For a number of months, (years, really) I’ve been telling readers that there need to be changes in the way the school district is managed.
Especially with three Superintendents in a row that have failed to stem the tide of incompetence and corruption in staff.
The best scenario would be to have a dual leadership role that splits responsibility of managing the district between a Superintendent and a CEO.
Doing this would take a change in the state’s education law as it would necessitate both reporting directly to the School Board.
The second method is something I suggested in a recent article, hiring a CEO in the postion of Superintendent and an Educator as the Deputy Superintendent.
The only downside would be the fact that the Deputy would report to the CEO rather than the Board.
We had something like it when Frank Till hired Ken Klink as the Chief Operating Officer, or COO.
Don’t get me wrong, Ken Klink is a very capable guy.
But he was the wrong man for this partciular job for too many reasons.
Because Till was incapable of handling the distrirct he wound up saddling Klink with his own leadership failures and meddling in every decision that the new COO tried to make.
And for the short time that Klink was with the district, Till’s interference really gummed up the works.
Up until the time we fired Frank Till, the alternate qualification for the job was largely unknown but to a few and perhaps still is.
I can solve that little problem…
Below is the published alternate qualification for District Superintendent:
|Education||An earned master’s degree or higher from an accredited institution, doctorate preferred.|
|Experience||Minimum of ten (10) years experience in a multifaceted business environment with progressively increasing responsibilities, preferably including:|
|1. Three (3) years as a Chief Operating Officer, Chief Financial Officer or
Chief Executive Officer with extensive experience in one or more of the
|a. purchasing and servicing governmental agencies|
|b. creating and implementing partnerships with public/private sector
institutions, corporations, or foundations
|c. personnel, or positions with comparable experience and
|d. business administration, including finance, facilities and technology|
|Special Qualifications||(Preferred) – Successful experience in a urban/ suburban, multi-racial, multiethnic and diverse socioeconomic population experience in, and demonstrated understanding of, the collective bargaining process and effective employee relations; philosophy of decentralization; demonstrated administrative abilities that show vision and leadership, a high level of cognitive skills, analysis and decisiveness, organization, high internal work standards, the ability to delegate authority and responsibility and hold subordinates accountable,and the ability to establish and accomplish goals; personal characteristics that demonstrate the ability to communicate well, work effectively under pressure, ability to develop the school board as a team, maintain integrity and credibility, and motivate and inspire others; encouragement of professional development of staff, and knowledge of national trends in the area of participatory decision making, to meet the challenges of planning, implementing, and evaluating newapproaches to the solution of educational problem; ability to involve all segments of the community to build support and confidence in the public schools; and experience with and interest in working cooperatively with all governmental agencies. Bilingual skills required. Bilingual skills as required for the position.|
Much as I hate to say it, the individual who wrote that last paragraph of Special Qualifications would not pass the FCAT writing test.
But considering the failures of three Educator Superintendents, the logical move would be to choose a CEO next time around.