Working Toward Success: Board and Superintendent Interactions, Relationships, and Hiring Issues

The importance of positive board/superintendent relationships cannot be understated. The need to balance competing political pressures to create the best possible learning opportunities for students is ever present. Most importantly, board/superintendent relationships should be cultivated with openness and transparency among each other and the public. This book is a resource for both board members and superintendents, and explores issues related to the board/superintendent relationship and superintendent hiring practices. The book includes contributions from experienced and new superintendents and board members on a wide range of topics that boards and superintendents must navigate together successfully in order to move districts in a positive direction for students, staff, parents, and communities. This book is unique in that the intended audience is both boards and superintendents. It is not a resource wherein “experts” tell board members how they should conduct board business, nor a resource that informs superintendents how to “manage” school boards. Instead, the book promotes and encourages a productive working relationship and partnership that moves school districts forward in a positive manner.

Table of Contents:
Preface—Amy E. Van Deuren, Thomas F. Evert, Bette A. Lang Acknowledgements Part I: Board/Superintendent Interactions Chapter 1 Overview: Context, Complexity, and Leadership FrameworkAmy E. Van Deuren and Thomas F. Evert Part II: Board/Superintendent Interactions – Practical Tips Chapter 2 Superintendent Behaviors and Influence on the Board/Superintendent Partnership Michele L. Severson and Thomas F. Evert Chapter 3 School Board Professional Development Amy E. Van Deuren Chapter 4Board/Superintendent Dynamics and Interactions Amy E. Van Deuren and Thomas F. Evert Chapter 5 Variables that Affect the Complexity of Board/Superintendent Interactions Thomas F. Evert and Bette A. Lang Chapter 6The Effects of Existing Community Culture on Board/ Superintendent Relationships Bette A. Lang and Pamela Kiefert Chapter 7 Unanticipated Departures of Superintendents Thomas F. Evert and Amy E. Van Deuren Part III: Hiring Issues Chapter 8 Board Considerations for Hiring Superintendents Bette A. Lang and Joel A. VerDuin Chapter 9 Hiring Internal Candidates for Superintendent Annette Van Hook Thompson and Linda Barrows Chapter 10 Hiring Interim Superintendents Jon R. Vollendorf and Thomas F. Evert Chapter 11Summary of References About the Editors and Authors

About the Author :
Amy E. Van Deuren, Ed.D., J.D., is the principal at West Allis Central High School in West Allis, Wisconsin. Prior to her appointment at West Allis, she served as the Wisconsin Director of Education Programs for National Louis University in Milwaukee, Wisconsin, working with aspiring school principals and superintendents. Dr. Van Deuren has co-authored several books in the fields of educational leadership and music education. Thomas F. Evert, Ph.D., is a former public school superintendent of fourteen years. He served in three school districts over a 38-year career as a high school principal and director of student services prior to the superintendency. Dr. Evert is currently serving as a dissertation liaison, advisor, and instructor in the doctoral educational leadership program at Edgewood College in Madison, Wisconsin. Bette A. Lang, Ed.D. served as a superintendent for fifteen years in four school districts. Prior to her superintendency, Dr. Lang served as a middle and high school principal and director of instruction. She currently serves as a dissertation liaison, advisor, and instructor in the doctoral educational leadership program at Edgewood College in Madison, Wisconsin.

Review :
Hiring a Superintendent is, arguably, the most important role of any Board. But it's only the first step. Building and maintaining a positive and purposeful relationship is critical to success. Evert, Lang and Van Deuren offer plenty of practical advice to help Boards navigate this work. A great resource. As a tenured superintendent anticipating retirement within the next two years, I find this book to be a phenomenal resource for my board and administrative team as they begin to plan the transition process for a new superintendent. Aspiring superintendents will want this book to guide them as they test the waters of high-level educational leadership. As director of an educational leadership program for Ed. D. candidates, I always encourage our students and faculty to carefully examine relevant issues pertaining to board member/superintendent interactions. This text will help both school board members and superintendents work together successfully within the authors’ three R’s – reasons, responsibilities, and roles. The inclusion of generational traits in discussing professional dialog, and including a focus on unanticipated departures and interim leadership make it unique. This book can serve a number of purposes including training topics for board members and superintendents as well as a resource book for leadership classes. I am especially impressed with the extensive research completed to address these topics. In my fifteen years as a district superintendent I have seen great boards of education survive bad superintendents but I rarely see great superintendents survive a bad board.  This book outlines what is rarely explored, the work that is necessary for both sides to carry out the mission of educating our children.  The authors provide a research based approach applied through their practical experience of sitting in both chairs.  Well worth the read.