17.2

LAGUNABEACHUNIFIEDSCHOOLDISTRICTLEADERSHIPPROFILEREPORTFOR

DISTRICTSUPERINTENDENTJanuary7,2016

IntroductionTheBoardofEducationoftheLagunaBeachUnifiedSchoolDistrictisintheprocessofselectinganewsuperintendent.Hazard,YoungAtteaandAssociates(HYA),anationaleducationalleadershipsearchfirm,isassistingtheBoardwithitsselectionprocess.Toidentifyprimarycharacteristicsfortheposition,HYA associates administered a formal survey, conducted interviews, andheld focusgroups throughout the District. This report summarizes those findings and the desiredcharacteristicsthatLagunaBeachUnifiedSchoolDistrict(LBUSD)stakeholdersareseekinginthenextDistrictsuperintendent.The information in this report summarizes the consistent themes that the associates heard fromstakeholders. Thethemesemergedwhenmultiplestakeholders,frommultiplediscussiongroups,sharedasimilarideaorconcept.Acomprehensivelistofallstakeholdercomments,thoughts,anddesiredcharacteristicsinanewsuperintendentarepresentedattheendofthisdocument.ParticipationThe following table summarizes thegroups thatparticipated inHYA interviews, focusgroups, orcompleted theHYAonline survey concerning theLBUSDsuperintendentposition.The tabledoesnot includeparticipation information from the focusgroupof communitymembers,parents, andstaffthatwasconductedduringaspecialmeetingoftheBoardonSeptember29,2015.However,informationfromthespecialmeetinggroupisincludedintheleadershipprofilingnotes.Group Interview or Focus Group

ParticipantsOnlineSurveyRespondents

BoardofEducation 5 1ManagementTeamMembers 16 Certificatedstaffmembersandassociationleaders

73 58IncludingManagement

Classified staff members andassociationleaders

40 27IncludingManagement

Communitymembers,parents,foundation leaders, and keydecisionmakersintheDistrict

19 149

Students 58 3Totals 211 238StrengthsoftheLagunaBeachUnifiedSchoolDistrict

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Participants expressed significant support and pride for theDistrict and its students. They alsoidentifiedmanyexemplarypractices andprograms. Thegeneral themes that emerged regardingDistrictstrengthsinclude:StudentAchievement,StudentSafety,andInstructionalTechnologyWhilethereisasensethatstudentachievementcanbemovedfromgreattoextraordinarywiththerightleader,manyinterviewandfocusgroupparticipantssharedthattheDistrict’sstudentsareitsmost significant asset. Participants indicated that most students enter the District prepared tosucceedbecauseofthesupporttheyreceivefromparents,teachers,andstaff.Significantly, all students interviewedsaid they feel extremely safe in their schoolsand that theyhavesignificantconnectionswithteachersandstaffmembers.Recentadvances in instructional technologywerealsorepeatedlycitedasoneof thestrengthsoftheDistrict.CommunityandParentSupportfortheSchoolsoftheDistrictParticipants described Laguna Beach as a tight knit and close community that is extremelysupportiveandinterestedinwhathappensinitsschools.TheyalsoexpressedprideinthehistoryofthecommunityandinthegenerationsofDistrictgraduates,manyofwhomstillresideinLagunaBeach.Theassociatesmetstudents,parents,andstaffmemberswhohavegenerationalconnectionstotheDistrict’sschools.Thecommunity’sconcernforitsstudentsisanimportantDistrictasset.AllofthesestakeholderscareforchildrenandthesuccessoftheDistrict.It was also reported that parents and community members have very high expectations forstudents,andthatfamiliesareengaged,andpresent,inthelivesoftheirchildren.These positive conditions result in an extremely engaged support network for the District. ThenetworkincludescurrentandformerparentsofDistrictstudents,volunteers,communitymembersandleaders,andPTAmembersandleaders.StaffCommitmentParticipantsindicatedthatnearlyallstaffmemberstrulycareforstudents.Studentsindicatedthattheyhavestrongconnectionstoschoolstaffmembers.Participantsalsorepeatedly indicatedthatstaffmembers have a genuine interest in the success of students, and the success of the overallDistrict. These conditions contribute to the opportunity that the LBUSD superintendencyrepresentsforleadership.FinancialStabilityNearly all participants referenced the financial stability of the District as a strength. Many staffmemberssharedthattheyareabletopurchasenearlyanythingthatisneededtosupportstudentsand classroom instruction. Also repeatedly cited were the levels of donations that the Districtreceivesfromitsnonprofitfoundationsandparents.ConditionofSchoolFacilitiesStudents,staff,andcommunitymembersexpressedprideintheconditionofschool facilities,alsoindicatingthattheyarecleanandwellmaintained.Challenges,Issues,andConcernsintheLagunaBeachUnifiedSchoolDistrict

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Focus group and interview participants were remarkably conversant about a wide variety ofDistrictchallenges, issues,andconcerns;andwerepleasedtohavetheopportunitytosharetheirperspectiveswith the associates.The general themes that emerged regardingDistrict challenges,issues,andconcernsinclude:OrganizationalHealth,Effectiveness,andInternalandExternalCommunicationWhile not specifically labeled as comments about organizational health, effectiveness, andcommunication, numerous participants referenced needs for improvement in these areas. Theybelieve there is aneed to enhance trust, openandhonest communication, anddialoguebetweenparents, teachers, administrators, and the overall community. Many staff members believerelationshipsneedtoberestoredsoemployeeswillworkasaunifiedteam.Inrelatedcomments,participants indicated that to “get everyone on the same page,” the District should improve allmethods of internal and external communication,which they hopewill gain support for neededchangesornewinitiatives.Also related to organizational health, numerous participants believe a new superintendent willneedtoworkwiththeBoardofEducationongovernancestructures thatbalancetherolesof thetrustees,thesuperintendent,andotherDistrictstakeholders.InstructionalAdvancementWhile focus group and interview participants believe students are achieving very well by mostmeasures,theyalsoindicatedthatthereisworktobedonetomaketheDistrictanationalmodelforpublic school education. Participants believe the District should be able to compete with thenation’smostprestigiouspublicandprivateschools.There was also discussion about moving forward with the implementation of Common CoreStandards.DesiredCharacteristicsinNextSuperintendentFocusgroupand interviewparticipantsbelieveLBUSD isatan important juncture.There ishopethatthenewsuperintendentwillbuildontheworkofpreviousleaderstotaketheDistricttoevenhigher levels of student achievement and recognition as a public school system. Group andinterviewparticipantsalsobelievethissuperintendencyprovidesanextraordinaryopportunityforleadershipbecauseofthegeneralqualityoftheDistrict’s instructionalprogram,thededicationofits staff, and the support the District receives from its parents and community. There is stronginterestinasuperintendentwhowillstayinthepositionforanextendedperiodoftime,andwillbehighlyvisibleinthecommunitybyattendingcommunityandschoolevents.Manyassociatedwith theDistrict areproudof itshistory, and long-termrecordof success.Theyseekadecisive,andparticipative,superintendentwhowillinspireteachers,students,parents,andcommunity members through strong, ethical, and experienced leadership. These groups want asuperintendentwhowill focuson instruction,whilesupportingandenhancingallof theexcellentprograms already in place. The focus group and interview participants also expect the incomingsuperintendenttoengagetheentireschoolcommunityintheseinitiatives.Thereisalsointerestinasuperintendentwhowilldeveloppositivepartnershipswith,andbetween,employeeassociations,andwiththeBoardofEducation.Leadershipteammembersexpressedaneedforasuperintendenttobuildprofessionalrelationships,tosupportthem,andstand-upforthemwhennecessary.

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There was consensus among focus group participants and interviewees that the idealsuperintendentwouldalsohavethefollowingcharacteristics:

• Fosters a positive and professional climate of mutual trust among faculty, staff,administration,andcommunitymembers;

• DevelopsatrustingandsupportiverelationshipwiththeBoardofEducation;• Strong,knowledgeable,andexperiencedwithclearlydefinedbeliefs;• Highlyvisibleandaccessibletocommunityandstaff;• Student-focusedandcontinuallyengagedwithstudents;• Clear,open,andtransparentcommunicator;• Exceptionalinterpersonalandpublicspeakingskills;• Proactive,withtheconfidencetotakeastandonissuesofimportance;• Supportive of parents and community members, while not abdicating leadership when

confrontedbycertainconstituents;• Makes difficult and/or unpopular decisions when necessary, but also knows how to

communicatethereasonsforsuchdecisionstostaffandcommunity.OnlineSuperintendentProfileSurveyResultsTheSuperintendentprofilesurveywascompletedby238stakeholders.Overhalfofrespondentswereparents(53percent).Twenty-fourpercentwerecertifiedstaffmembers,includingmanagement,andanother11percentwereclassifiedstaffmembers,includingmanagement.Therestwerecommunitymembers,students,andamemberoftheBoardofEducation.Thetop-ratedcharacteristicsonlinerespondentsselectedforanewsuperintendentwere:

Ø Fosterapositiveprofessionalclimateofmutualtrustandrespectamongfaculty,staff,andadministrators.(CommunicationandCollaboration)

Ø Listentoandeffectivelyrepresenttheinterestsandconcernsofstudents,staff,parents,andcommunitymembers.(CommunityEngagement)

Ø Identify,confront,andresolveissuesandconcernsinatimelymanner.(CommunityEngagement)

Ø Leadinanencouraging,participatory,andteam-focusedmanner.(CommunicationandCollaboration)

Ø Recruit,employ,evaluate,andretaineffectivepersonnelthroughouttheDistrictanditsschools.(Management)

Ø Haveaclearvisionofwhatisrequiredtoprovideexemplaryeducationalservicesandimplementeffectivechange.(VisionandValues)

Percentagesofrespondentsoverallwhoselectedeachitem,aswellaspercentagesbystakeholdergroup,aregiveninthefollowingtables.Benchmarkresultsfromoverseventycomparabledistricts,incorporatingtherankingofoverthirty-fivethousandstakeholders,arealsoprovidedinthetabletoallowforacomparisonofresultstonationalnorms.Inaddition,differenceswereexaminedforstatisticalandpracticalsignificancetodeterminewhetherthemeanscoresbystakeholdergroupdiffered.Resultsindicatethat,formanyitems,thevariousstakeholderswereinagreement.Ontheotherhand,therewereseveralitemsthatcertainstakeholdersvaluedmorethanothers,asnotedbelow:

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Ø ParentsandstudentsweresignificantlymorelikelythancommunitymemberstochoosetheVision&Valuesitem,“Promotehighexpectationsforallstudentsandpersonnel.”

Ø ParentsweresignificantlymorelikelythancertifiedstaffmemberstochoosetheInstructionalLeadershipitem,“Increaseacademicperformanceandaccountabilityatalllevelsandforallitsstudents,includingspecialneedspopulations.”

Ø Certifiedstaffandclassifiedstaffmembersweresignificantlymorelikelythanparents,andstudentstochoosetheCommunicationandCollaborationitem,“Fosterapositiveprofessionalclimateofmutualtrustandrespectamongfaculty,staff,andadministrators.”

PercentageofRespondentsWhoSelectedEachItem(BySubgroups)

Numberindicatesrankorderbyoverallresults

NationalHYA

Benchmark

ALL(238)

Cert.Staff(58)

Class.Staff(27)

Comm.Member(23)

BOEMember(1)

Parent(126)

Student(3)

1

Fosterapositiveprofessionalclimateofmutualtrustandrespectamongfaculty,staff,andadministrators.

40% 57% 90% 67% 65% 100% 40% 0%

2

Listentoandeffectivelyrepresenttheinterestsandconcernsofstudents,staff,parents,andcommunitymembers.

38% 56% 59% 44% 65% 100% 56% 33%

3Identify,confront,andresolveissuesandconcernsinatimelymanner.

35% 41% 45% 56% 48% 100% 35% 33%

4Leadinanencouraging,participatory,andteam-focusedmanner.

27% 38% 50% 37% 35% 100% 33% 33%

5

Recruit,employ,evaluate,andretaineffectivepersonnelthroughouttheDistrictanditsschools.

36% 36% 28% 44% 22% 0% 41% 33%

6

Haveaclearvisionofwhatisrequiredtoprovideexemplaryeducationalservicesandimplementeffectivechange.

36% 36% 36% 33% 48% 0% 36% 0%

7BevisiblethroughouttheDistrictandactivelyengagedincommunitylife.

28% 33% 43% 26% 35% 0% 30% 33%

8 Promotehighexpectationsforallstudentsandpersonnel.

38% 31% 26% 37% 4% 0% 36% 100%

9

Encourageasenseofsharedresponsibilityamongallstakeholdersregardingsuccessinstudentlearning.

36% 31% 36% 37% 22% 0% 29% 0%

10

Holdadeepunderstandingoftheteaching/learningprocessandoftheimportanceofeducationaltechnology.

35% 30% 26% 15% 26% 100% 37% 0%

11Seekahighlevelofengagementwithprincipalsandotherschool-siteleaders.

22% 29% 34% 19% 35% 100% 25% 67%

12 Involveappropriatestakeholdersinthedecision-makingprocess.

26% 27% 33% 33% 30% 0% 23% 0%

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13Communicateeffectivelywithavarietyofaudiencesandinavarietyofways.

27% 26% 31% 37% 22% 0% 22% 33%

PercentageofRespondentsWhoSelectedEachItem(BySubgroups)

Numberindicatesrankorderbyoverallresults

NationalHYABenchmark

ALL(238)

Cert.Staff(58)

Class.Staff(27)

Comm.Member(23)

BOEMember(1)

Parent(126)

Student(3)

14

Providemeaningfulguidanceforsystematicandcomprehensivedistrict-widecurriculum,instructionalservices,assessmentprograms,andprofessionaldevelopment.

23% 26% 19% 19% 43% 0% 27% 33%

15

Maintainpositiveandcollaborativeworkingrelationshipswiththeschoolboardanditsmembers.

31% 25% 29% 30% 35% 0% 20% 67%

16

Holdadeepappreciationfordiversityandtheimportanceofprovidingsafeandcaringschoolenvironments.

23% 24% 24% 19% 13% 0% 28% 0%

17StriveforcontinuousimprovementinallareasoftheDistrict.

27% 24% 14% 41% 22% 0% 25% 33%

18

Increaseacademicperformanceandaccountabilityatalllevelsandforallitsstudents,includingspecialneedspopulations.

30% 23% 5% 11% 26% 0% 34% 0%

19

Effectivelyplanandmanagethelong-termfinancialhealthoftheDistrict.

34% 23% 26% 22% 17% 100% 23% 0%

20

Alignbudgets,long-rangeplans,andoperationalprocedureswiththeDistrict’svision,mission,andgoals.

28% 22% 17% 19% 35% 0% 23% 0%

21

Guidetheoperationandmaintenanceofschoolfacilitiestoensuresecure,safe,andcleanschoolenvironmentsthatsupportlearning.

26% 20% 12% 22% 22% 100% 23% 0%

22 BeaneffectivemanageroftheDistrict’sday-to-

20% 19% 14% 37% 9% 0% 20% 33%

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dayoperations.

23ActinaccordancewiththeDistrict’smission,vision,andcorebeliefs.

25% 17% 16% 33% 9% 0% 17% 0%

24

Developstrongrelationshipswithconstituents,localgovernment,areabusinesses,media,andcommunitypartners.

20% 14% 5% 11% 26% 0% 17% 0%

25

UtilizestudentachievementdatatodrivetheDistrict’sinstructionaldecision-making.

19% 10% 9% 11% 9% 0% 11% 0%

The information described abovewill guide the superintendent screening and selection process.Mostimportantly,allparticipantsinthedevelopmentofthisleadershipprofiledescribedtheneedfor a superintendent who will continue the Laguna Beach Unified School District’s excellenteducationalprogramsandexperiencesforstudents.The consultants would like to thank all of the interviewees, participants in the focus groupsmeetings,andrespondentstotheonlinesurvey.WehaveenjoyedlearningabouttheLagunaBeachUnifiedSchoolDistrictcommunity,anditshopesforitsnewsuperintendent.Respectfullysubmitted,Dr.JosephM.FarleyDr.RichardMalfatti

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Laguna Beach Unified School District Leadership Profiling Meetings Notes

January 4, 2016 BOARD of EDUCATION Strengths

• Basic Aid School District • California Distinguished Schools and National Blue Ribbon Schools • Commitment to excellence in education by all stakeholders • Committed to special needs students (IEPs and 504 Plans) • Community members and retires help students and schools • Demand for personal growth by administrators • District facilities are in excellent shape • District notices, and takes action, when students have issues • Excellent music program • Families and students are motivated to perform at a high level • Families support each other within the District • Financially sound and respect for maintaining such conditions • High parent expectations for student success • High percentages of students attend post-secondary schools • Highly successful educational foundations • Incentive based performance pay • Instruction and support for social-emotional learning • Instruction that is student-centered and teacher driven • Longevity of parents and families in Laguna Beach and the District • Many families have attended District schools for generations • Parent commitment to support the District financially • Parent Mentor Program • Parents are engaged quickly when there are problems with their students • Parents love the schools of their children • Relationship with the City of Laguna Beach • Respect for the diverse opinions of parents and the community • Strong site leaders who support teachers • Strong writing and math labs • Supportive community that is very eclectic in its thinking • Supportive of the whole child (academic, social, and emotional) • Teachers and employees are well-compensated and hard workers • Very talented community • Vibrant Career Center that helps students find scholarships • Willingness to try new approaches and techniques

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Challenges, Issues, and Concerns

• Adherence to English learner and special education regulations • Board members are still adjusting to their roles • Catching up on the implementation of Common Core Standards • Change initiatives and staff development • Community expectations that the superintendent will attend everything • Decorum among Board Members • Distrust between teachers, administrators, and parents • Expectation that parents and others will get immediate responses to their concerns • Favoritism toward some employees • Having wealthy and economically disadvantaged students • Need for balance between teachers in the classroom, and away for professional development • Offering additional high school courses in spite of school size • Quirky community of Laguna Beach • Teachers overwhelmed by recent training requirements • Too many new initiatives

Desired Characteristics

• Ability to supervise principals with an emphasis on high expectations • Accessible and visible with the community and with teachers • Aligns personnel with jobs • Always gives that extra percentage of effort • Answers all Board members when a board members raises an issue • Attends football games and school plays • Attends to detail • Available for night and weekend special events • Avoids controversies • Avoids hiring friends and/or relatives • Aware of the community and its uniqueness and generations of families in Laguna Beach • Brings own personal excitement to the position of superintendent • Comes from a good school and is well educated • Commits to each and every student • Continues to learn and stay abreast of changes in education • Continuous learner • Develops a culture of excellence • Does not have outside jobs, such as college teaching • Does not make forced decisions • Does not teach college/university level classes • Engages parents quickly whenever a problem arises • Evaluates administrators • Experienced in working with the media • Fosters innovation • Genuine in terms of accessibility • Hardworking person with high standards • Has own personal quest • Highly visible among teachers and at schools

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• Inspirational • Inspires teachers by empowering them • Intellectual • Innovative • Interested in children • Keeps abreast of educational trends • Knowledgeable about teaching and instruction • Knowledgeable regarding Common Core • Limits meetings with principals to one hour • Listens and respects community input • Maintains high expectations (beyond 100%) • Maintains separation from Board Members • Manages social media • Moves the District forward • Not “spiking” their retirement • Not a politician • Peak performing leader • Personal communicator who values all shareholders • Personal excitement and commitment to doing excellent work • Pleaser and a fixer • Possess the highest ethics • Puts parents at ease when there is an issue or concern • Respects what is in place • Risk-taker open to grow and learn • Savvy communicator • Sees the District as an opportunity to embrace an untapped resource • Sensitive to social/emotional needs of students • Sitting superintendent, or assistant superintendent, who is the right fit with the skill set to lead

a district like Laguna Beach • Spends a minimal amount of time away from the District • Stays as superintendent for 5 years or longer (optimal 8 -10 years) • Steadies the fears of educational change initiatives • Strong financial background • Strong leader to guide board governance • Superb at execution • Supports principals as they evaluate teachers and staff • Supports site administrators • Technologically savvy • Treats all students and parents equally • Treats everyone with respect, warmth, and friendship • Understands governance with Board • Understands that it isn’t an 8:00 to 4:00 job • Unifies the community and staff • Unlocks potential of all District employees • Will help Laguna Beach soar • Works with Board within rules of Brown Act • World class educator to navigate “troubled waters”

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CERTIFICATED STAFF MEMBERS AND CERTIFICATED ASSOCIATION LEADERS Strengths

• Attracts top teachers because of salaries and benefits • Career center and scholarships garnered • Cohesive community, friends and neighbors of many teachers are parents of District students • Collaboration with parents and community • Community members look out for one another • Director of Special Education is exceptional • District is small with a large family feeling • High achieving arts program • High school resembles a mini-college campus • High student test scores • Highly motivated teaching staffs • Human Resources Department is strong and looks out for staff interests • Laguna Beach is a public school District with a private school feel • Many instructional programs are models for other districts • PLC’s are great • School facilities are great • Services and programs for the underserved students • Special education program and support for students • Speech pathologists and supervisors are very supportive • Students are very successful as they move through the system • Students petition for attendance permits to attend District schools • Students themselves are the greatest asset of the District • Teacher centered • Teachers are able to meet all student needs at the school level • Teachers ensure that learning is student-centered • Teachers’ ability to order any materials within reason • Trying out new initiatives • Very supportive and involved community • Working with cutting edge technology • Writing and math labs

Challenges, Issues, and Concerns

• Ability to dialogue with administration has diminished • Anxiety about finding the right superintendent • Basic aid funds can hide a lot of sins in leadership • Beginning to lower District/school standards • Board tends to undermine the superintendent • Caving into parent requests • Continued increases in District office staffing • Demanding parents that bring law suits • District office doesn’t take responsibility for things • Engaging school staffs with key decisions • Equitable technology for all teachers

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• Fearful about speaking out because of perceptions of retaliation for doing so • Feedback isn’t sought or taken into account • Feeling defeated and abused • Fiscal responsibility at the District • Fostering students and placing less emphasis on finances • Implementing too many changes before moving on to new initiatives • Lack of transparency • Many recent changes in principals • Micromanagement of curriculum implementation by the District • Need for a great deal of professional development • Only using hard data to drive instruction • Perception that District office staff is top heavy • Principals are pulled from school sites too often • Pros and cons of a small tight knit community • Pushing forward on educational reform without 100% buy in from staff • Restoring the relationship with teachers and the District Office • Small but vocal group of empowered parents • Staff at the District office do not recognize, or know, school staff members • Staff feels fragmented with all of the new initiatives • Staff needs more positive reinforcement • Structures and boundaries get blurred in the District depending on who you are • Student discipline needs to be more consistently implemented • Teachers do not feel like they’re working as a team anymore • Teachers feeling disempowered • Top-down collaboration and more bottom-up collaboration • Trying to emulate bigger Districts • Well-intentioned parent and community members advocate for their students

Desired Characteristics

• Ability to die on some mountains • Ability to say no and catch the fire for having done so • Active manager of cabinet-level leaders from the beginning • Blends personal and professional life • Broad based: arts, sports, “old boys’ club,” an “everybody and every program superintendent • Checks in with teachers periodically • Clearly defined beliefs • Continues professional development and training of teachers • Deals with parent’s unrealistic demands • Demonstrates love and passion for the work through actions • Discerning and able to speak up to parents when needed • Does not cave into parental pressure • Encourages teachers to attend training and professional development opportunities • Everyone’s superintendent • Experience in a small school district with lots of hands-on involvement • Great organizational and management skills • Has backbone or spine

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• Has heart • Highly visible in the community and in the schools, visits schools regularly • Hires within the District, instead of always hiring from outside • Honest and genuine • Invested in the community • Involved and supportive of teachers • Knows how to unify a staff • Listens to the community at large • Loves children and working with children • Maintains open lines of communication and promotes transparency • Makes subordinates feel heard and is genuine when we interact • Not toward the end of a career • Not using the position as a stepping stone to another position • Personable • Personable with parents, teachers and community members • Professional and ethical, can’t be “bought” • Promotes articulation between the instructional levels • Public relations person • Puts the students above all else • Shows strength by their actions, not words • Strong leader who calls people’s bluff • Supports teachers and administrators when they come under attack by parents • Understands the uniqueness of the Laguna Beach community and population • Utilizes staff, community and parent resources in the District • Walks the line of what is good for schools

CLASSIFIED STAFF MEMBERS AND ASSOCIATION LEADERS Strengths

• Community and employees genuinely care for students • Employees love their jobs • Every employee is equally valued • Many classified employees grew up in the District and had students attend District schools • Special assistance is provided through the writing and math labs • Students are very respectful of classified employees • Varied experiences for students

Challenges, Issues, and Concerns

• Chaos when all the new people were hired • Classified staff members need additional training • Classified staff wants to feel needed again • CSEA wishes to be a partner in the education of students • Hiring 5.7 or 3.2 hour employees to avoid payment of benefits • Internal communications at the District office • Laguna is a small town

17.15

• Lots of false starts with new initiatives • Many changes have impacted trust for administration by the rank and file staff • People are upset because they care about the District • Staff wants the return of the small District spirit • Switch to Google applications was a challenge • There is great vision without appropriate planning for implementation • Unhappiness and frustration in the classified work force

Desired Characteristics

• Already earned a doctoral degree • Attends community events and activities as an involved, and caring, member of the

community • Avoids nepotism in hiring, does not hire friends and relatives • Brings the heart back to the District • Clear, open, and direct communicator • Communicates changes in District operations to all employees • Compassionate, self-confident and a self-starter • Conducts effective and time efficient meetings • Does not have other jobs • Experienced as a sitting superintendent • Gives assistant superintendents direction • Innovator who doesn’t let things go • Is visible and gets to know classified employees • Isn’t afraid of the community • Lives near, or in the community • Makes a connection to the community • Respects all employees • Seasoned, experienced, and consistent leader • Systems thinker • Thinks in terms of long-term impacts • Thinks outside of the box • Treats all employees equally and with respect • Unites associations again

CERTIFICATED AND CLASSIFIED MANAGEMENT Strengths

• Advances in the use of instructional technology are impressive • Constructive relationships with School Power • District attends to the “whole child” • District did not have to implement some of the drastic cuts that were seen in other school

systems during the recession • District is a great place to work • District is focused on student learning • District is very financially stable

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• District students are amazing and will achieve greatness if permitted • Everyone in leadership is committed to students • Everyone is proud to be a part of the District • Instructional practices have improved • Many newly hired teachers are exceptional • PTA is amazing • Resources are nearly unlimited • Staff is very talented • Teachers are highly paid • Teachers have risen to the challenge of addressing previously ignored programs • Technology is purposeful and supports instructional practices • The DELAC group is very strong • There are few personnel problems • Very good relations with employee groups • Very high community expectations

Challenges, Issues, and Concerns

• A lot of time is spent on crisis management • Administrative accountability needs to be established so expectations are carried out as hoped • Board members are very involved in nearly all aspects of the District • Cabinet members are not on the same page and do not function as a team • Community can be really harsh • Culture of “we’re the best, we’re done” • District is very insular • District needs vision, trust, and collaboration among staff members • District pushes to be the best • Fifty percent of District principals are in their second year • Laguna Beach is a close-knit small town • Local newspapers cover everything that the superintendent does • Long-term English learners are underrepresented in A to G courses • Lots of behind-the-scene deals made, leading to inconsistency • Many early adopters in the District • More high school electives are needed • Need for team building because there are trust issues • New superintendent should develop a more focused strategic plan • New superintendent will be judged from the very beginning • Not everyone knows what the District’s priorities are • Parent community includes influential CEOs, doctors, lawyers and business owners • Parents want more STEM courses • People aren’t accustomed to the word “no” • Principals need clearly defined expectations and training to support expectations • Sense of entitlement • Setting boundaries is a challenge • Some staff are reluctant to trust new leaders • Some teachers communicate concerns directly to trustees • Some trustees do not like change

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• Student attendance issues • Teachers need to know what the District priorities are • There are lots of strong and passionate personalities in the community • Unifying vision is lacking for the entire District • Variance in the implementation of initiatives because of the lack of accountability • When two or three parents speak at a Board meeting the reaction is unjustifiably huge, when

the issue is not

Desired Characteristics

• Accessible and visible • Ahead of the curve, not reactive • Approachable, confident, knowledgeable • Bases decision on research and good practices • Commits to a long period of District service • Communicates what is imperative and what is not • Community builder • Creative • Dedicated to instructional practices • Develops significant trust with the Board • Develops trust with all constituents • Doesn’t take things personally • Experienced in a small community environment • Experienced in all levels of administration and leadership • Finds the balance between engaging and informing people, and taking a position • Good listener • Great speaking and communication skills • High IQ • Identifies what is coming next • Knows how to support and manage the Board • Liaison to the community • Meets with students regularly • Not intimidated by wealth • Outgoing and engaging personality • Politically savvy but not politically driven • Practices and communicates District strengths • Prior experience as a superintendent • Proactive, not reactive • Protective of employees before judging complaints • Recognizes the District’s excellence • Sets boundaries • Shares decision making • Strong background in leadership • Strong sense of customer service • Strong sense of mission • Supportive of technology • Takes a public relations role and helps community see District strengths

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• Transparent • Understands special education • Understands that there will be angry people • Understands that working well with associations, staff, and community is very important in

this particular community • Understands the power of the community • Unites the cabinet members into a team • Values people, not just titles • Visionary • Wise, experienced, provides solid advice • Works with principals one-on-one

STUDENTS Strengths

• Abundance of clubs at the high school • Advanced Placement physics, theater and drama program • Athletics • Being able to leave campus for lunch • Clean campuses • Conveniently located schools • Creativity of the District • Good cafeteria • Good teachers • Opportunities for everyone to participate in sports • Pride Cards • PTA support, strength, and fund-raising • School Clubs • Small schools • Staff is always there for students • Staff is friendly • Students feel safe at schools • Student-teacher connections • Support for the arts • Supportive and involved community • Supportive teachers • Tight, close-knit community • Top public schools in Orange County • Variety of electives and events • Very well-funded District

Challenges, Issues, and Concerns

• Angry parents • Changing school counselors frequently • Constantly changing staff members

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• Demanding parents • Marijuana use • Over-protective “Laguna moms” • Parents who want to pick their students’ teachers • Parking • People care about the smallest things • Quality of substitute teachers • Seagulls and trash at lunch • Strong willed, protective, demanding parents who are used to getting what they want • Students don’t take standardized tests seriously • Too much technology sometimes • Transportation for students with working parents • Two angry parents can change any administrative decision

Desired Characteristics

• Adaptive • Addresses complaints • Age 50 or below • Approachable • Cares about student input and about what students think • Changes position if input requires it • Community-oriented • Connects with people • Either gender • Experienced with all levels of learning • Finds solutions • Focuses on schools • Hands-on • Has had a profound influence on a community like Laguna Beach • Interacts with ASB leaders • Involved in students’ sports programs • Keeps control and is in charge • Knows the students • Open to all opinions and viewpoints • Open-minded to new things and ideas • Organized, kind, and creative • Personable • Plans to stay in Laguna a long time • Positive energy • Professional but fun • Resilient • Respects the traditions of the schools • Sense of humor • Stable • Takes control • Understands kids • Visits classrooms

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PARENTS AND COMMUNITY MEMBERS, INCLUDING LEADERS OF FOUNDATIONS Strengths

• Accessibility is possible in the District because of its size • Advances in technology • Amazing teachers • Care and support for students with disabilities • Community is “all about the children” • Connections between teachers and children • District is doing well over all • Facilities have been well maintained • Families are present in the lives of their children • Lots of volunteers • Lots to celebrate with many good things going on • Most teachers make a point of connecting with students • New District office staff is making headway • Parents’ pride in the District’s schools • Passion of the community • PTA leaders have great accessibility and collaboration with District leaders • SchoolPower • Students and teachers are the foundation of the District’s success

Challenges, Issues, and Concerns

• Assumption that everyone knows one another because the community is small • Balanced curriculum is needed, not more arts and less science, but everything • Board governance issues exist • Board has pushed the superintendent into political issues • Board just does what it wants • Board meetings can be contentious • Board not having a strong strategic support for governance • Codependency between the Board and the administration regarding missteps • Common Core Standards were made more political than necessary • Community ethos can be very positive, or very negative • Community members and parents want it all, and want it all now • Community will stand back if a strong leader comes in and actually leads • Disconnect between the arts community and the K-12 arts program • District does not need a quick turn-around • District has come a long way, should not lose its soul • District is starving for leadership • District should increase its use of social media • District teaching is very perfunctory • District tends to over-respond to a vocal minority • Doing “pretty good” with instruction with some controversy around Common Core Standards,

although it is moving forward

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• Everyone in the District needs to feel heard • Families have taken their children out of the District • High school principal is working out well • If someone has a negative concern they may be labeled as “militant” • Interscholastic sports programs at the high school need greater financial oversight and

compliance with CIF regulations • Issues regarding management of donations to athletic programs, and their relationship to

selection of sports teams, and/or athletes • Issues regarding oversight of athletic programs, and use of District facilities by for-profit

coaching • Need for a more structured District communication system • Need instructional unity across the District • Parent involvement is not “even close” to its potential • Parents would be more actively involved, and donate more, if invited to do so • Principals need to be led • School calendar has been a concern, especially around the winter break and Thanksgiving • Schools should be better than private schools • Seven people show up at every Board meeting • Solid as a District, but far from “done” • Some families in the District who are struggling • Some teachers are feeling saturated with all the new initiatives • Spending on technology that will eventually be outdated • Strength of the community is that it’s a desirable place to live, but “inside” people want

change • Students should be prepared for “big lives” • Superintendency is an amazing opportunity • Teachers have too much power • Technology is great but not at the expense of teacher interaction with students • Too focused on the gold medal, as opposed to truly doing something significant • Too many ideas are funded and then die out • Trust is a big issue • Wealth impacts what people listen to, and pay attention to • Wealthy families sending their children to private schools • Will take a stance on Common Core

Desired Characteristics

• Activist superintendent who goes the extra mile • Brings in top educational leaders and staff when openings exist • Can sell something to the community • Cheerleader who speaks to the community about our progress and vision • Classic leader with a collaborative style • Comes in and invites new ideas • Comfortable leading in the digital age • Comfortable with discourse and dialogue • Communicates in an authentic way • Competency as a collaborator

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• Completely comfortable with who they are • Confidence to put a subject out there and have a real dialogue • Creates a team to implement a vision • Decisive • Develops programs for struggling students • District has to have the best, someone who will come in and do something • Does not treat the Board as puppets • Earns respect • Embraces dialogue and sharing ideas • Enough experience to have personal confidence • Establishes a connection to the world outside of Laguna Beach • Establishes goals for first three months, then six, and six, and eight years out • Executive confidence • Experience in negotiations • Experience working with donors • Focuses on the positive • Global thinker who can be a visionary and think beyond Laguna Beach • Grounded in school governance • Handles bullies • Hands on • Has long-term plans for endowment • Highly skilled in public relations • Highly visible in the community • Holistic, inclusive, non-divisive leader • Impeccable professional • In touch with community interests and hopes for the District • Informational • Innovative leader, welcomes innovation • Integrates technology and instruction • Manages the people side of the District • Needs to prove himself or herself very quickly • Needs to track down how people and subcontractors are paid by the booster groups • Non-traditional approach to the District sports program • Not a yes person to the Board • Not egocentric • Outgoing and interactive • Over-communicates naturally • Previous experience and leadership qualities • Really owns the room when interacting with others • School climate issues at the high school • Sensitivity to diversity • Strong enough to not be washed over by the power of our parent population • Strong leadership model • Strong, confident, and understands the line between political and academic priorities • Strongly implements once decisions are made • Taps more into the community • Understands how to build allies

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• Understands technology • Understands that not everyone is going to Harvard • Vision that can be pursued and a vision greater than the typical • Will make the rallying call • Works quietly behind the scenes

CHARACTERISTICS IDENTIFIED BY A FACILITATED GROUP OF COMMUNITY MEMBERS, PARENTS, AND STAFF, THAT WAS CONDUCTED DURING A SPECIAL MEETING OF THE BOARD, ON SEPTEMBER 29, 2015 Desired Characteristics

• Actively seeks advice • Actively seeks input and listens to teaching staff • Addresses gap between AP scores and grades • Aware of, and acknowledges, diversity in learning styles • Backbone to stand up for what is right • Breaks down barriers of gender bias among parents • Broad exposure and awareness of surrounding districts • Civic literacy, understands role of Superintendent, and Board, and boundaries (competence

and confidence) • Collaborative • Committed to diversity, inclusive • Committed to parent involvement • Communicates using a verity of avenues • Confident • Crafts questions • Develops and nurtures all staff • Displays extraordinary efforts • Effectively manages parents • Engages with businesses in community • Fiscally responsible and accountable • Fosters student contributions to art on campus and in the community • Genuinely cares and listens to parents • Has heart • Has integrity • Highly educated with a doctoral degree • Honest and able to own decisions • Humble • Implements vision/projects using resources and long-range planning • Innovative, brings innovative programs to ensure no gaps for college and career readiness • Inspirational • Involves and understands community issues and concerns • Listens to parent needs and concerns, not just lip service • Listens to parents, teachers, staff, and students • Models and creates a positive environment and relationships, even with those who disagree

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• No Child Left Behind at all levels • Not shy of controversial issues/willing to address • Out of the box thinker, more integration between schools, develops ways to provide instruction

in the community • Personable with families and able to work in a small town culture • Proactive vs. reactive • Proven experience working with outside organizations and universities to create options for

students • Proven track record of designing programs for high performing districts with qualified,

measurable results • Provides rewards for innovative ideas • Resourceful, creates opportunities in a small district • Responsible and accountable • Returns LBHS mascot to the Artists • Sensitive to impact of size and the uniqueness of Laguna Beach • Sensitive to students who struggle and well rounded • Served in variety of education roles • Serves the needs of diverse learners and differentiates instruction • Stem background and strong knowledge • Strong leadership • Student understanding and focus • Takes LBUSD to the top performing district in Orange County • Team builder • Transparent • Trust base • Understands governing process: bureaucratic maturity • Uses District and community talent • Values to the community – salary = experience • Visible and approachable • Visual and performing arts supporter • Willing to learn