What we wanted in a Superintendent in 1999

MCPS Board of Education Minutes, February 24, 1999:

Re: REPORT FROM HAZARD, YOUNG, ATTEA, AND ASSOCIATES, LTD.

Mr. Sam Mikaelian reported the findings of the Leadership Profile Assessment conducted by Hazard, Young, Attea & Associates, Ltd. for the Montgomery County Public Schools
(MCPS). Upon appointment of the firm as consultant to the Board in its search for a new
Superintendent, an assessment instrument was prepared to structure data collected by
interviews of Board-designated individuals and groups. Approximately 160 people were
interviewed by Charles Almo, Joan Levy and Sam Mikaelian. In addition to interviewing all
seven Board members, the consultants met with administrators, faculty members, parents,
students, support staff, former Board members, retired teachers, the County Executive and
the County Council President. Representatives from the business community and several
local organizations were also interviewed. A total of 40 residents attended the three
community forums on February 4 and twenty-one people attended the Saturday morning
forums. Over 750 completed questionnaires provided equally valuable information. MCPS
also distributed the questionnaires in Spanish, two of which were received and read by the
consultant. Local newspapers assisted in the effort to obtain a wide range of community
views by publishing the questionnaire which was either mailed or faxed to the office.

In developing the leadership profile, the consultants sought opinions, recommendations
and general comments with respect to preferred candidate traits and qualifications as well
as MCPS strengths, issues and concerns which could bear upon future leadership
requirements and influence the selection criteria for the next Superintendent of schools.

It was agreed at the outset that the consultants would report the findings to the Board,
enabling it to use the data as it proceeds to define the qualifications sought in the next
Superintendent. At the interviews, group meetings and forum sessions the consultants
noted that the Board was seeking the views from the community and staff but that the
Board alone would determine the leadership characteristics and selection criteria to be
utilized in the search.

The assessment instrument that was used to solicit responses provides the framework for
reporting comments expressed to the consultant. To highlight broad themes within each
topic, data are aggregated into seven response groups. Under the category "consistent"
are comments which were frequently heard from most of the groups. Comments raised by
only one or two of the groups are listed under the respective group designated on the
Leadership Profile Assessment Form: Board, administrator, community, faculty, parents,
students and support staff. Under each of these groups, the comments expressed with
some regularity are listed alphabetically. It should be emphasized that the data are not a
scientific sampling, nor should they necessarily be viewed as representing the majority
opinion of a group. Items were included if, in the consultants' judgment, they were repeated
with sufficient regularity to warrant the Board's attention.

The information obtained from approximately 750 completed questionnaires, in addition
to individual or group interviews with more than 160 people, provided a significant amount
of agreement with respect to the Montgomery County Public Schools' (MCPS) strengths
and concerns. Respondents are proud of the MCPS national reputation for its high
academic standards, innovative programs, magnet schools, and its many gifted and
talented students. From all constituencies, the most consistently cited strengths of the
MCPS were: actively involved and supportive parents and community; highly motivated
students; competent, dedicated teachers and administrators; and a strong, comprehensive
instructional program. Also cited were the ethnic, racial and socioeconomic diversity of the
student body, and the strong financial support from a County Executive and County
Council that value educational excellence.

Underlying discussions with Board members, staff and administrators were expressions
of optimism concerning the positive impact of the new relationship between the union and
administrators outlined in the teachers' agreement, with all groups "dedicated to the
continuous improvement of the quality of education." A clear understanding of the
parameters within which the Quality Management Councils operate appears essential to
the success of the compact.

The two most frequently mentioned concerns were: the ability of MCPS to maintain its
academic excellence while meeting the special needs of its changing student population;
and the perception of major inequities between up-county and down-county schools in
allocation of resources, quality of education, special programs and rigor of student
performance expectations.

The depth of many of the concerns expressed depended upon the attendance area in
which the respondent lived. Issues raised included overcrowded buildings and classes,
student safety, futile efforts to discipline disruptive students, the need to upgrade
deteriorating older schools and the lack of updated technology. Almost all respondents felt
the decline in academic standards had to be reversed and that some teachers and
administrators were not being held accountable for their performance. Improving the
achievement of minority students and encouraging their parents to participate in the
education process were viewed by many as critical to achieving success for every student.


However, many felt it was also important to motivate students with high academic potential
to even stronger performance and that mainstreaming them with regular students was not
accomplishing that objective.

Many comments were made in regard to the unresponsiveness of the "bureaucracy tied
to the status quo." In a system with as many students, schools and square miles as MCPS,
such feelings toward a central office might be inevitable, but perhaps more effort could be
expended to personalize services and communicate more effectively with the constituent
groups.

Areas of special expertise desired in a new Superintendent were focused on the need for
someone with exceptional communication skills, experience in a large multicultural district,
success in improving the academic achievement of minority students while providing
academic challenges for high performing students and a strong commitment to continuous
improvement and shared decision making. Knowledge of sound fiscal management,
educational and administrative uses of technology, special education/inclusion issues,
human resource management and the dynamics of teaching and learning were also viewed
as important areas of expertise. Excellent public relations skills and political savvy were
deemed essential as the individual would be expected to work effectively with business
leaders and government officials at the county, state and national level.

The attributes repeatedly cited in regard to leadership style emphasized the desire for a
collaborative, accessible team builder with the self confidence to delegate and hold
subordinates accountable and with the courage to recommend change, take risks and
defend proposals offered in the best interests of all students. The individual must be a
thoughtful listener who seeks views from constituent groups, develops consensus when
practicable and makes a decision. As the ambassador for the MCPS, the new
Superintendent must be sensitive to the needs of minority residents and feel comfortable
interacting in a multicultural environment, whether under political pressure or responding
to demands by special interest groups. Throughout the interviews and written responses,
one message came through quite clearly; the citizens of MCPS care passionately about
the quality of their schools, academic standards and student performance and they are
willing to pay the taxes to return their schools to the forefront of educational innovation and
student achievement.

In closing, Sam Mikaelian thanked the members of the staff for their cordiality during the
visits to MCPS and to all of the respondents whose concern for their schools and
commitment to educational excellence were evident as they provided us with the
perspective we were seeking.