School Board Members, Advocates Discuss Engagement, Role Of Superintendent

On Friday, Patch hosted a livechat with a group of school board members, leaders of teachers unions and community advocates to discuss issues in Fairfax County Public Schools.

A full transcript of the discussion can be found We've compiled highlights for you here.

Erica R. Hendry: Superintendent Jack Dale will retire when his contract ends in June 2013. That's more than a year of time to prepare, but why should readers and voters care now? What does this mean now for your role as school board member, teachers union president and community advocate?

Steven Greenburg: The most pressing issue right now is the election in November. We need to elect a school board that will take control back for their community, genuinely engage the stakeholders (students, parents, educators and community), and re-establish trust with the supervisors. If that happens, everything else will fall in place and we will get an unbelievable amount accomplished together in a short period of time. This is my focus right now. There is nothing more important to the future of our system than electing the right people this November.

Michael Hairston: It will be important for us to start looking at the process to make sure all stakeholders are included. The leader of this school system will face a variety of challenges from education reform to budget and funding. This is the most important and critical decision that we will make, and it will be important that the right person is selected.

Michele Menapace: Advocates like me, I believe, will be wary of major changes being proposed that will impact policy and budget decisions under which the incoming superintendent and school board will operate. We'll be asking the current school leadership to defer such decisions--like the proposal under review regarding school surveillance cameras--to the new leadership. Steve & Michael are dead-on in their assessments on the import of the fall elections.

Stu Gibson: I agree with Steve. But I disagree with his definition of “the right people.” Experience teaches that when people seek to serve on a school board to redress particular grievances, they do not make particularly effective leaders. We need members who, in the words of a former supt, will “keep the main thing the main thing.” That main thing is effective teaching and learning, which leads to high student achievement. To answer your question, it means that the new board has a chance to get its feet wet before having to hire a new supt. And it means that it has the time to work with Dr. Dale to develop a shared vision of where they want our schools to head over the next 5-10 years.

Michele Menapace:  One additional comment re: Stu's input: I believe the shared vision should be developed by the new board and new superintendent.

Stu Gibson: You can't wait 18 months for that. We cannot stand still as a school system

Patty Reed: Yes. I think this is an opportune time to do a status check on where we are and where we want to go as a system and community. We need to get everyone on the same team. We need to work together to chart a direction for the future.

Michael Hairston: Agreed, Patty. I think it is important to have community interest in our schools. This has been demonstrated to improve our student achievement

Reader Jane Q Public: Current School Board Members seem to dismiss any criticism or less than favorable public reviews as a mere few unhappy critics; with the litany of issues the county faces in the public school system, isn't it possible that more people are paying attention and demanding better representation for themselves, education for our kids and working environment/pay for teachers?

Stu Gibson: I believe some people feel very strongly about their issues, and are upset. I also believe that most parents are very satisfied with the education their children are receiving. I don't think that specific dissatisfaction can be extrapolated the way some critics have done.

Patty Reed: People tell me they feel they have lost their voice, that they cannot make a difference, that decisions are pre-determined, and they don't understand how decisions are made. This has led to feelings of mistrust by some, and we must work to address and repair relationships. I believe that the existing Superintendent should help facilitate an objective process to articulate a draft vision and strategic plan with ALL stakeholders. The outgoing Board may consider developing a "last will and testament", too, which might outline unfinished business. Each of these tools would help facilitate the transition of the new Board and Superintendent but of course, would be altered by the new people elected and selected to serve.

Reader Doug: Large school districts always difficult times finding suitable candidates for superintendents. There's a limited pool candidates who have the right experience. Can anyone describe the kind of school district where you expect to find Dale's successor?

Steven Greenburg: The first ‘experience’ that our new superintendent should have had is one of success leading a school system collaboratively, transparently, and cooperatively with all stakeholders. Although Dr. Dale professed to espouse these qualities when he first interviewed, it is now obvious that that the manifestation of the promise (in this area) fell short. When we talked with teachers in Frederick (where he was superintendent, previously) after he was hired here, they wanted to hug us for helping them get rid of him. The school board needs to do good research in the school system and community where the applicant is coming from; if they were happy with him/her in their previous system… that is a good sign.] What we do not need is a focus on degrees and awards. Those don’t provide effective leadership

Steven Greenburg: We need a superintendent who respects the parents and educators. Fairfax County is blessed with highly educated, involved parents and some of the most dedicated, competent teachers in the country. Our superintendent should be channeling that knowledge and passion into the collaborative decisions and a collective vision, not mandating their vision on the stakeholders. Our superintendent needs to have enough confidence in themselves to not micro-manage instruction or dictate decisions. Truly effective managers hire good people, listen to them and their clients, and then support them with the resources needed to accomplish their goals. The terms ‘bottom-up vs. top-down’ (styles of managing) comes to mind. We also need a superintendent that the Board of Supervisors trusts. Without that trust, it will be hard to convince them and the tax-payers of Fairfax County that the schools need more money. Our community will always support our children and future. However, they are savvy and will not tolerate waste and inefficiency. We need less new ideas and more focus on what already works and is in place.

Michele Menapace: I would want us to select a supt. who has demonstrated an genuine willingness to work with parents, teachers and school administrators. S/he would value input from all corners of the community and show how that input influences transparent decision making. S/he should have a history of transforming closed, insular cultures into an open, supportive and positive one.

Michael Hairston: Experience with a large system like Fairfax is important. Montgomery County, as I understand it, would be an example of a system that has a collaborative relationship with teachers, administration and school board.

Reader John Farrell: Dale's "retirement" announcement (if you're serving out your contract how is that a retirement?) was timed to give electoral cover to the only two incumbents who voted to give him an extension who are seeking re-election. Dale told some on SB his intention in august. Response?

Stu Gibson: Nothing could be further from the truth. Jack's contract expires in 6/13, and he was planning to retire in any event. If a contract extension was never a possibility, it should not be an election issue.

Patty Reed: Board members were told that he intended to retire at the end of his contract. I don't believe this is earth-shattering news. I don't know why he chose to announce this when he did. But we have real work to focus on. And that's what I intend to keep doing. Next topic?

Reader Doug: How much latitude will the new superintendent have on policies? Take student discipline as an example. Wouldn't the new supe have the power to change some policies unilaterally, or must all changes pass through the school board?

Patty Reed: Now you are getting to the heart of a real issue: what is the role of the Board vs. the Superintendent and staff when it comes to policy? The Board sets policy. Period. … The Board should have a more active role in setting policies and making decisions that are based on objective data analysis rather than just relying on staff recommendations or letting staff implement before there is a decision point

Michael Hairston: I think the superintendent has a great deal of latitude.

Nicole Trifone: Michael, would you like to see that changed?

Michael Hairston: Yes. The responsibility of the school board is oversight of the system

Michele Menapace: Well, the current policy on surveillance--which I see as directly connected to student discipline practices--would have to be amended by the SB. The new supt should not only carry out policy, but reflect the intents of the SB in his practices.

Reader "Taxpayer and parent": I am under the impression that many of the long-time members like Stu G. are "rubber stampers" for Dr. Dale and the Administration, and that Patty and other incoming board members are the only ones leading needed reform efforts. I would like both Stu and Patty to comment on this and would like Stu to give an example of any time recently that he has asked tough questions or gone against the proposals of the Superintendent and his leadership team. Thank you.

Steven Greenburg: I find it interesting that some on the current board assert, “It is different to advocate from the outside than to be on the board and make the hard decisions.” Perhaps; yet somehow board members like Reed are able to do both. So, it is impossible to represent your constituency, lead the system, and still advocate for your stakeholders? Apparently not. However, it may require some consideration, competence and effort.
As I believe Michael stated earlier, the school board should provide direction.

Stu Gibson: Often the supt develops proposals AFTER consulting with the Board and board members. Sometimes he develops a proposal – like the priority schools initiative – under the direct instruction from the board. Because he tries to build consensus before rolling out a new initiative, it sometimes appears that we are “rubber stamping” things. I disagree, and have always disagreed, on internal cameras, and other things. Also, if a proposal makes sense for children I support it

Michele Menapace: We've seen very clearly how community proposals are considered. In spite of overwhelming evidence for later high school start times being enormously effective for health and welfare...the proposal was rejected over and over, and the process ultimately sabotaged. Why will FCPS leadership not engage experts brought to them by the community? It's always about staff recommendations, regardless of their experience or knowledge of an issue.

Erica R Hendry,Vienna Patch: Michele, Steven, Michael, do you have any specific methods or suggestions for how the school board can better engage the community?

Steven Greenburg: Dialogue is best. Coming to them when possible (school events, community forums). Time is an issue.

Michele Menapace: Regular town-hall style meetings in their districts. Iterative, give-and-take discussions with any interested party on issues of the day. Open office hours for walk-ins. Ability to reach out to orgs like FZTR, SLEEP, etc., to bring in the experts to speak to the school community. And newsletters from the SB members that actively seeks input in a timely manner on issues before the SB.

Patty Reed: I agree that we need to work on truly effective, proactive stakeholder engagement. I also agree that any superintendent should focus on running the school system and not on political races.

Michael Hairston: Whatever process is used to engage the community must be open and transparent with the stakeholders. Community talks/town halls have been effective in engaging the community. Bottom line--stakeholders must believe their voices are heard

Michele Menapace: And, that their voices matter in the final decision making!