• What are we trying to accomplish – educationally?

• What organizational structure best does that?

• What qualities does it require in a superintendent?

He adds, “this should be an exciting time for the board.”

Indeed it should.  Let’s make our district’s schools the nation’s best – and nationally recognized as such.  We have the people.  Why not?

This board was elected to think, plan, set policy.

Community input?  Of course.

But board thinking is one task we can’t delegate to the superintendent, Strategy II, or a search firm.  And it takes more than a meeting or two.

It’s not only our most serious, but potentially our most fun, responsibility.

So why the resistance?  I’m baffled.

The board promises to do this thinking simultaneously with the search.  The logic of that juggling act aside, the board’s past record is not reassuring:

• Dr. Grohe’s accomplishments have been recognized by a school district twice our size.  But it was impossible for our board to assess them.  Why?  The board forgot to meet its responsibility to give her any goals a year earlier.

• The board didn’t want to think about measurable goals at its retreats last fall.  It “didn’t have time” for this necessary preliminary before formulating the budget.  It later took a couple baby steps and sat down.

• Promised long-range planning and meetings with administrators have been postponed.  Now the board’s refusing to think about goals or district governance before starting the superintendent search.

The district’s last superintendent search took a year.  We have many possibilities for “acting” superintendents.

So why this rush?

Summer is not the best time to maximize participation in this community.

And five months from now three board members’ terms expire.  They may all be reelected.

But suppose (a) we pick a superintendent before the September election, (b) the board splits on the choice, and (c) there are three new board members.  We could end up with a superintendent supported by no more than two of next September’s seven-member board.

Normally, before you hire somebody, you know whether you want them to trim your lawn or your hair, take out your appendix or the trash.  At this point we haven’t a clue what we want our new superintendent to do.

No one’s suggested we never use head hunters.  But now?

The board majority decided to turn immediately to a commercial firm – even which firms.

Two weeks ago their choice was presented to the rest of us as a fait accompli.

One week ago we had a presentation.  The schedule called for another yesterday, and the choice tonight.

Selecting a search process, as well as a superintendent, benefits from community participation.

Do we go immediately to a head hunter?  Involve local citizens in thinking and searching first?  With wide-open nominations and participation – or a committee?

There are hundreds of available search services. What qualities do we want in the firm?  Which are best?  Why?

Questions yet to be addressed.  Many never will be.

What qualities do other districts want in superintendents?

An Internet search reveals everything from demonstration of management, financial, planning, and research skills to a sense of humor.

Equally important is the proof we require.  Not just “recommendations” and interviews.  Tangible evidence of applicants’ writing, use of research, management information systems.  Opinion surveys of custodians as well as teachers.

Here’s an Internet superintendent search description:

“An effective leader, not just a paper manager, who can develop goals and objectives.”

“A ‘doer’ who understands people accomplish more when they are listened to and valued.”

“A manager who values customer service, who can put ego aside and really listen when issues come up.”

“A forward thinker and organizer who understands planning.  A translator who can take the jumble of data and turn it into usable plans and strategies.”

Not a bad list, I thought.

Then I took a closer look.

What Redwood City wants is a “superintendent” all right.  But a superintendent of “waste water management services,” not a school district.

However, if they end up having any leftover applicants who actually meet their standards I think I’ll give them a call.

Meanwhile, if you want to participate in the process, now’s the time.

Nicholas Johnson is a member of the Iowa City School Board.