CARSON CITY SCHOOL DISTRICT

1402 West King Street

Carson City, Nevada

Monday, November 15, 2021

SPECIAL SCHOOL BOARD MEETING

LOCATION OF MEETING: Robert Crowell Board Room

Community Center

851 E. William Street

Carson City, Nevada

CALL SPECIAL BOARD MEETING TO ORDER – 5:00 P.M.

1. Adoption of the Agenda, as submitted – for possible action (public comment will be taken

prior to any action).

Please Note: The Board reserves the right to (1) take items in a different order, (2) combine

two or more Agenda items for consideration, and (3) to remove an item from the Agenda or

delay discussion relating to an item on the Agenda at any time, in or to accomplish the business

on the Agenda in the most efficient manner.

2. Flag Salute: Joe Cacioppo

3. Discussion and Possible Action to establish the Criteria and Process Joe Cacioppo

in hiring a Superintendent for the Carson City School District, which Dr. Debb Oliver

may include, without limitation, i) determination of the salary range

for the new Superintendent; ii) determination of the goal number of

Superintendent applicants to recommend to the CCSD Board of

Trustees for consideration; iii) selection of location and process to

conduct interviews; iv) establishment of possible interview questions; and

v) approval of the timeline for completing the Superintendent

search – for possible action.

4. Public Comment – Comments will be accepted in person, or through virtual participation via

email; publiccomment@carson.k12.nv.us. Comments may be made by members of the public

on any matter within the authority of this Board. Please note that Public Comment will be

taken on items marked “for possible action” before action is taken on such items, and members

of the public are encouraged to comment on such items at the time they are being considered.

Although members of the Board may respond to questions and discuss issues raised during

Public Comment, no action may be taken on such a matter until the matter is placed on an

agenda for action at a meeting of the Board. In making Public Comment, speakers are asked to

come to the table or podium, sign in, speak into the microphone, and identify themselves for

the record. Speakers are instructed to limit their comments to no more than three (3) minutes

regardless of whether the comments are made in person, or through virtual participation, and to

not simply repeat comments made by others. – for discussion only.

5. Adjournment

2

A copy of the Agenda of this meeting has been posted before 9:00 AM on Tuesday, November 9, 2021, at the following

locations: 1) Department of Education, 700 E. Fifth Street; 2) School Administration Office, 1402 W. King Street; 3) Carson

City Community Center, 851 E. William Street; and 4) Carson City Manager's Office, 201 N. Carson Street.

Copies of supporting material may be requested from Mrs. Renae Cortez, Executive Administrative Assistant, at 1402 W.

King Street, Carson City, NV 89703; by mail addressed to Mrs. Cortez at Carson City School District, Administrative Offices,

P.O. Box 603, Carson City, NV 89702; by phone at (775) 283-2100 or by email to rcortez@carson.k12.nv.us. Copies of

supporting material are available to the public at the District Office, 1402 W. King Street, Carson City, NV 89703, on the

District website, www.carsoncityschools.com, and at the meeting on the date and place listed on the first page of this

document.

Carson City School District is pleased to provide accommodations for individuals with disabilities. If you have a disability,

please contact us at 775-283-2100, and we will provide assistance or accommodate you in any way that we possibly can.

The meeting can be accessed at the following website: http://carson.org/index.aspx?page=6204

BOARD OF TRUSTEES MEETING November 15, 2021

EXECUTIVE SUMMARY

3. Discussion and Possible Action to establish the Criteria and Process in hiring a

Superintendent for the Carson City School District, which may include, without limitation, i) determination of the salary range for the new Superintendent; ii) determination of the goal number of Superintendent applicants to recommend to the CCSD Board of Trustees for consideration; iii) selection of location and process to conduct interviews; iv) establishment of possible interview questions; and v) approval of the timeline for completing the Superintendent search

On September 28, 2021 the Board of Trustees approved the selection of the Nevada Association of School Boards (NASB) as the third party consultant to assist in the process of hiring a new Superintendent for the District. Dr. Debb Oliver, Executive Director, NASB will present information on the criteria and process in hiring a Superintendent for the District. In preparation of the meeting, copies of the following documents are included in board packets:

• Interview Process • The President’s and Board Member’s roles in the interview process • Interview Scoring Rubric Specific Indicators for Candidates • Questions That Should Never Be Asked in the Interview • Superintendent Interview Question Bank • District’s Superintendent Search Survey Results

This item allows for discussion and possible action by the Trustees.

Interview Process 1. Interview session structure. The Board of Trustees will develop a more comprehensive

picture of each candidate if the interview sessions are structured the same for all candidates. Prior to the first interview, decisions the Board must make include: • Where will the interviews take place. Suggested: The first and possible second round of

interviews will be held on ZOOM and posted on Facebook or district video service. • What questions will be asked? • Who will ask which questions? • How will the candidate responses be rated?

2. Interview session setting for ZOOM call in. The location selected should provide: • No disturbances or distractions from outsiders, outside noise, or other people in the

room. • A comfortable setting with a table that has plenty of writing space. • A location with ample light

3. Interview session procedures. • The chairperson, or designee, is responsible for maintaining the time schedule and

facilitating the interview. • Each candidate should be introduced to each member of the Board. • Establish a friendly courteous atmosphere. • Of the 75-minute interview period, adequate time (about 20 minutes) should be reserved

for the candidate to ask questions of the Board or present pertinent information not covered in the session.

• Allow at least 15 minutes between each interview for the Board to summarize the interview and complete the rating form.

• This board meeting is established solely for candidate interviews. • Board business or discussion should be scheduled for your next regular meeting.

4. Interview session questions. • Ask well-worded specific open-ended questions or describe situations that elicit

responses other than yes or no. • Be objective in the interview. Try not to give either positive or negative nonverbal

feedback to candidate responses or comments.

5. Special Tips. • The Board’s actions during the interview may either encourage a candidate’s or deter a

candidate’s interest in your district. • Due to various federal and state laws there are several types of questions that should be

avoided. Basically, questions regarding age, marital status, religious preference, sexual preference or mental treatment should not be asked.

• All board members should make the candidate feel at ease by smiling, nodding and using expressions such as “I see; can you tell us more about that area?” (especially in the virtual space)

• Use the 80/20 rule during the interview. The candidate should do most of the talking. • Listen to the candidate and take notes during the interview. • Each Trustee becomes the Subject Matter Expert (SME) for the question they ask.

The President’s Role in the

Interview Process

1. If introductions have not been made, set the tone by introducing everyone.

2. Thank the candidate for being interested in the position.

3. Explain how the interview will be conducted (i.e., each board member has questions, and we will allow 10 to 15 minutes near the end for your questions of the board.)

4. Begin by asking the candidate to tell the board about himself/herself. (See sample questions)

5. Keep the meeting on schedule.

6. Keep the meeting positive; don’t let members put the candidate on the defensive.

7. Encourage board members to listen with respect.

8. A possible question for the president towards the end of the interview: “How would you describe your relationship with the Board in your current district?” (or current job- if not a district person)

9. Inform the candidate of the timetable and when a decision will be made.

The Board Member’s Role in the

Interview Process

1. Present a proactive image, one whereby the candidate wants to be a part of your team.

2. Be prepared with your assigned questions.

3. Observe the candidate’s nonverbal language during the interview.

4. Keep the meeting positive; don’t put the candidate on the defensive.

5. Show respect and interest in all candidates. (Remember non-verbal actions can be very telling.)

6. Document responses the candidate provides.

7. Complete the Interview Rating Form immediately following the interview.

ZOOM Meeting Protocol

1. Log in to the meeting 10 minutes prior to the start. (Ensure your computer is plugged in)

2. Share both audio and video – mute your line when not speaking

3. Have adequate light on your face.

4. Be aware of background surroundings. a. Connect from a quiet location with no background noise. b. Close blinds on windows so that you are easier to see on video. c. Wear neutral or solid color clothing. Avoid white or striped clothing.

5. Arrange your camera to show your “bust” – shoulders, head

6. Be aware of your behavior – people can see what you are doing at all times.

7. When speaking look at your camera lens.

Superintendent Interview Scoring Rubric Specific Indicators for Candidate

Candidate: ________________________________________________________ Date: _____________ Board Member: ____________________________________________________

Poor 1 Point

Fair 2 Points

Good 3 Points

Superior 4 Points

Personal Notes

Leadership of Staff

Appears unsure of what leadership entails; has no grasp of own leadership style; has little to no interest in or knowledge of collaboration designed to earn staff buy-in

Communicates vague understanding of leadership and some interest in or knowledge of collaboration designed to earn staff buy-in

Communicates leadership style satisfactorily and has average understanding of how to empower and collaborate with staff to create buy-in

Communicates with depth and ease his/her own leadership style; demonstrates exemplary leadership skills; relates quality examples of how how he/she has empowered staff; demonstrates how to earn staff buy-in through collaboration

Relationship with Board

Has no ideas about how to build an effective relationship with each board member; and/or has no understanding of how to respond when board members have concerns about his/her recommendations

Has few ideas about how to build an effective relationship with each board member; and/or has little understanding of how to respond when board members have concerns about his/her recommendations

Has good ideas for working effectively with board members and creating relationships with each board member; and/or understands how to respond when board members have concerns about recommendations

Has good ideas for and/or experience in working effectively with board members; and/or understands has experience responding when board members have concerns about recommendations

Poor 1 Point

Fair 2 Points

Good 3 Points

Superior 4 Points

Personal Notes

Personnel Relations

Has no knowledge of how to effectively delegate responsibilities to staff; and/or is unable to provide examples of own decision-making and problem solving skills

Has some knowledge of how to effectively delegate responsibilities to staff; and/or provides vague examples of own decision-making and problem solving skills

Is knowledgeable about effectively delegating responsibilities to staff; and/or provides examples of own decision-making and problem solving skills

Gives examples of own effective delegation of responsibilities to staff; and/or clearly demonstrates strong decision-making and problem solving skills

Student Achievement

Cannot articulate steps and/or a vision for raising achievement or narrowing or closing achievement gaps; cannot provide examples of own work to improve student performance; and/or answers are vague

Poorly articulates steps and/or a vision for raising achievement or narrowing or closing achievement gaps; provides minimal examples of own work to improve student performance; and/or answers are vague

Clearly articulates steps and/or a vision for raising achievement or narrowing or closing achievement gaps; provides examples of own work to improve achievement; and/or answers are well developed and reflect concrete understanding

Articulates in a superior way steps and/or a vision for raising achievement or narrowing or closing achievement gaps; provides successful, innovative examples of own work to raise performance; and/or answers are fully developed and reflect extensive knowledge

Curriculum/ Instruction

Shows no understanding of how to develop curriculum or evaluate instruction; shows no understanding of best practices for instruction; and/or needs extensive professional development

Shows little understanding of how to develop curriculum or evaluate instruction; shows little understanding of best practices for instruction; and/or needs moderate professional development

Demonstrates understanding of how to develop curriculum or evaluate instruction; shows understanding of best practices for instruction; and/or does not need additional professional development

Demonstrates exceptional understanding of how to develop curriculum or evaluate instruction; demonstrates exceptional understanding of best practices for instruction; and/or has expertise to teach others

Financial Management

Has no financial management experience; has a dismal track record on fiscal matters; and/or is unable to give examples of or elaborate about the budgeting process

Has little financial management experience; has poor track record on fiscal matters; provides insufficient examples; and/or provides very little elaboration about the budgeting process

Has satisfactory financial management experience; has an adequate track record on fiscal matters; provides appropriate examples; and/or can elaborate about the budgeting process

Has extensive financial management experience; has a superior track record on fiscal matters; gives appropriate examples; and/or elaborates considerably on the budgeting process.

Poor 1 Point

Fair 2 Points

Good 3 Points

Superior 4 Points

Personal Notes

Strategic Planning Has never been involved with strategic planning and/or cannot articulate the processes and steps

Has had limited involvement with strategic planning; has never led a strategic planning process and/or inadequately explains the processes and steps

Has been involved with strategic planning and can explain the processes and steps; and/or has led a strategic planning process

Has had extensive strategic planning experience and can explain the processes and steps; and/or has led at least one strategic planning process

Public Relations/School Image

Has no experience with public relations, handling stakeholder pushback on issues, or marketing; and/or gives poor suggestions for handling PR problems

Has little experience with public relations, handling stakeholder pushback on issues or marketing; and/or ideas for handling PR problems are basic

Has adequate experience with public relations, handling stakeholder pushback on issues or marketing; and/or has quality suggestions for handling PR problems

Has extensive experience with public relations, handling stakeholder pushback on issues or marketing; and/or gives high-quality suggestions for handling PR problems

Parent and Community Engagement

Has no expertise in ensuring all groups in a diverse community are engaged in the schools and school system; cannot articulate the value of creating a culture that embraces stakeholder involvement; and/or lacks ideas for building relationships with the community

Has little expertise in ensuring all groups in a diverse community area engaged in the schools and school system; can marginally articulate the value of creating a culture that embraces stake-holder involvement; and/or lacks ideas for building relationships with the community

Has adequate expertise in ensuring all groups in a diverse community area engaged in the schools and school system; can articulate the value of creating a culture that embraces stakeholder involvement; and/or has good ideas for building relationships with the community

Has proven expertise in ensuring all groups in a diverse community area engaged in the schools and school system; clearly articulate and believes in the value of creating a culture that embraces stakeholder involvement; and/or has innovative ideas for building relationships with the community

Communication and Writing Skills

Lacks essential verbal and written communication skills

Possesses minimally adequate verbal and written communication skills

Has sufficient skills to communicate both orally and in writing; has a good command of the English language; and/or communicates with stakeholders using multiple methods

Has excellent oral and written communication skills; has a superior command of the English language; is an effective communicator; and/or communicates with stakeholders using multiple methods

Questions That Should Never Be Asked in the Interview

1. How old are you? When were you born? What is your date of birth? You seem awfully young to have had so much experience in the field of education, how old are you anyway?

2. What church do you go to? Do you attend religious services regularly? Do you ever have to miss work because of your religion? Do you consider yourself a religious person? Does your religion prevent you from working on weekends (or eating certain foods or drinking with associates...etc.)? I see you are wearing a cross (or mezuzah); are you Catholic or Jewish?

3. What country are you from? You have an interesting accent. Where are your people from? I have a friend with a name like yours and he’s (Armenian, or Polish or Italian). Is that what you are?

4. What kind of work does your spouse do? Does your spouse work? How much money does your spouse make? Does your spouse contribute to the family income?

5. How is your family life? Are you married (or divorced, separated, living with anyone, engaged, etc.)? How are you and your spouse getting along? Are you planning to get married (or divorced, or separated, etc.) in the near future?

6. Have you ever been arrested? Have you ever had any trouble with the law? Has a bonding company ever refused to bond you?

7. How’s your health? Have you ever collected “workers compensation” for a job-related injury? Do you have high blood pressure? Are you overweight? Do you have a handicap that would prevent you from meeting the demands of this job? Are you on any type of medication?

8. What is the lowest salary you will accept? What is your minimum salary requirement? How much money do you need to take this job? How’s your credit rating? How much in debt are you? How much money do you owe?

9. Do you own your own home (or car or other real estate)?

10. How many children do you have? Do you have any children? Why don’t you have any children? What are your plans for raising a family?

Superintendent Interview Question Bank

General 1. Please give us a thumbnail sketch of your professional experiences, your pivotal belief on

public education and why you are interested in being our superintendent. 2. Tell us about your background as an educator. 3. What do you see as the role of the superintendent as it relates to employee groups,

students and the community? 4. As the new superintendent of this school system, what would be your actions for the first

month, the first few months and the first six months of your time in office?

a. Follow up: How would you gauge your success at the end of your first year?

5. What’s the biggest challenge you expect to face in the first year as superintendent? 6. What is the most important part of the superintendent’s job? 7. Describe an accomplishment you are most proud of in your educational career. 8. What is your greatest professional disappointment and what did you learn from that? 9. We have five quality finalists for this position. Why should the board select you?

Leadership of Staff 10. How have your previous experiences prepared you to be the superintendent of this school

system? 11. Describe your leadership style. 12. Describe your decision-making style and give a few examples of strategies you have used

in different situations. 13. What kind of leadership role do you think the superintendent should have in the

community? 14. With funding tight, teachers, administrators and support staff have taken on more and

more responsibilities. What would you do and say to keep them encouraged and their morale up?

15. Suppose you have identified an administrator who needs to improve. How would you

handle that situation? 16. What steps would you take to create a culture of learning among the employees in our

school system? 17. What steps would you take to create a culture of high expectations for our employees?

18. Describe a time when you have had to choose between driving a plan forward or pausing

to listen and learn.

Relationship with the Board 19. What do you see as the role of the superintendent as it relates to the school board? 20. What do you see as the role of the board?

21. Describe how you would build support from the board for candidates you intend to

recommend for employment.

22. You find yourself in a respectful disagreement with a board member on a specific issue, how would you proceed?

23. Suppose the board disagreed with a policy you believed to be educationally sound. How

would you handle that situation?

Personnel Relations 24. Discuss the most difficult personnel problem you have ever dealt with and how you

resolved it.

25. Suppose you identified an administrator who needs improvement. What process would you use to improve the competence of that person and what corrective action would you take?

26. Describe your management style and the methods you have found to be most effective in

supervision and building rapport with administrators and employees.

27. To what degree do you believe responsibilities can and should be delegated to principals? How would you hold them accountable for accomplishing those responsibilities?

28. How would you characterize your relationships with employee groups in your current position?

29. Describe how professional development programs should impact the knowledge, skill and

practices of educators. Give an example.

30. Describe how you have handled a situation where an employee was failing to perform at expected levels.

31. What is your plan for boosting and keeping morale among employees high?

Student Achievement 32. Student outcomes, high performance by students and accountability are priorities for us.

How would you assess the current student performance levels in our school system?

a) How would you assess the effectiveness of our teachers and programs?

33. What are your expectations for student achievement? Do you believe all children can learn at high levels?

a. Eliminating the achievement gap is a must. What approaches would you pursue? What leadership and guidance would you provide to ensure that these approaches are properly evaluated and adjusted over time to meet changing student needs?

34. What would you do to improve student achievement in our school system? 35. We are committed to closing achievement gaps and dramatically increasing our

graduation rate. Please describe successes you have had in these areas and how you would accomplish these goals here.

36. Where do you think the school system should be academically in five years? 37. Based on what you know of our school system, what do you think is the greatest potential

for improvement? Curriculum and Instruction

38. Describe your experience in developing, implementing and evaluating curriculum and

instructional programs to raise student achievement.

39. How would you evaluate the instructional program and how would you make changes to the instructional program?

40. Describe your ability to cultivate a discipline, safe and orderly school environment. 41. What steps would you take to create a culture of high expectations for your employees? 42. What do you think the role of extracurricular activities should be in the school system? 43. What do you think is the role of career-technical education? Financial Management 44. How have you been involved in budget development and ongoing fiscal management in

the past? 45. What strengths do you have in the area of financial management? 46. How would you prioritize additions or cuts to the budget? 47. What is your experience with facility management and construction? 48. How would you approach the budget process to ensure success during financially

challenging times?

49. A superintendent handles a variety of responsibilities. Which do you feel most qualified to handle? Why?

50. In our system, the superintendent handles the operations of a variety of programs and

duties due to the size of the system. Explain your experiences with dealing different programs like special education, federal programs, career tech, at-risk programs, etc.

Strategic Planning 51. Describe your experience with strategic planning.

52. Describe the process you would prefer for the development of a strategic plan for this

system.

Public Relations/School Image 53. Describe a situation where you have worked with people who were hostile or had strong

differences of opinions. What did you do to bring about a resolution? 54. When a new superintendent is hired, you want to make the transition as smooth as

possible for everyone. How would you help both the educational community and the community at-large adjusts to the new governing style that would come with a new superintendent?

55. Presenting information in a highly charged situation and to a variety of groups is a part of

a superintendent’s job. Give an example of how you have encountered opposition and how you dealt with the resulting situation.

56. What should be done at the district level to notify, recruit and involve parents and

interested community members in district activities? (Program planning, goal/standards setting and alignment, assessing priorities/needs.

Parent and Community Engagement 57. This is a diverse community. How would you work to ensure all groups are fully engaged

with schools and the system as a whole? 58. What methods of communicating with parents have you found most effective and how

would you encourage parental involvement? 59. In your role as superintendent how would you ensure all groups are fully engaged with

schools? Why is diversity important to you? 60. What are your ideas about engaging families who are inexperienced with participating or

have negative experiences with education? How would you support your staff to successfully and respectfully reach out to such families?

61. How do you plan to communicate with the public on matters of school concern? 62. Describe specific strategies you would use to promote public support for school activities,

budget and instructional programs. 63. Describe how you would deal with a parent who is upset over their child’s grades,

punishment, or athletic problem? 64. What are the first three things that you are going to do if you are hired as the

superintendent?

65. Based on what you know about our school system, what do you view is the greatest

potential for improvement? 66. Is there any additional information that you would like to share with the Board? 67. Do you have any questions for the Board members?

Competency Based Questions

Finance/Budget

68. Tell us about the last large critical budgetary decision you made.

a) What was the situation? b) What decision did you make and who did you involve? c) What analysis or information did you gather to support your decision - making

process? d) What was the impact of your decision?

69. Share with us an example of when you were especially innovative in addressing

a funding gap.

a) What was the situation? b) What challenges or obstacles did you encounter? How did you handle those? c) What were the risk involved? d) What was the outcome of your decision/approach?

70. Clearly, we are in a budget crisis when it comes to public education. Share with us your

plans for shepherding a district through difficult times. Technology/Innovation 71. Describe a time when you led the implementation of new technology in your district.

a) What was the technology being implemented? b) How did you learn about the technology? c) What challenges or obstacles did you encounter? How did you handle those? d) How did you measure the success of the new technology? e) What impact did the technology have on student or teacher results?

72. Give us your opinion on the role of technology in the classroom. And how to engage staff/teachers and get their buy in.

School Climate/Culture 73. Describe methods you have used to support/influence the culture and climate within your

district and schools. Give an example.

a) Specifically address how you solicited feedback. b) How did you circle back with staff to give input on how their feedback was

used?

74. Tell us about a time that you struggled with economic diversity in a district, and the balancing of needs for you students. How did you handle and what was the outcome?

75. How have you empowered staff to achieve district goals in your district? 76. One disruptive employee can ruin the moral cohesion and effectiveness of an entire team.

Describe for us a time that you suspected an employee, or a small group of employees were working against you.

a) What methods and strategies did you use to get these employees on board? b) What was the result? c) Have you ever had an experience when you went through the dismissal process

with an employee? Please explain the situation, actions, and results. d) If not, what long-term employee behaviors would warrant the procedure?

Communication 77. Tell us about a time where you recognized an internal communication gap within the staff

of your district.

a) What did you do to address the gap and what was the outcome? b) Explain the methods of communication you used and how you measured the

outcome. 78. Tell us about the most difficult parent situation you have had to deal with that required

strong communication skills. Tell us how you addressed the situation. Academic Advancement 79. How have you held staff members accountable for student achievement while balancing

the demands put on teachers?

a) How have you measured the staff’s performance? b) What obstacles have you faced and how did you handle those obstacles? c) What measures have you used that are outside of test scores (if needed)?

80. Tell us a time you have worked through others or used an out-of-the-box approach to help your district achieve academic success?

Leadership/Visibility/ Community Partnerships 81. Tell us about a time you identified a need within your district and met the need through

community partnership. Tell me the process you went through and what was the outcome?

82. How have you engaged the community of your district? How have you increased visibility

of a school/system and its needs? 83. As we select a new superintendent for _______________ Schools, what are the top 3

strengths/attributes you believe you bring that our district could benefit from?

84. Based on your knowledge of our system, what do you believe should be two top priorities for our school system?

Round 2 These scenarios will be used

85. Give us your onboarding – 100 Day Plan

a) Educate staff on your style b) Evaluate financials c) Get to know staff and programs d) Integrate into the community e) Run a staff meeting/show leadership style f) What is your day one message? Your first big group meeting g) Anything else you view as critical in terms of how to onboard?

86. Suppose we need a tax increase with the money to fund facilities, technology and

activities. Take us through a presentation showing how you would sell to it to the community.

Superintendent Search Survey Results Carson City School District

November 5, 2021

The Superintendent Search Survey was open to community members from October 27,2021 through November 5, 2021.

The purpose of the survey was to provide the School Board Trustees with essential feedback from the community to help determine the most desirable characteristics in their search for the new, incoming superintendent.

The survey was offered in both English and Spanish. • Three hundred thirty-nine (339) responses were collected on the English survey. • Thirteen (13) responses were collected on the Spanish survey.

Demographic information was gathered through the following questions:

• If you are a resident, how long have you lived in the School District? • If you are a district employee, how long have you worked in the district? • Which type(s) of stakeholder are you? Check ALL categories below that apply to you.

Category options: Administrator in the School District Teacher int eh school District Support staff in the School District Parent of current elementary student Parent of current middle school student Parent of current high school student Grandparent, guardian

Survey questions were open ended and required a type in response. • Describe or list the most important leadership and personal qualities you would like to see in the

new superintendent. • Describe or list the strengths and the good points of your school district the new superintendent

will need to understand and support. • Describe or list the most critical needs of your school district the new superintendent will need

to understand and address. • What single characteristic or quality will separate the best candidate from other highly qualified

candidates who will apply for the superintendent position? Demographic Information Gathered:

Table 1: Responses of the English Survey 202 respondent or 59% have lived in the district for over 10 years. 68 respondent or 19.9% have lived in the district for 5 to 10 years. 39 respondent or 11.4% have lived in the district for less than 5 years. 25 respondent or 7.3% do not live in the school district. 7 respondent or 2.1% would rather not say.

Table 2: Responses of the Spanish Survey Question 1 5 respondent or 38.5% have lived in the district for 5 to 10 years. 4 respondent or 30.8% have lived in the district for over 10 years. 3 respondent or 23.1% have lived in the district for less than 5 years. 1 respondent or7.7% do not live in the school district. Question 2

Table 3: Responses of the English Survey Question 2 227 respondents or 67.2% are not a district employee. 53 respondents or 15.7% have worked in the district over 10 years. 29 respondents or 8.6% have worked in the district less than 5 years. 29 respondents or 8.6% have worked in the district 5 to 10 years.

Table 4: Responses of the Spanish Survey Question 2 10 respondents or 76.9 % are not district employees. 2 respondents or 15.4% have worked in the district less than 5 years. 1 respondent or 7.7% has worked in the district 5 to 10 years.

Question 3

Table 5: Responses of the English Survey Question 3 Respondents were able to mark all categories that apply to them. Total percentage will be greater than 100.

Table 6: Responses of the Spanish Survey Question 3 Respondents were able to mark all categories that apply to them. Total percentage will be greater than 100.

Question A:

Describe or list the most important leadership and personal qualities you would like to see in the new superintendent.

The most common themes for qualities included (but are not limited to)

Accountable Community Involvement Clear Communicator Caring Common Sense Creative thinker Decision maker /Decisive Dedicated to the values of the work Educational Leader Fiscally responsible

High Integrity High Expectations Honest Integrity Listener Moral Patient Proactive Responsive

Question B: Describe or list the strengths and the good points of your school district the new superintendent will need to understand and support. The most common themes for qualities included (but are not limited to)

Existing Strategic Plan Community Support of the schools &

district (small town community feel) Communication with all stakeholders High standards for academics Team feel in the district

Question C: Describe or list the most critical needs of your school district the new superintendent will need to understand and address. The most common themes for qualities included (but are not limited to)

Budget/Finances/Funding Growth of the District/Overcrowding Student Needs Staff shortages/teacher retention

Question D: What single characteristic or quality will separate the best candidate from other highly qualified candidates who will apply for the superintendent position? The most common themes for qualities included (but are not limited to)

A heart for the job Unbiased Creative Communicator Upstanding Character Caring

Empathy Honest Integrity Proven Leader Student focused

Please see the attached spreadsheet for the complete list of responses of the open-ended survey questions.