groups. Separate meetings were held with administrators, teachers, support staff, students, and the community. The student group first reviewed the primary responsibilities of a Superintendent. Breakout sessions were then conducted and the students brainstormed ideas on what they would like to see in a Superintendent. A modified Affinity Diagram Process was used with the remaining groups to assure that each individual had the opportunity to participate and that their input was documented. Each participant recorded ideas on individual post-it notes. The post-it notes were then organized into clusters and the Committee led group discussions to clarify input. The administrator group used the Affinity Process to identify strengths, weakness, and focus areas for the future. The remaining groups used the Affinity Process to respond to the following question: What essential qualities, skills, knowledge, and abilities do you feel our next superintendent MUST possess in order to be successful?

Stakeholder Input Meeting Participation Group Administrators Teachers Support Staff Students Community # of Participants 20 35 75 13 15

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Stakeholder Input Meeting Key Points Visit candidates' home districts and talk with community Have candidates interface with students and evaluate how the candidate performs Performance based interviewing Candidates should be able and willing to recognize both their strengths and weaknesses and articulate how they intend to overcome their weaknesses Various personality skills were highlighted as being important The output from these meetings was summarized and used to help develop interview questions used in Rounds 1 and 2 and as prompts in the Round 3 focus groups.

Retired Superintendents Meeting: The Committee met with four retired York area Superintendents. This meeting helped the Committee gain a better insight in what a Superintendent does on a day to day basis. The Superintendents also recommended that the Board participate in a workshop to help clarify their collective thinking on the Districts vision and future.

Board Development: An outside facilitator was used during the workshop to help the Board establish a consensus on the Districts vision and how best to promote enhanced student achievement. Additionally, this workshop helped focus the Boards collective thinking on the Superintendent interview process and responses to potential questions from candidates.

Superintendent Job Description: The job description for the Superintendent position was updated by the Committee and approved by the Board. Minor changes were made and included requirements for measuring student achievement and the development and implementation of the strategic plan.

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Advertisement of Opening: The Committee developed an advertisement (Attachment) and determined that the job search would be limited to the Mid-Atlantic Region. Advertisements were placed with regional educational associations including PSBA, and also posted on several internet job boards. Seventeen individuals responded to the advertised position.

Screening and Interviewing of Applicants: Pre-screening: The Committee conducted a paper review of the applicants resumes and other submitted materials. DASD Human Resources conducted informal confidential reference checks. As a result of the pre-screening process, six candidates were identified for face to face interviews in Round 1.

Round 1 Interviews: After multiple attempts with no response, one candidate was removed from consideration. The Committee developed questions (attachment) and conducted interviews with the remaining five candidates. Three candidates were identified for further consideration. The results of the Round 1 interviews were presented and the full Board concurred with the Committees recommendation. For personal reasons, one candidate decided not to continue, which resulted in two candidates advancing to Round 2.

Round 2 Interviews: The Committee developed questions (attachment) based on initial stakeholder input and the results of the Round 1 interviews. The candidate interviews were conducted by a combined group of 30 people consisting of individuals representing the following DASD stakeholders: 7 7 5 2 2 2 5 Administrators Teachers Parents (2 were also paraprofessionals) Support Staff Students Community Members Committee members

The feedback from the combined group was summarized by the Committee. The full Board also conducted Round 2 interviews. The feedback from the combined group was shared with the Board after the Board interviews were completed.

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As part of Round 2, the candidates completed a writing assessment. The candidates were given 30 minutes to write answers to the following questions: If hired as the Superintendent of the Dallastown Area School District, there would be limited time to learn about the district before the start of the 2012 - 2013 school year. Two part question: a. What would your entry plan be? b. How would you go about determining your goals, and how best to focus your attention and energy during the first year?

Round 3 Interviews: The candidates met with five focus groups in a somewhat informal interview process. The focus groups included the following: 20 30 16 15 22 Administrators Teachers Support Staff Parents Students

Committee members were present for the Parent focus group and observed the Student focus group to evaluate how the candidates interfaced and responded to the students. In order to assure a free exchange between the candidates and the participants, Committee members were not present during the Administrator, Teacher or Support Staff focus group interviews. The feedback from the focus groups was summarized by the Committee. The candidates also participated in a meet the candidates forum. This meeting was open to the public and approximately 81 community members participated. Committee members were present during the forum and solicited questions from the participants. Similar questions were combined, and due to time constraints not all questions were used. The feedback from the community forum was summarized by the Committee. The full Board also conducted Round 3 interviews. There were no scripted questions developed by the Committee for use by the Board. These interviews were designed to provide the candidates with the opportunity to first ask questions of the Board in order to gain clarity on future expectations. Individual Board members then asked free form questions to follow-up on various topics raised during previous discussions with the candidates that required further exploration or clarification. The candidates were informed of the next steps in the process and the anticipated timing for when they would be notified on the final decision and selection.

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Reference Checks and Home District Visit: DASD Human Resources conducted formal checks of the references provided by the external candidate. Several members of the Board visited the home district of the external candidate and met with fourteen stakeholders selected by the candidate. The Board members also interviewed the candidate in a casual setting. The results of the visit were shared with the full Board.

Decision Process: The final determination and selection of the new Superintendent remained the responsibility of the full School Board. The Committee provided the Board with all the summary information obtained from the District stakeholders input meetings, the feedback from each round of interviews, the results of the reference checks, and an overview of the home district visit. The Board considered and discussed the available information and their perceptions of the candidates based on their own observations during the interview process. Consideration was given to the current, short term, and long term needs of the District. Action was taken on the final selection and appointment of the Superintendent at a special public Board meeting conducted on June 21, 2012.

Summary: The Superintendent Search Process spanned four months and involved over 150 hours of Committee member time. An estimated 1,100 District stakeholders participated in the search process in various capacities. The process was developed using as much stakeholder input as possible. Appropriate candidate confidentiality was maintained while at the same time providing for transparency and public oversight. The result was an extensive search process that was fair and yielded a successful outcome.

List of Attachments: Attachment # 1 2 3

Document Title Stakeholder Online Survey Open Position Advertisement Interview Questions

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Attachment 1 Stakeholder Online Survey

1. Please check all that apply. Parent Support Staff Certified Staff Community Member Administrator 2. Please select the top 5 skills that you would desire to see in the new Superintendent. Be able to oversee and manage the budget process Hold the principals accountable through a quality evaluation process Be an expert in Curriculum and Instruction Have prior experience as a Superintendent Demonstrate working knowledge of technology and its applications Consistently provide the Board with options and a rationale Provide support and clear guidance to the administration management team Show a knowledge of PA School law and Pennsylvania Department of Education regulations Be a cheerleader and active advocate for the school district Keep a tight rein on the budget by minimizing tax increases Demonstrate high level skills in planning for the district's future Demonstrate ability to promote and create high student achievement Show leadership in the community and its organizations Attend school events and activities regularly Possess a knowledge of school construction and physical plant operations Be open, responsive and sensitive to parent's concerns Have prior experience as a principal Possess an earned Doctorate Spend considerable time n the schools with teachers and students Interview and approve all teaching candidates before recommendation Other, please specify 3. Please select the top 5 traits that you would desire to see in the new Superintendent. Kind/Sensitive Decisive Enthusiastic Honest Flexible/Adaptable Leads by example Positive communicator Emotionally stable Courageous Consensus builder Approachable Dignified Visionary Loves children Sense of humor Conservative Creative problem solver Other, please specify 4. Please feel free to add additional comments.

Attachment 2 Open Position Advertisement

Superintendent of Schools Dallastown Area School District

Student population of 6,000 and an annual operating budget in excess of $85mm is located in York County, PA and boasts high student achievement with a dedication to excellence. Our successful candidate must have superintendent, asst. superintendent or comparable experience; an educational doctoral degree, demonstrated ability to work effectively and cooperatively with the board, community, and staff; knowledge of school finance and budget, proven leadership and management abilities, and the ability to administer school code, policies and procedures. Experience as a superintendent and knowledge of PA School Code preferred. PA letter of eligibility will be required. Salary is regionally competitive based upon successful experience, qualifications, and meeting board criteria including but not limited to those listed above. Successful candidate may start immediately. Applicants should submit letter of interest, resume, copies of PA letter of eligibility and university transcripts, and current Acts 34, 114, 151 and 24 clearances (dated within 1 year). Applications received by April 16 are assured consideration. Minority candidates are encouraged to apply. EOE

Attachment 3 Interview Questions

Superintendent Questions 2012 Round I

1. Please provide us with an overview of your educational background and your related work experience, and tell us how you feel they have prepared you for this position. 2. Please describe what you see as the ideal working relationship between the superintendent and the school board. Follow-up if not addressed How do you envision communications taking place? 3. Have you ever worked with an administrator whose performance was marginal? If so, describe the process you used, along with the outcome. (If not ask about a marginal teacher.) 4. Last year our district furloughed employees and was forced to make major cuts in our budget. Without our teacher wage freeze this year, we would probably have been in the same position. We are likely to face the same types of challenges in the future. How will you manage a cost-effective budget without compromising the quality of our educational program? Follow-up - If forced to manage a situation where a major deficit exists and budget modifications are needed, where would you begin? 5. What has been your most difficult professional challenge to date? What happened and what actions, if any, did you take? 6. How would you go about getting to know the culture of the Dallastown Area School District? How would you continue to build upon our success? How would you go about continuing to move us forward as a district? 7. Our district would like to improve the amount of input and consideration given to ideas from the various stakeholders. How would you be able to do this without limiting progress on initiatives? 8. How would you propose we set and monitor goals for district-wide student achievement, and how would you ensure the integrity and viability of your plan? 9. How will you engage and rally the support of the district administrative team in order to accomplish district-wide goals? 10. Describe a time when you have had to make an unpopular decision or implement an unpopular practice or initiative. What steps did you take and what was the outcome? 11. Describe a situation where you were responsible for getting others to make a change. What role did you play and what actions did you take? What was the outcome? If you had to do it again, would you do anything differently? 12. Describe a change in your work you have personally had to make in the last couple years. At the time, how did you feel about making the change? What did you do to make the change? How do you feel about the change now?

13. Give a specific example of a time when you had to deal with an angry stakeholder. What was the problem and what was the outcome? What was your role in diffusing the situation? 14. What do you hope to gain from this position that you dont have in your current position? 15. Is there anything we havent discussed that you would like us to know about you? 16. Do you have any questions for us?

Superintendent Interview Questions June 1, 2012-Large Group Interview

Inappropriate and illegal questions: No questions about personal life - age, sexual orientation, religion, health, family, economic status, political party affiliation, etc.

Candidate_______________________

Interviewer___________________________

1.

Please provide our committee with a brief overview of your experience in education. Please limit your answer to 3 minutes or less. What do you know about our District and why do you want to be Dallastown's Superintendent? How would you use your past experiences to benefit our District, while taking our culture and ideologies into consideration?

2.

3.

4. Tell us about the most significant change you have implemented in a school system. What was the significant change, how did you go about it, and what was the outcome? 5. Could you please talk about your view of the role that school counselors should play in K-12 education? 6. Give a specific example of a time you had to deal with an angry stakeholder. What was the issue and what was the outcome? What role did you play in resolving the issue? Please describe your experience in working with a teachers association. Scenario: You come out of a meeting and find that you have 4 urgent messages waiting for you; one from a parent, one from a principal, one from a Board member, and one from the president of the association. In what order do you contact the 4 people and why? What role, if any, would you play in providing opportunities for assistance to a teacher who is on an improvement plan, and how would you expect your leadership team to create and implement improvement plans for teachers?

7. 8.

9.

10. How important is technology in education, and how would you decide what technology to bring into our district? 11. Do you have any experience in negotiating a labor contract, and if so what has been your role? 12. Clearly these are difficult financial times for school districts. How would you approach balancing a budget without compromising educational quality? 13. Administrative costs have increased drastically in many school districts in the past few years. Do you feel that these costs, which are not directly related to student instruction, are justified? 14. What in your view should be the focus for additional education beyond high school? 15. What are your thoughts on the long term effects of full day Kindergarten programs? 16. Reading recovery and early intervention programs have their supporters and also their detractors. What are your views about the effectiveness of these programs? 17. What would you say are the greatest strengths that you would bring to Dallastown?

Superintendent Interview Questions School Board June 2, 2012

Inappropriate and illegal questions: No questions about personal life - age, sexual orientation, religion, health, family, economic status, political party affiliation, etc.

1. Please provide the board with a brief overview of your experience in education, and tell us how you feel it has prepared you for the Dallastown Superintendency. 2. What do you know about our District, and why do you want to be Dallastown's Superintendent? 3. How will you set high standards for your administrative team and then hold them accountable to those standards? 4. What would be your expectations of a building principal in the supervision of a teacher who has been consistently ineffective? How involved would you be in that process? 5. Scenario: The School Board has established a policy to which you are opposed. How would you implement the policy given your feelings about it? 6. We are a School Board with limited experience. Accountability is a high priority for us. The Board does not want to manage the day to day operation of the district, but we need to know that the district is being run efficiently and effectively. How would you assure us that accountability is taking place? 7. Describe how you would approach developing a cost-effective educational budget. 8. Please describe your experience, if any, in labor relations and negotiations. How would you characterize your working relationship with the association? What in your view are the primary necessities for developing a strong working relationship with the association? 9. Describe your leadership style and why you believe it is appropriate for the educational environment. 10. What do you see as the greatest challenges for the Dallastown Area School District, and how would you address those challenges? 11. What will be your preferred communication channels with the Board, the association, your administrators and the community? 12. What is the most challenging school legal issue with which you have been involved? How did you handle it? If you had to identify an area of school law which you would like to know more about, what area would that be? (special ed, labor law, finance, construction, etc.)

13. What would be your vision for our district? Can you describe 3 overarching goals that, when met, place a district in a position of excellence? 14. How would you decide what direction to take for curriculum, technology, evaluation systems, and other decisions?