Tucson Unified School District

Governing Board Leadership Plan

- Proposed -
 In 1993, a Tucson Unified School District educator wrote: The 126-year history of the Tucson
Unified School District is a tale reflective of the patterns of growth and activity in our community.
Often people look back on the past as a "golden era" in which everything was better than it is
today. As we examine the records, however, we find that throughout time similar problems
have been encountered: inadequate finances, overcrowded classrooms, critical newspaper
editorials, conflict between school board, administration and teachers, and public controversy
over elections.
***

Some would say that little has changed, and they would be right. Those who say that TUSDs
golden era is a thing of the past are mistaken. The District has been graced over the years by
teachers, parents, stakeholders, and activists and they know our best days are ahead of us.

TUSD is at a crossroad. As we can see from the passage above; weve been here before.
Specifically: inadequate finances, overcrowded classrooms, critical newspaper editorials,
conflict between school board, administration and teachers, and public controversy over
elections.

Poor decisions and unfortunate circumstances have brought us to the point where we must
make difficult choices in the best interest of students. The desire to restore excellence to the
District has brought us to the point where we have the opportunity to make a fresh start.
The universal demand for safe classrooms led by highly effective teachers, and fill with well-
equipped prepared students gives us our mandate.
The budget is not just a collection of numbers, but an expression of our values and aspirations. - Jacob
Lew
***

Once again, the Tucson Unified School District is facing a budget crunch due to a decrease in
enrollment. Every year, we have lost students, but past administrations under various Boards
have not structured the organization in a way that recognizes this painful truth.

Of course, we must do all that we can to reduce student flight however; nothing we do on an
organizational level will matter nearly as much as what we do to restore the parents,
teachers, taxpayers trust in the District. That trust can only be restored if we demonstrate
that we are spending money wisely and in a transparent manner.

As we begin to make the cuts that our budget restraints require, our community members
must have faith that we are doing so to ensure that every dollar possible is going into our
classrooms.

A review of our organizational chart and a comparison to other similar districts clearly shows
what the priorities have been. For too long, we blamed a ballooning administrative staff on
the Unitary Status Plan. That scapegoating must end, and making real efforts to achieve
unitary status while trimming our spending must and can - begin. We must adhere to the
Court order and be mindful of its requirements and our obligations to it as we assess what
we can and cannot afford.

We must go through our budget and identify and protect those services and departments
that reflect the Districts priorities and the communitys values in keeping with promises
made to employee groups and in compliance with the Unitary Status Plan (USP).

Classrooms We must commit to not begin looking to our classrooms for cost savings.

Administration We must evaluate each and every administrative position and department in light
of its direct value to principals, teachers, and students and their families.
The principle goal of education in the schools should be creating men and women who are capable of doing
new things, not simply repeating what other generations have done. - Jean Piaget

***

Before we can even begin considering hiring a superintendent, who understands the Districts
priorities and our communitys values, we must identify TUSDs priorities. The USP and
Strategic Plan outlined our priorities. Those priorities include outstanding curricula, increased
diversity, safe facilities, sound finances, and communication with the community.

The goal of the Unitary Status Plan best reflects our values: equal access to a quality education
for all of our students.

A strong leader can and must recognize those priorities and share those values. A strong
leader must be willing to work with the Board to ensure that each of our priorities receive the
attention and funding they require based on the premise that each and every school across
the district offers students what they need to succeed.

The superintendent hiring process must be transparent and inclusive. I propose to secure the
services of Mr. Nicholas Clement. As our consultant, I propose that Mr. Clement would help
with several steps of this proposed process:

Consultant will work with the Board office to gather input from site administrators on what skills and
attributes, and experience should be included as job requisites for the superintendent job posting.

Consultant will work with SCPC to gather input as described above.

Consultant will summarize input collected for the advertisement, and will work with the Board to write the
advertisement and place it in the appropriate places. The consultant may also recruit applicants.

Board will collectively appoint 2 members to a Superintendent selection advisory committee, and each
Board member then adds one member of their choice, for a total of seven. The committee will work with
consultant to evaluate the applicants. The committee will be tasked only with offering a composite evaluation
of each candidates strengths and weaknesses.

Consultant will facilitate the work of the committee in producing the evaluations and composite evaluation.
Consultant will present applications and the committee's assessments to the Board in executive session in
accordance with how personnel matters are discussed.

Board will interview a short list of candidates and then chooses 2-3 finalists.

In conjunction with the Board office, consultant will coordinate public forums and accept comments from
stakeholders. Consultant will also arrange for the finalists to meet the advisory committee and subsequently
collect its comments. Consultant will compile results, and present them to the Board for consideration. The
Board may then choose to continue discussions and open negotiations with one or more finalists. Prior to
officially appointing the superintendent, contract negotiations will be completed.
The difference between discipline and punishment: punishment is what you do to someone; discipline is what
you do for someone. - Zig Ziglar
***

In order for leadership to begin to recruit and retain the educators that can make our
classrooms centers of excellence and opportunity, our classrooms must be safe.

Well-managed classrooms led by seasoned and compassionate educators will do far more for
our student body any discipline policy. With that being said; the proposed discipline policy has
lacked both teacher and community involvement.

Because the Board has an obligation to ensure that our students and teachers have safe
learning environments, we must evaluate the proposed policy and ensure that it is both
practical and effective.

Our educators must have an opportunity to participate in the development of our discipline policy

Clear standards must be set and recognized universally

Guidelines for imposing discipline will be developed and continually evaluated by teachers,
desegregation plaintiffs, and community members for the benefit to students, and have practical
application by staff for the benefit of our classrooms

Our parents and educators must fully understand the new discipline policy in order to implement it

Develop a user-friendly handbook based on the policy that parents can share with their kids
Every human being is entitled to courtesy and consideration. Constructive criticism is not only to be
expected but sought. - Margaret Chase Smith

***

This proposal is simply a proposal. It is intended to provide a starting point. The

recommendations included in this proposal are intended to demonstrate that the Districts
leadership is dedicated to developing clear and collaborative processes.

Criticism is not only expected but welcome.

Michael Hicks
Tucson Unified School District Governing Board President