001Go to item number three and we convene now to close session on a confidential See Okay. Um, we're now going to re reconvene to open session. There is no report out from the close session. Again, this is the special board meeting for the superintendent search and it is 5:35. Uh, any announcements? No. So rise for the flag >> salute to the flag of the republic for it stands one nation under God indivisible with liberty and >> Miss Ellinger are there any speakers wishing to address the board >> president or not? >> Okay with that we we go to item number eight which the superintendent search request for proposal qualification response and we want to welcome leadership associates um and Dr. Evans and Dr. Welcome. Um, just to let you know, um, uh, we have 30
002minutes and that will be inclusive of any questions. So, don't want to rush you, but welcome. We look forward to My name is Donald Evans and Michael Lynn and um I know that you have our proposal and you've seen our resumes and but I just want to give you a little bit of information about myself. I am a former superintendent. Um I've been a superintendent for over 10 years, retired 2019 after 33 years. Um for the last three years I have been the u a partner with the leadership and associates and I um have conducted about five searches a year uh in all in in the Bay Area. So I just want to thank you for having us here and giving us this opportunity opportunity to present. um when you and I have to say
003this because I can be kind of anal so I kind of went through all your um strategic plan and um just really proud of the work that you've done because I work with a lot of school districts and I like the specificity of your plan but I wanted to highlight the fact that you don't see many plans that talk about fiscal um sustainability and that is highlighted in your plan, which kind of dubs tail into your um your learner profile, which we're trying to encourage many districts to do. Um but it had in your learner profile, empowered learners, and really defining that what does that really look like for all of our students that u metriculate through uh uh Belmont Redwood Shores. And I also wanted just to commend the district uh and it's funny
004because we both are superintendent and so we kind of go right to certain things and so just highlighting the community work particularly with your education foundation. So I just wanted to mention those things and kudos to you for the work in leading that work as a board. So as I said uh Michael and I both are former superintendent uh but as we are u working on searches u we are actually partners we're not consultants but we are not in this alone we have a team with us um and if you if I could actually click these there we go we have a team um of uh support search uh support specialist with us uh on this search. If we are to get this search, um Serena um Ferington, she'd be working with us on this
005search. Uh she would work with your executive assistance. There is so many things that you have to do in the search. It is so stressful and I'm telling you every board I don't care how organized you are it is a stressful time and you have to be careful to details there's agendas that have to be posted properly there are templates there's communication back and forth uh that's really important so we have somebody who's working with us that will work with your u executive assistant um as we um go through the search so why leadership Associates. Um we've done well first of all we're California based um search firm. We've done over 750 searches um since we started. But the thing that I'm most proud of is our retention rate. We have um 85% of our
006um superintendents have been in their jobs at least five years. And that's you know saying a whole lot when the um average superintendent is about two years. um maybe two five now 2.5 uh nationwide. So we're really proud of our retention rate. Um you know we have seven core values but the thing that I want to highlight the most is our um our accountability piece where we are committed um to outcomes. Um we hold ourselves accountable for your success. Uh we believe in transparency and bringing you through the entire process, communicating with you. This process, like I said, is very stressful. Um and communication is critical and we take great pride in holding ourselves accountable for for this process. So, one of the things I wanted to highlight too is that we collaborate with the
007entire board. We're committed to the board in this process in bringing you the broadest pool of candidates. Um we have a network um that expands from Northern California to Southern California as well as nationwide. Um we have a website that goes out to about 1500 subscribers that are superintendents, assistant superintendents or interested in being superintendent. Um so our network is expansive. Um like I said before uh we are not consultant. We don't consider ourselves consultants. We are partners in a firm. Um we have like I said a vested interest. And one of the things I want to say is that our fee is 245 um with 2,000 uh for um travel. Uh that's inclusive. Um, and I bring that up and I highlight that because there's no uh additional fees for additional community meetings, engagement,
008and all that all those things because when we're engaging um with you um we'll have lots of and Michael will talk about the community engagement piece. There's a lot of partners that you'll you'll want us to meet. And so we don't have a fee that says um we're only going to meet for with five partners and it's going to cost this much. 10 partners it's going to education partners is this much. It doesn't matter how many people you want us to talk to. We talk to all of them. And so that fee includes all of that. And I talked about um the associates. Uh there's 23 partners. We're from Northern California to Southern California. Um and like I said, we have over 30 years of uh of service. One of the things I I I
009do want to highlight um is that I have done 15 searches just in this area and most recently is a district that is very similar to u Belmont and um which is Walnut Creek. Uh so those are the searches I'm personally or was personally involved in and those are the ones that I I put down so that you would have those as references um where they can talk about our work and how we are committed and our u our commitment to excellence in uh in working with you. Um the proposed timeline that we have outlined for you is is just a draft. Um, and I say it's just a draft because this search is the board search. It can be modified, changed any way you want. Um, it would be very aggressive to bring someone
010in in September. That's very aggressive. Um, like I said, Michael has an extensive HR background and he can tell you to get someone early like that would be very difficult because most people have to put in 90 days depends on the contract, but to have someone start by January 1st is doable. Um, so our process, our timeline process starts with the initial uh meeting um that we would have with you if we were selected. Then there's a community input session and there's the recruitment um and then um the interviews and selection and we um work with you in leading all of that um for you. >> Thank you. >> Good afternoon uh evening almost. My name is Michael Lynn. As Donald said, I'm actually one of the partners from leadership associates from Southern California, but
011believe it or not, I was talking to Kristen earlier. I come up here all the time. My wife grew up in Foster City. So, beautiful community, wonderful school district, and like Donald said, we would definitely want to commend you for that. When we had the opportunity to select the partners to to really bid on this particular honor with with the board, um I raised my hand immediately even though I came from Southern I drove up here actually early this morning. Um with much to look forward to come here because this is almost home away from home. In fact, I'm up here again in about three weeks to visit cousins and so forth. uh great school district. Um but I don't have to tell you u the challenges that's up ahead naturally in having the superintendent
012like Dan leaving. Um obviously large shoes to fill. Um small school district um has enorous challenges. Um you are a um obviously a unique school district when it comes to the fiscal um arrangement. Um being the district that it's um it's it's unique to the community. We understand the fiscal along with leadership and understand the community transparency, equity at the same time the expectation of high achievement on students is going to be again like I said tough tough place to be and large shoes to fill. U I want to just very quickly um go over knowing that our time's limited a little bit about myself and kind of go over a few slides with you with regards to the details um of the search and what's going to be involved. Okay. Uh Michael Lynn, I
013was a superintendent at Colon Norcoal uh for nine years. Uh we were the large one of the largest district in the state, actually the sixth uh in the state, but the largest down in the Inland Empire in Southern California. I only say this to really mention, as Donald said earlier, I'm actually an HR person. I spent 32 years in education u 14 in human resources understanding the importance of selection recruitment and retention and how critical that is for all staff let alone the superintendent uh of the school district which is leadership and being sometimes in understanding your school board and your community the sixth collaborative board member if you will someone like Dan is what we're looking for critically important um so I wanted to say again thank you for the opportunity to be here
014the Next slide, I'm hoping I'll be able to get to that. Um, is the commitment that we have with regards to the pool in in the area which we would search these candidates for. I mean, at the end of the day, we're really looking at a vast search, right? Well, anyone can tell you that we have a large pool, but I want to share with you that as Donald had mentioned earlier, we are all partners. We're not consultants. And beyond that, another slide I I'll be happy to share with you. We uh understand the structure of recruitment and building that pool. The pool is not just because we have a database. We one half of our pool is actually interest leadership development and we do a lot of that work and I I'll be happy
015to get into that just a little bit in my presentation. But but before that I do want to share with you uh we also have a national reputation. Leadership Associates, one of the, if not the oldest um search firm for school superintendent in the nation. We're we're in our 30th year. That's the reason why we're able to point to these numbers just because of sheer volume and longevity alone. And so we do a good job with national and international, excuse me, national and local in the state, but particularly within the state. CSBA, as you guys are very familiar with, uh AXA, just as an example, uh I'm one of the um directors for the human resources academy. Many of us actually present many of us are faculties along with AXA. Some of the ancillary and
016also affiliated subgroups as you can see and you probably are familiar with like KLSA um for the Latino um California Latino administration and administrators, Kappa for the Asian-American and African-American. We're very heavily involved in fact the mentor and u on the leadership board for Kappa. Um and so um this is where we continue to network and able to uh reach uh not only deep into the pool but understand the recency of the needs because we stay academically involved even though we've been retired. This is what I was referring to um actually very proud to kind of mention and and briefly describe uh what we do on the other uh side of the leadership associate ecosystem. We do many many leadership development trainings. Uh as you can see on the left the leadership leadership series is
017ongoing s series that we recruit many to be superintendent to join uh this particular endeavor to learn about superintendency. We bring guest speakers. We have a lot of practical um experiences for them. And this is year-long endeavor and to the right you you see superintendent leadership network. I'm actually one of the facilitators. So, we do that online because this way we're able to have participation throughout the state. Um, I want to say at least when I um was in in charge of two of the cohorts down south, that cohort alone uh we had over 24 superintendent act active superintendent. Many of them we recruited. Many of them they're not. They simply want to be part of the network. And we're not here teaching superintendent not at the leadership network. It is about networking and sharing
018the common work that we do to go from good to great. And one of the other thing um I don't want to read all of them to you. I'm extremely proud because three years ago we instituted assistant superintendent um network as well for human resources. I'm in charge of that. Uh we actually have 48 school district across the state. Uh over the past three years we have had over 120 active assistant superintendent human resources. Not to mention we we have the same type of a setup for educational services when it comes to assistant superintendent network and training. You can see the pipeline, human resources, assistant superintendent, educational services and these all cream the crop because we actually uh actually we have a we do have a cap because the size um of thesemies and once
019you go through um the teaching and the facilitation the learning of these individuals when we do search it's not just the name it is not just a phone call for reference checks. We know these folks. The best predictor for the future leader to be successful is past practice and typically it don't come from making a phone call and taking some notes. We know these people. I wanted to point that out to you because we're very very proud. No search firm firm matches particular endeavor that we do for so long and for the right reasons because we really really believe that leadership is critical and we got to put in the work to do that. and all of the um facilitators and teachers like myself and Donald were all former superintendent interview selection process um as
020Donald mentioned we want to make sure that this board um understand the importance even though you do we want you to know that this is your search this is not our search our job is to facilitate you doing the best we can give you our experiences providing guidance but at the end of the day it is a board decision and we work with your timeline. As Donald mentioned earlier, we put together a somewhat of aggressive timeline, a sooner a fasttrack timeline, if you will, because we don't know where the board is. Donald Lean leaving on on June 30th. Maybe the thought or the desire is quickly replaced this vital vital important seat. If that's the case, we have looked at the eel publication internally. We have actually have digested uh the process a little bit
021and realizing that January 1 is viable. knowing good candidates between now and summer and starting of school, they will have some internal timeline that they have to obviously work through. We take that into consideration. We propose that timeline because we want you to know if the board's desire is to hire sooner rather than later, we will be ready for you. If we decided to take if the board decided to take the time to make sure that we reach further and deeper, absolutely July of next year, that's also the possibility, but that's a year away. So we'll work with the board based on your desire what the timelines line is and the cons in the consideration that you will have for your local community and needs. Uh we will definitely be able to to uh to
022reach those milestones based on what you feel is right for your community. Okay. And so as you can see the board determines the candidates as I mentioned this is your u job. Our job is to pro provide you the deepest and the most qualified candidate pool and go through screening working with you to tease out this large pool and to get you the best possible fit and ultimately you have to make that decision. We're we're along with you every step along the way each interviewing process, your interview, but we're there helping you coming up with the community profile through the community profile. extremely important that we're here to listen and through your community and coming up with questions because at the end of the day this is their superintendent. They elected you to represent them.
023This whole process is really important that they feel that if Donald and I were lucky enough to be selected that we represent you. That's critically important that we understand when we take that with honor and pride that if we were to give this um search um opportunity that we will obviously and always always keep that in mind and we're working very very closely in terms of communication in terms of timeline and everything else. The last thing I would say is in terms of community engagement the groups will work with the board but also in terms of the survey and also the in-person interview. Don and I will be able to do that collectively. Um I came to this country when I was 13 from Taiwan. I'm fluent in Mandarin and so hopefully that will be
024a little bit help in this community. I don't know if that's the case, but if not, I still speak English, so we're okay. U but definitely we uh we'll be able to translate the surveys. We've done that often. One of the uh most recent um um search that I have participated down in Southern California is Irvine Unifi. You may have heard of them, I don't know. It's the same thing. We actually have in that particular district eight different languages. Um but we have the capability to make the translation and most important thing is to reach out and that the folks who are able to come willing to come in person we love for them to come. Sometimes we have redundancy that's okay. Okay. People got to feel like they're involved and that transparency has to
025be there. those who can't make it because because of job restrictions and time and transportation and things of that nature or maybe just because of culture barrier. We have these surveys in different languages and collectively quantitative and qualifi uh qualitative data once it comes together we will prepare the data for the board uh very very detailed fashion so you have this information and I say that to say because through that process then we can develop the community profile that's when we post the position because we want to make sure we have absolute match based on what the board and community sees in this uh future leader so with that I'm going to pause leave a little the time for um for question and answer. >> I just want to think one want to say one
026more thing. Um even though this is a an adult situation here with the board, I just want to be mindful that everything that we do, we have to keep children at the center. And I want to remind the board that when we do partnerships with um all the community members, we want to include the students. We want their voice because that's why we all here. And so it's just always bringing us back to who we are, why we're here, and it's always for the students. I wanted to say that. >> Um I was going to start off with a with some questions. Um hopefully it represents um the board. the fellow trustees kind of chime in. One is specific um that I have for for your group looking at your proposal. So I had a
027the proposal I thought mentioned a November timeline but you're mentioning like more January that we did again the reason why is because depending on the need of the of the board right if you feel like ASAP we want we want to fill this important vacancy we looked at internally we can do it but even look at some of the schedule special board meetings I think correctly even being the because the account publication if we close on the 14th of August >> because we'll have time to do it in the summertime >> aggressively take advantage especially 12th September to get the person on board if we want to push that to put that calendar is again we want to build soon as possible without jeopardizing you can do so that gives you a starting and only
028go further to July 1.7. >> So what um so kind of again not trying to appreciate you kind of sounds like you're flexible. I think just trying to say what um is there a way that we can condense it without sacrificing quality and you're you're to not sacrifice quality you feel comfortable like to you an aggressive timeline is what going to September or November like what what would you say in your experience >> November we did this we did this backwards we mapped out backwards I would say November first things that we have put down and Donna I mentioned January 1 simply because folks depending on who the candidate is they may not be able to get out of the contract >> because we want to get as much of sitting superintendent as interested as
029possible through the net talking about >> as we reach out again it's not publication that casting the net hoping he cries about the net we're able to develop so Donald would you agree with that >> yeah and just you may not say get a let's say a wide range of sitting suits. If you're looking at assistance suits um and I would say you'll you're going to have a lot of those that will apply. They're still going to have to give like maybe 90 days notice. That's why we were saying around November give a start to like Yeah. >> And the holidays too, right? We would say November, but realistically I would say January 1, but we needed November 1. We actually looked at >> So I guess I just to be clear because again it's
030my first time going through this. what November is the candidate to come on board or to give notice like in in the ideal situation >> if the candidate is able to be released from that contract because we have plenty of situation will say congratulations say you're very highly qualified the board typically will not hold this person they understand that so it's more about a transition right maybe have inside some kind of potential situation that happens all the time. So again the question is are you pretty positive without sacrificing quality that we could get person on board on the 1 of November on that time we would say yes contingent upon time >> and okay so it's it's not any concurrent searches it's not the timeline is not built around the challenges of the the summer
031and or any concurrent searches that is dividing your time >> this is the only This This is it. I just finished one. >> Great. >> Yeah. >> Uh, three of our five board seats are up for reelection this November. Um, and so your guarantee requires the board majority to stay intact. How do we work that if we have go to January and then >> no big deal or Okay. Do you um so I guess I just had kind you've answered a bunch of things and I want to be mindful of time and other questions. My one question was when building up kind of your approach your the superintendent's profile right and the attributes which I think is a real critical part right it really takes time and care to make sure because then you're obviously
032you're going off of our criteria our input um can you explain how during this again a lot of my questions are geared towards the summer because I think it is it is a is a challenge with with people in their schedules so can you explain how you willate challenges in general of a summer search and specifically the trade-offs of virtual versus in person because I did talk to one of your reference and and um they you know they kind of said well when in person really lets the community feel valued it it lets them really have you know talk and kind of feel that buyin process that I think we really want our community to feel but again we're also the reality is we can't jug know a lot of we're entering summer month where
033people just have family vacations etc. So I'm just trying to kind of you know get for our search. Do you have any thoughts on how to mitigate the summer months and or specifically to this first phase which is the design and feedback gathering. >> And so that's where we would rely on you because you know your community better than you know the community. And yes, I would agree that when people have the opportunity to meet in person, they really enjoy that. But we had more input from people online because for instance, people were working. >> Yeah. >> And they couldn't just leave. >> Yeah. >> And they could just sign on and >> you know um virtually. But um the thing about this search is that we're willing to do whatever is best for this
034community. you know, it doesn't have to be tailored like the other ones. So, if you would say, you know, let's maybe have a few over the summer and as soon as everybody comes back, let's have more engagement from the community where let's say you might want to have a town hall meeting. We're willing to do that. I don't live 30 minutes away. So, it takes me nothing to get over here and get the parents or the community group, but um I would say you have a hybrid because you want as many people as possible to participate in this process. >> Thank you. >> I just have one more um and that is um will you be the people working with us? And then if you're living in Southern California, is that like would you commute
035up here? Would you be staying? >> And I apologize mention for me most I calculate my straight from the point of San Jose airport that's Ontario that's 15 minutes I actually actually did a consulting look actually straight I'm all the time and that's not an issue at all we don't have too much because otherwise that would too much but I do want to say Donald's here again 30 minutes away me coming up is not an issue it's want to ensure that we together design able to participate as much as possible based on your that's not our you call my references they'll tell you I am there whenever you call I answer the phone it's not 24 hours it's not 48 hours you call me I pick up you tell me to get over here I'm
036here >> that's what you Like you have both >> and we don't at that price in 2000 in terms of uh travel and reimbursements. It cannot exceed that. That's it. >> That's it. >> Final question. >> Sure. Um maybe you said already this feels kind of a basic one, but you've done lots of searches and you have a wide network. Have you done a search in this timeline that we're talking about before? And if so, what were the like like >> Yes. >> What was hard about it? What was easy about it? You know, >> um the difference with this time search is that we're going over summer. >> Uhhuh. >> So, we'll have to tailor it. >> Yeah. >> And and it's just basically you telling us what you want and we know how
037to do it. >> Yeah. So, like I said, I would propose more of a hybrid, but I wouldn't end I just wouldn't do all hybrid because I think you limit people and sometimes I think that people feel more comfortable or put it this way, it seems more transparent >> when they have the opportunity to come and voice their opinion in your face, >> you know. Uh so I would say my recommendation is like hey let's start off here but let's not end let's continue when everybody comes back recent >> and it's such a pleasure person they ask different questions we also understand why like I said earlier they represent how we feel the data but that engagement so that they feel like okay the representatives listen they care there's that trust being built there's no
038Absolutely. So, so we not only anticipate we encourage these person if they can't come >> and give the opportunity and I don't think even in the summertime you'd be surprised people have family obligation but also home community from parent perspective is actually more engaged. >> Can I send it one last thing? It's it's a lot about being heard, but it's how they feel when they're listened to >> because they'll come back and they will tell you what their experience was like. >> Thank you both. >> Thank you for your >> So, what if you want us to you got lots of other firms. Do we stay or do we leave or you guys decision? your choice. Uh the board set to deliberate right around uh 7:45 uh tonight and uh regardless uh trustee president >>
039the interest of time >> um we have uh hya correct >> very nice to meet you thank Thank you. Thank you for having me. And my uh colleague actually is on Zoom. I don't know if you were able to connect. >> All right. Well, first of all, good. He's not. Maybe >> is he participating or is he just on? >> He's uh participating in the question and answer portion. So, but Van If not, you have me. >> Yes, I do. >> Yeah, we didn't know um that somebody else was gonna going to be on Zoom, so we can maybe we can still send them something. >> Oh, yeah. Let me >> Great. Sure. Listen, Perfect. Sure. >> I apologize for the delay. Also, technology. Oh gosh. We got this. >> Well, I can Am I
040good here? Hello there. It's delightful to be here. I was telling the story that I feel like I'm coming home kind of. I used to have an office in the San Mateo County Office of Education when it was still in the old Kmart building. We're going way back. So, walking in this, whoa, what happened? So um we will introduce ourselves in just a few moments but we want to get started with you here um about McFersonen and Jacobson we focus on what is the all about for the leadership and you'll see here on this particular slide is we help your candidates and you identify what is it and where are you today and we try to get very focused on that uh because that'll that dictates our search all the way through. Um and then
041what are the challenges? Uh and uh again applicants want to know that beforehand. So we really work on the leadership component with you and the candidate uh hopefully ultimately the person you select. Then um our goal to this whole process is first as I just was mentioning clarify what is the leadership role and then build a strong and diverse candidate pool and we'll come back to that in a slide or two later but that is something we really pride ourselves on. Um, every search I've been on, the the pool that we bring to the board has been very diverse ethnically, um, a gender- wise, uh, sexual identification, all that. Um, we've identified at different times. And then how do we support you? We, uh, because we will be your employees. Now why or what happens
042at uh with superintendent searches if in fact we haven't clarified that leadership role that can send you you know I want this no I want that this and that. So it really helps us focus and then it strengthens for us the recruitment process. We get a we get applications and we also get calls before um the we even start vetting anybody and we sometimes will say based on the information you've given us you may not be a fit or you will be a fit and and there's times and we're constantly on the on the move looking for new c uh applicants and so we identify somebody we meet somebody new and learn about them etc etc and they say you might be right for And so we we do that uh as much as we
043can. We really look at the alignment for you as a board as well. Um just last night I finished a search. Um the board had selected their app their candidate and part of what we really worked with him a lot during that search is how are you aligned with your superintendent? What's your governance model? Because hiring a superintendent, number one, is one of the most important things you will do. And number two, how you interact with each other is critically important. And we talk about, okay, there's going to be times you disagree. It's not going to always be yes, yes, yes. How do you disagree and still maintain credibility with your constituents? Um, and then, uh, we look at the leadership in the community as well. um and we spend some time with them and
044we'll as we go through the process we'll give you a little bit more on where we do that. So who are we? Well I'm Dr. Daniel Moro. Uh I will be the lead consultant for you and I was starting to think okay when did I start this? Actually it was just as COVID was starting was my first search. We did the whole search on Zoom which was interesting. It was finally when they had selected their candidate, they said, "We need to work something out." And we literally went outside, spaced all around, and had a conversation. Um, because it wouldn't be I wonder how it would be if a board didn't meet their candidate the first time. I've been a superintendent in uh urban, suburban, and rural uh districts. I've been a state administrator as well,
045and if you know that concept, it's because a district got taken over for for financial reasons. Um and uh it was delightful when we finally were able to turn local control back to the board. Um so I I've taken on that role as well. Been a teacher at all three levels and uh here I am today. If you were to ask my family, if I were to tell you I retired and you ask my family, they would argue that point. So with that, let me introduce my colleague Tori Gibson. >> Hi, good evening. I'm Tory Gibson. Um I will refer to myself as what newly out of the superintendent seat call recovering superintendent. Um I sat in the seat for 11 years. Probably my first actual um recruitment process was actually with Mickerson and Jacobson.
046Um and it was a from the candidate side. It was a very thorough process. I sat in that seat for six years very proudly. Um, I've been a superintendent in both rural and urban as well as very small 600 students, um, a district of 4,000 students and a district of 13,000 students. Um, and so I have a vast um, experience across the levels with your particular district. Um, I really relate to the K8 piece because it is its own it's its own thing. Um, and often secondary districts or secondary schools, especially if you're unified, which you're not, but there's this there's this clash around how easy elementary is. And if you've ever walked into a kindergarten or first grade classroom when someone's having a little bit of a meltdown, you quickly learn it's not. And
047so, um, the elementary world really has a place in my heart. I was a, uh, school principal for 17 years and at all three levels as a site administrator as well. I've spent 24 of my 28 years in ed in education at some form or fashion of an administrative level, whether it be site, district office, or the superintendency. Um, currently I'm I'm in the world of doing some other consulting work um specifically around special education um and helping districts um reinvent their special education system so that they are aligned with um federal law. It's a win-win. um helping districts align with federal law and compliance so that you get out of litigate the litigation cycle that I like to call it. Um students start getting what they deserve and what they're entitled that districts then
048get to have costsaving measures. Um it's something I just fell into as I became a principal and have done this work that has just blossomed throughout all three superintendent worlds that I've sat in. So that's what I'm doing currently um as I as I move forward with retiring and looking at STERS which is a great place to sit. So, I'm happy to be here. >> This one's yours. >> Okay. So, um I think one of the greatest parts of McFersonson and Jacobson and um Dan said this a little bit already is really about finding the right candidate. And I think that I cannot impress on you enough. I know that after doing a little bit of research of your district, it's bittersweet that your superintendent is leaving. Congratulations to you to get closer to your
049family. We know how many hours we all put in and that that commute does add up quickly. Um, and so I know it's bittersweet and so finding the next candidate is really important. And I think the one thing that McFersonson Jacobson does so well is they find the right fit. Because you can be a great leader and you can be perfect in every way, but if you are not with the right board and the right governance team that also has your same vision, you it it's it's not going to work. Um, it's also a match with your community. um the minute the community struggles um then the board struggles and the superintendent struggles. And so I think these statistics are really important to really focus in on is really around the retention rates because the
050current retention rate for superintendent coming in is one year and seven months and it's getting less by the day. I actually think it's down to 1.2 right because it's a hard seat to sit in. It's why so many people are moving um seat. It's just a really hard place to sit. And so, um, as politics change and our society changes and social media changes and people get to do and say what they want online, as you all experience every day in your seats, um, I think this speaks very highly to really finding the right candidates. Um, and sometimes those candidates will come with a plethora of experience and sometimes they might be a new sitting superintendent that is really eager. So, it's really up to you for us to help you define that and your
051community define that so that we can then move forward. >> If I may jump in here, Tori, really want you to focus on the numbers here. You know, 80% of the folks that we place. There's nothing more disruptive than changing superintendent in a district. And uh we pride ourselves on how long folks stay in position and that's what we work towards. I'm just going to do a really brief overview because Dan's going to go into the process a little deeper in just a second. But there's three things that happen. Some of it simultaneously and some of it very strategically. So the first part of it is really listening to the board and the community and staff and really finding out what it is that they want. Now often the lists all look Dan and I
052talked about this today that the lists often look really similar. So, I think it's really important for us to tease that out and find some real strong um identifiers that are different than the general list that boards put out for superintendent. Everybody wants somebody that's communicative. Everybody wants somebody who's transparent. So, let's let's let's move away from those and really hone in on but what makes this district this district? What is it that's super important here? So, while we're doing that, um the recruitment process is really important. I think having those connectors out into do across the state. I've been in Northern California um my entire career. So, just having those people to contact that once we have that list would maybe be a good fit and really encouraging them to apply is really important.
053So, going through that selection process and the screening process and the recruitment process simultaneously. And then some of the things that we just have identified just by the research that we've done about your district is really you have some your academic scores are fantastic here. So, the work you're doing academically is great. Um, your biggest gap is is in your special education world with a little bit of your EL, but mostly in special ed, which every district's in that same boat, but your general academic scores are fantastic. So, making sure that that work is continued with somebody who has that can navigate that. Um, some of your struggles right now that we saw, um, navigating your enrollment decline, welcome to California. Welcome to the Bay Area, especially this area where it's a challenge. And then
054you have your facility issues that we read about where you know you you start to mention it and the community is in up or over closing a school reconfiguration. It's extremely painful. I've done it. I've closed a school and I will tell you it is painful. Um but really re uh right sizing the district financially is going to be key for that $5 million built-in deficit that you currently have. Um, finding somebody who understands that is going to be really important so that you can do it slowly and you don't have to do massive layoffs. You can do it through attrition and some of those pieces, but it's going to be really important to find somebody who understands that and can see it three years out and five years out. So, you can slowly gradually
055as a board come up with that plan. Um, you have a very engaged community. So, they need I leadership associate said it as well and I'll I'll back them up on that. It's not what people say, it's how they feel about what they said. So, do they feel like they were heard is is really most important. And then really um just being um authentic with with the community. And I don't I don't think a lot of people also talk about the staff. The staff um especially the immediate staff to the superintendent are the ones that are impacted the most immediately. Um when you've worked with the same boss for six years um and it sounds like it's gone very well here. Um that's that's a that's a challenge for And so just making sure that
056you hear them, they know what they know the the good, the bad, and the ugly of every day that happens in the office. And so I think making sure that that voice is heard as well. So that because they're often the most quiet voice and so we kind of forget about them. >> So there are five phases that we would bring you through as we did the superintendent search itself. Now, as you listen to the different firms this evening, you're essentially going to hear a variation on a theme. What what I'm hoping you look at are the nuances that perhaps we bring that somebody else doesn't bring or that we capitalize on more than somebody else. The first phase is we meet with you. If we were selected, we would be asking right away when
057is the first time we can meet with you collectively. We need to set up timelines uh immediately. We need to start to identify the criteria that you want to address as we publicize the position and uh who are the stakeholders you want to involve because we go to sta uh phase two and we conduct a series of stakeholder meetings. Uh you we will give you a list of folks that other districts have said here's who we want you to talk to. You you add you delete what have you from that list and then we set up meetings. some uh face tof face, some on zoom and zoom tends to be those who can't get um get to us in any other way. We do the face to face but we also do online and the
058online version is the same questions that we ask face to face. This is usually a very revealing document to you as a board and to the applicants. uh the applicants wait for this report to come out because it tells them a lot about what people within the community in the district are really truly feeling about the work that you're doing, etc. For you as a board, it gives you some information as you bring in a new superintendent. Here's what we better focus on. Um and you set the goals around it. And when I get to phase five, we'll talk about setting goals. But um we do the stakeholder reports and then we actively recruit all of us. If you if you I belong to quite a few and Tori belongs to several but all of
059us we essentially are connected to almost every association that happens in in education. Now by default because we are a national uh uh company you will get national exposure because you'll be on our website. the the posting will be on our website as well as yours. So, we bring in people nationally and we do get applicants from across the uh the globe and across the country uh as well. Uh and and we vet them just like we vet everybody else, but we're constantly recruiting. Um we don't necessarily have a a pool that we always go to. There are certain folks that we know, okay, this is what uh Belmont Redwood is looking for. You know, you might fit, you might check this out, uh sort of thing. And so, we're constantly recruiting and looking for
060the right people for you. So, then what is happening behind the scenes? Your consultants are vetting the different applicants. Now, you're probably well aware, and maybe you folks have done it yourselves as well. I know I have. when you fill out your application, the people you put on there for references aren't going to be the people that will throw you under the bus. You know, you So, what we really do is number one, we ask the candidate and we ask each of the references, who else might we talk to as a group of consultants in California, we meet monthly. We share what search we're doing and who do you know anybody in any of these districts? And that gets us to another place. So, we end up going off the map in terms of map
061being their application to uh talk to people and really find out what's there. We searched social media. I can't tell you how many times I've said to an applicant. So, when were you going to tell me about that, let alone tell the board about it, you know, because all of a sudden we uncover something and sometimes it's very innocent. It sounds worse than it is, but we don't want you suddenly to be surprised with anything. Uh so we work uh very diligently on that. And then in phase four is the candidate selection. You will see and we will talk to you about every application we receive. We will come to you with a list that these folks really don't fit. We don't in from our perspective. These are folks that you might want to consider
062but this group really seems to align with who you are, what you want. And what we do is we have those folks create a a a video uh answering three questions that you get to see before you decide who you want to interview. Um so what we're trying to do again is getting you a sense before you meet them face to face. Maybe so maybe not uh sort of thing. And so then we sit down, that's a five-hour board meeting, I have to tell you, as we go through all of the applications, all of the applicants, and you decide who you want to interview because we come to you with a short list. We're not dictating to you, this is who you interview. We have the conversation and we've had more than once where uh
063boards have said, "Ah, let's pull this one over here." Um, you know, after you've looked because you will have seen the paperwork, etc., etc., before we meet again. We work for you and you will give us directions saying, "Yeah, I don't think we want to do that or whatever." And we modify and adjust to your needs. So, you're now selecting the candidate. You do the interviews and there are several different ways to do the interview. Some school districts, the board exclusively does the interview. Some school districts uh have the board and a stakeholder group and what we do is we run those uh interviews simultaneously. So on a single day if I'm the candidate, I'll come and meet with you. When I'm done meeting with you, I go meet with the stakeholders group. And so
064we rotate them. The stakeholders group does not rank the candidates. We ask them to identify the strengths they got from the interview and what are areas you think this person needs to grow in. We bring all of that back to you and you go look through it and decide okay here's who we want to interview here's who we want to talk to and remember by that point you will have also seen their uh videos and so from there we set up the the actual interviews. Um this I as I said just last night we finished a search and in that particular community they really engaged the the students tremendously. If you were to watch any of their board meetings and the role that students play I first time I saw I went whoa. Um we
065ended up with a student uh panel as well. So all the candidates board stakeholders and the student. Um, and again, if that's something that you're looking forward to, we're not done there. Once you've identified who you want, it's not over. We hang around with you for about two years and come back and uh work with the superintendent. I think I've run out of time, right? >> Okay. Okay. So, those are the five phases. You want to step in real quick with >> Yeah. The only other thing I think you already all know this is just really the importance of the governance team being the six of you. I think that sometimes gets lost in translation and um like Dan mentioned earlier, sometimes it's not always rainbows and unicorns, right? It's it can be tense in
066the boardroom. It can be tense behind closed doors, but really making sure that that governance team is on the same step and moving forward. Sometimes it's a couple steps back and forward to get where you want to get to, but really making sure that this piece aligns is I think extremely critical, especially in this day and age. back to me. >> Yeah. >> So, here's based on the uh response you have in front of you. This would be the cost. It would be all of those five phases. The time we as consultants spend in your uh district doing stakeholder reports, any expenses for us. Um which will primarily be mileage sort of thing. But those are the pieces that are there. We also have as I mentioned the stakeholder pieces. Um we use K12 insight
067and innovate K12 who analyzes the data and they really produce some exceptional reports. And with that let's turn it over to questions. That's interesting because in the state of California, you have multiple firms doing searches and so we don't always know, you know, who's with another firm. We have a group of folks that we've talked to before and what have you, but that's not the always the group of folks we go to every time. This last search my colleague wasn't doing with Corey that time, but another colleague and I, we identified 20 people we had not seen before that we vetted and several of them made it to the board to be considered. We worked really hard on that. We do not have a statement. What's the second part to your question? Oh, okay. Okay.
068>> I I can answer that because I've more than recently went through from multiple firms and I think what's really important is that some firms do I I will I will tell you from my experience being superintendent recently, some firms have stables of people that you are very connected as superintendent to them. when they see something, they're going to call you. If you've been successful, they're they're they're going to be the first one that they reach out to you. The thing about McPerson and Jacobson is that um like Dan said is it has to be about that fit. And that's why 80% of superintendents go and stay. Um because it is about finding the fit instead of just finding somebody who's a really good leader. Just because you're a good leader does not mean you're
069a good fit in every single school district. Every district is very different. I have worked the rule of the ruralest districts in the state and I have worked inner city Bay Area and it's they are very different and you have to know your audience, you have to know your clientele, you have to know your staff, you have to know the challenges. Um, some people are chameleons in that way and some people just aren't. And so really finding it and honing in I think that slide about I don't know fifth or sixth down I think is the one that I would highlight that makes us a little bit different. In the in the last search, we had an applicant from the Bay Area here. Very big large school district in the Bay Area. We were doing
070the search in Los Banos. It was not a match. >> It was not a match. >> Thank you. Um um on your guarantee, one page said that you would research if the superintendent leaves for any reason. Um but I think in area. It says that it would only apply if they're terminated for cause. Could you clarify? >> Sometimes it doesn't work and you folks who said we got a park wage and if it's within those two years, we will come back and the only expenses to you essentially the expenses of the travel and that sort of thing. Um, but if in case there's been a rocky relationship and you folks say, "Well, it's not working." We'll come back and do it again. >> How in in general, how would you mitigate the challenges of a
071summer search? Seems like your timeline is about 12 weeks. Do you do you foresee anything specific with the summer and starting at this time frame that we should be aware of or there might you think we might have to mitigate or really think around? >> It's a little more difficult. The hiring season is now coming to an end. The typical hiring season as folks know about January I want to make move uh etc. last summer at this time starting at this time I was starting search the only change that we asked the board to make is they wanted the person they didn't meet with us until the end of June and they wanted the person to start on um August 1 and we said uh maybe we need to rethink that and we adjusted that
072time schedule um because you want us to do the right thing for you and so we've done searches in the summer depending on when hope to get the person here. We may or may not need to talk to you about that. >> And you're thinking about 12 weeks as a as a respectful >> give it the 12. >> Yeah. And and I think the other really important piece is this. And in all the seats I've ever sat in as an administrator, I've always made it very clear to staff if you go out and six people walk in to interview and you don't love one of them, you start over. you you don't compromise a position in at a high level leadership role. And I've said that time and time again as a superintendent sitting in
073there, you know, even hiring principles. It's it matters. And so if if you aren't super thrilled about it, then we go back out and we extend it. We repost it and we go back through the process because again, it's most important that you find somebody that you can have for hopefully six plus years. Um it takes three years superintendent to really get their feet under them um in a in a solid way just to know your community and your unions, all the things that come with it. Um and then if they can be there another three to you know eight years longer, that's even better. Um and so I just I really want to emphasize that. The one thing I think too that Dan brought up are those videos and I can tell you because
074I've done it a few times for McFerson and Jacobs and on the videos and what it is from the candidate side, they invite you to participate in video. First time you do it, you think you're completely crazy. Um because you're on your cell phone usually doing these videos. You're like co your dress will like you're up on a Saturday, right? Um but they ask two or three questions that are really important. Somewhat kind of generic, but they have some depth to them. >> Um and you have two minutes. So you you have to redo them about 25 times before you bloopers. Um, but I think it is important to know that because before you even walk in and we schedule those interviews, you're usually either jazzed about a couple people you're not, which is also
075helpful. Um, and so I think that does give a board a little bit of an idea of what's out there. Um, but again, if you don't if you go through the whole process and depending on if you have stakeholder groups or not, which has other challenges that we could talk about later for confidentiality, but um, I think it's important to make sure that you just it's I wouldn't worry so much about the timeline as I would worry about finding the right fit long term. >> Absolutely. >> From the number of searches I've done, we had one situation where the board hired us in September, wanted the person December 1st. We were on target uh in late November, I guess it was. We were presenting the applicants uh the candidates to the board. Off of the
076short list, they identified two people and they said, "Ah, we want more than that." So, what we did is we reopened the and we got into the typical hiring season and so the candidate pool became even larger. But that's the sort of thing we will do if you say ah not quite. >> And this timeline's a little bit more typical. It's becoming more and more typical than what it used to be. It used to be a really kind of a stricter timeline for superintendents looking, but now it's it's a lot easier. >> Yeah. I mean, I think we we anecdotally know of four superintendent searches that are happening. Yeah, it's far more common than it used to be this time of year. Um, one of the other questions I had was the percentage of applicants
077or potential candidates that are applying from out of state and what in your opinion with the California context of Brown Act and just some of the nuances that maybe California has, do you feel like what percentage and my question is what percentage is out of state that you typically bring into California versus not? And Is that do they is that on boarding now having that longitudinal kind of view are they set up to be uh successful in this California context or is it just challenging? >> We do get we don't get a whole lot out of state out of the country applicants. typically in a surge and probably you're going to be an attractive district for applicants. Um and so I would suspect we'll probably end up with seven eight out of state folks. Um
078and what we will we met them as well. We talked to them. We talked to every uh applicant. >> That's seven or eight probably out of 35, >> right? >> I would say the average superintendency right now pulls in 35 to 40 applications of which a third of them don't qualify. Honestly, they're they're at a lower level. They they're just tossing their hat out there. >> And that's part of the when we h have that initial conversation, that's part of So, because finances are such a big deal here in California, what do you know about California finance? If they don't even know, when you say, "Do you know anything about LCAP?" Uh, tell me what is that? Well, that's >> Or do you know that you're that they're a basic a district? A lot of
079people don't know what basic aid is. I was in a district where we flip-flopped in and out of basic aid every other year. >> That's the only reason I know about it. Right. And so it's Yeah, if you're in it, you're in it. But when you flip in and out, so if they don't know that, that's going to be a problem. That's going to be somebody that we're probably going to have a conversation with around >> may not be the right thing. This last search we had one person we ultimately brought to the board to consider that >> Y. Okay. Thank you so much. >> Yeah. You're welcome. Nice to meet all of you. Yeah. Good luck. >> Good luck in your search. This is an important one for you and whoever you select, >>
080I just hope you get the right person for you. >> Yeah. >> Thank you very much. >> 100%. Thank you. All right. Good evening everyone. And I hate to say take two, right? But I have confirmation that Van is on Zoom for man. And if he is not, I'm gonna move forward. >> I am on Zoom. Thank you. >> Hi Van. Perfect. Great. So, I am Maya Woodskies and I'm so pleased to be standing in front of you this evening. I also served as a superintendent for the past 11 years and uh just recently have stopped being a superintendent. So, thank you. You can uh tell the gray hair sometimes attributed to that. Right. So, uh, I've sat in the chair that you're about to fill, and our numbers and demographics were very similar to
081the seat that you're trying to fill now. I know the weight of the position and working so closely with my board. I had a really good view into what that looks like. So, um, Van is going to do an introduction of himself. Go ahead, Van. There you are. >> Sure. Thank Thank you, M. Trustees. Thank you so much. I was hanging out on your l your YouTube live link and realized that was not the right link. Um, thank you for having me tonight um just to honor the board's time. Um, I was a I administratively I grew up just to the north of you all in the Milbury School District. Spent about 12 years there at every single administrative uh position to include the last 5 years from 20 to I'm sorry 15 to 2020
082as the superintendent. Um, I'm not sure if any of you were on the board at that time, uh, but my buddy was Dr. Michael Milikin, who served as your superintendent prior to, uh, your current superintendent. Um, I'm excited to to have this opportunity. Um, I'm, uh, still connected to the Sanonteo community and it would be an honor, uh, to serve, uh, you all and finding your next superintendent. So as you can see you have two leaders who have experience running districts in the state of California. In addition to that you have hazard young Natia which is a national team and it's a national team that partners with universities to train superintendent to make sure that there is quality education. So whoever you would choose as your superintendent has a lot of support not just in
083the state level but nationally. One thing that matters. This is your search, right? And and yes, here you go. This is your search. We're here to partner with you, to walk beside you, and to connect with whatever it is you and your community needs. I'm local. I'm about at the most an hour away. I'm a Bay Area native and as well as Van being a native. So, we're very familiar with this area. We're both familiar with large districts, but we're also familiar with small districts and the K8 context. So, we really are here to support you and partner with you. So, understanding your stakeholders views and insight, selecting a leader that meets your expectations, and demonstrating board leadership for the school community is really important. I heard the question twice and I actually want to
084address it directly right now. What does that look like when it's summer? Kids are out, people are in Hawaii or Disneyland or wherever it is they go. Well, you all also have community-based organizations and partners. And so in addition to doing Zoom, in addition to working with you and creating space, you have a lot of partners in this city in your connecting cities that we can sit down and say this is what we're trying to do. Yes, summertime is thin, but people are still here. And so you have to when you're in a unique situation, you've got to have unique solutions. So that is one of the things that we would commit to do over the summer. So having us serve as California superintendence, I could make three promises. First of all, that I'll be
085present. As I said, I can get here in about an hour. Maya, this is going on XYZ Lmento. Don't worry, I'll be there. I am the person that you'll be connecting with. Van is an airflight away and we talk all the time. But if you need someone on the ground, I'm here. That's my commitment. Another commitment is that I'll be at the meetings that matter. And you're saying all meetings matter. And they do, but there are some meetings that you're really going to want me in the room. And there's some meetings where you're not going to want me in the room because you need to meet together as a board, a governance team. I'll be there. The next commitment is that every finalist will be interviewed and ranked because sometimes there are some untraditional folks
086that you're going to want to put your eyes on. Right? So, I'm not going to gatekeep. We don't have we have people we can reach out to, but we don't have a and I hate to use this word stall, right? But this group of folks that we're just recycling through. No, we want the best fit for your district. And my goal is not a placement, but my goal is to have a superintendent that stays. I stayed in my superintendency 11 years. I'm a unicorn, right? But I really enjoyed it. I loved my district. We got so close, our families and our children, and I knew them. A district your size needs someone that's going to be present. Yes, you need an executive, but you need a present executive. And I understand what that looks like.
087So, you've met our team. We've talked about who we are. Let's talk about our firm. Our firm has been around for 35 years. We've done 2,000 searches, 80 searches per year, 130 nationwide associates, 35% people of color, 49% women. You all can read all the stats, but we are deep about research. which we are deep about looking at the right fit and that means we have to look at a broad plethora of people and we have a fulltime back office. I got to tell you without Ellen and our back office I wouldn't be able to do what I do and she is there. We were communicating this weekend. We were communicating early this morning. So if you need someone we have it. We have IT people. So you have a great IT team which I
088was able to connect with but we also have our IT people and one of the things that you're going to hear about briefly it's in the presentation is a dashboard because you all and your stakeholders should be able to go to one place and say what's the status of the search but we have our IT staff also that supports us national and state university partnerships when I was the way that I heard about or connected with HYA when I was was a superintendent. I did my superintendency program in addition to AXA through HYA at Howard University in DC. I was in California when I did it, but I got to meet superintendent around the whole country, right? We have that type of reach. So, what we know about Belmont? Well, you all have 3,900 roughly
089students, and that's a great community. There are superintendents that dream about having a district that size and being able to Right. Yes. Being able to connect and reach and know your families. You are basic aid funded by local property taxes with 292 part parcel tax for 20 years. So you have that funding. Now those numbers might be a little bit off right because numbers flow like this especially right now in California. You're a planned multi-year reserve draw down personnel is about 80 to 83% of spending. So that means you invest in your people and you need a superintendent that understands that and values that and holds that with you. Your enrollment projected is down about 290 students with the rest of California. But let me tell you what I always hear. I always hear districts
090go, "Well, that's the way it is. we're just down. That that is. However, where's the opportunity in that? You need a superintendent that says, "Okay, we're down numbers, but where's that opportunity? How do we bring in other families? How do we support the families we have more so that we are becoming more and more appealing to those around us?" That's the kind of person I want to find for you. Six years of steady leadership closing in June. the next leader honors it and carries it forward. The leader we bring in needs to understand the succession plan and to meet with your superintendent and to meet with you. And uh when I became a superintendent, I used the phrase and they made a fun me a lot. The baby and the bathwater, they've got to understand
091where that baby is. Some bath water may need to be drained, but we can't get rid of the baby. That's the kind of person I want to find for you. So, our leadership profile draft, well, they've got to have first of all, they need to be first of all a strong fiscal steward, right? We know the numbers drive what can happen and what can't happen. It doesn't mean we don't go out and try to find additional funding, but numbers are numbers. A good communicator and listener, you all represent your constituents. They talk to you. They talk about what they need and you hold that superintendent accountable, but they've got to be able to talk with people and to hear them and to hear you. An educator at heart, especially in a TK8 district, the superintendent
092of yoursiz district with your structure has to be an educator. They have to be out there in the schools. They have to understand what's happening, what's not happening, why, and to be able to encourage and lead people. They have to see the mountain, but see over the mountain, and they have to have an educator's lens when they do that. That's the kind of person I want to find for you. And a long-term partner. The last superintendent stayed 11 years. I stayed 11 years. I stayed 11 years because I believed in the work that I was doing and I made that connection with my families, my community and we were small like this district and I stayed there because I knew I was doing good work, right? You don't want to go through this process over
093and over again. It's great that if it doesn't work out, someone can come back in two years, but let's really do the work so that's not the reality. So Ben, I'm going to lean a bit more on you if there's questions about our re recent searches, but Dry Creek Joint Elementary in Roseville, which isn't that far from here. Uh, Rialto, TK12, Santa Clara Unified, which is also close. Roseville, more towards Sacramento, but still close. Paris Union High, Messa Public Schools. Anything you want to say about those, Van, before I move on? Maya, the only thing is um we we are consistent with our our process and uh what differentiates is the community and so we have a research process that um uh I know Maya will get into in terms of our signature search processes
094but um although the different uh districts um our processy belongs the same um and we share that information because all these searches were very successful. Okay. So, what is our signature program? Now, first of all, I want you to think about this like a house, right? These are things that you need in your house. So, we talked about your community-based organizations or other partners. So, first of all, engaging. Now, you're going to see a timeline that has specific weeks, but yours may look very different. This is just typically what we've done. What I heard from sitting there is you all want to move kind of aggressively. You're looking at potentially November, December, right? So, think of this in the context of your timeline engaging and finding out what is it that you, your constituents, your
095partners, the leaders, the parents, and so forth are looking for in the next leader. Then recruit. As I said, we're national. We have a broad reach but I also and Van also has connections in the state of California. I sat on the board of CASA. I'm very active with AXA. Culsa is another connection that I have. Right. There are ways that we can go out and we still go out and I still because I am fresh I guess fresh out of the field. I still have my connections. So once we know what you're looking for, it's easier for us to find someone that's going to meet that need. Selecting, we're going to work with you all to look at the resumes. But first of all, we're going to do some vetting. We're going to call
096that person. And one of the questions that we'll ask, and it was something I heard, is are you in any other searches at this time? Because it is good to know. Maybe they are. Maybe they live in LA and they're in the search in LA, but they're just throwing their hat in a ring over here, right? We owe it to you to really get a complete understanding of who that person is. The next thing is we're going to do a social media search and we're going to see what comes up. And I'll ask first, is there anything that I should be aware of? And if they say no and then I have all this great stuff, well, I'm not going to put them in front of you because to me that's an integrity issue. So,
097we're going to vet then give you the profiles, give your community partners or whoever it is that you want to have engaged in your search profiles. we will narrow it down. And if everyone we give to you is not fitting your need, then we go right back and do it again and we get a better understanding and we refine our search and then transition. So we don't just say, well, here you go. Good luck, right? No, we actually have a program embedded in which we will do mentoring and support and training of that person. And you know, even if they're a Cal California person and they say, "Oh, I completely understand LCAP and funding and bonds and I completely get the Brown Act." That might not be true. And so we're there to give that
098support to them, but also to give the support to you because building that relationship with the new superintendent is really a tricky dance, right? And as you said, there are five chairs that are going to turn over and hopefully we'll be looking at, you know, some very familiar faces, but it's a tricky dance. And so, we help you build that relationship. It It's almost like, you know, if you um those of you who are married, when you first get married, you love the person, but you never really got to know them until you shared a bathroom, right? So, we'll help you with that. Successful community engagement. First, it starts with the board strategic plan. What is it that you put in writing that you said you wanted to achieve? Board interviews, meeting with you individually
099and as a group, focus groups, community forums, stakeholder surveys, and really disagregating that data to find out what is what are the desired characteristics that you all are saying you want in your next leader. So, how do we facilitate it? Versatile meeting formats, face-toface, Zoom, going to other locations if need be, especially in the summer. Email feedbacks, flexible meeting times. Some people are only able or only want to meet in the morning. Some people want to come the midday or afternoon or evening. So, having those options available, diverse, inclusive. So seek to reach all community members and that's where the community based organizations come in because what I have found I had to do some work with um revamping teacher evaluations and as you know that's a kind of a tricky conversation. You've got to
100have people at the table that you normally wouldn't have and maybe people at the table that you know you may not agree with their way but the goal is the same. And that's the same thing we're going to be looking at when we're trying to get different profiles and potential focus groups. Of course, your parents, that's really important. Students and families, certified staff, so those who are going to be working directly under this person, your associate soups, your principles, and so forth, administrators, Redwood Shores employees, because you have your various organizations that they're represented, and they all want to have a say, and they should, right? they're going to be connected with this person and your parent organizations and civic groups. So, our recruitment phase, as I said, national reach, local focus, that equals more
101candidates that are qualified to meet your need, right? So, of course, as I said, we'll check references, but as was said, you know, hey, no one's going to put down a reference of someone that, you know, oh, no, don't hire them. They're horrible, right? No one does that. Yes, we do ask, is there anybody else? But we'll often just kind of ask, well, you know, do you know so and so? They worked in your organization. Give us some feedback on them because you really want to have a full picture of this person. news and social media is what I talked about before, confidential reference checks, what I just alluded to there, um formal third-party investigation of backgrounds and checks and interested candidates under contract. So, one of our questions is, are you under contract with
102any other district? Right? And yes, most districts will say they've got a great opportunity, let's let them go. But that's something we've got to dig deeper into because nothing worse. You ever go house shopping and you absolutely love the house and then someone else buys it, right? Nothing worse than falling in love with a candidate who's just not available. Non-traditional candidates follow the same process. You might say, "You know what? We heard there's this awesome principle who we think is ready for the superintendency." If you're telling me that as a board and that's what you want, I might advise you and say, "Well, think about that carefully." But I'm not going to say, "Well, no." Because it's not my search. It's your search. But that person's going to go through the same vetting as anyone
103else. Okay? And then, of course, behavioral assessments because you want someone to be a good fit. You want them to be a good teammate. You want them to be a good family member and community member. So identifying the right leader and we've talked about that making the applications accessible, screening, making sure there's a tiered slate. Those non-traditional the superintendent who have been successful and they have similar districts and connected values, they're your tier one. Your tier two are you like your associate soups and things such as that. Your tier three is your non-traditional candidate. If you want to look at a tier three, I'll support you, but I'm going to be a thought partner with you and find out what is it that this tier three can bring to you. I'm probably running out of
104time soon. 10 minutes. Okay. So, the long and short of this is that we will do our due diligence and we will work with you as a board and we'll help you come together and do your workshops and really come out with some good work. We'll do case study assessments of course and we will do engagements and getting feedback from the people at the engagement. We talked about, you know, setting your leaders up for a long-term success. Supporting them with a 100 day plan is really important. You've got to understand what they're going to do when they come in. They've got to understand what they're going to do. Evaluation process, all the supports that you need as a board. And so this draft timeline does go from June to July, but I'm hearing that you
105wanted to be more aggressive, but the steps will still say pretty much the same because you all are owed that process and pricing structure. Yes, we are more than the other two, but we bring a level of quality and experience. And I'm not saying that they don't have it as well, but a personal touch. I know what it's like to lead in a district like your district, and I know what it's like to make sure that whoever we're bringing in the house is going to be a great housemate. And that's tied into our work. Community surveys, six months of hazard, young and a transition academy included. That's something that, you know, most people would pay a hefty penny for, but it's included. One-year placement guarantee at no added consulting fee. If that person doesn't make
106it for a a year, we come in and do this again for you without a consulting fee. Price match on any comparable competitive bid. If you look at my bid, our bid, and you look at the bid of my colleagues that were just here, and you said, "You know what? This looks pretty much the same. Would you price match? Yes, we do. Travel and background checks reimbured at cost. And when I'm traveling, I need to eat, but I pay for my own food. Okay. I like good food. All right. Any questions? >> Thank you again. And thank you, Van, for for doing that online. Um, one of the things Looking through your proposal, I had a specific question. >> Um, is you didn't list any specific unsuccessful searches like the RFP and in the past
107five years. I guess that was a a request by us. >> Um, but you did have something interesting around specific lessons um to that have informed your practice. Can you kind of share a little bit about what specific lessons have informed your practice to make our super search a successful ones? So, what have you learned from those unsuccessful ones >> that could be critical uh maybe save us time or just to be aware of as we start our search? >> Absolutely. So, I'm going to start off and I'm going to add some things in advance. I'm going to hand it over to you. One of the major things is I think the point that I keep driving home tonight. We got to make it personal. Uh it is not a superintendent is a very important
108role, right? An engineer is an engineer, but an engineer isn't just an engineer. There are nuances. Even more so with the leader of your organization that serves children and families. So, I think that's a learned lesson is to really make it more personal to the search that we're doing. And Van, do you want to jump in? >> Absolutely. Um, certainly many factors play a part in the success of our searches, but I would say that the the one lesson that I hold really close to my heart is um, HYA has developed those signature phases for a reason. Um and many of the timeline pieces that you see are part of engagement. Um the responsibility of the board for this particular search, you are you are hiring your top executive for the district and and when
109when we when a firm is selected and the be the process starts, everyone wants to be a part of the process. As a matter of fact, some uh community members will want to tell the board who to hire. And so um a lesson learned from my own personal experience was uh when a board decided not to hold as many sessions as we were recommending. Um and and you know to honor the board's desire and the wish. Um we said okay we will shorten our engagement process not necessarily by the time but the number of uh constituents that we spoke to because the board uh the board uh wanted to not only fast-paced but did not want us to hold so many community member groups. And so if I had to do that search all over
110again, I will have to say it still was a successful search, but there were a lot of political conversations around um folks not being a part of. And so if I had to do that uh search again, um the lesson learned was to push back just a little bit um to say, you know, it is there is a reason why we want to meet with at least 25 to 30 constituent groups so that at least folks have that opportunity to share because this process is a very um engaging process that everyone wants. They want to see who their new leader is. They want to be a part of that conversation. And so I would say that that to hold true to our signature phase processes, >> I guess to piggy back on that, thank you.
111That was good point. Uh can you talk a little bit more about your approach to to board dynamics >> and specifically like how do you balance >> your advice and guidance to the board but also respectfully keep them on track? I don't think uh our board included uh is is always perfect with with staying on on track. We we do our best. >> So, can you kind of we're looking to you for not only for advice, but also like you were talking about the non-traditional, not saying that's going to occur, but can you talk a little bit about that balance? >> Absolutely. So, first of all, um there's something to be said about everyone being on the same page and understanding. That's why the dashboard is so important. There's got to be a place that
112everyone can go to and see and know the same thing. Even with that, there's going to be some abnormalities, right? And um we may say we are going to have XYZ and I need this from you guys on this date and then that date passes. I'm a strong believer in project management tools and I'm a strong believer in nagging but respectfully nagging to help you stay on track. There may be, you know, you may go for that tier three, right? And if you here's the thing, if you there is something about that tier three non-traditional candidate that has really caught your eye, then let's look at them. But let's then do an honest SWAT and say what are their strengths, weaknesses, what is the opportunity in this candidate? What are some of the threats there?
113And then let's make a plan of mitigation. Let's set them up for success. Let's set you up for success. So what does it look like? It looks like really making sure that we have a common place to go to and understand. It looks like having a accountability piece to it, but also understanding that we're sitting together for the role that is the most important role in your district. And so we're going to come together and talk about what's going to work and why. And if you are sold on the what, then let's work together on the how. Thank you. >> Thank you very much. Um I was um especially interested in the um community portal. Um and um just wanted to know if you could um give us some more information on that and like
114maybe how many districts you've used that with or for searches um and what kind of feedback you've gotten from the community um because it seems like something that our community might be interested in. Absolutely. So, this is something actually that's fairly new, but it's modeled after multiple dashboards. The state of California has a dashboard. Um, various districts have a dashboard. So, the model itself isn't new. It is a dashboard that I work with your tech department to make sure is present on your website and you all can go to it, your community can go to it. It has some very clear targets and visuals. I also believe in communicating things at a fifth grade level quite frankly and that's not a pjorative to anybody in your community but there's a vast level of understanding. So
115how do we communicate things in a way that's as clear as possible? It's there. It's visual. I work with your tech team so that it's prominent so anyone that wants to know clicks onto it and it's modeled after dashboards that have been used for you know I would say decades but at least over one decade right and so it it's a successful model in a tool that I'm hoping more people actually use >> we're we're nearing the end of the time but >> um hi Um my one question was I I know you're relatively new to this role. How many superintendents have you placed? >> So I personally or hya me personally. So actually I have not. I've placed myself but I have worked with superintendents and I understand the role extensively. I am fairly
116new to HYA which is why I partnered with Van and Van if you want to talk about your experience. Absolutely. Um I've personally placed I I want to rephrase that word. I've I've I've personally supported a board in the selection process of a superintendent uh uh in the last year four. Um so very uh uh close to the scene. Um as as I mentioned earlier, different lessons with different community groups. Um but we stay true um to our signature process and um you know we always go back to that particular piece um in all of our searches and that's what has guided us. >> Yes. So while this is my first cake I know the recipe really well. >> I two simple ones. Um you talked uh you answered us already I think about like
117what might be important over the summer. Have >> I guess I think it's for you. Has hia run a search on this timeline recently? >> I know that we have done searches on this timeline. Van if you do you know if uh what is the most recent >> the most recent Chicago? >> Correct. the most recent um we we it this is a long um the timeline itself to have somebody place um for a January 1st if I hear the board correctly. Um I recently did a re uh a search for Indian Prairie School District. We began at this very same moment. Um we at this very same moment in terms of uh uh meeting with the board in late June, early July and we had a longer runway um although we named the superintendent
118in December, the board and the two agreed to have them start the following year. And so um I can't speak to um folks who would would would choose to leave their specific contracts. There's some things that the board would need to consider. Um however the process itself we had a really great um um you know uh pool of applicants we had we met our benchmark of 35 plus applicants with a diverse pool um and at that moment and at that time people thought they were going to start in January. So, um I believe that the board um if if if if the desire is to start January 1st or even name the superintendent in December, it is doable. It is doable. >> Thank you. Then uh you said new for the uh dashboard like >>
119Yes. >> Like one month, one year, like how new? >> About a month or less. Yes. Thank you. >> Yes. But it is modeled after dashboards that have worked forever. >> Appreciate it. Great. Thank you both for presentation. We thank you. >> Thank you so much. >> Thank you. >> Okay, great. So they're ready. All three. Hank, Kathleen. Where is I want to welcome the three representatives from human capital enterprises. Thank you for joining us. Hank, Kathleen, and >> thank you. Are you are you ready for us to start? And thank you so much for having us. out whenever you're ready. >> Wonderful. And I it looks like it Kristen, you're going to um flip the slides. Is that right? >> Sure. >> Okay. Um and I'll just maybe I'll just say next if it's
120not automatically uh obvious. Um board, thank you so much. We are so honored uh to be with you tonight to uh present to you for the first part and and maybe more important to engage with you and uh learn about you and hear your questions uh to see whether we are um the right partner for you in this in this very important transition. Uh my name is Hank Harris as you can as you can see I I I lead human capital enterprises and I'm with I'm with two absolutely extraordinary search consultants, leaders, educators, uh former superintendents. Uh let me let me invite um Kathleen Roden Nordon and Luan Carlmano to introduce themselves. Kathleen, >> certainly. Well, again, thank you so much for having us this evening and I am uh delighted to be here. As
121Hank said, my name is Kathleen Roden Nord and uh just very briefly, I've been with Human Capital Enterprises since 2020 and uh have been involved with I don't know how many superintendent searches. Uh but I would think somewhere in the neighborhood of 20 or more. I'll I'll do a count at some point and verify that. But uh 33 years in public education. The last 18 of those I spent as superintendent of a midsize district in the Wameam Valley in Oregon. Um again, pleasure to be here and looking forward to, as Hake said, learning more about you and sharing more about us. >> Thanks, Kathleen. Lanna, >> great. Hi everyone. Uh wonderful to be here and uh just to share a little bit about myself. I have been in education about 36 years, a superintendent for
12214 years and uh my last superintendency was in Hillsboro, so a neighbor uh with all of you of course and I was just reflecting as I was getting online that I actually spent quite a bit of time in your district when I was doing my doctoral dissertation about superintendencies and trust with leadership. So that just came to mind when I was doing this and I've engaged with uh human capital enterprises with a superintendent search that just was completed successfully in pedaluma city schools and really had an opportunity to learn about the firm. It was the first time I worked with Hank and his team and it was fantastic and Pedaluma ended up with a just extraordinary superintendent that uh a late search similar to what is happening here and just a pleasure to be with
123the company that uh is much different than any other search firm that I had interacted with and really pleased to be a part of the team. So, thanks so much. >> Thanks so much, Lan. Appreciate it. Let's uh let's go to the next slide. I'm not going to read that to you, but I'll ask you to look at it. This is what we This is what we think we know. Belmont Redwood Shores trustees, we're only beginning to learn about your district. Uh we know a little bit about it. We've researched it a bit. We are we are hoping to have the opportunity to get to know it so much better. And I I should say also that uh and I think you might know that it was my intention to be with you in person
124tonight. Um and I so appreciate the opportunity to participate with the team virtually even though that wasn't our first choice. Um, but life as it is has me not with you in the boardroom tonight. We are ready to be there in person with you as soon as as soon as a few days hence. And we would love the opportunity to do that. And in so doing, uh, we'll know more about you and and what drives you and what the opportunities are and why Belmont Redwood Shores would be such a phenomenal place for somebody to pack their bags and move to Belmont Redwood Shores if they don't already live in the neighborhood to be your next leader. we are excited to learn uh about you. This is what we think we know and so when we
125meet you in person maybe uh you'll check in with us and say whether we were we were right or wrong in our in our initial uh in our initial research. Um if we go to the next slide um what we'd like to do because we want to really keep most of the time for the Q&A. Uh what we'll do in our presentation is share a bit not so much about our process as it is because you have you have our proposal. and probably have read at least pieces of it or maybe all of it about how we do our work. But we would like to um recognizing you have four very experienced and and very highquality firms to interview this evening, our sense of what makes us uh different and perhaps that matches and aligns
126with your values about what you might look be looking for for a firm um for a partner firm. And so um these six items, we'll talk about each of them over the next few minutes. Uh we believe we have a success rate of hiring and longevity that is really second to none. Uh we have a commitment to both the craftsmanship of superintendent leadership and HR leadership and in virtually every search. We bring both of them together. As I stated earlier, I've I'm with two extraordinary leaders who have spent many years in the superintendency. I come from the HR background. I've led many board searches, but my work in K12 was as an executive director of human resources. uh and we think bringing both of those together is actually a critical ingredient in our success. Um
127the third one is that we handle the work and you focus on the decisions. It's a high value to us that you as a board and also your staff are not caught in the minutia and the clerical and the busy work of a search because there's a lot of that too. But you're hiring a partner firm and therefore your staff ought not to be concerned that they themselves will have to be running the search. that's why you're bringing us on board. And so we have a commitment to minimal staff interruption and we're very clear at the outset those those few points of time where that's where we will need to rely on staff so there's no surprises. You're going to see a process that we hear accolades for that is meticulous and seamless that we
128will be your hightouch. That means easily accessible trusted adviserss. We only have people on the team that are that are tied to their phone. So that might not always be the best for work life balance, but you will not be waiting hours. You will probably not even be waiting an hour for a response if you need one at any given time. We are hightouch trusted adviserss. We pride ourselves on extraordinary communication and accessibility. And lastly, we'll talk about this too, is we take pains to ensure that the candidates that apply for your job, that put themselves out there are well treated and well nurtured. They are not coached by us. We do not coach. We are very careful not to coach. But we nurture like nobody else. And one of the reasons why we do
129that is because at the end of the day, only one person is going to be the successful candidate. And every other candidate, we want them to leave and have the best sense of your district. We are we as your consulting team are reflection on you. Those folks will know other people and over the course of their careers, they'll bump into people that want to apply for a job in your district. and we want our candidates to say for the rest of their careers, you can't do better than apply for a job at BRSSD. It's an extraordinary place. So, let's talk in our a few minutes about each of these. Um, let's go to that next slide. Thank you, Kirsten. Um, these these numbers uh are our numbers from the So, B starting in in the
130fall of the 2025 26 year, these are our numbers, which is 114 completed searches over 14 years of search experience. So we are not a national firm with thousands of searches. We're not built that way. We're built as a smaller entity where we as a team and at any given time there's really about five or six associates. So you're you're almost looking at half the team. Maybe it's seven sometimes. Um we work really closely together and I as the full-time employee of the firm and involved in every single search we do. So in those 14 years of 114 searches uh we have a 96% longevity rate. So what does that mean? So what that how do we get that number? Well, since 2020 up to the beginning of this calendar year, we placed 28 superintendent.
131And 27 of those 28 superintendent are still as of September 2025 in the job or served at least four years. In other words, only one of them didn't serve four years. 27 out of 28. That in our estimation is a pretty high metric and one we're really proud of. Um, we have never had a search fail. You've asked about five years, so we said no. But we've actually never had a failed search in the history of our firm. And we've never had a failed superintendency. And we count that as if a superintendent who has not made it to the year two. Now, the truth of the matter is we want superintendents to last a lot longer than two years. But if we were to say that a 2-year mark is a failure, we've never had
132a superintendent not make two years. And in fact, the only one who didn't when I said 27 out of 28, the only one who didn't is actually a really stellar superintendent who was hired by a board and then midway through I think the second year there was a board election and a very different board with a very different set of values came on and so there was a separation but in our opinion that wasn't a performance issue that was a a board change. Um, so we are very proud of our record for superintendent longevity. And I think as we go to the next slide, here are some of the reasons why. I talked a little bit before about this, but we see that the work of the superintendent and the work of human resources are
133connected and different. And a very strong superintendent search requires moments where you have leadership that really understands the complexity of running a complex organization based on instructional leadership and operations that support it. And there's also moments of time in a superintendent search where it's all about the process and recruitment and ethics and fairness and statute. And both of those skill sets are really important. And every search has moments of unpredictability. There are a lot of balls in the air in a superintendent search. It is a highstakes enterprise. Having both folks in your team makes a significant difference. Um, as you see from the marks, I'm with two great superintendents who have spent many years doing this work. I spent seven years as an HR leader in Portland public schools, uh, and Bellingham, uh, Washington schools
134and also a small district out of Portland called Canvi. So, that was my work. That's their work. And I think that that is a essential ingredient of why we are successful with our searches. Let's go to the next slide. I spoke a little bit about this before, but I want to accentuate the very bottom right hand part of the screen. The minimal burden to staff. Your staff is working hard enough. You if you wanted to do in-house, you would do in-house, but you're wise enough to realize you're not going to do an in-house search. there's too much work um to put on a skeletal staff that's working already more hours than they should, right? And so um I'll tell you, I think I have a minute to tell a quick little story. I was doing
135a a search up in Washington State just about a year ago and I went for their planning meeting, which is the kickoff meeting. Um and prior to that meeting, I was sitting with the executive team and the HR director said to me, "Hey, Hank, don't worry. I have blocked out the next two months. I am your man. I've got my calendar clear. I'm gonna I'm here for you. He had been in two superintendent searches with other firms prior and from those experiences, it was his expectation that he needed to clear his plate so that he could help run the search. And I looked at him and I said, "You're awesome. And your job over the next two months is to run your HR dep department and make sure it's doing extraordinary work in these difficult
136times with talent and performance management and compliance. You do not have to worry about this search." and his eyes opened wide like what? And at the end of the search he said to me, I can't believe it. I I I didn't have to do anything. And I said, well, that's because your board hired a firm to do that. So that's a deep value and I'm not sure that always works and I I I can't speak to other firms, but I I know that's not always the case. And in our case, it is. And I want your staff to rest assured that. But for the times that we indicated in the proposal, which are finite, your staff is not going to be expected to be sending invitations to candidates or writing interview questions, that is that
137is our work. I'm going to go through the next two slides quickly because I'd love to get to the Q&A. We've talked about um these these three pieces are also kind of on that overview about a meticulous a principled search transparent precise communication and how we treat candidates as a reflection of the BRSSD boarding community. I think I already spoke to that earlier so I won't reiterate that. Let's go to that next slide which is just a reaffirmation of what we think sets us apart and I think we're ready board. Thank you for engaging with us and and letting me share and uh we'd love to we'd love to hear the questions that you have for us. >> Thank you, Hank and team. We appreciate it. Um I'll I'll I'll start off with looking through
138your proposal and calling references and and again we we appreciate you making those available to us. So, as new to the California market, I'll kind of just hopefully this is not a curveball, but as new to the California market, it sounds like you've done Losatos and Pedalum, correct? So, can you talk about your learnings with the Brown Act and how you kind of will approach it for our search and the overall uniqueness of California and the context of what happens in California if BRSSD is your client? Yeah, absolutely. And thanks for that question. So, uh, you know, when we got our first California search earlier this year, this was a significant question and I spoke about the fact that I actually not only live in California, had been a California school administrator in the Santa
139Monica Malibu school district. Um, uh, and that was two decades ago. So, um, you know, there might be a question of how much I remember, how much legislation has changed. And I will say that now working really in in four states at this point. We we've worked in other states too, but primarily Oregon, Washington, California now, and Vermont, each state has their own public records uh set of statutes and laws, and they're largely similar, and there's also differences. Um so we learned some things in in um so so one thing, this is just just maybe in the weeds, but the fact that uh we use the term executive session, and in California, you don't use the term executive session. Sometimes there's a nomenclature piece. Uh in California, you have you have specific laws in the
140Brown Act. Uh for instance, with respect to the date that you can actually announce or vote on a superintendent contract, which is a uniquely California thing. Um so there are pieces and there are nuances to the Brown Act that are different from other states that we've worked in. Some of them we learned. Uh we have Lann on our team who knows the Brown Act as well as anybody. Um but I think the general notion of how transparency works with respect to public records whether those are meetings themselves or the documents associated with them the roles of laws about posting in some states they need to be 48 hours in some states they need to be 24 hours it depends if it's a special meeting or a regular meeting in California you cannot just decide you're
141having a new meeting with a new regular meeting whereas in other states it's much more flexible so we've become to be I think familiar on a on a on a really intimate with the Brown Act, but I think we walk into this with real clarity around the general principles around what boards need to do in public space versus what they might be allowed to do out in in close session. Uh the challenges and the idiosyncrasies around um text message meetings, for instance, to what extent can boards be involved in a text message thread? Can they not? Uh it looks different from state to straight. I think we've I think we've wrapped up on some of our detail work. I think big picture-wise we walk into this with with pretty good clarity um around how how
142the act governs this process. Um if I'm going to bounce it to Lann if I might Lann's been part of our pedal luma process and is there anything you might add to how you see our work with respect to the Brown Act. I think that having served and Dan knows this as well of course, but having served as a superintendent, we're very very sensitive around all the requirements of the Brown Act and just having completed the search and pedaluma. Uh Hank and team, we were very clear on what needed to be posted when and when we could approve the superintendent contract at a regular session board meeting. So I feel confident with the team that we got that uh under control. >> Thanks, Lan. >> Great. Thank you. Um, one of my one of the
143other questions I had was it definitely seems one of your unique value propositions is that interface between superintendent and strategic HR. Can you kind of maybe share an example of of how that synergy um can be a positive for a client? >> You bet. Kathleen, can I can I toss that one your way? The way that I think about it in part is that um with respect to Hank's expertise in HR, he is such a such a detailoriented u person with respect to process and timelines and fairness in every step along the way in our searches. And there's so much more than that. Um and I believe that what um what the superintendent side of things brings to the work is just that intimate understanding of uh the requirements the expectations of uh the superintendency
144and uh the work between the superintendent and a board and I think also just the extent to which um both sides of uh our team it informs everything we do from building our uh building our question sets for interviews, uh our recruiting conversations, uh you know, we we spend a great deal of time reaching out to people and the fact that we can share um a deep understanding of what the work is like. Uh I believe is is one of the things that provides a lot of uh clarity and and confidence to those that we're recruiting. So Hank, I'm certainly, you know, I'm sure there are things that you would add to that. I thanks, Kathleen. I I I like that. I I think the only thing I'd add is maybe if I if I
145were to think of something specific, um uh I'd say so one thing I might say is that we are we are we are super proactive in making sure that our candidates know the entirety of the process and the entirety of the timeline >> at the earliest possible stage. And when we walk through candidates with candidates what's going to happen, we will say to them, this is in, you know, if you're in advance for first round interview, this happens on that Thursday and this is the time frame and we will call you back on Friday between 12 and 2 o'clock to give you a status update. Like we are that detail orient. I appreciate Kathleen's pointing out the detail orientation because that's part of my nature, but it's also part of my work as an HR
146leader. Um that allowing candidates that level of knowledge not only shows them your interest and respect in them which helps keeps them engaged but also allows them to just manage their otherwise busy lives because they're likely going to be very highly talented, very busy individuals and knowing that information just allows them to be uh to to show up at their best. So that might be one example of how those pieces come together. ask it ask um thank you. Um one of the other things is I think and is I have two more questions but we certainly uh feel like we are an attractive district and and in a good position. Um and so we want to kind of balance that you know obviously finding the right fit. um also cognizant of of where we are
147kind of in in the year. But we want to um you know kind of take that transition, take that baton from from Dan and what we've built as a district and go to that next level and kind of continue our strategic plan, continue the profile of a learner work that we've done. Can you kind of address the kind of the candidacies? Do you see candidacies that have that energy uh and passion and and but also are not kind of, you know, assistant superintendent looking for that next step, but maybe more in the prime and just want to still continue and do good work in districts. Can you kind of talk to that more that mature level and do you have that in your network? >> Yeah. Um I I'll take the last part and then
148Lann or Kathleen, if one of you want to want to pick up what I've left off. Um you know, I'll be honest. I think again when we first came into the California market there was a question of whether we had a network in California. Um I will say to you um that when we reached out to candidates in California who we knew um well let me say it differently. When we talked to staff in the districts where we were doing the superintendent searches those staffs would people on staff would say oh we know your name. We've been getting your emails for years. So, we're we're so excited you're doing a California search or we would talk to candidates who would say we know about you. We're, you know, but I always wanted to be in
149California and now you're in California. So, we we feel really confident. I will also say that in our Lascato search was the strongest pool we have ever had in any of our searches in 15 years. And that was not as late in the season as the next one, but still a fairly late surge. So, we're not at all shy or worried about whether we have um whether we have the contacts in the state of California. We believe we are very well known um in California. And I I would say also that we've encountered a number of really incredible candidates who um who are I think what you're describing who are not you didn't say milk toast but I'll I'll just say who are not milk toast but are are really deeply uh excited and want
150to do the hard work and are absolutely committed to kids and absolutely committed to public education. And some of them might very well be interested uh I mean why wouldn't they in your in your district but also in this timeline. Um I can think offhand of of of a handful and I'm sure Kathleen and Louis Kathleen worked on Loscatos because we worked on Paluma people that we know we want to reach out to but there's a number of people that we haven't yet engaged with that we know also will be will be open and will be interested because it's the right district and the right time. Um Lan Kathleen do you want to add anything? I think the thing I would add is just um wherever we've conducted a search, we bring boards candidates that
151are just absolutely aligned with the criteria that the board has established for the position. And we do that really intentionally in our outreach efforts. Um we think about and we ask about people who uh have the skills, who demonstrate the specific characteristics that the board is looking for. So there's great alignment. I think the other thing that I would add is that in every single search um boards that we've worked with have expressed just absolute delight with the quality of candidates that we bring to them. I I think it's often uh a surprise, you know, that they have such a such a robust uh deep pool of people who are interested in their positions. And I would expect that to be the case in this instance as well. >> And I'll just briefly add that
152uh the criteria that Kathleen um was discussing is such a key piece of the work that Hank does in the team. Really looking for those characteristics that the board deems is important to them. And those candidates are the candidates that you know we are looking for that meet that criteria. And when we are doing interviewing that that criteria drives what uh the interviews the questions that the interviews uh that we ask during the interviews and that really makes a big difference and the quality of candidates and pedaluma and I shared that even though it was a late search they were incredible candidates that were ready to take on leadership and some who already were leaders who were interested in you know a new position. So I felt good about that too. >> Can I just
153probe on that? That was my final my my last kind of question about that pedaluma search. You said that it was a late search. Can you kind of expand on where in the calendar year that happened and what were some of the the areas that you kind of found challenging and and helped mitigate like what did you put in place to kind of keep that search progressing? >> L you want to you want to pick that up? >> Sure. Um, so the search, uh, Matthew Harris, who was the superintendent there, uh, decided a little bit late in the year that, uh, he was ready to, um, take on some different work. And so I think we started the search, I want to say as large, as late as, um, Hank, did we start it in
154late March? Was that when I'm trying to think of the exact date, but it was it was pretty late in the season. And we immediately um, >> I think our kickoff meeting was in early April, if I don't if I'm not wrong. >> In early April. And you know, Hank came in, we immediately met with the board of trustees. We did communitywide um uh interview questions and constituent group meetings that that Hank facilitated. And from that, we came up a list with a list of criteria that the board was looking for. We came back to them for a second meeting and had them refine that criteria. And then we just went to work. And because we have a lot of contacts for me in San Monteo County, Marin County, Sonoma County, there was a lot
155of outreach and it was really um a lot of candidates came forward because of the outreach that we had within our team and I think that that made a big difference. And then we ended up hiring the superintendent I I don't know, Hank, maybe a week ago, two weeks ago. >> Uh >> pretty recently. Yeah, I think >> it was very recently. Yeah, the end of May. I will say that much for >> and that was I mean that was a very expedited search. I mean and I don't think you're looking that expedited but that was a little bit more than two months. Um so whatever the whatever the time frame is that that your board in Belmont Redwood Shores needs we will we will we will we will support that. >> Great. That's a
156great example. Thank you. Uh yeah, I have a question. Um uh in in listening to your presentation, um I feel like I've got a pretty good understanding of the candidate experience and the board experience. I don't know that I fully understand the community experience like like what is it that you're bringing? >> That'd be that would be good. Again, also specifically including this timeline. >> Sure. Uh yes. So let's talk about that. And there are some options for the board uh to to help drive that. Um the community experience happens very much on the front end and to some extent on the on on the tail end. And so I want to kind of talk about both. Uh at the front end we do um we meet with uh we call them focus groups um
157and the board and sometimes also senior staff uh not the superintendent. We we really keep your current superintendent away from the process, but sometimes senior senior yourself helps advise the board or a subset of the board, I should say, in determining who are the focus groups that we should be um meeting with. And I I'll keep it high level just because I I think you're asking about kind of how that works, but I can certainly get into detail if you'd like. Um, ultimately there might be 10, 12, 15 uh engagement groups where we're meeting with individuals and we're learning about your district and your district. Those members of the community, some of those are internal members, some of them might even be students. Certainly, some members are going to be parents and families and community
158members are informing us about what are their hopes and dreams for the district. What is working really well in this district that they want to make sure the new superintendent continues to steward? What are the challenges and complexities of or the organization? And what are those key attributes that of all the grocery list of of qualities that you would want in your next leader? What are the what are the really critical ones that are going to maybe determine somebody who's going to be smashingly successful in your district or maybe maybe not in your district but maybe somebody somewhere else might be. Those are those kind of community engagements are heavy at the front end and they help build that document that both Kathleen and Lann spoke about which is written in your proposal which we
159call the next superintendent criteria. Uh and for those individuals there's we we can't obviously have have small groups with every member of your community but we also do an online survey uh which oftentimes hundreds of individuals respond to and and depending on your timeline uh so so in pedaluma it was short we had two months we had a finite number of groups just because of the time frame uh to the ability that you can extend your timeline a little bit realize you want to have somebody in if not by the beginning of the calendar academic year shortly thereafter. That impacts it a bit a little bit. In some districts, we've had 30 and 35 uh larger districts than yours for sure. We've had 30 and 35 community groups. Um that's the front end and also
160including the online sur was I'm sorry, was there a follow-up question in there just now? >> No, no, no. Um there is also the question at the tail end. So, in our in some of our search and it seems to be somewhat state specific, but your board can make any decision you want. In some of our I would say in actually a large number of our searches there is a small finite number of community members who are confidentially they sign confidentiality affidavit and and usually it's very small like 12 one panel of 12 is most typical what we would do when we do this where those 12 individuals who are usually selected largely at random again there's some detail around that that I can share if you'd like but largely at random um representing though
161a microcosm. So we make sure that there's some staff people, some administrators, some parents, some family, some community members. Um that is what we call the community panel which you will see addressed in the proposal and they will and if you elect to have that that community panel interviews at the finalist stage does not make any decisions interviews and provides really substantive feedback to the board there. That is not as common in in California searches and in other searches, but it's but board, you certainly may may choose to have that and that is a way for community members to also be involved at the at the finalist stage of the process. >> Thank you. >> You bet. >> Sorry. Go ahead. In the interest of time. Okay. Well, well, I want to go ahead. I
162want to thank Hank, Kathleen, and Ron for your presentation, for taking the time. >> Yeah, >> I know some of you it might be late on your end. So, thank you very much for all the time you're taking. >> We're so grateful to be here. Thank you so much. We wish you >> Thank you very much. >> Thank you. >> Have a good night. >> Um, let's take a five minute break, then reconvene. reconvening here. Okay, reconvene for conversation. We are taking a break at 7:51 p.m. at 7:58 p.m. So before we jump into a discussion, I thought maybe just whether it's on paper for yourselves or I was thinking in my head maybe just obviously think about presentation but also order but just kind of I'd be interested really from this discussion outstanding right
163they focus on the why us I don't think we can do wrong by any of them but maybe we could think about what really stood out to you but also like where your thinking is around if there is a stronger It's green. Green about reasons why uh you like a firm or don't like a firm that we could discuss. And if they even up there, maybe just take a second to say they're, you know, rank order them or just put them into some sort of maybe prioritization if you have that if you're so inclined. >> Trust me. >> Um, can I can I >> um Well, I I feel like um kind of to start us off. Um I feel like I want to thank the thank the firms for coming and doing the proposals.
164All very good. Um, very thoughtful. Um, I'm not sure what my rank order is now, so either I'll defer to somebody else, >> but I was wondering if we'd want to say like some of the things we liked about each one, >> but I >> Okay. >> But not necessarily give a rank order at this point. >> No, I think the whole thing is just I would definitely like to hear what you and and on those who are able to post the references, we can kind of incorporate that too because then that represents some clients that they've had that they put up hope they're satisfied. So for those who are able to reach out and whatever Yeah. whatever your first impressions >> Sure. Um and I will I will defer to somebody else if they
165would like to go first because I'm still organizing my thoughts. >> You guys know I like to go first otherwise you steal all the stuff. Do you want to go first? Go ahead. You can go. >> Okay. Cool. Thank you very much. Yes. Thank you to all the firms. Um I thought all the presentations were very well done. I did have a rank order which um you know it's neither here nor there but um interestingly after the presentations I think the one that I was like was toward the bottom is now like the one I like the best after meeting the people. So um I thought that was interesting. I think that I did um some references for this particular one that I thought was good. both of the all four of the references were
166like in love with firms and the people that they worked with. Um, one of which was they had a really short timeline which is one of the things that kind of really resonated with me because I also kind of focusing on possibly a shorter timeline. Um, and they were just really really impressed um, not only with the firm's ability to that timeline, but they also feel like they got an incredibly qualified candidate um, during the process. So, um, and that was human capital. So, um, I think I think that's, you know, that's always great to hear, especially if it's like similar to our situation. Um yeah, somebody else um again to echo an and David, thank you so much for taking the time to come and chat with us and um give your presentations. They
167were all very illuminating. I think from every single one of the presentations I took away something that I would think about and um use in our search as we move forward. Um, I think one of the things that I really appreciated was I I also um did the reference checks for human capital enterprises. And one of the things that I noticed that I did not get from the other references I checked was that the the schools that I or the trustees that I spoke with were actually the people working with this same team. And I think I've mentioned before that I feel like a big piece of your experience is dependent on the team that is working with you. And I think that's one of the main reasons they've kind of floated to the top
168because it is that same team that gave these other districts a really great experience. They said it was very efficient. They said was very responsive. Um I don't know anything about the teams of the other other firms and that makes me a little bit more hesitant. um even though I believe all of their presentations were very good. >> If I could um Shelley, I did um references for leadership associates as well and found the same like it was the same team and people had like very high remarks and just couldn't say enough good things about Donald specifically. So yeah. So, um yeah, I'll share I I was able to um get through to and talk to um somebody about leadership associates and HC and again I specifically they did a search with leadership associates did
169a search with Donald and you know you can see how amable and he is um and that well they really appreciated his experience. um and that part of it. I think what stood out by the person that contacted HC and she also worked with me Kathleen um said that what really stood out was the the ability um to take the time to really get to know the attributes that were important and also the right fit for the district, not just a generic kind of search. And I think that also was echoedum which What was important for me was that kind of echo with Pearson and Jacob, but I will go back and say specifically staying with human capital HC also that strategic interface between strategic HR superintendent having that depth of expertise both and then
170ultimately you have to be able to see yourself working with that team both personality fit but there's also that trust to bring you the good candidates and and and I feel like from that small I I felt like that came across um and that they were had high praise for both for both firms. Um I think the other thing that just is higher on my list in addition to team kind of expertise guidance which I is is maybe you know understanding and timeline but the ability to kind of the extent possible that we obviously want to surface test out kind of work within that that time frame as much as possible. So that perspective um and again I didn't wasn't able to connect with any references from Pearson Jacob but I really enjoyed their presentation.
171I enjoyed that Dr. Gibson had that special education background. Um I think it's a reality that districts are facing. I like that might again that's kind of delving into subject matter expertise as a superintendent as a leader but the reality is as we've seen um that that nuance is going to be maybe more front and center as the years kind of continue um I also was impressed they did their homework maybe they hit certain things right but from a periphery from an initial investigation initial research um I was I was So that's just again people putting out leadership associates they were speaking to I just I think timeline for me kind of surfaces to the confidence to one of those >> they did mention that leadership associates did mention that they would be able to
172shorten the timeline if that's what we wanted to do. Um I do think one of their big selling points is that they are very local that Donald is what well just one of them is but I mean the fact that he is available to speak with our speak with our community I think is a really great thing and being available to speak with our community when we need him. Um, and that's one of the things I was kind of hesitant about with HCE was that they were all online. I know that >> I know that I think Hink Oh, I I just don't know. Would they be are is he local? Is Hink local? >> So, those are all quite far away. So any engagement any engagement we have with them is likely going to
173be remote. >> No, I I I think I think the two superintendent from HCE were superintendent in the Bay Area, including Hillsboro. >> And I believe they are still in this area, but just personal circumstances. I Yeah, >> it was personal. >> Okay. I'm not saying and plus zoom is very capable people >> is that I said they had no qualms about um that experience and in fact I think AC maybe even said that they really push inerson interviews um you know that was a recommendation but trust as much as you can research that inerson um experience really helped with and buying. So that's for us to work out. And I think that's I don't think that I don't think they're consultants. >> Okay. But they are local. We know we know that they are
174local. >> I'll >> because Santa Rosa's far away Palm Springs. >> I know they've done local searches. I just >> Yeah. I'm not sure that it makes such a huge I origin that's why I asked the first question about the leadership associates guy that lives in SoCal but then after he was saying like will like we travel up so like they would just travel up when when they need to be here. I don't think that the consultants are going to be here like for that whole time period but whenever like we want them to be here then they they will all be here. >> So in the propos from Santa Rosa where it resides. Her travel expenses are two from Santa Rosa is from Junction City and Hank is from would agree that balance they
175all recognize that in person is an important component. Yeah. Um I was only able to connect with uh one reference and um Trusty Deng uh helped me try to reach out to some people um unsuccessfully. Um but um the one that I did connect with um kind of in in uh contrast to some of the other discussion um they who they I was going to say I think you know for for our purposes of uh discussion I need to say who it is but um it was the McFersonson and Jacobson who I who I uh like their proposal and I love their presentation. um the reference they gave um that I was able to connect with um she had worked with completely different consultants. Um so I did not get a reference for Daniel and
176Tori. I got a reference for somebody else who they worked with um in Oregon. Um so you know grain of salt of course um I as I said and I'm that definitely uh still considering uh McFersonson and Jacobson um the the reference I did talk to um with it being a national company um she said that um she felt like the sta and she was the executive assistant to the superintendent's office um that she felt like she did do more work uh during that time period. So again, that could just be those particular consultants who are not the ones who are, you know, off uh who are uh under consideration tonight. Um but I I did like um I specifically remember it for HCE, but um other other firms may have mentioned it as well
177of trying to um having a minimal workload for our current BRSSD staff. Yeah, I think that's really important piece. Um, and then I think one other thing that um for me for McFerson and Peterson that I was like, you know, I'm not sure is um Tori is is very new. She just started this year with that. Um, so, you know, obviously I don't know how big of a deal that would be, but that's just that kind of stuck for me. Um, and then I think for and then the well the other thing for McFersonson and Jacobson that like sticks out is that they're like much cheaper. Like it's a quite a bit a big difference between their price point and and other price points. So like what does that really mean? I don't really know.
178Um, and then the other thing was with the HYA, um, was that, and I'm so Was it you that as the question? >> Great question. >> How many actual direct superend behind? >> Yeah, that's exactly what I was going to say. So my with that and then the other one for them is their timeline because while it says December whatever then it said like superintendent starts July J >> July July 2027. So you know I I'm sure they would work with us on that. But I I think like >> you know we I think we were pretty specific right Dan and the proposal and like the timeline and anyway so those are just the things that stood out to me. Well, I like what what you said. I a lot think that the timeline's important.
179Obviously we are going to write our district I think to the best possible we feel all else is the same orique Septemberish timeline as much as as possible again reevaluate as need um the comment about expense I think within the range and for a search of this magnitude couple thousand either way we are really that should not exclude somebody but I think they're all within what I CEO >> yeah my comment was more like I thought it was like low >> yeah yeah the McFerson uh or whatever like yeah it's just much lower so like that's So, I'll just put out like >> Okay, thank you. I I think uh I want to put out um as I'll put it out there. They were not the only one that I like, but I think they
180open my reference and Yeah, I agree. I had I had ranked them as number one for me. Um, specifically like obviously the the references they're going to be they're not going to give you somebody that's not going to give a good but I did really think like I I felt very um connected to them during their proposal. I thought that was kind of the most just one that just kind of flowed. Um, I honestly loved that they put geese on the title slide. just like I don't know there's like a goose like geese just you know like >> um Jackie or April before we do a formal vote would you like to comment I don't want to leave you Um, sure. I'll write off a few things. Um, yeah, I don't need to repeat. Leadership
181associates, I think, decent presentation and, uh, and I did, yeah, I spoke to references that spoke pretty highly of of Donald specifically. Uh, Michael was not the um the, uh, person they worked with. Um, uh, I like their their honesty around the the timeline. I think with a clear will to like make connection to what we want but I feel like they were pretty clear with like concern which I think uh when I when I wonder about a group that will be like what friction might look like like I think somebody who might be like we know that's what you want but here's what we might recommend like I appreciate that and I think uh uh what the five or six of us want might not necessarily be right and somebody who's willing who can
182prove that they understand that and willing to perhaps say that. Um I I appreciate um Christian Jacobson. I it sounds like we're not necessarily speaking about um like a high possibility and I I think I support that. I thought uh Tori's specific expertise and and and their homework related to our gap and like what she could confirm if we were like sounds like this person knows this. And it's not a shot against Dan. I not just when I speak about individuals that was intriguing to me. Um, hya I was interested in and um I I don't know how I feel about like like someone new maybe will be driven to get it right. Uh the the dashboard I was really intrigued by as well but then that's also new. So like the two together I'm
183like that's hard. But when I think about our community, when I think about the dashboard and then the one thing they said more clearly than others that I loved was the like kind of like continued support afterwards, which I imagine any might offer, but they spoke specifically about continued mentoring and and training uh which I think in the end far something that we should probably keep in mind no matter what. But the fact that a group had it as part of their slate, I like that. But again, I don't know that I would elevate it, but I liked it. Uh, HC, if I can be completely honest, I liked how quickly they communicated. They just weren't so long-winded, which I think would be a healthy balance if I can be completely honest. >> Um, some
184just some additional thoughts. Um, and again, I think I think uh each of the each of the firms did a really great job. Um, and I'm not gonna uh if if I'm a I'm a teacher myself. If I were giving them grades, they would all get an A or an A+. >> Um, >> exactly. But they were they were great. Um, so, um, what I what I would say is I I do I do think, um, it's easier to go with saying, okay, these are the firms that have had the most experience. Um, and that may be what we uh decide we need to do, but I kind of think of it um related to the actual superintendent search as well is um and of course, you know, for the for the consultant, it's a
185it's a shorter term relationship with them even if we have um followup afterwards. But anyway, let me rephrase that. Um, for the superintendent, I want to make sure that we're looking at all potential candidates and not just people who have been successful for six years already as a superintendent. I want um I encourage those those people to apply. Um, but I also want to hear from uh what may be considered more non-traditional candidates. Um, so, um, I don't want us to, uh, to not pick HYA just because of their less experience. And I would echo what, uh, Trusty Bruno said about their community portal and their board portal, and I appreciate Trusty Bruno, you know, um, finding out how long they've had these things. Um, but I can also imagine that something like the community
186portal would be very appreciated by our community. Um, and uh, you know, I believe Maya said this would be her first search. I believe Van said he had done four searches in the past year. So, yes, definitely they have less experience. Um, but I I like their thinking. I like uh that they do have the HYA transition academy. Um I like that they said they don't do uh gatekeeping, that they don't have a group of candidates, you know, that they go back to time and time again. I appreciate some of the other uh firms that they have a large network and that's great. Um, but I also want um people who may not be in the that network to feel like this is a very real possibility for them. >> One of the things that
187I'm interested in is because I I I thought I did the references, but I thought maybe you can weigh in around how typical it is portal website. They have it as part of theirs, but I do believe they not kind of ask school districts um to kind of create some of oral. >> So yes, uh my experience has been that uh every group has some type of communication or landing site timeline steps to communicate where they are. I was actually just looking for what their dashboard looks like for Hy. I'm not sure that they provided that as an example proposal. >> Okay. Um but everybody everyone is going to have some type of work. So that's definitely attractive. I guess it's just where does it fit in in our priorities. I mean for me it's
188it's like and D was saying that my the kismic like the connection with the pair and I think again a lot of these teams will gently respectfully kind of move the board along and and not diminish. I know um HC reference said that they presented all of them. They wanted to see all of them. So the board want that we we're the we're the so we want to see all the candidates not just the top 12. I think all of these firms said you know that they would do that. So I think it's just you know and kind of overall I kind of come back to since there are so many like you know good things about a lot of them. My criteria is human expertise and the ability to the best extent possible at
189this stage honor the timeline that we put in the RFP not December not January again the reality is that might be the case and then we make but I'd like to go into it not assuming that we have to go to November December January we don't have that's just where I'm Yeah, and just to add on like the question that I asked, I mean, I think it does increase the complexity once we pass November, right? So, if we're like in the middle of a search and then who knows like, right? I mean, then we have new new board members possibly and then how does that how does that affect the progress? I guess unless there's res. No, I was just I was >> So, anybody have a motion for one of the >> I don't
190have a motion, but I have another I have another comment. Um so again I just um and again you know I really appreciate all these firms. They all did great A or A+. Um, I want to make sure that for this, but as well as for our superintendent search, um, that we're giving as much, um, weight to potential as past performance because I think sometimes focus focusing on experience and fit can exclude people who would be wonderful. >> Great. And we should absolutely >> April, can I ask a question about that? Are you talking like specifically about the firm >> and there's you talk about the candidates that would apply? >> Yes. So, um I think for the firm, right, we're we're going to have a relationship with them for probably six months or so,
191and then if we continue on with that, um you know, then it it may continue as well. Um but it's kind of it's kind of making me think about what we're going to do with our superintendent as you know, our superintendent's church as well. And um I just feel like we maybe um like I I feel like we're going in a certain direction and if and I I I was happy with each of the groups, but I feel like we're possibly not giving the firms that had more diverse consultants enough consideration. >> Okay. I was sounds like you were talking about the candidate process or the recruitment process. Well, I'm saying it just it's it's a lens for me and I know we're um you know >> uh I I believe based on based on
192uh uh my my uh my interpretation and so I'm not going to say this right, but I would say I believe that human capital enterprises didn't have any consultants of color who were part of the team whereas the other three teams had a consultant of color. I just I just want to name that. I don't >> which one did you which one given that given that that's important to you in your decision making which one are you proposing like what was >> um so I I I really did like hya and I really liked McFerson as well >> and and I would be completely mistaken on on how people identify and I apologize guys for that in advance. >> So, thank you. I don't know. So we have kind of we have two HC that
193kind of discussion. Why don't we do that? Finally, now I mean selfishly I sort of liked leadership associates just because they had someone who could speak Mandarin on the team, you know, given how how uh given my particular area of Redwood shores. We have a lot of >> Mandarin speakers. It would really engage my particular community because we tend not to speak up much. >> So, um the leadership associates did >> HC. >> Yeah. So I'm just HC and >> right and I'm with you. I had number one and April you were HA right top >> I think um I think I got not got to and happy to have go if you would like to. Um maybe if we get it down to two I would like us and I know of course that
194>> you know we want to do this expeditiously but maybe if we get it down to I would like us to fully discuss. >> Sorry that was not on fine. So, Trusty Bruno, what were your what were your um I'm obviously legit kind of still torn, but I also will give you an answer. Um HC and HYA. I don't know if they're in order, but that wasn't a one two. That was a one one. >> Yeah. >> And happily willing to consider the others as a Right. >> So I think we we is it fair to kind of say that one of them is HC? We have Three people out of five of us, I mean sorry, four out of the five of us have put forward HC one of the two choices. So I
195feel like by that count is one of the finals. So then we have a McFerson has one motion, one option. We have an HYA. That's kind of like they each get one vote. And we have >> I'm sorry. Yes. Apologize. Thank you. Two HYA one. Okay. Three. So I feel leadership associates plays two of our internally you know having that kind of community perspective also um because I think it speaks to the diversity that you reflecting um and for both um and honestly I think Um I didn't wasn't that thrilled to say but I know from the reference checks of Donald really stood out. I mean they raved about Donald hearing what what the other trustees are saying and and you know I see that's a valid point. Sure. So I don't know from there
196but >> I have this question is about what your I'm curious how other people heard what you're saying about their timeline. Do you feel like Leadership Associates was being more stingy or conservative with the timeline than the others? >> My question is is I I again this is not me challenging you. This is me asking you how you all heard it is I thought I heard something similar from maybe two of the others of being like I'm like or you could do July right like you know like a few mentioned it too of like you know yeah >> but I like the team of leadership associates um like team >> absolutely >> so I think my my my thing is if the team is equal and they're driving the process I feel like if you
197find community aspect, then why would we again unless one of them has this magic thing and is blowing smoke? I feel like, you know, maybe there's a big difference in September and and December. So maybe one's unrealistic, but I'm thinking that maybe um they're used to shorter searches than the others. Maybe they also I know in letter of intent from Dr. Harris. This could be his only search. I'm not quite sure even though we asked the question about the current searches. Maybe they are juggling other maybe the time extended not because they don't feel like they're going to get the talent pool. Maybe it's their own band. I'm not sure. So everything kind of is equal with team and for what they uniqueness they bring then I think we really want to maybe even the
198teams are you feel like connection with teams I'm almost put time number one >> I would have to agree >> get along with them and I want to be >> like ability >> the timeline I I feel like that timeline pieces >> for HC >> so HC to me Yeah. >> And again, they've had >> they all had reviews. >> So, I'll just add this helpful in the RFP that sent out item four asked for a detail followed up with the board desires process without compromising. So, You asked for a specific time, >> They responded saying to the best of what they feel give us a results. This is going to be the end of the win, but they also hamper on the contract and maybe that is a reality of like contracts, but I
199feel like like automatically building process I do know one of my reference says that they had a frustration um just with forget who it was honestly but just how long contracts take the work but that was not a frustration with I think it was it was more process I'm trying to figure out like process versus like well I guess they all go I think it's hard because they were all so good. So now >> I don't think >> I can see your points to you know and I your points Jackie as well. >> So anyway I'm down between AC and LA and my my first read. Um I I think um I think I um am also uh considering HC and leadership associates. >> Okay. >> Um looking at their timelines side by side which
200we do have the printouts. >> U page page seven for leadership associates. >> Sure. Anybody would like to read aloud page seven page seven for leadership associates is their proposed timeline and then for uh human capital enterprises uh sorry I thought I oh yeah I did have it 16 yeah 16 and then going on to page 17. Um, so again, I think um I would say in general, I think either of the firms will work with us. Um, so I wouldn't necessarily make the decision based on what they put in their proposal. Yes, we did give them some guidance. Um, I think I think both of their proposals fit within our guidance. It's just, you know, maybe a different definition of expedited or etc. Um, however, so here's here's what I'm thinking about. It is
201going to be the summer. Yes, there will be community members who are around and yes, we I initially going into this definitely wanted us to be able to um have a new superintendent uh permanent superintendent assume responsibilities in like August or September. And there's definitely advantages to that. I'm now thinking about how if we follow that strictly, the community may not feel like they had enough time to give us input. >> Yeah, I think that's a really good point. I think it's important that we are giving the community the amount of time that they need to feel like they have uh In the process, >> HPE did mention the community final. I mean, like Jackie had asked specifically about how the community would be engaged and they did offer, you know, the idea of having
202the community come in and be part of that final selection of that. >> I think it's almost like for us and our like uh understanding of the timeline, right? Because I'm sure they would be happily extend >> timeline. >> We should also be like making sure that we'reistic with the timeline especially if we plan to look for interim superintendent. I don't there's like a super huge rush needed interim. I would hate to slam everything into a really tight timeline and have the community feel like we didn't give them enough time. >> Right. No, no. I regardless of what what they listed, we feel through the first initial weeks that it's going slower than expected and we have to change time. But to your point, I think I think yes, just like Maybe hopefully they can
203shorten, maybe they can extend as needed to incorporate those groups. And we really want to make sure I mean I feel like the critical phase is that design phase getting the attributes and building and meeting with the groups and we want to make sure that we because that's kind of like the profile that then is going to intrigue candidates to then that they can also use as a blueprint to source. So I think there's flexibility on either probably on either one. >> Ask an unrelated question or next to this thread. Um they spoke about timeline uh for like the other search that they did but it was still per my limited estimation in a hiring season as a as a organization that's new to California pulling candidates in the summer. Do we have any concerns
204about their ability to pull candidates into a search? Right? So like somebody who's local might like know which sitting soups to tap. But again, maybe that all superintendents are in a network and it's just a blast. But I'm not trying to state that as I know that that is a concern. I'm asking if that's a concern. >> Was it there? Was there new California as a market? >> Market. Yeah, >> like that's their words. Yeah, >> you're arguing with me. It was their words. >> I don't think they don't know. I mean, we asked, >> right? But in that example, it was March to April. >> Yeah. >> Right. which is when or or just when people who are looking are looking >> further saying you feel therefore that leadership associates kind of >> network
205you've been good about being impartial my question simply is is do all firms pretty much have access to the networks that are the same through axe or whatever and maybe it's a non-issue so I'm not asking you if you're like you're not damning them by answering the question, but my question is like are all soups and assistant soups or who might be interested all in the same network and easily accessible >> or is it different by locality? >> Yeah. So maybe it's a non-issue. >> Yeah. >> Say that I've seen ads for >> Yeah. >> Be impartial. >> You are. >> I would say had more HC and my my personal >> right >> but I also know but I would say I would look at leadership and hya >> so impartially you're saying that
206like I'm I'm stating perhaps a non-issue >> I say a nonissue >> good >> I recant my statement oh yeah thank you sounds They all have that capability. I will say I heard about all the most recent superintendent vacancies before any firm had even been >> right >> as >> most people who we went with could >> superintendent are connected already know that I mean, we're in good position really have a partner down in Southern California. both have one literally in our backyard former Hillsboro. I think the that's why I asked about their California context but I think that they've had some learning and it seems like again I'm not I'm just throwing it out. I'm not really putting one over the other or I feel like both we're going to be very happy with
207both. So I'm trying to find some differentiators that that hit out to me and and the references for both were very h did work with both and I will say one of the nuances they pulled out was that interface between strategic HR and the superintendent, although the leadership associates also had a lawyer. So, I mean, you know, we're in great shape. I just don't know. >> Well, the So, I will point out one thing. Um, I didn't I didn't ask the question. Um but it did come up like when I was looking into things was that um one of the people from leadership associates served as an interim superintendent in a district pretty close to here. Um so like I don't know if that's like could possibly be any type of That's why I didn't
208ask it. >> What's the over Can we just talk about the over this time? >> Yeah. Um, but does anybody for these two classes that is kind of >> so I didn't I didn't hear anything from leadership associates about the space but I did like that HC called out that they would not burden our staff >> like that part a lot >> I really like that that they they called out we're not going to make Kirstston do all the things right like Yeah, I I did like that. >> That was that was an exit. >> It seemed like we all liked the focus on timeline. And if that were the case, we're not talking about McFerson at least that much right now, but they're the only comparable in far as proposed timeline. But if that
209wasn't the case, then are we we back to a proposal on the >> or motion? Make a motion. >> I'll make a motion. I move that we go with HC. >> Okay. Do I have a second? >> Second. >> And then >> can we have further discussion before we vote? >> I think one of the things that I'm having, you know, obviously just seconded, so it's not deal possibly. But >> but something that >> that I would say um that I really liked with leadership associates was again that they have someone who speaks Mandarin. I think that makes it clear that they um understand reaching out to the community includes you know having things in multiple languages. I don't know that uh HC had any in their proposal. And of course, I didn't ask that
210question. Um, but I could see that as something that our community would would see as, you know, an important factor. Yeah. >> Okay, that's a great point. HD does have a note that their surveys are in Spanish and in English and can be adapted for other languages. >> I mean I look everyone sent 80% 83% within five years. I mean, you know, I think it's important for our discipline. We've had searches we won't reference, but can't try to set something up obviously bad, right? To the best of your ability. So, it's like the average point is 90 whatever it was >> 90 6% 27 out of eight regardless market or not that shows me the strength of the due diligence um for them not only the past candidate experience as they mentioned and that's crucial
211too I have been on the other side and it has not been a great experience when the firm is not factor that's running it regardless of whatever the circumstance so having a high touch point with candidates that says a lot about a lot that they care. Don't just treat a candidate as a um and also the success. We want to have our district to the best possible do the work of the district, not you know two years down the road through this. We have to rather not. So it sounds like they have a really good process of vetting quality candidates and I'm very convinced that they were not a pioneer, not a pilot program here in California. Pretty powerful. >> I do like how detail oriented they are. Although in their presentation, the Rston Middle
212School that they have there is not our Rston Middle School. >> I did notice that. >> It's just not our middle school. >> Our trees. >> No, they're not our tree. >> But but but they're our trees. our little our little lakes. >> And they were the only one that called us Belmont Redwood Shores and not Belmont Redwood or just Belmont. They did give me my full my full area, >> you know. >> Which which >> just me getting >> Which one was the only one that you noticed at Belmont River? >> Um HC. >> Oh, >> so attention to detail. >> Attention to detail. >> Yeah. >> Despite despite Rosson Middle School. So, um, >> I I do want to I do want to point out that we're considering the group that presented first
213and the group that presented last, right? >> And the group that presented last, if they so chose, could have watched the previous three presentations, whereas group number one did not have that advantage. And especially because group number four was on Zoom, which >> they were not. They could >> they could have been on YouTube anyway. Like I'm not and I if they if they were watching that was a good decision for them, but I'm just saying um I think them HC being like uh more to the point I don't necessarily think that that is just because their firm is is necessarily better. I think that's an advantage you get from being the last presenter. So well I mean so the other woman Maya came up and said the elephant on the table I've heard people
214questioning about summer timeline so she had she had an opportunity to totally glad >> she did >> totally so I'm just saying >> I think I think the leadership associates I think they did very well going first yeah >> again that's why how do we bring this to a excellent April, are you ready to vote? >> Are we going to do an individual vote or somebody? >> We've already do an individual vote. >> Yeah, I'm not trying to cut off the process, but I don't know how much more process. I'm I'm ready to vote, but I don't um I want us to give whichever firm we're selecting the highest vote we can. So I would I would um I would like So I would like if if people are leaning toward HC and they're definitely
215a great firm. Um I would like uh more more argument of why they are better than leadership associates. >> Yep. What do you >> can I give my audience because the only thing that is like making them number one for me is like the connection and when they were talking and the way that I felt listening to them and like you know what I mean like that kind of I don't know I just I felt that to me personally I got the most out of it because I felt a connection with them. That's it. And I I promise I don't actually like think of people's races all the time, but but also I'm not colorblind, right? People's ethnicities and backgrounds exist. And I'm concerned that myself too, I may have felt more connected to people
216who are not people of color. So it sounds like that is one of the more the most important that that's your not reservation. That's your reservation. That's your reservation for HB. I feel like my reservation is that if we focus on experience and how well we connect with someone, we are potentially excluding people who are very good and will do just as well. >> So you didn't have any other besides that point. I'm not. >> So then that's why I'm >> Did you So you're you're for leadership associates, but can you can you say what you what in addition to the the diversity of the consultancy, what did you like that is tangent in addition to the team makeup, which is important that but that's one variable. Is there another variable? >> I thought that
217they were very I' I thought that they were very similar with leadership associates and human capital of how I would rate them. Uh I do think uh positives that leadership associates had is they said that they 85% of the superintendent that they have participated in the search uh have been in their job for 5 years. So right statistics and both of the statistics are great but 85% in 5 years to me is not that different from 96 for four 96% in four years. HCE said we've had 96% stay. Yeah. So I think their I think their track record is similar. Um, I did like um that the leadership associates timeline and again I know that the timeline is flexible but I do think their timeline is more realistic. Um, and it includes uh more time
218for the community to weigh in which the community may also tell us like why are you taking so long? Why why didn't you do this faster? >> Thing is to get us a superintendent. Yeah, >> we might be we might be reading into them until they do their feedback. >> Exactly. >> Something that's not important to them. >> Exactly. Um and then um yeah, I I think I think there I think their timeline was was probably more realistic. I appreciate HCE wanting to um accommodate our initial timeline. I don't think we are necessarily as a board going to be able to do the timeline that it says including like uh you know presentation of BRSSD's next super I'm looking at page 16 uh for HCE just July and it does say pending trustee schedule but
219presentation of BRSSD's next superintendent criteria in open session. I I do. So, if I I may change my vote, but if if I were able to put a motion on the table, but I think that's probably against parliamentary procedure is I would go with leadership associates. >> Yes. What I'm understanding, the motion on the table is for HCE, but the what I'm understanding is the rest of the criteria, the rest of the proposals and packages is basically a uh a match like like so therefore >> very similar. Yes. >> Distinguishing thing for you is that is the consultancy team of leadership associates is is has more is more diver is more diverse. I I wouldn't say it's the deciding factor, but it's a it's a factor. And I would also say that I think leadership
220associates, including their their partners um that they're and I I believe both of the firms are relatively small. Uh leadership associates looks to be bigger. Um but that that Donald and Michael are partners in the firm. Um so again, it's a slightly big it's a bigger firm. I think it said they have 23 partners. Um, I may be reading that wrong. Anyway, I feel like overall leadership associates does have more experience as well. >> Yeah, >> I mean I would say more experience for sure in California, but like yeah, it is it's definitely a bigger team um than human capital. >> They also cost less. no judgment on any decision. I think the board makes makes that part of their criteria that as part of their process they want to see a diverse am >>
221I'm definitely for that regardless of who we selected that's an import for our district of what we want to see. I don't know if I need to see that person. The consultancy team >> if I could uh the feedback in their proposal from from AC from those guys talks about their conversations around equity in a way that seems like they believe it. And when I just go when I go to their website and I look at their team, second person is a black woman and then there's uh a Latina male and uh some other brown people. When I just I'm Yeah, unless I'm looking at the wrong thing, but I look at their team, I see color immediately. So >> yeah, >> we can move forward. Pedalum, you know, again, pedaluma search too, you know,
222given the makeup of up there. Um, you know, I feel comfortable with both consultancy teams. Um, I think the three of them kind of showed a little synergy between each other, but again, I'm really kind of, again, I'll just again, I'm not trying to discount. I'm just trying to say like we're in a good spot, but I think to me the the tangibles again are that well I guess it's a match between the superintendent HR thing leadership associates has a team they have a team they're going to minimize staff work I like that what they said about that both reference checks were amazing um not again um what is I don't they didn't reference the other person. They did reference Kathleen and Hank, not not the other woman. Um, yeah, I I like the fact
223of the of the the high degree of of of care that they showed the candidates so that we come off looking great as a as a district of hire. Um, I don't know. I mean, it's like I I think that and the timeline might be extended, but why don't we start with it short? I don't know. It just seems like Yeah, I think hear what you're saying. I'm not discounting any of what you're saying. I I'm just looking at other factors that kind of all together. I mean, again, we're in a really great position, but I think we just have to kind of go go with something because I don't I think both and we're going to probably be very happy with both because certainly there have been client organizations that have been happy with
224both. So, we just have to kind of and yes, I would love something to be But I don't think if it's like something different that it's, you know, again, I want you to go with your conviction. >> I think what April's saying is that if they are, why don't we go with one with people of color? Is that correct? If they >> not not necessarily. I'm I'm >> You're focusing on >> I'm looking for somebody to tell me what is better about >> about one of them. >> I like HCE because they won't burden my staff. >> I like HCE because they um seem to be very efficient in how they speak, I think. Um and it's not a connection thing for me. It's more they're willing to push the conversation forward and answer the
225questions. They'll answer them directly. There's there was far less meandering in their presentation. I felt like I liked it because of the attention to detail. I I did appreciate that. I feel like that's really important when you're vetting different uh different candidates. Um, I don't like how expensive they are, but you know, >> they're within the range, but they have a lot of travel expenses involved as well. Whereas Leadership Associates has a $2,000 travel cap, they don't have said cap. >> Can we go back to that? When we decide on that, are we still able to negotiate a little bit around that. >> I would say no. >> You're approving as um I don't I think they're going to stay within reasonable norms. >> I mean, if it's a very short engagement, there will be
226far less travel and it'll be very quick, >> right? So, but I I did appreciate a lot of what they bring to the table and I do feel like they will be very efficient and very effective. >> Okay. So, can why don't we just go see where we are. Um I appreciate every the input. I don't know if we'll be 50 on this and but I think we'll be happy in general. So, let's just let's just see where we're at. We had one we already had two motions. So, why don't we do a uh can we do a roll call for Miss individual. >> Can we confirm the motion in the second? >> Yeah, the second. No, we heard it done. One motion for HC. We've already confirmed that we have a second motion to
227to have HC be our firm and now we just need to do a roll call. >> Okay. Trusty Bruno, Trusty Northro. >> Nay. >> I'm sorry. >> Nay. Trusty Tang. >> Hi. >> Trusty Deng. >> Hi. >> Trusty Cos. >> Hi. >> All right. That was four yays, one nay. Motion pass. >> Oh, I was supposed to say that. Okay. Motion pass. Fine. >> Yes. before the motion patches. HCE uh will be the uh search firm of choice going forward. Thank you all for a really amazing conversation and discussion. Appreciate all the time, energy. >> Can I make a positive uh post vote comment? I'm really looking forward to working with HCE. I think there will be really great. Thank you. >> Yeah. Motion for adjournment. um at 9:09 p.m. Do I have a motion
228for I'm just going to adjourn 9:09. No motion.