To the editor:
As a 30-year veteran in both public and independent schools, I know well the challenges facing all K-12 educational organizations. Acquiring and sustaining effective school leaders is increasingly difficult. There are countless factors influencing this trend, but Marblehead’s turnover at the superintendent level is significant and highly disruptive. The School Committee initiated another round of instability late last summer with their handling of John Buckey’s departure. Regardless of the merits of the change, the disruption continues a nearly 20-year trend of turnover and instability.
As the School Committee launches its search for yet another interim superintendent, there are numerous risks with their current approach. Foremost, having all five members serve as the screening committee for potential applicants is misguided. Since all five members make up the screening committee, there is a high potential of violating open meeting laws. Also, holding screening interviews in public can have a chilling effect on anyone who does not want to publicize their interest so early in a search. Most importantly, no other constituencies (teachers, parents or school administrators) are involved in the screening process, which risks undermining support for the eventual appointee. The limits of the proposed process make a difficult job even tougher and they are avoidable. Simply stated, using a subcommittee made up of two committee members and representatives from key constituencies is the best way to manage the tremendous workload and achieve the best results.
Looking ahead, if the committee is committed to a one- or two-year appointment, they should start that search this spring or early summer if they want to seat a new superintendent for the 2025-26 school year. That’s a tremendous lift for any school committee. Given the challenges and workload required to search for an interim, followed shortly thereafter by one for a long-term superintendent, a two-year appointment is a more realistic target.
Instability in the superintendent’s office is just one challenge facing the School Committee and Marblehead Public Schools. There are also ongoing contract negotiations with the Marblehead Education Association. Several other policy and personnel issues remain unresolved, and the committee should presume the occurrence of controversies, conflicts and surprises that all school systems experience will continue. Governing doesn’t get any easier.
The interim search needs to be as thorough and inclusive as possible. The proposed process makes that much harder to achieve. The pattern of change and disruption preceded the current Committee’s term, but this committee is responsible for the current state of affairs. An opportunity to change the pattern and realize the outcomes we all desire — effective, stable leadership — begins with a well-thought-out search process this spring.
Peter Twadell
Rainbow Road
