Special Board Meeting

Shoreline School Board

January 5, 2021 6:30 p.m.

Due to Governor Inslee’s proclamation, there will not be a site for the public to attend this meeting other than electronically or telephonically

Link: https://us02web.zoom.us/j/85295558954?pwd=ZWVhZWdhS0dYVVRjZTFxQTZZd08vdz09

Password: 376893 Call-in numbers: 1-253-215-8782 or 1-346-248-7799

Special Board Meeting

Public Comments Submitted Online for January 5, 2021 Special Meeting No contact info- January 5, 2021 Special School Board Meeting Public Comment Form (Responses).pdf (p. 2)

1. Review Superintendent Search Proposals GRRecruiting-SHORELINE PUBLIC SCHOOLS PROPOSAL 12.15.15.pdf (p. 5) McPherson & Jacobson LLC Proposal for Shoreline Public Schools, WA, December 2020.pdf (p. 27) NW Leadership-Shoreline '21 proposal.pdf (p. 61) Ray and Associates-Shoreline Superintendent Proposal.pdf (p. 76)

2. Action Item: Selection of Superintendent Search Consultant 3. Adjournment: ______p.m.

Packet page 1 of 102 Name Relation to Shoreline Comment to School Board Public Schools (check all that apply) Steven Johnson Parent/Guardian As the parent of 3 boys who attend various schools in the Shoreline School District, I just wanted to first of all say thank you so much for your leadership to the students, staff, families, and community members of the Shoreline School District. After hearing that Superintendent Miner has decided to resign at the end of the year and as you search for a new superintendent which we know is not an easy job or process to complete and we thank you for your work on that, I wanted to give you some of my thoughts as a parent in the district of what I think the new superintendent should make sure they focus on/pay special attention to. Since 2 out of 3 of my boys have disabilities, are in special education classes, and have an IEP, I believe that the next superintendent should focus their attention and work on a lot of things but in particular special education programs and services and the restraint and isolation policies for all students K-12. Both of my sons who have disabilities have major behavioral issues and have been physically restrained by staff at their school, have come home several times with bruises from getting restrained which is completely unacceptable but has always been dealt with after talking with the school's principal, and have also been placed in isolation rooms by themselves for up to 4 hours a day. These actions taken have severely impacted both of them and I hope the next superintendent will look at these issues. Thank you! Steven Johnson Jaime Anderson Students I know how important it is to have kids in school, but right now is not a good time. You are not only putting students in danger, but teachers and parents as well. U less the schools have funding to test everyone before school each day it won't be safe. Kelsey Beckner Parent/Guardian Please consider immediately opening in-person school for the youngest learners in Shoreline. My son is in first grade at Syre and he is really struggling with remote learning. I KNOW he would do much better if he were in school. Also his teacher WANTS to teach him in school. If we want my son and the teacher is willing to teach him in school and the governor has encouraged reopening schools then YOU are the barrier preventing my child from returning to school. ALSO my son sits in a YMCA program all day with a mask on and socially distancing so you drastically underestimate children if you say that they cannot mask or social distance in school. In my opinion you need to:

1. Have a plan to reopen schools for the youngest learners by the end of January so kids can have at least half of a year of some in school education. The parents and families of this community have given the school district almost 10 months to plan - you don't need anymore time to plan. It is time to implement and announce an opening. Further delay is NOT ACCEPTABLE. 2. Prioritize vaccinations for teachers who want to teach in school. Teachers who don't want to teach in school and want to remain remote, can wait in line with the rest of us. 3. In my opinion you need to figure out these things before even considering hiring a new superintendent. That is NOT a priority. 4. Please stop only listening to the teacher's union. Children should be your first priority, not the teacher's union. The children have not been the priority until now because we only have heard about teachers' safety and that needs to change. Charles Gussow Parent/Guardian This meeting is a waste of time. You should be focusing on your core duty and opening public schools. Your schools have been closed for almost a year. The Governor, the Superintendent of Public Instruction, state Department of Health, Anthony Fauci, and President-Elect Biden all say that public schools need to reopen. If there is a Special Meeting it should be so that you can FINALLY listen to them and give us a reopening date. Not to hire a consultant. Shame on you.

Packet page 2 of 102 ANDREW CARR Parent/Guardian People: Plans need to be made to put High School students who have the most at stake as they have only so much time before they leave the system, are missing out on education, sports, activities etc and suffering emotionally and from stress and depression from this lockdown and online school BACK IN SCHOOL, SPORTS, ACTIVITES ASAP. There is NO evidence that kids from High School to lower grades are at ANY significant risk and any risk is far out weighed by the damage being done to them. They and history will NOT look favorably on us as adults IF this is the best we can do for them. Eric Henderson Parent/Guardian Dear Shoreline School Board Members, I know you have a very difficult task ahead of choosing the next Superintendent of Shoreline Public Schools by July 1st which is when Superintendent Miner has announced will be her last day and I greatly appreciate all the work you as board members are doing regarding this issue. i would like to offer my thoughts as a parent of 2 kids who attend Shoreline Schools, one of whom goes to Echo Lake and one of whom goes to Shorewood. I reviewed the superintendent search proposals and after reading them, I thought that I would share that I believe out of the 4 proposals that there are two that should be at the top of the list compared to the other two. I strongly believe that GRRecruiting or McPherson and Jacobson LLC are the best choices because my kids have previously been in 2 of the districts that they have worked with and I feel they are both very good firms as they have choosen excellent superintendents to lead the Edmonds and Blaine School Districts, which is where both of my kids used to attend. However, I know one parent's comments probably won't make any difference but no matter what, I believe that any of 4 search firms will be good options. Thank you for listening to what I had to say. Happy New Year! Eric Henderson Lama Chikh Parent/Guardian Thanks Annamarie Mackey Parent/Guardian Will you also be creating a special urgent board meeting to address reopening plans now that Governor Inslee as well as Superintendent Reykdal have publicly stated that reopening should take priority over all other school board business? Lauren Winstanley Parent/Guardian Please please prioritize returning to school over all other agenda items. The kids are not learning, my special Ed son is falling way behind and we are risking our jobs to manage this. Please, we are within range per Inslee’s guidelines; let’s get them back ASAP. Angela Holthaus Parent/Guardian The mental health of my teenager is in jeopardy! We need schools to reopen! Naomi Hillyard Students, Staff There is a lengthy list of requirements for a superintendent but I know our Member, Parent/ current board will lead the decision making process in a way that is Guardian, Community transparent, collaborative, and involves parents, teachers, and the community. Member

Packet page 3 of 102 Kristene Anderson Parent/Guardian Can you please prioritize the discussion for what the strategy is for reopening schools? As a parent to a 1st grader in the Shoreline school district, I can tell you that my son is not doing well with remote learning. It's not just about reading/writing/math skills...there are longer-term effects that are not being talked about. He is dreading going to school each day and prefers to write with his finger on a screen vs. a stylus or pencil. He also can do math problems with a paper and pencil but gets frustrated when trying to put numbers in electronic worksheets. I understand that everyone is doing the best that they can given the circumstances. I really appreciate all of the work his teacher and the school board has put in to make remote learning as successful as it could be.

While I know the timing of the governor's announcement was not convenient due to the holiday season, this is something that already should have been planned out by the school board. From a parent perspective, it feels as though the plan was to just complete the entire 2020/2021 school year being 100% remote. Now that the guidelines have changed, it would be helpful to understand what the quick, safe plan is to ensure our children's needs are met...both academically and from a social/mental health perspective.

We are new to the area so my son has no friends, has never met his teacher in person and is becoming depressed. We try to keep things positive and support him the best we can. Knowledge and a timeframe would really help our son (and family) be successful. Please just be as transparent as possible and improve the communication about reopening as soon as you can. Dorothy Kahn Staff Member, Parent/ I think understanding why Superintendent Miner is resigning is important in the Guardian, Community search for her replacement. Will that information be shared? Member ANDREW CARR Parent/Guardian People:

LET OUR KIDS GO BACK TO SCHOOL AND PLAY SPORTS

My 2 high school kids are running out of time to get the education I pay property taxes for, sports, soccer games, activities, preparation for adult life, college, etc>

Other states are back to school and sports, airplanes are full of travellers, grocery and other stores are taking customers, pro and college sports are playing, casinos are open, kids can practice sports but cannot play opposing teams?

Kids are depressed, stressed and have no hop, suicides are starting to mount.

Please let them play and go to school, see friends with reasonable precautions, is this really the best we adults can do?

Andy Carr

Shoreline Washington

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Executive Search Firm for Superintendent Shoreline public schools

Presented To:

Submitted by

E-mail: [email protected] Website: www.grrecruiting.com

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Arizona Office Iowa Office South Carolina Office Texas Office Fountain Hills, AZ 85268 Cedar Rapids, IA 52402 Rock Hill, SC 29732 Hutto, TX 78634

December 16, 2020

President Meghan Jernigan [email protected] Vice President Rebeca Rivera [email protected] Shoreline Public Schools 18560 1st Ave NE Shoreline, WA 98155

Dear President Jernigan and Members of the Shoreline Board of Education

This letter is in response to a request regarding the need for professional executive search services to assist you in the search for a Superintendent for the Shoreline Public Schools. is a national search firm dedicated to meeting the needs of every district or client seeking excellent leadership. The firm is comprised of myself and many associates who have extensive experience in the search business. I am a nationally known leader in urban, suburban and rural superintendent searches with over forty (40) years of experience in the search field. Most recently, I was owner and President of Ray and Associates, Inc. I led that firm from a small, state-level enterprise to the top of the profession in assisting state departments of education and school districts in their quest to place distinguished superintendents to move their respective states toward excellence in education. On the pages that follow, our proposal will indicate those personnel to be assigned exclusively to your search.

will offer the services of many people who have led large, medium and small districts in recruiting and presenting candidates who met or exceeded school board expectations. For example, some of our Associates have successfully worked with school districts on these recent searches in (1) Indian Prairie School District, IL, (2) Matanuska-Susitna Borough School District, Alaska (3) Lake Washington School District, Washington, (4) Boulder Valley Public Schools, Colorado, (5) Everett Public Schools, Washington, (6) Edmonds School District, Washington, (7) Lake Oswego School District, Oregon, (8) Gresham-Barlow School District, Oregon, (9) Omaha Public Schools, Nebraska, and (10) Snoqualmie Valley School District, Washington. In order to modernize and become more cost effective, our firm will rely on up-to-date technology including video conferencing, candidate video interviews and constant email or telephone contacts as necessary, while still providing in-person contacts as requested. Our ability to provide several forms of communication with our clients is something that is important to us to make sure our clients are involved and well-informed throughout the process. Our firm is a growing, national enterprise that will make every effort to satisfy you the client in aggressively recruiting excellent candidates who have been thoroughly investigated and determined to be a very good match to your Superintendent profile. Further, we employ people who are very sensitive to diversity. In fact, we utilize a very unique and objective process to deliver top candidates which quite often promotes women and minorities for our clients to consider.

Your satisfaction is our goal. To that end, we will work tirelessly to achieve that goal by first finding and recruiting the highest quality candidates for your consideration. After the search you can expect exceptional support from our firm and from our network with K12 Insight and throughout the process. This comes in the form of useful data and improved communication with parents.

Sincerely,

Gary L. Ray Founder/President

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TABLE OF CONTENTS Page

Cover Letter ...... 1

Table of Contents ...... 2

Executive Summary ...... 3

Overview of the Company………………………………………………………………………………………………………..4

Capacity to Perform Scope of Work ...... 5

Key Staff/Experience ...... 5

Sample Listing of Searches by Associates ...... 8

Referencecs…………………………………………………………………………………………………………………………….9

Search Activities and Process ...... 10

What is Unique About ……………………………………………………….………………………………13

Methods of Communication/Working with the Board ...... 14

Methods to Recruit a Diverse Pool of Candidates/Recruitment ...... 14

Engaging Stakeholders ...... 14

Major Challenges to Successful Superintendent Search ...... 15

Sample Calendar ...... 16

Assistance Needed from Board ...... 17

Confidentiality ...... 17

Satisfaction Guaranteed ...... 17

Cost Breakdown ...... 18

Estimated Cost Sheet ...... 19

This is who we are ...... 20

Signature Form ...... 21

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EXECUTIVE SUMMARY

is a firm with a wealth of experience, and we are fully capable of meeting all the requirements of the Shoreline Public Schools Executive search requirements. This is because Gary Ray was the former founder/owner of the most successful school executive search firm in the country. The associates of this new firm share with Gary experiences that are extensive in educational leadership and in recruiting top quality candidates for searches to which they were assigned. Associates’ personal careers in school leadership plus their search eﬀorts easily exceed ten (10) years each, usually much more. This is key because everyone Mr. Ray employs really understands educational leadership and what it takes to match candidates to School Board expectations. Similar Superintendent searches that have been conducted by team members are shown on our experience chart on page 9.

Our firm is dedicated to excellence and to delivering utmost client satisfaction. We are highly sensitive to diversity as it aﬀects a search from three perspectives. First, we have always had strong relationships with organizations that address the needs of minorities and women in leadership roles. Second, our firm employs a very diverse group of search leaders and team members. Third, we will provide our clients with a diverse pool of candidates who each meet the District’s profile criteria.

has always been concerned about the performance of not only the Superintendent once in oﬃce, but the actual performance of the District under his or her leadership. To undertake support and improvement in these areas, our firm has developed a network of resources to assist districts beyond the end of the search. We have established a relationship with K12 Insight. Our objective is to provide our clients with the best possible opportunities for improved district management and student achievement. Costs are reasonable and the value added is designed to be outstanding in improved outcomes, critical district-wide communication and eﬀective data collection for decision making.

Our recruitment eﬀorts will be both aggressive and pertinent to the position profile which was created via School Board, teachers, staﬀ, student and constituent input. We strive to be unsurpassed in pursuing likely candidates who have good jobs already and who need to be recruited. All applications are screened, and only those who meet your profile will be advanced to candidate status for further intensive background investigations.

Please note that we find people for jobs and not jobs for people. We take the highest care of all applicants to encourage and process their submissions, but it should be noted that we never accept any fees from them. Our firm wants our clients to understand that we work for them exclusively, and that we will provide highly qualified candidates all of whom will be quite capable of meeting or exceeding your expectations. No surprises!

Mission Statement:

“Committed to our Clients by recruiting, matching and supporting outstanding leaders” 3

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OVERVIEW OF COMPANY

o (888) 319-7949 [email protected] is a firm populated by professional search associates who average more than ten (10) years in the school executive search business, and really understand educational leadership and what it takes to match candidates to School Boards’ expectations o Each search is conducted in strict adherence to the needs of our client district. o We are very aggressive in our recruiting efforts in order to provide a pool of candidates who are successful in current positions and a good match to the District criteria. o We assist the School Board in the development of a suitable profile for the position by interviewing each member individually. o As a part of the profile development, we are willing to meet with teachers, staff, students, parents and other constituent groups to collect input. Unless otherwise requested, all such meetings will be conducted virtually by the best means available. o All collected data from our survey of desirable traits as well as input from meetings is promptly made available to the School Board to guide them in identifying those characteristics most desired. o We proceed with great caution in conducting extensive background investigations to ensure that candidates are who they say they are. In addition to our screening/investigative efforts, we also employ an outside firm (at no additional cost) that investigates social, criminal, civil and educational degrees earned. This applies to the top finalists. o We are quite pleased to announce that our history as search consultants has produced many quality candidates of very diverse backgrounds and personal characteristics. o We offer a guarantee that specifies the selected finalist must complete two (2) years or we will redo the search for no fee except for expenses incurred. o We provide a consensus building metric to assist the School Board in its decisions about most likely candidates. o After the search, we provide support for the District and new Superintendent adding to District’s success. This support includes high-quality interactive experiences and the latest best practices and training to enhance overall District communications to teachers, staff, students, parents, and the greater community, along with improving student performance through data driven decisions.

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CAPACITY TO PERFORM SCOPE OF WORK

is fully capable of meeting the Scope of Work required with our support staff, our experienced network of associates, and with the team of associates who will be assigned to this search. We understand the search processes that are necessary for the Shoreline Public School’s success.

We strongly believe in building an accurate profile for the position and then recruiting specifically to the criteria of that profile. This involves interviewing and surveying Board members as well as any constituencies as identified by the School Board. Our search involves looking for candidates with the appropriate skill sets and personality traits that will be a close fit for our client districts.

Gary Ray has been very selective in choosing associates who are experienced and willing to focus on service to our clients. Each of the professional staﬀ has skillfully served in positions of leadership primarily in educational settings, but also in public, private and military roles. Each of them has also worked successfully in educational searches plus services beyond searches at the requests of Boards/Superintendents in various locations across the country. They understand what it takes to fill important roles and how these roles are unique from district to district.

Many of our associates are recognized as leaders in education and other careers as well as leaders in the search business. All have been trained to pay attention to detail which ensures our clients of no surprises. This professional team widely represents the entire country geographically and is comprised not only with sensitivity to demographics, but with personal ties to diversity. Our associates include men, women and minorities who relate well to any situation.

Please note that Gary Ray will be an integral part of each search.

Great care is taken to assign associates to our searches that will become strongly matched to your District. In fact, one of the presenters of this proposal to you will be assigned to lead and coordinate your search. Below are listed those personnel who will be working on this project. Also, please see page 8 for specific searches conducted by associates of .

KEY STAFF and KEY STAFF EXPERIENCE

These are the principal/project coordinators who will be directly involved in working with the Shoreline Public Schools. These experienced associates will be recruiting screening and conducting background checks. Our associates across the country, ensuring that every region will be covered, recruit the best candidates for the Shoreline Public Schools. Furthermore, we have professional contacts throughout your region as well as across the nation. Please find a partial list of our associates who will be involved in the recruitment and screening of candidates. The firm will actually engage additional associates on this search project.

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Gary Ray Founder/President

Gary is President of , Inc. He supervises oversees all searches conducted by the firm and will directly interact with the team on this search and any committee that may be established on all details of this search. Mr. Ray is a former school administrator with an advanced degree who has worked with hundreds of school boards for over four decades, spanning more than forty years. Gary has long been a leader among executive search firms, including frequently serving both a sought-after presenter and keynote speaker at state and national conventions. His knowledge of successful leaders and contact with them has proven to be an invaluable resource in our searches.

Dr. Jim Hager Team Leader

Dr. Hager, following his 20-year tenure as a school superintendent, spent seven (7) years as a Professor-in-Residence at the University of Nevada, Las Vegas (UNLV) in the College of Education in the Department of Educational Leadership. Jim Co-Directed the Center for Education Policy Studies and the Superintendents’ Institutes and coordinated the Executive Leadership Doctoral Program. Jim was honored in 2004 by receiving numerous prestigious awards for his leadership as Superintendent. He was named State Superintendent of the Year by both the Nevada State Superintendent’s and the Nevada School Board Associations. He was one of four (4) finalists for AASA National Superintendent of the Year. He also received various local leadership awards including Educator of the Year by the Reno Chapter of the NAACP. In 2007, he was inducted into the Nevada Education Hall of Fame for his state leadership.

Robert (Rob) Neu

Rob is recognized as a leader in bold education reform initiatives in equity and closing opportunity and achievement gaps for students that are traditionally underrepresented and underserved by the American education system. He has over twenty-seven years of experience in public education as a successful teacher, coach, principal, and district leader; including ten years as superintendent of schools in Michigan, Washington State and Oklahoma. He is currently serving the Reynolds School District in Fairview, Oregon, as interim assistant superintendent of human resources.

Since 2016, Rob has traveled the United States as an independent education and leadership consultant coaching school districts and education solution providers to design inclusive learning systems and 6

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processes that transform school district culture ensuring student success. His work includes strategic planning, central office transformation, executive searches, executive coaching, labor relations, and human resources restructuring. He is also a co-founder of Kadem Education, LLC, a research-based solution framework and web-based tools to utilize culture to improve teaching and learning.

Dr. Darlene Schottle

Dr. Schottle has been active in the education field for forty (40) years in a variety of roles. She has served in several states and Canada as a Teacher, Behavioral Management Consultant, Principal, Director of Special Services, Area Superintendent and most recently she completed eleven (11) years as the Superintendent of Schools in Kalispell, Montana. Dr. Schottle has been a governor appointed member of the Montana Board of Public Education for the past six (6) years and is serving her third term in the position as Chairperson of that Board. She has been a Fulbright scholar as well as both a Principal and a Superintendent and has made educational excursions to Canada, Great Britain, Germany, Japan and China. Her contributions to children have been acknowledged with several awards such as Businesswoman of the Year and Principal of the Year in Nevada and Superintendent of the Year in Montana.

Dr. José Delfin

Dr. Jose Delfin has been an educator for more than 30 years. His first 13 years as a classroom teacher were spent pioneering the new world of computer graphics, web design, and distance education. He was one of the first teachers in the nation that taught a suite of Adobe software along with working with a new startup computer company called Apple. Dr. Delfin earned his master’s and doctorate degrees from UNLV and left the classroom to help lead schools. He was a site administrator at three different high schools in Nevada. From the principalship, he was promoted to Associate Superintendent at the Carson City School District. He leads the Human Resources, Risk Management, Transportation, and supervises a number of principals and support staff. He is also the lead negotiator and has fostered solid professional relationships and trust with union leaders. Dr. Delfin is a student-centered educational leader and has led many initiatives that reflect his professional stance as evidenced with his equity work. Dr. Delfin is an adjunct professor at UNLV where he specializes in conflict resolution.

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SAMPLE LISTING OF SEARCHES BY ASSOCIATES

In addition to the forementioned decades long experience of Gary Ray, the other team members listed above collectively have over forty (40) years of educational leadership experience. We are confident in our abilities to conduct a thorough and successful search that meets your interests.

District State Enrollment Year Placement Years Tenure Baltimore County MD 115,050 2019 Darryl Williams 2 Public Schools Bloomfield Hills School MI 5,470 2019 Patrick Watson 3 District Boulder Valley Public CO 31,000 2018 Rob Anderson 3 Schools Dallas Independent Susan Cordova TX 155,000 2020 1 School District (Deputy Superintendent) Detroit Public Schools MI 49,000 2017 Nikolai Vitti 4 Community District Edmonds Public WA 21,000 2020 Gustavo Balderas 1 Schools

Everett Public Schools WA 21,000 2019 Ian Saltzman 2

Grand Rapids School MI 16,000 2020 Leadriane Roby 1 District Hawaii State Board of Education- HI 180,000 2015 Christine Kishimoto 6 Superintendent Hillsborough Public FL 250,000 2020 Addison Davis 1 Schools Indian Prairie School IL 29,000 2020 Adrian Talley 1 District Lake Oswego School OR 9,000 2019 Lora de la Cruz 2 District Lake Washington WA 23,000 2018 Jane Stavem 3 School District Marion County Public FL 43,000 2020 Diane Gullett 1 Schools Matanuska-Susitna Borough School AK 19,000 2019 Randy Trani 1 District Missoula County Public MT 15,000 2019 Rob Watson 3 Schools

Omaha Public Schools NE 52,000 2017 Sheryl Logan 4

Seattle Public Schools WA 49,000 2018 Denise Juneau 3

Snoqualmie Valley WA 7,200 2019 Rob Manahan 3 School District

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REFERENCES

Below you will find past clients with whom our Associates have worked, and they are available for you to contact as you choose.

District State Enrolled Year Referent Phone Email Baltimore County MD 115,050 2019 Kathleen Cause 443.506.3584 [email protected] School District Board Member Bloomfield Hills MI 115,050 2019 Paull Kolin 203.570.2155 [email protected] School District President Boulder Valley CO 31,000 2019 Tina Marquis 303941.5672 [email protected] School District Board Member Edmonds School WA 21,000 2020 Deborah Kilgore, 425.223.8330 [email protected] District Ph.D. Board President Everett Public WA 21,000 2019 Caroline Mason 425.238.7308 [email protected] School Board President Indian Prairie IL 28,500 2020 Michael Raczak 630.421.0714 [email protected] School District President 204 Omaha Public Marque Snow [email protected] Schools NE 52,000 2017 President 402.915.2885

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SEARCH ACTIVITIES AND PROCESS SHORELINE PUBLIC SCHOOLS

The Process Board Input Uniquely Profile Strategic Development Superintendent Supports

Collaborate Recruit / Finalize Candidate the Search Pool Board Selects Candidates

Step 1. The School Board’s Involvement at the Start

• Individual Facetime, Zoom, Google type interviews with each member to assess perspectives that lead to an accurate profile for the position.

• Establish a comprehensive timeline for the search.

• Determine the salary range and benefits package.

• Develop promotional materials to be used on the District and our websites. This step will occur following constituent and staﬀ input.

• We will demonstrate all standard application forms to ensure compliance with state laws.

Step 2. Staﬀ and Public Involvement

• Assess constituent concerns and preferences utilizing our firm’s 28 item research-based survey which is available in a variety of languages.

• If desired, we will provide virtual meetings with predetermined groups of people to interact with them on characteristics that are vital for the position profile.

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The Process (CONT)

Step 3. Recruitment and Screening of Applications

• Ensure communication with associates working the search and any known details that are relevant.

• Aggressively recruit applications from individuals known for their traits that match those of the District. • Make broad contacts throughout the educational profession for referrals of individuals to strongly consider.

• Screen all applications to determine whether to move them forward as possible candidates. Screening is always performed carefully considering District position requirements.

• Interview all candidates to assess actual interest and viability. This is usually accomplished by virtual means in which candidates respond to a set of questions relevant to District needs and professional or personal information.

• Perform extensive background investigations on top candidates. Much of this work is done to protect the confidentiality of both the candidate and the persons who are willing to become references. This, of course, goes far beyond those references listed by the candidates themselves.

Step 4. Presenting the Candidates

• The School Board views candidate videos. • The School Board reads and discusses each candidate’s on-screen folder. • School Board members participate in a consensus building exercise to develop a ranking of candidates to determine those to advance as finalists for further interviews utilizing prepared questions to which the School Board has agreed.

• Primary candidates and finalist interviews via in person Zoom, Google or by the School Board’s preferred platform.

• School Board discussion of which primary finalist to invite to the District for tours, final interviews and public receptions. All to be in response to the School Board requirements. (social distancing as currently required) • Firm will assist in all details necessary to enhance the final School Board/finalist interview process. • Firm will provide the School Board with criminal, civil, social security, DMV records to ensure that there are no last-minute surprises. This also includes verification of past employment and education degrees. This is provided at no additional cost for the top finalist.

Step 5. Concluding the Search

• Assist the District legal staﬀ in negotiating a mutually agreed upon contract with the new Superintendent.

• A set of completed candidate files will be provided for the School Board.

• All remaining files will be subject to disposal and all unsuccessful candidates will be cordially notified.

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• Firm to assist the School Board in developing a press release announcing the selection of the new Superintendent.

• Firm to provide the School Board and new Superintendent with information about opportunities for District support and data management beyond the search. Oﬀer presentations that will connect our network with School Board and administration leadership. These Superintendent search services and processes, both those aforementioned and those to follow, are designed as a template for the District with adjustments as needed to meet the District’s specific needs.

•

The Proce ss (CONT)

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WHAT IS UNIQUE ABOUT GRRecruiting

is familiar the Shoreline Public Schools and the great state of Washington.

Dr. Jim Hager, our NW Regional Search Director is a Washington resident and has spent twenty-two (22) years in Washington as an educational leader: four (4) years in Higher Education (University of Washington-Tacoma); eight (8) years as Deputy Superintendent of the Lake Washington School District (LWSD), and three (3) years as a High School Principal in the LWSD. Jim also spent three (3) years as Superintendent of the Beaverton School District in Oregon.

In the past three (3) years, Jim has led Superintendent search teams for Snoqualmie Falls School District, Granite Falls School District, Lake Washington School District, Everett School District, Edmonds School District and the Lake Oswego School District in Oregon. He is widely known and versed in the educational and political climates of Washington as well as Oregon.

We appreciate the District’s diverse population, across the dimensions of ethnicity, race and socioeconomic status Many of our associates are professional, experienced search personnel who themselves represent gender and minority backgrounds. Our firm has a notable group of consultants who have been involved in many successful searches across the country which have produced pools of high-quality candidates that were a good fit for the District and the community. We pride ourselves for being successful in recruiting women, minorities and non-traditional/hybrid candidates for our client districts. We are very aggressive in our recruiting strategies in order to access candidates who may not even be in the market for a new position. We have a nationwide contingency of associates who are ready to locate and interest applicants from the education profession.

If interested, we will also recruit candidates from non-traditional backgrounds. Such individuals may not have come through the ranks of the education profession, but each of them will possess leadership skills from experience in the military or business world. When recruiting these candidates, we look for people with reputations that typically related to success related to significant improvement in an organization more than just in overseeing the maintenance of an organization.

Our firm has the advantage of personally knowing and being in direct contact with top successful candidates who may be interested in new and challenging positions. Both the leadership and administrative skills of these known candidates, along with up-and-coming new leaders who are rising stars will be taken into consideration. As our client, it is important that you know we are not a placement service, and we have as our main focus finding the best match for every district.

In consultation with the School Board, we will develop a marketing and recruitment plan which will include the preparation of promotional, advertising and recruiting materials describing the District and position and announcing the vacancy. Communications will be distributed to key state, regional and national agencies among organizations such as:, the National Alliance of Black School Educators (NABSE), Association of Latino Administrators and Superintendents (ALAS), Council of Great City Schools (CGCS), American Association of School Administrators (AASA), and National School Boards Association (NSBA), Washington State School Directors’ Association (WSSDA), and Washington Association of School Administrators (WASA), etc. Print and electronic advertisements will be developed for posting with key educational leadership associations, including organizations which focus on diversity in education leadership.

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METHODS OF COMMUNICATION

We assist the School Board in the development of a suitable profile for the position by interviewing each member individually. As a part of the profile development, we will meet with staff, students, parents and other constituent groups to collect their input. Unless otherwise requested, all such meetings will be conducted virtually using the best technologies available.

We utilize technology and virtual options to engage community & inform them of the timeline, desired leader traits; then the School Board reviews electronic candidate pool applications & video interviews, and the firm provides a proven, objective scoring instrument for the School Board to reach consensus in selecting its candidate.

After the search, we provide support for the District and new Superintendent adding to the District’s success with services available from both our firm and our K12 Insight partners. This support includes high-quality interactive experiences utilizing the latest best practices and training to enhance overall District communications to students, parents, staff, and the greater community.

METHODS TO RECRUIT A DIVERSE POOL OF CANDIDATES

Our associates are dedicated to excellence and to delivering utmost client satisfaction. We are highly sensitive to diversity as it affects a search from three perspectives. First, we have always had strong relationships with organizations that address the needs of minorities and women in leadership roles, some of whom hold leadership positions with Candidates’ on-site travel, if determine by the School Board, would be billed separately. Second, our firm works with a very diverse group of search leaders and team member. Third, we will provide our clients with a diverse pool of candidates who each meet the District’s profile criteria.

ENGAGING STAKEHOLDERS

knows and understands the importance of including student, parent, staff and community voices, in order to create a profile that is truly reflective of the stakeholders in the community. Our associates interview each School Board member and record key input from stakeholder groups who are interested in the process and outcome of selecting new leaders. This opportunity will permit our firm to inform them the steps in the process along with collecting information that will contribute to the development of an accurate profile as well as critical leadership themes your constituents believe necessary for the position.

Beyond all of that, our firm provides focus group sessions, with a two-part online profile survey of desired leadership traits and open-ended questions about their interest. At the encouragement of the associates, many survey respondents will provide additional comments to the School Board which are presented as a part of this report. The survey is made available in several languages at no additional fee. The firm sends a link to place on the District website. Our office takes all the information received and includes it in the report to the School Board, serving as a type of “State of the District” in the eyes of your taxpayers.

Our dialogue with constituents and interviews with individual School Board members, coupled with survey results, provide with an accurate profile that is employed in the recruiting and careful screening of applicants. The characteristics most commonly selected will be used later in promotional materials. There is no test or interview that can invariably identify the “best candidate,” instead hire great people and invest in their potential. With your School Board Members and community members input, your next school leader will match the kinds of experience, confidence, and commitment needed to inspire your school community for years to come. 14

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MAJOR CHALLENGES TO A SUCCESSFUL SUPERINTENDENT SEARCH AND HOW SEARCH MAY BE IMPACTED BY COVID-19 PANDEMIC

With the backgrounds and search experience of our team members at , along with President Gary Ray, we have many skills that assist us in conducting successful superintendent searches. We look at each search as unique and an opportunity to work with boards and stakeholders representing various groups and walks of life. One of the challenges of a successful search requires the assistance of the School Board in recognizing just how critically important finding a new Superintendent is for all those affected within its District. And while each member has her/his individual ideas/opinions, it is key for the School Board to make its selection based upon participating actively in our consensus building selection process.

The School Board will need to select a single spokesperson for the entire School Board, and that person will serve as the designee for disseminating information throughout the search. Candidates expect their application to remain confidential in so much as local and state policies and laws permit, so it is therefore imperative that all School Board members respect the confidentiality of their application and ensure it will remain so until it is decided by the full School Board to release its candidate slate.

The School Board appears to be desirous of seeking out community input in terms of the characteristics or traits it values in the next Superintendent. To this end, the and the School Board will need to work together to agree upon what input is included in their decision screens and at what juncture will it be the sole determination of the School Board to make the selection final. One of the School Board’s main functions as elected officials is to hire a Superintendent, so making that clear to your public is paramount.

Lastly, it can present a challenge to finalize the new Superintendent’s contract once she/he has been selected. To that end, we highly recommend that the School Board begin to review the existing Superintendent’s contract, discussing any potential changes that you feel should be made, along with having a preliminary discussion as to a salary. If selected to conduct your search, our firm will provide you with both state and national comparable superintendent salaries for you to analyze prior to finalizing a salary decision. The process of searching for a new Superintendent requires a large time commitment on the part of each School Board member, but the investment can assure the School Board that the District will be led in the future by the highest quality educational leader.

With the COVID pandemic, will follow all the safety guidelines by wearing masks and maintaining social distancing during any in person meetings. We also offer the use of technology to conduct any meetings with the School Board or with Stakeholders. We will follow the protocols that the School Board decides on in meeting with the School Board, teachers, staff, students, or community.

will use the most advanced technologies for public participation in the search process in partnership with K12 Insight. Together, we will use the latest technology to provide both a quantitative and qualitative analysis, ensuring that all community voices will have a seat at the table in spite of COVID 19, and every stakeholder has the opportunity to be heard when choosing the right District leader. Our associates have led many successful searches using these methods since the virus began last winter, and boards have been pleased with the results.

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SHORELINE PUBLIC SCHOOLS SAMPLE CALENDAR (Actual dates to be determined in the first meeting with the School Board) Phase of Tentative Tasks at Each Phase Search Estimates

• Meet with the School Board to do the following:

d • Establish Superintendent search operating procedures, timelines,

I meeting dates, strategies for advertising and recruiting, and 1week

Boar develop announcement materials of leadership opportunity • Notify Associates and professionals in the field of Involvement vacancy.

t • District notifies all component school districts, constituents and

ic stakeholders regarding public input opportunities.

f and f and II

vemen • Public survey link is posted on-line to gather input and develop 2 weeks l o Publ taf the candidate profile – available on-site website v S • Finalize Superintendent Profile & approve online application In

• Targeted, confidential outreach to leaders who might not be seeking a new job.

• Accept candidate applications & outreach to candidates matching

III 4-6 weeks the District Profile

Screening • Deadline for all applicants & Applicant Recruitment • Paper screen and complete candidate reference checks

s • Search team reviews matching candidates and determines slate • Search team meets with School Board in closed session to

IV discuss/determine candidates to be interviewed as Round 1. 1 week Present Slate of • Board of Directors finalizes Round 1 candidate interview

Candidate questions

• Schedule all Round I and Round 2 (if needed) interviews.

arch • The School Board and consultants will agree upon an interview format that is best suited to the needs of the District and community. • consultants will facilitate the interview and subsequent deliberation process as needed, after which Round II

V interview questions are finalized. 1 week • Round II interviews and subsequent deliberation process

& Concluding the Se facilitated by as needed • While the basic compensation package will be developed at the outset of the search, will ensure that contract negotiations and the eventual employment agreement reflect all parties’ understanding and expectations. Interviews

• Customizable support for the School Board and new

for for Superintendent includes: ende

I o Entry plan assistance for the Superintendent and Board.

V Ongoing port Assistance in preparing an introduction for the new erint o p Ongoing

nt & Board Superintendent to the community. Su Sup 16

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ASSISTANCE NEEDED FROM BOARD

Each member of the School Board has his/her individual ideas/opinions, it is key for the School Board to make its selection of the new Superintendent based upon participating actively in our consensus building selection process.

The School Board will need to select a single spokesperson for the entire Board, and that person will serve as the designee for disseminating information throughout the search. Candidates expect their application to remain confidential in so much as local and state policies and laws permit, so it is therefore imperative that all School Board members respect the confidentiality of their application and ensure it will remain so until it is decided by the full Board to release its candidate slate, generally consisting of two (2) to three (3) finalists.

As stated earlier, the School Board appears to be desirous of seeking out community input in terms of the characteristics or traits they value in the next Superintendent. To this end, the and the School Board will need to work together to agree upon what input is included in their decision screens and at what juncture will it be the sole determination of the Board to make the selection final. One of the School Board’s main functions as elected officials it to hire a Superintendent, so making that clear to your public is paramount.

We highly recommend that the School Board begin to review the existing Superintendent’s contract, discussing any potential changes that it feels should be made, along with having a preliminary discussion as to a salary. If selected to conduct your search, our firm will provide The School Board with both state and national comparable superintendent salaries for you to analyze prior to finalizing a salary decision. The process of searching for a new Superintendent requires a large time commitment on the part of every Board member, but the investment can assure the School Board that the District will be led in the future by the highest quality educational leader.

CONFIDENTIALITY

We commit that our search business processes will be hallmarked by confidential, professional, and supportive services for your Board of Trustees and community. This means that the firm of will hold in the strictest confidence any/all information which becomes known to us, as a result of the services rendered to the School Board. As we work together, you as our client, will also need to maintain the confidentiality of information provided by .

FOLLOW-UP AFTER THE SEARCH: SATISFACTION GUARANTEED

We provide a termination provision in our contractual agreement with the Shoreline Public Schools. If the District or terminate this agreement, the District will be charged only for the work performed and expenses incurred up to the date of termination. If the School Board is dissatisfied with the new Superintendent within two (2) years from the date of employment of the Superintendent and if either party dissolves that relationship by resignation or termination within a two (2) year period of the initial employment, the firm of . will conduct a new Superintendent search at no cost to the District, except for expenses.

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experienced team will guide you throughout the search process. Our process will be tailored to meet your School Board’s needs and we stand ready to modify our process to match your search interests. COST BREAKDOWN

The Consultant Fee. The base fee for the performance of the Superintendent search by the consultant as provided in this Proposal will be Eighteen thousand dollars ($18,000). The firm will discuss any modifications relating to the search fee regarding our services at the formal presentation. The Superintendent search fee shall be paid in three (3) installments; 1/2 of total fee is due upon signing of the contract; 1/4 of fee is due at the time of the stakeholder meetings; and the final 1/4 of fee is due when the Superintendent is officially hired by the District.

There is no charge by for the services to assist the School Board in negotiating a contract with the new Superintendent and the development of the contract terms.

Consultant Reimbursed Expense. Certain expenses, including travel, lodging, meals, shipping, and other search related expenses will be kept to a minimum and are to be reimbursed by the District. Said expenses will be invoiced as they occur and will include a detailed account listing of such expenses.

Candidate Expenses. If the District determines to reimburse candidates for interview expenses, expenses may include travel, lodging and meals for the candidate and spouse. Candidates are to submit all receipts and expense documentation to a designated individual at the District and said expenses will be paid as they occur.

Cost Saving Expense Options. is aware of budget concerns and therefore offers several cost saving options: 1) Conduct meetings with our consultants via video conference such as Zoom, Skype, Google, or other medium, which could potentially save thousands of dollars in travel expenses; 2) Utilize our materials electronically (either via e-mail or a flash drive); and 3) Boards may conduct 1st round candidate interviews via Zoom to reduce candidate travel expenses. Once the School Board narrows the candidates down to the finalists, the intent will be to interview each finalist in-person with the School Board.

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ESTIMATED COST SHEET PREPARED FOR SHORELINE PUBLIC SCHOOLS

Total Price Travel (As Needed) – Estimated cost for vendor's proposed team to travel to Shoreline Public Schools to meet with the $ 2,000.00 School Board (to be inclusive of all travel, lodging, meals, etc.)1 BASE FEE $ 18,000.00 Professional Background Reports on Top $ - 0- Candidates ESTIMATED SEARCH COST Does not include estimated advertising or $ 20,00.00 candidate expenses for interviews2

Suggested Advertising Total3 $ 2,000.00

ESTIMATED SEARCH COST $ 22,000.00 (with Advertising)

1 The $2,000.00 travel expense would be a cost savings if search meetings are conducted via virtual medium 2 All Board approved advertisement is billed directly to the District (estimated at $2,000.00) 3 Candidates’ on-site travel, if determine by the Board, would be billed separately 19

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THIS IS WHO WE ARE…

§ We are the most EXPERIENCED and AGGRESSIVE search team in the nation

§ Gary Ray has a proven record of recruiting top candidates nationwide, reaching out with personal contacts; Gary Ray will be an integral part of each search

§ The firm specializes in school executive leadership searches & support of candidates. our primary focus

§ will provide a proven search process, plus ongoing leader mentoring/support from some of the most experienced, diverse consultants in the nation

§ Our firm recruits a large & diverse pool of candidates, created via a national network of

§ We provide a two-year guarantee on placement of candidates, including complete professional background checks of top candidates conducted by an external firm--at no added cost

§ Our associates bring valuable experience, and are committed to communication with clients and our search team

§ We use a thorough process conducted by our veteran team and customized to your District’s needs

§ Great care is taken to assign associates who will become strongly matched to your District’s needs in order to coordinate your search, including diverse men and women with wide ranging educational backgrounds in nonprofits, the military and the private sector

§ We utilize technology and virtual options to engage community and inform them of the timeline, desired leader traits; then the School Board reviews electronic candidate pool applications & video interviews, and the firm provides a proven, objective scoring instrument for the School Board to reach consensus in selecting its candidate

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A Proposal Prepared for

SShhoorreelliinnee PPuubblliicc SScchhoooollss SShhoorreelliinnee,, WWaasshhiinnggttoonn

for

The Search and Selection of a Superintendent of Schools

submitted by

Executive Recruitment & Development

11725 Arbor Street, Suite 220 Omaha, Nebraska 68144 Phone: 888-375-4814/402-991-7031 Fax: 402-991-7168 Email: [email protected] Website: www.macnjake.com

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December 16, 2020

Board of Directors Shoreline Public Schools 18560 1st Avenue NE Shoreline, Washington 98155

Thank you for the opportunity to respond to your RFP. The enclosed proposal describes the professional services McPherson & Jacobson, L.L.C. will provide Shoreline Public Schools in ensuring your superintendent search secures quality leadership for the district. McPherson & Jacobson will work with the board to design a search that meets the unique needs of your school district. Our firm’s five-phase protocol allows the board to concentrate on the most important segments: the interview and selection of the successful candidate. Our team of consultants, working in conjunction with the board and diverse stakeholder groups you identify, will implement a systematic, comprehensive process culminating in the hiring of the most qualified candidate for your district. At the core of our firm’s work is the belief that every student be entitled to high quality education and that this is dependent upon quality leadership. We understand that students have diverse needs, thus, we focus on the intentional recruitment of a diverse candidate pool that includes ethnic and cultural identity as well as experience in culturally proficient practices that have proven successful in addressing educational equity gaps. This unique approach is made possible through the diversity and extensive network of our consultants who have various levels of expertise in the school system from superintendents, to school board members, to educational equity experts in the field. We believe this has contributed to our successful placement of qualified candidates around the state and nation who have met extensive equity focused criteria and continue to make an impact in the districts they serve. With over 110 consultants across the United States, McPherson & Jacobson has been successfully conducting searches for governing boards since 1991.

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Our contact information: McPherson & Jacobson, L.L.C. 11725 Arbor Street, Suite 220 Omaha, Nebraska 68144 Telephone: 402-991-7031/888-375-4814 Fax: 402-991-7168 Email: [email protected] We welcome the opportunity to meet with your board to present our proposal and discuss our proven search process. Sincerely, Thomas Jacobson Thomas Jacobson Ph.D. Owner/CEO, McPherson & Jacobson L.L.C.

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TABLE OF CONTENTS

The McPherson & Jacobson Difference ...... 3

Qualifications and Background of McPherson & Jacobson, L.L.C...... 4

Executive Summary ...... 5

Five Phases of a Superintendent Search ...... 6 Phase I ...... 7 Phase II ...... 8 Phase III ...... 10 Phase IV ...... 10 Phase V ...... 12

Timeline ...... 14 Responsibilities of Shoreline Public Schools and McPherson & Jacobson, L.L.C...... 15

Consultants for Search ...... 18

Investment ...... 20

Price Breakdown for Search Activities ...... 22

Stakeholder Involvement ...... 23

Applicant Diversity ...... 25

Washington Searches Conducted by McPherson & Jacobson, L.L.C...... 26

Washington Consultants ...... 29 What Board Members Say About McPherson & Jacobson’s Search Services ...... 30

This proposal is the property of McPherson & Jacobson L.L.C. and has been prepared at the request of the Shoreline Public Schools, Shoreline, Washington. The contents of this proposal are not to be reproduced or distributed for any reason other than for use by the Shoreline Public Schools, Shoreline, Washington. 12/20

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The McPherson & Jacobson Difference

“It’s About the Kids”

• WE BELIEVE every student is entitled to a high-quality education. We strongly believe quality education is dependent upon quality leadership.

• OUR MISSION is to ensure your search results in quality leadership for education excellence.

McPherson & Jacobson has developed a protocol that provides for high involvement of stakeholders, while keeping the board in complete control of the process. One of the hallmarks of McPherson & Jacobson, L.L.C. is the belief that the search for a public executive should be conducted with as much transparency as possible. We have designed a process, which keeps the board in complete control of the search, while inviting various stakeholder groups to provide input and become meaningfully involved in the process.

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Qualifications and Background of McPherson & Jacobson, L.L.C.

Leading National Search Firm McPherson & Jacobson, L.L.C. has been conducting national searches for governing boards since 1991. The firm has placed over 815 superintendents and other officials in public and non-profit organizations across the United States. McPherson & Jacobson is one of the leading national superintendent search firms.

Nationwide Network of Experienced Consultants McPherson & Jacobson has over 110 consultants across the nation. Almost one- fourth of McPherson & Jacobson consultants are minorities or female. Our diverse group of consultants has extensive backgrounds in education and public service including current and former superintendents, assistant superintendents, university professors, and school board members. Over fifty percent have a doctorate degree. Their diversity and expertise ensures your search results in quality leadership for education excellence.

Sustainability in Leadership Waters and Marzano review of 3.4 million students’ achievement scores found that Superintendents’ tenure is positively correlated with student achievement. Organizations using the McPherson & Jacobson protocol have enjoyed sustainability of leadership. Over the last five years, seventy percent of administrators are in the position for which they were hired. Over fifty percent of administrators are still in the position for which they were hired within the past ten years. Forty percent of the administrators selected by governing boards within the past 15 years continue in the position for which they were hired.

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Executive Summary

McPherson & Jacobson L.L.C. provides a comprehensive search process. Below are some of the highlights of our process:

• Our process is comprehensive and provides critical support for the most time consuming aspects of recruiting and screening the candidates, so the board can focus on interviewing and selection.

• Transparency is a hallmark of our protocol. Stakeholder participation emphasizes the transparency of our process.

• We take the entire board through a consensus decision-making process to identify the top criteria for the selection of the new superintendent.

• We meet with groups to ensure broad-based stakeholder input in the selection process. In addition, we provide an online survey to reach out to anyone who could not attend a stakeholder meeting. The consultants will present a comprehensive written report to the board, which includes all of the comments recorded during the input sessions.

• McPherson & Jacobson’s consultants actively recruit candidates that meet the selection criteria. If desired, we will recruit non-traditional candidates.

• Applicant confidentiality is important to attract top candidates. Names remain confidential until the board selects their finalists.

• We continue to work with your school district until a superintendent is hired and in place.

• Phase V provides a continued commitment to work with your board and new superintendent for one year. We help you collaboratively establish annual performance objectives for the new superintendent’s first year. Evidence from previous searches shows this phase to be very positive as it fosters a good transition.

• We are so confident of our ability to identify the district’s criteria, recruit and screen applicants against those criteria, and assist during the transition period, that we guarantee our service. If your superintendent leaves for whatever reason during the guarantee period, we will repeat the process for no charge except for actual expenses.

Our mission is to ensure your search results in quality leadership for education excellence.

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Five Phases of a Superintendent Search

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Phase I

 Using a group process with the board, identify the most important characteristics of the future superintendent. Using Nominal Group Technique, the consultants will assist the board in identifying the most important characteristics the board would like the new superintendent to possess. These characteristics will be used as a template for recruiting and selecting candidates.  Establish appropriate timelines and target dates for the selection process. The consultants will prepare a proposed calendar for the search process. Dates for advertising the announcement of vacancy, closing date, dates for interviewing, a target date for selecting the new superintendent, and a date for the new superintendent to begin will be determined.  Determine, with the board, appropriate advertising venues. The consultants will assist the board in determining the scope of the search. Appropriate media venues (professional journals, trade papers, newspapers, and websites) and associated costs will be presented for consideration.  Identify appropriate stakeholder groups. The board will identify the various stakeholder groups that they want McPherson & Jacobson’s consultants to meet with to solicit input into the process.  Assist the board in determining compensation parameters. In order to recruit and select top candidates, compensation packages need to be competitive. Our consultants will present data indicating what districts in the same geographic region and similar size are paying superintendents. Whenever possible, they will also present compensation information for districts that recently hired a superintendent. This information is provided for the board’s consideration of compensation parameters. Final compensation decisions will be determined by the board and the selected candidate.  Identify the point of contact for the district The board will identify an appropriate staff person to work with the consultants to coordinate the logistics of the search. This includes tasks such as assisting with information for the promotional brochure, and coordinating details for stakeholder input and other meetings within the district.

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Phase II

 Work with the district to schedule the stakeholder input meetings. The consultants will work with the district’s point of contact to determine the stakeholder input schedule and coordinate notifying the stakeholders about the meetings.  Meet with groups identified by the board to provide stakeholder input into the selection process. The consultants will meet with the stakeholder groups identified by the board and solicit their input into the selection process. Each group is asked to identify the strengths of the school district and community, the issues facing the new superintendent, and the characteristics they would like to see the new superintendent possess. The board chooses which groups it would like the consultants to meet with, but the most common groups include central office administrators, building administrators, teachers, classified staff, students, and community and business groups. The consultants will assist the board in choosing which groups it wishes to include. For any unable to attend a stakeholder meeting, we provide an online version of the questions we ask the groups. At the request of the district, the survey can be available in multiple languages. The results of the stakeholder meetings and online stakeholder input are summarized by the consultants and presented to the board.  Develop promotional literature and brochures announcing the vacancy. In order to attract quality applicants, it is important to promote your school system and community. With on-site assistance from the district, the consultants will assist in preparing an announcement of vacancy that highlights the strengths of your school system and community. Our graphic artist will prepare a professional color brochure that highlights the school district and community, including the board’s selection criteria, the board members, and the application procedures and timelines.  Prepare and place announcement of vacancy. McPherson & Jacobson’s staff will prepare and place the announcement of vacancy. It will be sent to all state school board and administrator associations, as well as media venues selected by the board. Additionally, McPherson & Jacobson maintains an interactive website (www.macnjake.com) that allows applicants to access all the application materials and apply on line. The website averages over 150,000 hits per month.

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 Develop an application unique to your vacancy that reflects the selection criteria determined by the board. McPherson & Jacobson’s staff will create an application form requiring applicants to describe their strengths and experiences relating to each criterion identified by the board. This will be one of the preliminary screening devices used by the consultants when assessing potential candidates.  Post application information and notify interested applicants. McPherson & Jacobson’s staff contacts potential applicants and manages all the application materials using our online application software. Our office staff handles this task without assistance from your district.  Actively recruit applicants who meet the district’s needs. While McPherson & Jacobson does not represent candidates, we actively maintain a data bank of quality candidates. Once the board has chosen its selection criteria, we will send the information to all of our consultants across the United States, asking them to nominate candidates who would be a good match. We will encourage those candidates to apply. Some of the best candidates may not be actively seeking another position and will need to be recruited. McPherson & Jacobson stays current with trends in educational leadership by being an active participant and presenter at national and state education conferences. We participate in Job Central at the American Association of School Administrators conference, the National School Boards Association annual conference, and others such as the AASA Women’s Leadership Conference.  Confidentiality of Applicants McPherson & Jacobson proposes an open process for the search. We believe the public business should be done in public with openness and transparency. We also understand the need for applicants’ confidentiality. Our process keeps the names of all applicants confidential until they are named a finalist for the position, at which time the names of the finalists are made public If the board believes that the names of the finalists should be kept confidential until they make their selection, we can do that. This is your search and we will adapt our process to fit your unique needs.  Keep all applicants informed of their status in the selection process. During the application process, McPherson & Jacobson’s staff monitors applicants and notifies them of what is still needed to complete the process.  Communicate with all Board Members in a timely manner The consultants will communicate with all board members keeping them informed of the status of the search throughout the process.

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Phase III

 Evaluate each applicant against the selection criteria. The consultants will read and evaluate all of the completed files submitted by applicants. They will read the application form and all of the additional material in each file and begin reviewing against the selection criteria.  Conduct reference checks. We understand that applicants do not submit references who will not speak highly of them. We begin with the references given and ask them a list of questions relevant to the selection criteria. After asking those questions, we ask each reference to give us the names of other people who can speak of the applicant’s qualifications. We then call those individuals and ask them the same set of questions, including asking them to give us the names of other people who can speak of the applicant’s qualification. We go a minimum of three people removed from the primary references. What we are looking for is consistency of answers that will verify the applicant’s strengths and weaknesses. In addition to contacting references, the consultants conduct an extensive Internet search of the applicants.  Pre-Interview and Video of Shortlist Applicants. The consultants will pre-interview applicants to be submitted on the shortlist. We will have these applicants submit a video which the consultants will share with the selection committee.  Assist the board in developing a set of interview questions that reflect the identified selection criteria and characteristics. The consultants will present an extensive list of potential interview questions that reflect the selection criteria and characteristics desired by the board. The board members choose interview questions that reflect their criteria and priorities. If the board chooses to conduct two rounds of interviews, the consultants will assist in developing interview questions for both rounds of interviews.

Phase IV

 Review candidates with the board and assist board members in determining which candidates they will interview. The consultants will present a complete list of applicants, who completed the application process, to the board for its review. We do not eliminate any applicants; however, a short list will be submitted of those applicants who we found most closely met the district’s criteria. The consultants will present a reference profile demonstrating the consistent feedback for each short list applicant. Upon reviewing the recommendations, the consultants will assist the board members in identifying which applicants they wish to consider as candidates for interviews.

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 Assist the board in determining interview procedures. After the board selects their final candidates to interview, the names of the candidates will be made public upon confirming the interviews. During the interview process, the stakeholder groups will have an opportunity to meet the individual candidates. If the board chooses to conduct semi-finalist interviews, the candidates will only meet with the board. The names of the semi-finalist candidates will remain confidential (in states where an executive session is allowed), and stakeholders will not meet the semi-finalists. The finalist interviews will be conducted as described in the paragraph above.  Coordinate interview and visitation procedures. If the board chooses, McPherson & Jacobson will schedule semi-finalist interviews. Semi-finalist interviews are typically conducted with the board only. After the semi- finalist interviews, the board will select their finalists. If the board chooses to involve stakeholder groups in the interview process, the consultants will assist in establishing the finalist interview schedule that includes district staff, students, and community groups. A typical interview day will include a tour of the district and community, meeting with stakeholder groups, and a formal interview with the board.  Assist the groups identified by the board in planning for meeting each candidate and providing feedback to the board. If the board chooses to involve stakeholder groups in the interview process, representatives will be selected from the stakeholder groups identified by the board. The purpose of these groups is two-fold: 1) to promote the school district and community to the candidate; and 2) to form an impression of each candidate, which they will share with the board. The board will identify chairpersons for each stakeholder group. The consultants will meet with the chairpersons to discuss their roles and responsibilities. The consultants will also provide the chairpersons with a form to record the group’s consensus impressions of each candidate’s strengths and any concerns or questions the group may have. Each form will be sealed in an envelope and turned in to the district contact person.  Coordinate visitation procedures for the candidate’s spouse/significant other. We encourage boards to invite spouse/significant others to attend the interview day. The consultants will coordinate, with the point of contact, a portion of the interview day for the spouse/significant other to have an expanded visitation of the community. Tours typically include available housing, medical facilities, churches, recreational opportunities, and areas of interest unique to your community.  Assist the board in making final arrangements for each candidate’s visit. It is common practice for the district to pay interview expenses for the candidates and their spouse/significant others. In order to ensure that expenses stay within established guidelines, the consultants will assist the point of contact in making lodging and travel arrangements for each candidate.

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 Contact all finalists and schedule their interview dates. The consultants will contact the final candidates, notifying them they are finalists for the position and scheduling their interview dates. The consultants will be the contact for answering any questions and coordinating the candidates’ visits to the district.  Notify all applicants not selected for an interview. Once the board has selected its final candidates, all other applicants will receive, on behalf of the board, a personalized notification thanking them for taking the time to complete the application materials and notifying them that they are not a finalist.  Personally contact each finalist who was not offered the position. Once a contract has been offered by the board and accepted, the consultants will call each of the other final candidates and thank them on behalf of the board for interviewing for the position. These candidates are not notified until an offer has been accepted. If by chance you lose your top candidate, we want to keep viable candidates available.  Conduct background checks. Included in the fee is a criminal/financial/credential verification background check for the selected candidate. For an additional fee, the board can choose background checks for all of the finalists.

Phase V

 Establish performance objectives for new superintendent. Working with the board and new superintendent, the consultant will assist in establishing two or three performance objectives the board wants the superintendent to focus on during the first year. These objectives are beyond the day-to-day school district operations. Once the performance objectives have been identified, board members will be asked what they will accept as evidence of progress towards the accomplishment of the identified objectives. The superintendent will take the information generated from this session and develop an action plan for achieving the performance objectives. The action plan will be presented to the board for formal approval and forwarded to McPherson & Jacobson’s home office.

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 Provide a guarantee. If the board chooses to use our complete service, we will guarantee our process for two (2) years. If the person selected leaves the position, FOR WHATEVER REASON, within the guarantee period, we will repeat the process at no charge except actual expenses. We are convinced that our process of identifying your most important selection criteria, meaningfully involving stakeholders, screening candidates against the criteria, and working with you during the critical first year, will ensure your search results in quality leadership for education excellence.

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Timeline

The timeline for the search process is established when we meet with the board so we can address the unique needs of the district. However, the time from our first meeting with the board until the finalist is selected is typically a minimum of two to three months.

Search sequence:

➢ At the beginning of the search • Advertising decisions are made • The qualities for the new superintendent are identified • Application information is posted • A formal timeline is established • A brochure is created to advertise the district and the vacancy

➢ At the time designated by the board • Stakeholder group meetings are held • A summary of stakeholder input is presented to the board

➢ As applications arrive in our office • Applications are monitored and applicants are notified of the deadlines to submit their materials

➢ After the closing date • All the completed applicant files are forwarded to the consultants • The consultants begin the review and pre-interview process

➢ Approximately two to four weeks after the closing date • Consultants provide information to the board on all applicants who completed the process • Consultants present summary profiles of qualified candidates to the board • The board selects the candidates it wants to interview • McPherson & Jacobson notifies each applicant not selected for an interview

➢ Soon after the board selects their candidates • Semi-finalist interviews are conducted (if chosen by the board) • The board interviews its final candidates • The board selects their new superintendent • A criminal/financial/credential verification background check is conducted on the selected candidate • McPherson & Jacobson’s consultants contact each candidate who was interviewed to notify them of their status

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Responsibilities of Shoreline Public Schools and McPherson & Jacobson, L.L.C.

Event McPherson & Jacobson’s Tasks 1st board ❑ The consultant guides the board in determining the following items meeting o Characteristics for the new superintendent o The search calendar o Compensation parameters o Identify the appropriate constituent groups for stakeholder input o Advertising venues ❑ The consultant works with the Point of Contact to compile: o Information to create the brochure announcing the vacancy o The list of names to be invited to the community input meetings After 1st ❑ Application link is posted online meeting ❑ Brochure announcing the vacancy is created ❑ Advertising is started ❑ Vacancy announcements are sent out ❑ E-mails are sent to applicants registered with McPherson & Jacobson notifying them about the opening ❑ E-mails are sent to consultants regarding the opening, requesting they invite candidates to apply for the position ❑ Opening is posted on social media and additional venues During ❑ Consultants recruit candidates that fit the position application ❑ Monitors applicants and where they are in the application process period ❑ Notifies applicants of the closing date for submitting their materials ❑ Lead consultant keeps the board up-to-date on the search Stakeholder ❑ Home Office sends out invitations to the community stakeholder meeting(s) after meetings are receiving the information from the consultant and the district scheduled Stakeholder ❑ Consultants facilitate the stakeholder meetings, recording the input meetings ❑ An online stakeholder input survey is created, the link is posted on the McPherson & Jacobson website and also provided to the district to post Stakeholder ❑ Consultant summarizes key themes and gives the results to the district meetings ❑ Copy of summary is sent to Home Office completed ❑ The stakeholder input summary report is created 2nd board ❑ Review stakeholder input summary report and provide copies to the district meeting ❑ The consultant guides the board in determining the following items o Interview questions o Length of contract, moving and interview expenses o Spouse/significant other’s involvement in interview process o District Interview Schedule o Candidate Daily Interview Schedule ❑ Interview questions are sent to Home Office to be formatted

Prior to 3rd ❑ Applicant packets are reviewed by the consultants and reference checks are board meeting performed ❑ Contact candidates on short list and verify their interest in the position ❑ Meet with stakeholder group chairs to review schedule, procedures and screen questions

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Event McPherson & Jacobson’s Tasks 3rd board ❑ The consultant facilitates the board’s meeting o Review of the list of all applicants o Overview of candidates on short list o Selection of finalists o Finalizing of interview dates & schedule o Review of interview questions & procedures o Finalizing candidate & spouse/significant other arrangements ❑ Contact finalists and schedule interview dates, review schedule, discuss compensation and contractual issues ❑ Work with Point of Contact to coordinate interviews (transportation, lodging, interview locations, etc.) ❑ Send Candidate Daily Interview Schedule to each finalist ❑ Notify the applicants who were not selected to be interviewed Interviews ❑ Call Point of Contact after 1st interview to learn how it went ❑ Call 1st candidate to learn their perspective and how the interview went ❑ Suggest any possible improvements ❑ Be available for questions ❑ Be present at interviews if request is made by school district (additional fee for this service) Finalist ❑ Call and make offer to candidate selected and ❑ Verify acceptance accepted ❑ Conduct criminal/financial/credential verification check on selected candidate ❑ Call other finalists ❑ Sends out letter of congratulations to candidate who was chosen Phase V ❑ Facilitate board and superintendent’s identification of 2-3 performance objectives and evidence of progress the board will accept ❑ Consultant reviews superintendent’s plan

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Shoreline Public Schools

1st Board Meeting ❑ Provides consultant with the necessary information to create the brochure; the name of the Point of Contact; and the Board Contact List ❑ Reviews and approves the brochure During application ❑ Posts a link to the McPherson & Jacobson website period ❑ Posts the brochure (announcement of vacancy) on their website ❑ Advertises the opening on the district’s social media platforms Stakeholder Group Input ❑ Assists in organizing stakeholder focus groups and meeting schedule Meetings are scheduled ❑ Names and addresses are sent to Home Office for community meeting invitations ❑ Posts meeting dates, times, and locations as open public forum ❑ Assists in translating stakeholder input survey into the additional language(s) requested by the school district Stakeholder Group Input ❑ Link to online stakeholder input form(s) is (are) posted on the school Meetings district website Stakeholder Group Input ❑ “Stakeholder Input Report” is posted on the school district website Meetings completed 3rd board meeting ❑ Assist with lodging arrangements and welcome gifts ❑ Arrange for spouse/significant other tour

Interviews/ ❑ One candidate per day Finalist interviews (if ❑ Board member greets each candidate upon arrival to district board requests semi- ❑ Informal interview-social setting ❑ Formal interview finalist interviews) ❑ Spouse/significant other’s visitation is coordinated

Meeting to Select ❑ Board meets and discusses each candidate individually Finalist/ Finalist selected ❑ Read input forms submitted by stakeholder input groups and accepted ❑ Have each board member rank order candidates ❑ Select minimum of #1 and #2 candidate ❑ Call and make offer to candidate ❑ Send interview forms and files to the Home Office ❑ Board evaluates our services Phase V ❑ Superintendent creates plan with target objectives and timelines ❑ Plan is sent to consultant to be reviewed ❑ Board adopts plan

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Consultants for Search

Richard J. Parker 3007 Rucker Ave., #222 Everett, WA 98201 Phone: 360-969-3845

Educational Background M.A. 2005 Fielding Graduate University, Organizational Development Santa Barbara, CA and Management M.A. 1982 University of Bridgeport, Education Bridgeport, CT

Professional Experience Dates Title District Location 2011 to Present Consultant McPherson & Omaha, NE Jacobson, L.L.C. 2009 to Present Consultant Washington State School Olympia, Directors’ Association WA

1998 to Present Founder and BigMind Group, L.L.C. Langley, Managing Partner WA 1996 to 1998 Sales and Whidbey Telecom Langley, Marketing Manager WA 1994 to 1996 Manager, Digital Kits Camera Corporation Tukwila, Imaging Division WA 1991 to 1994 Flight Instructor Airwest Aviation Broomfield, and Aircraft Sales CO 1982 to 1991 Sr. Teacher, Greenwich Public School Greenwich, Performing Arts District CT Department

Community/Service/Fraternal Organizations Name of Organization Dates (if applicable) Offices Held (if applicable) South Whidbey School District 2010 to 2011 Board President 2005 to 2007 Board President 2003 to Present School Board Director Island County – Camano Stanwood 2000 to 2002 Board Chairman Community Network 1998 to 2002 Board Member

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Dr. Nathan McCann 1903 NW 206th Street Ridgefield, WA 98642 Email: [email protected] Phone: 520-609-6518

Educational Background

Ed.D. 2011 University of Arizona Educational Leadership Principal 2004 University of Texas Certification Program M.Ed. 2003 University of Vermont Curriculum/Instruction B.A. 1995 University of Vermont Political Science

Professional Experience Dates Title District Location Enrollment 2015 to Present Consultant McPherson & Omaha, NE Jacobson, L.L.C. 2014 to Present Superintendent Ridgefield Ridgefield, 3,500 School District WA 2010 to 2014 Superintendent Altar Valley Tucson, 1,000 School District AZ 2006 to 2010 H.S. Asst. Flowing Wells Tucson, 5,000 Principal- Unified District AZ Curriculum/ Instruction 2005 to 2006 Asst. Principal/ Flowing Wells Tucson, 5,000 Athletic Dir. Unified District AZ 1999 to 2005 Teacher/Coach Multiple Districts

Professional Recognition/Awards Date Name of Award State 2015 All-Arizona Superintendent of the Year Award for Small-Size Districts AZ 2012 Inside Tucson Business Up and Comer AZ 2011 Arizona School Administrators Outstanding Dissertation Award AZ 2010 Named a CNN Intriguing Person of the Day 2010 Virco/NASSP National Assistant Principal of the Year

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Investment

The fee for conducting the superintendent search is $15,900 for Phases I-V. McPherson & Jacobson has the tools to conduct all or some components of the search process electronically. We can work with the board to determine the best practices as the search progresses to determine if in-person or online meetings will best meet the needs of the district.

The total not to exceed amount including expenses is $19,050.* (online meetings) Included in the expenses is • Thirty (30) days on AASA • Thirty (30) days on TopSchoolJobs (Ed Week online) • Thirty (30) days of advertising on NABSE (National Alliance of Black School Educators) • Six (6) weeks of advertising on ALAS (Association of Latino Administrators & Superintendents) • One (1) day of online stakeholder meetings • Two online stakeholder input surveys (in English and one additional language) • Video interviews for five (5) candidates • Criminal/financial/credential verification background check for the final candidate • Office expenses *Travel expenses for the consultants to the district are not included in this amount. If the board requests onsite meetings, McPherson & Jacobson estimates travel costs of $350 per consultant trip to the district. (Travel costs for two (2) consultants.)

NOTE: • Expenses may increase if the district chooses additional media advertising. • Fees and expenses will increase if the district requests additional stakeholder input days. • Interview expenses for the candidates are not included in the expenses listed. • There is an additional fee and expenses for the consultants to attend the interview sessions.

McPherson & Jacobson is committed to working with the school district until a superintendent is identified and hired. If a second round of candidate selection is necessary, the only cost to the district would be the additional expenses, there is not an additional fee.

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Additional Services:

In addition to the basic services provided, McPherson & Jacobson can provide at no additional charge the following services: • Assist the board in revising and updating the superintendent’s job description. • Assist the board in developing an effective contract. • Provide assistance in negotiating the contract with the finalist. • Schedule an on-site visitation to the finalist’s home district.

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Price Breakdown for Search Activities

Phase Description of Services Fee Expenses Meet with board to start search process. Start I development of application materials. Initiate $3,500 $2,100 advertising. Conduct stakeholder input meetings. Begin II $3,700 $300 candidate recruitment.

Continue candidate recruitment. Conduct III $3,700 $300 reference checks on applicants.

Meet with the board to review applicants and identify finalists to be interviewed. Assist board IV $3,500 $350 with interview questions and schedule. Coordinate candidate visits to the district. Meet with the board to determine the V $1,500 $100 superintendent performance objectives. Totals $15,900 $3,150 Total (excluding travel)* $19,050 Total (including consultant travel for $20,800 five (5) trips to the district)

*Fees and/or expenses will increase if • the board chooses advertising media over $ 2,000; • the board requests more than One (1) day of stakeholder input sessions; • the board requests additional languages for the online stakeholder input survey • the board requests more than five (5) shortlist candidate videos • the board requests consultants be present at meetings not included above, including interviews; • actual travel costs increase due to changing prices. (only include if travel costs are included above—otherwise erase this bullet point)

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Stakeholder Involvement

Initial stakeholder input sessions The consultants will meet with groups identified by the board to solicit their input into the selection process. Each group is asked to identify the strengths of the school district and community, the characteristics they would like to see the new superintendent possess, and the issues facing the new superintendent. The results of these meetings are summarized by the consultants and presented to the board. The board chooses which groups it would like the consultants to meet with, but the most common groups include central office administrators, building administrators, teachers, classified staff, students, and community and business groups. The consultants will assist the board in choosing which groups it wishes to include. An online survey option will be provided to stakeholders who are unable to attend the scheduled meetings.

Meeting the candidates A representative group of eight to twelve people will be selected to represent each of the groups identified by the board. The consultants will meet with a chairperson for each group to discuss their roles and responsibilities. The purposes of these groups are two- fold: one, to promote the school district and community to the candidate; and two, to form an impression of each candidate, which they will share with the board. The consultants will coach each group on how to conduct the meeting with each candidate and what questions they can or cannot ask. The consultants will also provide the chairpersons with a form in which, using group consensus, they will record their impressions of each candidate. The forms will be sealed in an envelope after meeting with each candidate and turned in to the district contact person. Upon completing the interview process with all candidates, the board will receive and open the forms from each group.

Process for Obtaining Staff Input The consultants will meet with central office administrators, building administrators, teachers, classified staff, and students, to solicit their input into the selection process. Each group is asked to identify the strengths of the school district and community, the characteristics they would like to see the new superintendent possess, and the issues facing the new superintendent. The results of these meetings are summarized by the consultants and presented to the board. Our normal protocol is to host meetings for the teachers and classified staff in the afternoon, right after school dismissal to give the maximum opportunity for the staff to participate. Central office and building administrator meetings are scheduled at multiple locations to maximize the opportunities for their input. Student input sessions are not scheduled during class time, they are normally held during lunch breaks.

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Process for Obtaining Parent and Community Input The consultants will meet with parents and community stakeholders, to solicit their input into the selection process. Each group is asked to identify the strengths of the school district and community, the characteristics they would like to see the new superintendent possess, and the issues facing the new superintendent. The results of these meetings are summarized by the consultants and presented to the board. Our normal protocol is to host meetings for the parents and community stakeholders in the evenings at multiple locations to allow as many stakeholders as possible to give their input.

Process for Obtaining Online Stakeholder Input McPherson & Jacobson will create an online input survey to allow stakeholders to submit their input. At the request of the district, surveys for multiple languages can be developed and posted.

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Applicant Diversity

While McPherson & Jacobson does not represent candidates, we keep a data bank of quality candidates. Once a board identifies the characteristics it desires in its new superintendent, the consultants from McPherson & Jacobson, L.L.C. will identify and aggressively recruit, on a national level, candidates who match the board’s identified criteria. McPherson & Jacobson has over 110 consultants across the nation. Our diverse group of consultants has extensive backgrounds in education and public service including current and former superintendents, assistant superintendents, university professors, and school board members. Over fifty percent have a doctorate degree. Their diversity and expertise ensures your search results in quality leadership for education excellence. We use our consultant network to track the careers of successful administrators. We also work closely with universities, colleges, and professional organizations that represent and promote minority and female applicants. For the past five years, approximately one-third of our applicants have been female and almost one-fourth of our applicants have been ethnically diverse. In the past ten years, one-third of our placements have been women or ethnically diverse candidates.

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Washington Searches Conducted by McPherson & Jacobson, L.L.C.

Year District School city Enrollment 2009/10 Aberdeen School District Aberdeen 3313 2007/08 Arlington School District Arlington 4950 2013/14 Battle Ground School District Battle Ground 13000 2011/12 Bellevue School District Bellevue 18000 2018/19 Blaine School District Blaine 2200 2013/14 Centralia School District Centralia 3400 2009/10 Chehalis School District Chehalis 2679 2017/18 Chewelah School District Chewelah 815 2009/10 Chewelah School District Chewelah 948 2014/15 Chief Leschi Schools Puyallup 900 2014/15 Chimacum School District Chimacum 1100 2018/19 Clover Park School District Lakewood 12885 2007/08 Clover Park School District Lakewood 11879 2017/18 Coupeville School District Coupeville 980 2012/13 Coupeville School District Coupeville 1080 2015/16 Crescent School District Joyce 250 2011/12 Crescent School District Joyce 230 2007/08 East Valley School District Spokane 4000 2009/10 Eatonville School District Eatonville 2096 2012/13 Eatonville School District Eatonville 1800 2017/18 Ellensburg School District #401 Ellensburg 3300 2009/10 Federal Way Public Schools Federal Way 21782 2014/15 Kalama Schools Kalama 990 2013/14 Kelso School District Kelso 4500 2010/11 Kelso School District Kelso 5074 2016/17 Kittitas School District Kittitas 600 2014/15 Kittitas School District Kittitas 600 2007/08 Kittitas School District Kittitas 748

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Year District School city Enrollment 2014/15 Longview School District Longview 6600 2009/10 Lynden School District Lynden 2793 2017/18 Mabton School District Mabton 1000 2013/14 Mary M Knight School District #311 Elma 195 2017/18 McCleary School District McCleary 325 2014/15 McCleary School District McCleary 280 2012/13 McCleary School District McCleary 327 2013/14 Morton School District No. 214 Morton 310 2015/16 Mossyrock School District Mossyrock 530 2011/12 Mount Baker School District Deming 2000 2011/12 North Kitsap School District Poulsbo 6500 2019/20 North River School District Cosmopolis 67 2008/09 North Thurston Public Schools Lacey 13500 2009/10 Northport School District No. 211 Northport 162 2016/17 Ocosta School District Westport 623 2010/11 Ocosta School District Westport 675 2017/18 Okanogan School District Okanogan 1100 2011/12 Olympia School District Olympia 9000 2013/14 Orcas Island School District Eastsound 800 2008/09 Orting School District Orting 2100 2015/16 Othello School District No. 147 Othello 4000 2015/16 Port Townsend School District Port Townsend 1214 2011/12 Port Townsend School District Port Townsend 1214 2017/18 Quilcene School District Quilcene 650 2009/10 Rainier School District Rainier 940 2012/13 Richland Public Schools Richland 11700 2013/14 Ridgefield School District Ridgefield 2200 2014/15 San Juan Island School District Friday Harbor 750 2014/15 Sequim School District No. 323 Sequim 2953 2011/12 Sequim School District No. 323 Sequim 2800 2008/09 Shaw Island School District Shaw Island 10 2020/21 Shelton School District Shelton 4200 2014/15 Shelton School District Shelton 4115

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Year District School city Enrollment 2010/11 Shelton School District Shelton 4195 2015/16 Skykomish School District Skykomish 40 2013/14 Skykomish School District Skykomish 40 2011/12 Skykomish School District Skykomish 45 2017/18 Soap Lake School District Soap Lake 490 2010/11 South Whidbey School District Langley 1550 2009/10 Steilacoom Historical School District No. 1 Steilacoom 5727 2017/17 Tahoma School District No. 409 Maple Valley 8200 2013/14 Tenino School District Tenino 1180 2007/08 Tenino School District Tenino 1435 2017/18 Thorp School District Thorp 120 2014/15 Tonasket School District Tonasket 1200 2018/19 Tukwila School District Tukwila 2934 2007/08 Tukwila School District Tukwila 2558 2014/15 Tumwater School District Tumwater 6700 2009/10 Tumwater School District Tumwater 6036 2020/21 Vancouver Public Schools Vancouver 23400 2010/11 West Valley School District Yakima 4900 2014/15 Wishkah Valley School District Aberdeen 140

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Washington Consultants

Mr. Howard King Retired Superintendent Spokane, Washington Dr. Steven Lowder Retired Superintendent Vancouver, Washington Dr. Nathan McCann Superintendent Ridgefield, Washington Mr. Richard Parker Board Member Langley, Washington Mr. Richard Stewart Superintendent Ferndale, Washington Dr. William Dean Retired Superintendent Post Falls, Idaho Ms. Barbara Dean Retired from AASA Post Falls, Idaho Dr. Thomas Jacobson, CEO/Owner McPherson & Jacobson, L.L.C. Omaha, Nebraska Dr. Steve Joel, National Recruiter Superintendent Lincoln, Nebraska

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What Board Members Say About McPherson & Jacobson’s Search Services

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A Proposal for Superintendent Search Consultant Services Shoreline School District Shoreline, Washington

December 2020

Northwest Leadership Associates 724 N Lancashire Ln Liberty Lake, WA 99019 (509) 979-5561 [email protected]

Packet page 61 of 102 Table of Contents

Proposal 3

Work plan 3 – 5

Preliminary search calendar 6

Search consultant team 7

Staff and community involvement 8

Leadership profile 8

Advertising and recruiting 8

Candidate screening 8

Background checks 8

Board-superintendent workshop 9

Cost 9

Guarantee 9

References 10

Three-year NWLA search history 11-13

Wayne Robertson resume 14

Mark Venn resume 15

Packet page 62 of 102 Proposal for Search Services

Thank you for the opportunity to submit this proposal for assisting the Shoreline School District with the recruitment, selection, and employment of your next superintendent. This letter and the attached material will serve as Northwest Leadership Associates’ proposal to serve as your search consultants for this important work. Details of the search process will, of course, be developed in conjunction with the Board of Directors.

EXPERIENCE AND QUALIFICATIONS Northwest Leadership Associates has conducted over 300 superintendent searches during our twenty years of service. We have conducted many searches in districts in your area, including the Snohomish, Marysville, Edmonds, and Northshore School Districts, among many others. We have also been the superintendent search consultants for six Washington and six Oregon educational service districts, and we recently conducted Executive Director searches for the Washington Association of School Administrators, the Washington State Retired Educators’ Association, and the Washington Interscholastic Activities Association. A complete three-year search history for Northwest Leadership Associates is included in this proposal.

WORK PLAN AND TIMELINE We have worked hard to develop a culturally sensitive search protocol that finds the appropriate balance between meaningful involvement of key stakeholders, while maintaining the final decision- making authority of the Board.

The following is a suggested work plan and timeline delineating the major activities and responsibilities of the School Board and Northwest Leadership Associates for each phase of the search.

Note: The following description of activities applies to our typical search process. Obviously, significant adjustments may need to be made in light of the COVID-19 situation, and the related restrictions on public meetings. We will do everything possible to develop, in conjunction with the Board, a modified search process that is transparent and provides for meaningful public engagement while adhering to the current state guidelines

PHASE 1 - PREPARING FOR THE SEARCH Northwest Leadership Associates will: • Meet with the Board to develop a tentative search plan and timeline. • Obtain from Board members their perceptions of the required and preferred qualification criteria for the position and the personal characteristics and strengths being sought in candidates. • Outline for the Board’s consideration a variety of ways in which appropriate local school district personnel, staff and community members can be meaningfully involved in the search process. • As requested, and/or approved by the Board, meet with selected individuals and groups obtain input regarding the qualification/selection criteria to be used by the Board in guiding its selection decision. If needed, these meetings can be conducted in Spanish.

Packet page 63 of 102 • Synthesize the input received from all individual and group meetings and present the consolidated information to the Board for review in developing an initial draft of the recruitment brochure. • Present to the Board developmental drafts of the recruitment brochure until approved by the Board for distribution. • Review with the Board recruitment materials and strategies to be used in the search.

The Shoreline School Board (or designee) will: • Approve the tentative search plan and timeline. • Determine the process for the involvement of the Superintendent Interview Review Committee and other stakeholders in the search process. • Provide NWLA with background information regarding the district for use in candidate recruitment. • Respond to preliminary drafts and approve for printing the final draft of the recruitment brochure. • Approve other recruitment strategies and advertising of the opening. • Based on the salary study and contract review and the recommendation of the consultants, approve a potential compensation package and talking points regarding compensation that NWLA consultants can use when recruiting candidates.

PHASE 2 - RECRUITING AND SCREENING CANDIDATES Northwest Leadership Associates will: • Place recruitment announcements on selected internet web sites. • Using a wide-ranging network, contact school administrators, ESD superintendents, college professors, representatives of professional associations, and other individuals who can assist with identifying qualified applicants who should be encouraged to seek the position. • Through personal contacts, encourage selected potential candidates to apply for the position. • Respond to applicant questions about the position. • Receive and acknowledge all applications and establish a confidential file for each candidate. • Conduct preliminary reference screening for all qualified applicants. • Report to the Board the results of the application/screening process and review with the Board all the application files. Identify the leading candidates, as well as those who are not recommended for further consideration, and give reasons for that decision. • Assist the Board in selecting candidates to be invited to interview for the position.

The Shoreline School Board (or designee) will: • Approve recruitment strategies and advertising for the position. • Receive the comprehensive screening report from NWLA. • Review all application files. Discuss the relative merits of the candidates in relationship to the selection criteria. • Select candidates to be invited to interview for the position. • Conduct additional reference checks, as needed, on those candidates invited for interviews. • Send a letter (form to be provided by NWLA) to all applicants no longer under consideration.

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PHASE 3 - INTERVIEWING CANDIDATES Northwest Leadership Associates will: • Provide the Board with sample interview questions and a suggested interview format. • Advise the Board on options for including advisory groups, bilingual if requested, in the interview process. • Assist with scheduling and arranging interviews with the selected candidates. • Conduct further background checks for candidates still under consideration, as requested by the Board. • At the conclusion of the interview process, meet with the Board to assist in the evaluation of candidates. • Provide the Board with a suggested format for the finalists’ visits to the district and additional final interview strategies.

The Shoreline School Board (or designee) will: • Arrange for the participation of any advisory groups invited to participate in the interview process. • Approve interview format and final draft of interview questions. • Conduct interviews with selected candidates. • In consultation with NWLA, evaluate candidates following the interviews and select candidate(s) to be visited and/or invited for additional interview(s). • Conduct site visits and/or second interviews as deemed necessary by the Board.

PHASE 4 - MAKING THE SELECTION AND CLOSING THE DEAL Northwest Leadership Associates will: • Meet with the board to define any additional information needed before reaching a decision. • Assist the Board with contract negotiations with selected candidate, including making appropriate recommendations to the Board regarding contract terms. • Notify candidates not selected for the position.

The Shoreline School Board (or designee) will: • Review all input from groups and individuals that have met with the candidates. • Make site visit(s), if needed, prior to making final decision. • Determine which candidate should be offered the position. • With NWLA assistance, negotiate a mutually acceptable contract with the selected candidate. • Make appropriate announcements to the staff, community, and the media.

Packet page 65 of 102 PRELIMINARY SEARCH CALENDAR (Final calendar to be developed in concert with the Board)

Board approves search plan and timeline January 2021 • Work session with board

Position description and leadership profile survey on web January 2021 • Provides for input from all stakeholders

January 2021 Focus group meetings with principals, cabinet and board members

January 2021 Position on web site and other recruitment activities begin • Additional postings on OSBA and others January 2021 Vacancy announcement emailed to 3000+ nationwide

February 2021 Mid-search report/preparation for interview phase

March 15, 2021 Application deadline

Screening report to board March 2021 • Executive Session with board and NWLA consultants • Select 5-6 candidates to be invited for preliminary interviews Preliminary interviews • 1-hour interviews, with 10 minute break between April 2021 • Questions to be developed by NWLA; reviewed and revised by board • Executive Session to follow last interview to select finalists

Final interviews April 2021 Schedule to be developed, but will include: • Meetings with community and staff • Interview with superintendent and Board in Executive Session • Format to be developed by NWLA, and approved by board April 2021 Final background checks and contract negotiations

April 2021 Contract to be offered • Offer to be pre-negotiated by consultants, if requested by the Board July 1, 2021 Selected superintendent assumes position

** All meetings to be conducted via Zoom when required, and in Spanish if requested

Packet page 66 of 102 SEARCH CONSULTANT TEAM If Northwest Leadership Associates is selected, Dr. Wayne Robertson and Mark Venn will be your lead consultants working directly with the Shoreline School Board, staff, and community. Wayne is the former superintendent of the Edmonds, Lakewood, and Conway school districts and Mark is the former superintendent of the Sedro-Woolley School District. Their resumes are included in this proposal.

Every member of our team will be available to work, as needed, to ensure that the strongest possible field of candidates is identified and recruited to apply for the position, and to obtain the best available information for the use of the Board.

NWLA Associates

Dr. Dennis Ray, President • President and Owner of Northwest Leadership Associates • Former Superintendent of the Walla Walla and Northshore School Districts

Sergio Hernendez, NWLA Associate • Former Superintendent of the Tekoa, Freemen and Kahlotus School Districts • Executive Director, WA Association of Latino Administrators and Superintendents

Dr. Glenys Hill, NWLA Associate • Director of Washington State University’s Superintendent Preparation Program • Former Superintendent of the Kelso and Deer Park School Districts

Mark Hottowe, NWLA Associate • Former Superintendent of the Ocean Beach and Battle Ground School Districts • Educational Service District 112 Board of Directors

Dr. James Howard, NWLA Associate • Former Director of WSU’s Principal Certification Program • Former Superintendent of the Davenport School District

Dr. William Jordan, NWLA Associate • Former Superintendent of the Walla Walla, Prescott, and Kelso School Districts • Former Deputy Superintendent of Public Instruction for Washington State

Dr. Roger Rada, NWLA Associate • Former Superintendent of the Nestucca Valley and Oregon City (OR) School Districts • Former Superintendent of the North Franklin School District

Dr. Wayne Robertson, NWLA Associate • Former Superintendent of the Edmonds, Lakewood and Conway School Districts • Faculty member in Western Washington University Educational Leadership Program

Dr. Thomas Rockefeller, NWLA Associate • Former Superintendent of the Mead and Pullman School Districts • Adjunct member of WSU’s Educational Leadership Program

Dr. Pam Veltri, NWLA Associate • Former Superintendent of the Medical Lake School District • Faculty member in Eastern Washington University Educational Leadership Program

Mark Venn, NWLA Associate • Former Superintendent of the Sedro-Woolley School District • Educational Service District 189 Board member

Packet page 67 of 102 STAFF AND COMMUNITY INVOLVEMENT We will initiate the search by conducting an on-line survey and holding focus group sessions with staff, community members, and other key stakeholder groups, in Spanish if appropriate, to gather input on the needs of the district and the criteria that should be used in recruiting candidates and making the final selection.

LEADERSHIP PROFILE The Leadership Profile developed at the outset of the search process becomes the guiding document in evaluating candidates and making the final selection decision. As indicated in the search outline, we will facilitate the development of the leadership profile through: • conducting an on-line survey inviting input from all interested staff and community members, • holding focus group meetings with key stakeholder groups, including both community members and district staff, and • meeting individually with each board member Based upon this input we will create a draft of the leadership profile and selection criteria for the review, revision, and approval of the Board of Directors.

ADVERTISING AND RECRUITING PLAN We will develop a vacancy announcement for the position that outlines the leadership challenges and selection criteria identified by the Board, along with a profile of the district and other information of importance to prospective candidates. We will email the brochure to over three thousand school districts and individuals in our database, which includes superintendents, assistant superintendents, university professors, and professional association executives. We will list the opening on appropriate websites, including the Washington State School Directors and Washington Association of School Administrators.

One of our associates, Sergio Hernendez, is the Executive Director of the Washington Association of Latino Administrators and Superintendents. We will list the opening on their websites, as well as their sister organizations in other states. We will reach out to a variety of other groups representing diverse and under-represented groups to secure a widely representative pool of candidates for the position.

Most important, we will conduct aggressive one-to-one recruiting efforts with individuals we believe are highly qualified candidates for the position.

CANDIDATE ANALYSIS AND SCREENING Northwest Leadership Associates will conduct preliminary reference checks on all qualified candidates. We will contact references identified by the candidate and, more importantly, other individuals who are familiar with the candidate’s past work. Once the field of candidates has been narrowed to those to be invited for interviews, we will encourage Board members to make additional reference checks.

FINAL BACKGROUND CHECKS As the field of candidates is narrowed to finalists for the position, we will facilitate criminal background checks on those still under consideration. Although it is highly unlikely that these checks will reveal any previously unknown information, we believe it is a wise “due diligence” investment. This is included at no additional cost to the district. We will also work with the school board in conducting more extensive professional background checks on the finalists.

Packet page 68 of 102 BOARD-SUPERINTENDENT WORKSHOP At the request of the Board, we will conduct a three-hour board-superintendent workshop during the 2021-2022 school year as part of the services provided under this proposal. The proposed workshop will focus on clarification of respective roles and responsibilities, effective teambuilding strategies, and identification of the Board's expectations for the superintendent. The only additional expense to the district for this workshop would be the consultant travel to the district.

COST Our preliminary cost proposal, based on the scope of services outlined in this proposal, is twenty-eight thousand, eight hundred dollars ($28,800), plus reimbursement for agreed upon expenses, including meals and lodging. The only anticipated expenses will consist of consultant travel to the district and the cost of advertising on national websites. The fee will be due upon the employment of the new superintendent.

GUARANTEE If no acceptable candidate is identified, or the selected superintendent resigns the position or is dismissed by the Board for cause during the first two years of his/her employment, Northwest Leadership Associates will conduct a comparable search for a replacement without charge other than reimbursement for appropriate expenses.

We appreciate your consideration of our proposal and look forward to the opportunity to meet with the Board to discuss our proposal and the details of the proposed search process. I can be contacted at (509) 979-5561, or by email at [email protected]. Thank you for your consideration of our proposal; we look forward to hearing from you.

Dennis Ray Dr. Dennis Ray, President Northwest Leadership Associates

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Northwest Leadership Associates

selected references for the Shoreline School District

Year District/agency Enroll Selected Candidate Contact (prior position)

2020 Anacortes School 2,800 Justin Irish Bobbilyn Hogge District Assistant Superintendent Board member Anacortes, WA Edmunds School District (360) 708-9128

2020 Mount Vernon School 6,910 Ismael Vivanco Larry Otos District Superintendent Board member Mount Vernon, WA Orondo School District (360) 333-4171

2020 Enumclaw School 3,980 Shaun Carey Tina McGann District Deputy Superintendent Board member Enumclaw, WA Franklin Pierce School District (425) 214-6441

2020 Puyallup School District 22,500 John Polm Kathy Yang Puyallup, WA Superintendent Board member Port Townsend School District (253) 223-4017

2019 Yakima School District 14,892 Trevor Greene Martha Rice Yakima, Washington Executive Director Board member Highline School District (503) 910-0708

2018 South Kitsap Sch. Dist. 10,100 Tim Winter Rebecca Diehl Port Orchard, WA Superintendent Board member Clarkston School District (360) 874-7000

Packet page 70 of 102 Northwest Leadership Associates

Three-Year Superintendent Search History (2016 – 2020)

Year District/agency Selected Candidate Current status (prior position) of selection

2020 Anacortes School District Justin Irish Continues to serve in Anacortes, Washington Assistant Superintendent position 2,800 fte Edmonds School District 2020 Centralia School District Lisa Grant Continues to serve in Centralia, Washington Superintendent position 3,600 fte Mossyrock School District 2020 Chehalis School District Christine Moloney Continues to serve in Chehalis, Washington Chief Academic Officer position 3.100 fte Puyallup School District 2020 Enumclaw School District Shaun Carey Continues to serve in Enumclaw Washington Assistant Superintendent position 4,100 fte Franklin Pierce School District 2020 Hood Canal School District Nikki Cannon Continues to serve in Shelton, Washington Interim Superintendent position 320 fte Hood Canal School District 2020 Klickitat School District Brian Freeman Continues to serve in Klickitat, Washington Interim Superintendent position 70 fte Klickitat School District 2020 Mary M. Knight School District Matt Mallery Continues to serve in Shelton, Washington Executive Director position 1,050 fte Grandview School District 2020 Mossyrock School District Glenn Malone Continues to serve in Mossyrock, Washington Executive Director position 550 fte Puyallup School District 2020 Mount Vernon School District Ismael Vivanco Continues to serve in Mount Vernon, Washington Superintendent position 6,800 fte Orondo School District 2020 Omak School District Michael Porter Continues to serve in Omak, Washington Assistant Superintendent position 5,500 fte Omak School District 2020 Pioneer School District John Gummel Continues to serve in Shelton, Washington Principal position 90 fte Kelso School District 2020 Puyallup School District John Polm Continues to serve in Puyallup, Washington Superintendent position 23,100 fte Port Townsend School District 2020 Stevenson-Carson School Dist Ingrid Colvard Continues to serve in Stevenson, Washington Principal position 910 fte Woodland School District

Packet page 71 of 102 2020 Woodburn School District Oscar Gilson Continues to serve in Woodburn, Oregon Director position 5,700 fte Portland School District 2019 Clarkston School District Thaynan Knowlton Continues to serve in Clarkston, Washington Superintendent position 2,700 fte Kettle Falls School District 2019 Cle Elum-Roslyn School District Michelle Kuss-Cybula Continues to serve in Cle Elum, Washington Principal position 910 fte Bellingham School District 2019 Ephrata School District Tim Payne Continues to serve in Ephrata, Washington Superintendent position 2,600 fte College Place School District 2019 Hockinson School District Steve Marshall Continues to serve in Hockinson, Washington District of Ed Resouces position 2,00 fte Camas School District 2019 Kennewick School District Traci Pierce Continues to serve in Kennewick, Washington Director position 18,500 fte Lake Washington School Dist 2019 Lakewood School District Scott Peacock Continues to serve in Lakewood, Washington Deputy Superintendent position 2,450 fte Snohomish School District 2019 Lyle School District Ann Varkados Continues to serve in Lyle, Washington Assistant Superintendent position 230 fte Bethel School District 2019 Mead School District Shawn Woodward Continues to serve in Mead, Washington Superintendent position 10,300 fte Lake Pend Oreille School Dist 2019 Naches Valley School District Robert Bowman Continues to serve in Naches, Washington Principal position 1,310 fte Zillah School District 2019 Ocean Beach School District Amy Huntley Continues to serve in Long Beach, Washington Administrator position 1,050 fte Ocean Beach School District 2019 South Kitsap School District Tim Winter Continues to serve in Port Orchard, Washington Superintendent position 9,900 fte Clarkston School District 2019 Waitsburg School District Mark Pickel Continues to serve in Waitsburg, Washington Principal position 285 fte Walla Walla School District 2019 Yakima School District Trevor Greene Continues to serve in Yakima, Washington Executive Director position 16,200 fte Highline School District

Packet page 72 of 102 2018 Washougal School District Mary Templeton Continues to serve in Washougal, Washington Human Resources Director position 3,200 fte Spokane School District 2018 Vashon Island School District Slade McSheehy Continues to serve in Vashon, Washington Assistant Superintendent position 1,600 fte Hockinson School District 2018 Port Angeles School District Marty Brewer Continues to serve in Port Angeles, Washington Superintendent position 3,800 fte Pioneer School District 2018 Pioneer School District John Gummel Continues to serve in Shelton, Washington Principal position 760 fte Kelso School District 2018 Granger School District Brian Hart Continues to serve in Granger, Washington Executive Director position 1,460 fte Sunnyside School District 2018 Prosser School District Matt Ellis Continues to serve in Prosser, Washington Superintendent position 2,700 fte Lind-Ritzville School District 2018 Mt. Baker School District Mary Sewright Continues to serve in Deming, Washington Director of Teach and Learn position 1,850 fte Bethel School District 2018 South Kitsap School District Karst Brandsma Retired as planned Port Orchard, Washington Interim Superintendent 9,900 South Kitsap School District 2018 Conway School District Jeff Cravy Continues to serve in Mt. Vernon, Washington Elementary principal position 450 fte South Whidbey School District

Packet page 73 of 102 WAYNE ROBERTSON NORTHWEST LEADERSHIP ASSOCIATES

! (425) 238-5358 " [email protected] ! 14024 2nd Avenue NW I Marysville, WA 98271

PROFESSIONAL HISTORY

2009 - Present Faculty Member, Western Washington University

2004 - 2009 Interim Superintendent, Conway School District

1999 - 2004 Superintendent, Edmonds School District

1998 - 1999 Assistant Superintendent, Edmonds School District

1985 - 1998 Superintendent, Lakewood School District

1983 - 1985 Director of Personnel, Curriculum & Special Programs, Lake Stevens School District

1981 - 1983 Principal, North Lake School and Director of Special Programs Lake Stevens School District

1976 - 1981 Director of Special Programs, Lake Stevens School District

1973 - 1976 Special Education Teacher & Work Study Coordinator, Pasco High School, Pasco, WA

1971 - 1973 Special Education Teacher, Park and Highlands Middle Schools Kennewick, WA

EDUCATION

Doctorate of Education, Policy, Governance, & Administration, University of Washington (1989)

Superintendent Credential, University of Washington (1983)

Principal Credential, Central Washington University (1974)

Master of Arts Degree in Education, Central Washington University (1973)

Bachelor of Arts in Education, Central Washington University (1970)

PROFESSIONAL RECOGNITION AND AWARDS

Award of Merit (2002 & 1993) Washington Association of School Administrators

Citizen of the Year (1998) Smokey Point Chamber of Commerce

Humanitarian Award (1991) Washington State DARE Officers Association

Service Award (1991) Smokey Point Chamber of Commerce

Award of Honor (1990) National School Public Relations Association

Military Service Honors (1967-1969) United States Army

Packet page 74 of 102 MARK J. VENN NORTHWEST LEADERSHIP ASSOCIATES

! (360) 770-2182 " [email protected] ! 13137 Buchanan Lane, Mount Vernon, WA 98273

PROFESSIONAL HISTORY

2004 – 2013 Superintendent, Sedro-Woolley School District 2001 – 2004 Assistant Superintendent, Mount Baker School District 1994 – 2001 Principal, Nooksack Valley High School, Nooksack, WA 1972 – 1994 Various teaching and building level administrative positions

EDUCATION

Superintendent Certificate Washington State University (2000) Principals Certificate State of Washington (1993) Masters in Education Western Washington University (1991) Bachelors of Arts Western Washington College (1972)

PROFESSIONAL RECOGNITION AND AWARDS (SELECTED):

ESD 189 Board of Directors (2013 – present)

Skagit County Civil Service Commission (2017 – present)

Rotary Paul Harris Award (2011)

Award of Merit (2008 & 2013) Washington Association of School Administrators

WIAA Executive Board (2008 – 2013)

WASA Region 108 President (2007- 2008) Washington Association of School Administrators

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A Proposal for the Selection of a Superintendent

Presented To:

Submitted By:

CORPORATE OFFICE 901 17TH STREET NE P.O. B OX 10045 CEDAR RAPIDS, IOWA 52402 PHONE: 319 -393-3115 FAX: 319-393-6911 E-mail: molly @rayassoc.com Website: www.rayassoc.com

Finding Leaders for America’s Schools

Packet page 76 of 102

901 17th Street NE Phone: 319-393-3115 Cedar Rapids, IA 52402 Fax: 319-393-6911 Mailing address: Email: [email protected] P.O. Box 10045 Website: www.rayassoc.com Cedar Rapids, IA 52410

Leaders in Executive Searches

December 14, 2020

Shoreline Public Schools ATTN: Ms. Meghan Jernigan 18560 1st Avenue NE Shoreline, WA 98155

Dear Ms. Jernigan and Members of the School Board:

This letter is in response to a request regarding the need for our services to assist you in the search for a new Superintendent. We are confident the Board will be quite pleased with the services we can provide. We have been very successful in providing Superintendent search services for districts that are similar in terms of size, cultural diversity and geographic location.

As I am sure you are aware, the selection of Superintendent will be one of the most important activities your Board will perform. The Board’s success in the search process will affect your school district’s education program for years to come. It is extremely important to find the “right fit” for the District.

We are familiar with Washington as we previously conducted Superintendent searches for Edmonds School District, Everett Public Schools, Granite Falls School District, Lake Washington School District, Snoqualmie Valley School District, Seattle Public Schools, Mercer Island School District, Bellevue School District, Northshore School District, Kent School District and Federal Way Public Schools, Washington. In the Western region we previously assisted Lake Oswego School District, Gresham-Barlow School District, Salem-Keizer Public Schools, Eugene School District 4J and Medford School District 549C, Oregon; Colorado School for the Deaf and the Blind, Colorado Springs School District 11, Sheridan School District No. 2, Boulder Valley School District, Douglas County School District, Jeffco Public Schools and Eagle County Schools, Colorado; Matanuska-Susitna Borough School District, Alaska; Clark County School District, Nye County School District and Lander County School District, Nevada; Blaine County School District, Idaho; Palos Verdes Peninsula Unified School District, Poway Unified School District, San Ysidro School District, Santa Clara County Office of Education, Albany USD, Berkeley USD, Pasadena USD, Sacramento City USD, East Side Union HS District and Emery USD, California; Missoula County Public Schools, Montana; Los Alamos Public Schools, Albuquerque Public Schools, Santa Fe Public Schools and Roswell Independent School District, New Mexico; Balsz School District, Marana Unified School District, Paradise Valley Unified School District, Deer Valley Unified School District, Roosevelt Elementary School District, Gilbert Public Schools, Camelback Desert Sands, Tempe Union High School District and Cartwright Elementary School District, Arizona; and Hawaii School of Deaf and Blind, Hawaii.

Nationally we have assisted Waterbury Public Schools, Greenwich Public Schools, Bridgeport Public Schools, Hartford City Public Schools and the Consolidated School District of New Britain, Connecticut; Wyandanch Union Free School District and Amityville Union Free School District, New York; Baltimore

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County Public Schools, Anne Arundel County Public Schools, Howard County Public School System, Wicomico County Public Schools and Prince George’s County Public Schools, Maryland; Millcreek Township School District, Woodland Hills School District, Lewisburg Area School District, Wissahickon School District, Millville School District, Montgomery County Intermediate Unit and Benton Area Public School District, Pennsylvania; Teaneck Public Schools, Paterson Public Schools, Trenton Public Schools, East Orange School District, Camden City Public Schools and Marlboro Township Public Schools, New Jersey; Dover School District, New Hampshire; Tangipahoa Parish School System, Louisiana; Lynchburg City Schools, Montgomery County Public Schools, Mecklenburg County Schools, Bedford County Schools, Newport News Public Schools, Hampton City Schools, Prince William County Public Schools and Williamsburg-James City Schools, Virginia; Savannah-Chatham County Public School System, Georgia; Maury County Public Schools, Knox County Schools, Oak Ridge Schools and Sumner County Schools, Tennessee; North Little Rock School District, Pulaski County Special School District, Rogers Public Schools, Cotter Public Schools, Mountain Home Public Schools and Fayetteville Public Schools, Arkansas; Marion County Public Schools, Hillsborough County Public Schools, Lake County School District, The School District of Palm Beach County, Florida State University Schools, Brevard Public Schools and Collier County Public Schools, Florida; Austin ISD, Plano ISD, Lewisville ISD, Fort Worth ISD, Killeen, ISD and Socorro ISD, Texas; Beaufort County School District, Jasper County School District and Richland County School District One, South Carolina; Cleveland Heights-University Heights City School District, Shaker Heights City Schools, Cincinnati Public Schools and Lorain City Schools, Ohio; Omaha Public Schools and Westside Community Schools, Nebraska; Lakeville Area School District, Minnesota; Dickinson Public Schools, Williston Public School District 1 and Fargo Public Schools, North Dakota; Vermillion School District, South Dakota; Grand Rapids Public Schools, Bloomfield Hills Schools, Benton Harbor Area Schools, Detroit Public Schools Community District, Ecorse Public Schools and Ann Arbor Public Schools, Michigan; Geary County Schools USD 475, Shawnee Mission School District, Lawrence Public Schools and Kansas City Kansas Public Schools, Kansas; Hickman Mills C-1 School District, Joplin Schools and Kansas City Public Schools, Missouri; Indian Prairie School District 204, Orland School District 135, Butler School District 53, Rock Island-Milan School District #41, Hazel Crest School District 152½, Glenbrook North and Glenbrook South High Schools, Joliet School District and Township School District #113, Illinois.

We have also assisted the Michigan Department of Education, Alabama Department of Education, Hawaii Department of Education, Colorado Department of Education, West Virginia Department of Education, Ohio Department of Education, Florida Department of Education, Rhode Island Department of Education and Wyoming Department of Education with their State Superintendent searches.

We are currently leading searches for North Clackamas School District, Oregon; Andover Public Schools, Massachusetts; Greenburgh Area School District and the City School District of New Rochelle, New York; Champaign Unit 4 School District and DeKalb CUSD 428, Illinois; Urbandale CSD, Iowa; Salt Lake City School District, Utah; and Kingman-Norwich USD 331, Kansas; in addition to others.

We are a national search firm that is uniquely equipped to assist you in the selection of a Superintendent who meets your particular needs and qualifications. We will not only advertise, but also actively recruit potential candidates that will meet the criteria established by your Board, including women and minorities. Most other search firms do not seek out candidates for a position as we do for our clients. With our extensive regional and national associate base, Ray and Associates, Inc. will be able to recruit quality candidates from around the country, as well as within the state. We have often found excellent in-state candidates who would not otherwise have applied for the position due to a possible conflict of interest with a state or local firm. Our professional, objective procedures allow us to attract, process and screen the most successful candidates for a Superintendent position. You will also find our system is flexible, which allows us to customize the search to meet the desires of the Board.

Packet page 78 of 102

It is our goal to make the selection process professional, efficient and successful to assure your complete satisfaction with our services. It is quite common for a Board to be concerned about the quality of candidates who might be available in today’s job market. Outstanding administrators will need to be recruited regardless of the time of year or the position needing to be filled because many of these school leaders already have good jobs. We feel that our firm can be very successful in attracting candidates that will meet or exceed your expectations. With a consulting firm of associates located nationwide, Ray and Associates, Inc. has been able to develop the most comprehensive pool of candidates of any executive search firm in the country. Our reputation for success is built upon providing school districts precisely the type of candidate that satisfies not only the Board but the community and faculty as well.

Ray and Associates, Inc. strives to provide the District with the best match possible based on what we learn in our extensive interaction with the Board and key players in the search. It is our desire to activate our network on your behalf to locate individuals that can effectively assume the top executive post in your District.

We welcome the opportunity to make a presentation of our services at your convenience. If you have any further questions or comments regarding the enclosed information, please do not hesitate to contact our Cedar Rapids office at 319-393-3115.

Sincerely,

Michael Collins President

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TABLE OF CONTENTS Page INTRODUCTION The Search ...... 1 Brief Overview ...... 1 Performance ...... 1

BACKGROUND INFORMATION Profile of the Firm ...... 2 The Team ...... 3 Key Associates for the Project ...... 4

SECTION I Consultant Services Provided ...... 5 Working with Board Through Each Stage of Search ...... 7 Points of Experience in Time of COVID-19 ...... 8 Inclusion, Equity and Elimination of Institutional Racism ...... 9 Suggested Timeline ...... 10 Building the Profile ...... 11 Interview Process - Community Input ...... 11 Recruitment ...... 12 Examples of Diversity in Advertising ...... 13 Diverse Candidate Slate ...... 15 Screening, Background Checks, Interviews and Final Selection ...... 15

SECTION II Monitoring the Search Process - Client Checkpoints ...... 16

SECTION III Search Cost — The Complete Process ...... 17 Cost Breakdown — Consultant Fee/District Expenses ...... 17 Performance Contract ...... 17 Estimated Cost Sheet ...... 18

SECTION IV General Provisions ...... 19 Confidentiality ...... 19 Board Self-Assessment Survey ...... 19 Satisfaction Guaranteed...... 19

REFERENCES ...... 20

WHAT SCHOOL BOARDS SAY ABOUT RAY AND ASSOCIATES ...... 21

RAY AND ASSOCIATES, THE CLEAR DIFFERENCE ...... 22

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INTRODUCTION

THE SEARCH This Proposal is an example of the quality of our work for a state, regional and national search. Our firm is committed to spending the time and energy on the details necessary to perform a proper search. We actively seek out and screen all candidates who are recruited during the search to identify those who are superior and who meet or exceed the qualifications set by the Board.

BRIEF OVERVIEW

This document is designed to demonstrate that we desire to provide you with a complete, detailed package customized to Shoreline Public Schools in a performance contract regarding our professional services for your Superintendent search.

Our Proposal consists of our consultant services, general provisions, confidentiality, satisfaction guarantee and consultant cost.

PERFORMANCE

We have developed highly effective procedures to assist schools, step by step, in selecting a Superintendent whose qualifications meet its criteria. This Proposal outlines the detailed procedures and steps that make our searches successful. We have been highly successful in delivering outstanding candidates in all of our searches.

MISSION STATEMENT

Leaders in Executive Searches We will provide our clients with the highest quality services to assist them in hiring leaders who will meet District specific needs and positively impact the education of all students.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 1 Packet page 81 of 102

HISTORY AND OVERVIEW OF THE ORGANIZATION PROFILE OF THE FIRM Ray and Associates, Inc. is a professional organization that specializes in school executive leadership searches. The firm has been in the school executive search business since 1975 and has established an outstanding reputation. The firm has been recognized by The School Administrator journal as one of the top search firms in the country. Our professional consultants, including women and minorities, are persons with long-term experience in the school executive search field, with extensive backgrounds as school administrators, business executives, school board members, university professors and attorneys. All of the consultants within the firm have years of experience in the school executive search field.

Ray and Associates, Inc. is an independent and objective firm that does not accept placement fees from any candidate. We have designed a highly effective procedure that allows us to impartially assist schools in selecting the best individual for their particular needs.

In addition to our corporate office located in Cedar Rapids, Iowa, we have associates located throughout the country. Therefore, distance is not a factor to our firm when meeting with our clients.

The corporate office also maintains a full-time administrative staff to assist in the executive search business.

Our firm has exhibited at the National School Boards Association (NSBA), National Association of Secondary School Principals (NASSP), the American Association of School Administrators (AASA), the Association of Latino Administrators and Superintendents (ALAS) and the National Alliance of Black School Educators (NABSE), as well as other professional organizations, for over forty-five (45) years. This year the firm exhibited and presented at numerous state school board associations. Exhibiting and presenting at these state and national organizations allows the firm to meet and recruit outstanding administrators for our clients. We also have associates who are affiliated with the Council of Great City Schools, Urban Superintendents Association of America, the Association of Latino Administrators and Superintendents (ALAS), National Alliance of Black School Educators (NABSE), as well as other professional organizations.

Exhibiting at state and national conventions allows the firm to meet and recruit outstanding administrators for our client districts. As a result, Ray and Associates has access to the most comprehensive pool of candidates of any executive search firm in the country.

It is only a matter of reality that outstanding administrators already have good jobs and need to be recruited. We are familiar with Washington as we previously conducted Superintendent searches for Edmonds School District, Everett Public Schools, Granite Falls School District, Lake Washington School District, Snoqualmie Valley School District, Seattle Public Schools, Mercer Island School District, Bellevue School District, Northshore School District, Kent School District and Federal Way Public Schools, Washington. In the Western region we previously assisted Lake Oswego School District, Gresham-Barlow School District, Salem-Keizer Public Schools, Eugene School District 4J and Medford School District 549C, Oregon; Colorado School for the Deaf and the Blind, Colorado Springs School District 11, Sheridan School District No. 2, Boulder Valley School District, Douglas County School District, Jeffco Public Schools and Eagle County Schools, Colorado; Matanuska-Susitna Borough School District, Alaska; Clark County School District, Nye County School District and Lander County School District, Nevada; Blaine County School District, Idaho; Palos Verdes Peninsula Unified School District, Poway Unified School District, San Ysidro School District, Santa Clara County Office of Education, Albany USD, Berkeley USD, Pasadena USD, Sacramento City USD, East Side Union HS District and Emery USD, California; Missoula County Public Schools, Montana; Los Alamos Public Schools, Albuquerque Public Schools, Santa Fe Public Schools and Roswell Independent School District, New Mexico; Balsz School District, Marana Unified School District, Paradise Valley Unified School District, Deer Valley Unified School District, Roosevelt Elementary School District, Gilbert Public Schools, Camelback Desert Sands, Tempe Union High School District and Cartwright Elementary School District, Arizona; and Hawaii School of Deaf and Blind, Hawaii. Our network and recruiting efforts are second to none. We bring a wealth of experience and knowledge to your District focused upon our goal to make the selection process professional, efficient and successful so we can state, without reservation, that you will be quite pleased with our services.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 2 Packet page 82 of 102

THE TEAM

Ray and Associates, Inc. is a professional organization which specializes in the field of educational leadership searches. We are uniquely equipped to assist you in the selection of a Superintendent who meets the particular needs and qualifications of Shoreline Public Schools. We have:

1. Highly trained and experienced staff that includes: • Active school administrative leaders • A balance of gender and minority representatives

2. Expertise and extensive background in: • The school superintendency • School administration at all levels • Private business, higher education and law

3. Experienced speakers at state, regional and national conferences.

4. Conducted workshops and seminars in school related matters such as: • Building the successful Board/Administrator relationship • Establishing an evaluation process that yields results • Interviewing for a Superintendent position • What Boards should consider when selecting a Superintendent • School district assessment • Effective hiring practices • Staff and organizational development • Recruiting, selecting and retaining excellent teachers • Enhancing school climate by shared decision making/dealing with special interest groups • Developing the compensation package or contract

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 3 Packet page 83 of 102

KEY ASSOCIATES FOR THE PROJECT The following principal/project coordinators will be actively involved in working with the school district. The associates listed below will be assisting in recruitment, screening and background checks. The firm chooses various associates across the country to be sure that every region will be covered to recruit the best candidates for the Shoreline Public Schools. In addition, we have professional contacts throughout Washington, the northwestern region and nationally. The following is only a partial list of associates who will be involved in the recruitment and screening of candidates. The firm will actually involve many more associates for the project.

Mr. Michael Collins, President President/Columbus, OH Mike is President of Ray and Associates, Inc. He oversees all searches conducted by the firm and will directly interact with the Shoreline Public Schools and any committee that may be established on all details of this search. He has a Bachelor’s degree in Secondary Education from Miami University and a Master’s degree in Education from Ball State University. Mike has been a business owner for 37 years including a statewide education consulting firm. He is also a former two term city school district Board of Education member and a former two term elected State Board of Education member.

Ms. Molly Schwarzhoff, Executive Vice President Executive Vice President/Cedar Rapids, IA Molly is Executive Vice President of Ray and Associates. She oversees all searches conducted by the firm and will directly interact with the Shoreline Public Schools and any committee that may be established on all details of this search. She attended Iowa State University and has been with Ray and Associates for 6 years.

Mr. Steve Cochrane Regional Search Associate/Portland, OR Steve serves our firm as a Regional Search Associate, team member and background investigator and as such performs recruiting and screening of candidates. He has a bachelor’s degree in English from Princeton University and a master’s degree in Education from Harvard University. He has extensive experience in the education field having served as an Admissions Officer, Residence Director, Associate Dean of Admissions, Assistant Dean of Students, Teacher, Principal, Director of Curriculum and Instruction, Assistant Superintendent for Curriculum and Instruction and Superintendent.

Dr. Klint Willert Regional Search Associate/Volga, SD Klint serves our firm as a Regional Search Associate, team member and background investigator and as such performs the recruiting and screening of candidates. He received a Bachelor’s degree in Elementary Education from Dakota State University, a Master’s degree in Educational Leadership from the University of Montana and an Educational Doctorate degree from the University of St. Thomas in Minnesota. He has over 20 years of experience in the education field having served as a teacher, Principal, School Counselor and Superintendent in Montana, South Dakota, Iowa and Minnesota.

Dr. Ann Schultz Regional Search Associate/Westminster, CO Ann serves our firm as a Regional Search Associate, team member and background investigator and as such performs recruiting and screening of candidates. She has a Doctorate of Philosophy from Marian University in WI, a Master of Science in Education from University of Wisconsin, and a Bachelor of Science in Communications and English from the University of Wisconsin. Ann has over 25 years of experience in the education field having served as a Teacher, Principal and Superintendent.

Mr. Kirby Schultz Regional Search Associate/Westminster, CO Kirby serves our firm as a Regional Search Associate, team member and background investigator and as such performs recruiting and screening of candidates. He received his BS in PK-12 Physical Education and Health from UW-Stevens Point and his Master of Educational Leadership from Marian University in Wisconsin. He has over 25 years of experience in the education field having served as a Teacher, Principal, School Emergency Management Facilitator and Interim Superintendent.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 4 Packet page 84 of 102

SECTION I CONSULTANT SERVICES PROVIDED FOR SHORELINE PUBLIC SCHOOLS THE CONSULTANT WILL: STAGE 1 - BOARD INPUT AND PREPARATION 1. Provide all services as outlined in Sections I, II, III and IV.

2. Customize the search process to meet the needs and expectations of Shoreline Public Schools.

3. Conduct individual Board member interviews to assess the Board’s priorities, goals and objectives to aid in the development of the criteria and qualifications for the Superintendent position.

4. Work with the Board to establish a timeline that lists each step in the search process.

5. Discuss with the Board the requirements and salary range for the Superintendent position.

6. Work with Shoreline Public Schools staff and those selected by the Board in the development of an accurate informational flyer and online application form. If desired, our office staff has the experience and capability to create the District’s promotional flyer.

STAGE 2 - PROFILE DEVELOPMENT AND PROCESS 7. If desired, provide a proven consensus building mechanism for obtaining input from various constituencies, staff members, other stakeholders and the Board. In addition, our firm has the resources to offer an online survey option in many languages at no additional fee. We will provide a link to the survey to post on the District’s website. The consultants will receive and organize all input data and then report the results to the Board.

8. Provide the Board with cost saving options to minimize expenses by utilizing Zoom, conference calls or gotomeetings to reduce paper copies, travel expenses and shipping costs.

9. Develop all required forms for the application and screening process.

STAGE 3 - RECRUITING AND SCREENING 10. Conduct all aspects of the recruitment process on a statewide, regional and national basis as follows:

• Notify all associates to actively recruit potential candidates. • Contact individuals in our firm’s database whose interests match District criteria. • Actively recruit applications from qualified individuals. • Solicit nominations from knowledgeable people in the profession. • Contact other professional consultants in private and public sectors. • Discuss with all candidates the District’s characteristics and the Board’s profile and criteria for the new Superintendent position. • Advertise nationally in the following as selected by the Board: AASA Website, Education Week Newspaper and Website, Ray and Associates Website, the Washington State School Directors Association, Washington Association of School Administrators, Washington Association of School Business Officials, The School Administrator Publication, Executives Only Website, the Association of Latino Administrators and Superintendents (ALAS), National Alliance of Black School Educators (NABSE) and other publications selected by the Board.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 5 Packet page 85 of 102

STAGE 3 - RECRUITING AND SCREENING – CONTINUED 11. Develop and manage the candidate screening process. All applicants are screened from the perspective of a viable match with District criteria to determine their capabilities, strengths and weaknesses. The search team thoroughly reviews each file and seeks alignment of qualifications with District expectations. Those who emerge successfully from this screening are deemed viable candidates.

12. Check references provided and conduct additional background investigation of top candidates. Our firm interviews each viable candidate that meets Board criteria and verifies their qualifications and experience. Our background research team then conducts extensive investigations on those individuals. The investigations go well beyond listed references and their current position. A complete check of a candidate’s work history is also completed utilizing online resources such as Google, Yahoo, Facebook, Twitter and other social media sources as well as checking for blogs.

STAGE 4 - CANDIDATE PRESENTATION 13. Provide the Board with an opportunity to observe each top candidate interviewed with questions specifically designed by Ray and Associates, Inc. through video technology. This will allow Board members to get a better perspective of each candidate in order to determine which candidates to interview. By offering this opportunity, this will save the Board members on expenses and their time.

14. Provide an impartial and objective consensus building matrix instrument developed by Ray and Associates to assist the Board in determining the finalists for an interview. We have been extremely effective working with Boards who are divided on issues and candidates.

15. Assist the Board in establishing the interview format and in developing interview questions.

16. Determine and coordinate constituent and staff involvement in the interview process, if desired by the Board.

17. Help arrange the details of interviews for leading candidates.

18. Provide the Board with criminal, civil litigation, social security, motor vehicle record checks and verification of educational degrees for the top (2-3) candidates at no additional fee.

19. Coordinate with the Shoreline Public Schools Business Office the procedure for reimbursement of candidate’s expenses.

STAGE 5 - SELECTION OF FINALIST AND FUTURE PLANNING 20. Assist District legal staff in negotiating the contract with the successful candidate at no additional cost to the District.

21. After the appointment, dispose of the files and send appropriate communications to the candidates not interviewed by the Board.

22. If desired, assist the District in preparing a press release, upon request, announcing the appointment of the new Superintendent.

23. Provide the Board with a report of the Board Self-Assessment Survey Results at no additional cost.

The Superintendent search services and process provided above can be adjusted to meet the specific needs of Shoreline Public Schools.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 6 Packet page 86 of 102

WORKING WITH BOARD THROUGH EACH STAGE OF SEARCH Stage One is Board Input and Preparation. The firm will meet with each Board member individually to obtain input for the profile development and meet with the entire Board to set the timeline for the search, finalize procedures and services desired by the Board, establish the Board contact person(s), discuss the application process, set the advertising and determine the salary.

Stage Two is the Profile Development and Process. Our firm takes the development of the profile very seriously. We will meet with employees and stakeholders as identified by the Board. We also will hold morning and evening open forums to collect input from the community. The purpose of the interviews and meetings are to gather and organize information that will contribute to the development of an accurate profile for the position. The Board will have the opportunity to review our recommendations and make the final decision on the desired profile.

Stage Three of the process is Recruiting and Screening. The firm’s dialogue with constituents and interviews with individual Board members, coupled with survey results, provide our firm with an accurate profile that is employed in the recruiting and screening of applicants.

Stage Four is Candidate Presentation. Ray and Associates will bring before the Board 8-12 top candidates for their consideration. Board members will have the opportunity to not only review the application packet submitted by each top candidate but they will also have the opportunity to observe each top candidate interviewed with questions specifically designed to the search through video technology. This will allow Board members to get a better perspective of each candidate in order to determine which candidates to interview. In addition to the top candidate packets provided to the Board, we will have available to the Board each and every completed file for their perusal if they so choose.

Upon the completion of the review, Board members will be asked to individually complete a matrix which allows them to assess each top candidate against the others. The Ray and Associates representative will then provide the Board with a summary of the individual Board responses. This summary assists the Board members in reaching consensus on which candidates are worthy of an interview. Following these steps ensures that all Board members have an equal opportunity to be involved in the selection process. Ray and Associates will assist the Board in establishing the interview format and in developing interview questions.

Stage Five is the Selection of the Finalist and Future Planning. At the conclusion of the last interview, the representative from Ray and Associates will once again be onsite to lead the Board through a similar consensus building activity which has proven to be very successful in assisting Board members to reach a final determination of their finalist(s). It is also requested by some of our client school boards that the top two (sometimes three) finalists are brought back to the District for an open forum with the public. We provide a proven process for this as well that includes a moderator. Questions from the audience are submitted in writing to ensure that the candidates are only asked about legitimate issues related to the position.

We believe strongly that this process allows the final selection of candidates to be in the control of the Board. When Boards are provided with a limited number of candidates from whom to consider, the Board has only limited involvement in the search process. Through the outstanding discussions fostered by the consensus building instrument provided by Ray and Associates, Board members have overwhelmingly been appreciative of their strong involvement.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 7 Packet page 87 of 102

POINTS OF EXPERIENCE IN TIME OF COVID-19

During this unprecedented time of COVID-19, we, along with other firms, have had to adapt our way of thinking and practices in order to accomplish the task at hand – finding your next Superintendent.

We had searches in various stages when the outbreak of COVID-19 hit forcing school districts to close and states to issue shelter in place orders. Some of the ways we have adapted our search experiences are as follows:

1. First meetings with the Board and Board one-on-one interviews can be conducted electronically or by phone.

2. In addition to our current electronic 33 qualities survey, and in lieu of in person stakeholder meetings, we have conducted stakeholder meetings via Zoom with groups and members chosen by the Board/district.

3. Another option used to gather stakeholder/constituent group input is to place the stakeholder questions into Survey Monkey and providing the district with links for each group which they then distribute to the selected members of each respective group. Upon closure of the survey, we review and compile responses to the stakeholder questions. This information is used internally to assist in finding commons themes, names of suggested candidates and possible interview questions.

4. If presenting the candidate packets to the Board in person is not an option, we can conduct a meeting via Zoom or other electronic means where we would provide the Board with links to the candidate packets as well as the one-way candidate Spark Hire videos.

5. If needed, candidate interviews can also be conducted electronically. We know this is not ideal, but it can be utilized to keep the process moving.

6. We realize an important part of the process is to have stakeholders meet the candidates. If that is not possible due to current conditions, we suggest an electronic forum for each candidate whereby the community can submit questions, a moderator would then compile the questions into a select number (given the time allotment) of various topics, and then ask those questions to the candidates (i.e. 30 minute time limit, 2 minutes per question, going alphabetically by candidate with one candidate completing their 30 minutes followed by the next candidate). If district technology allows, these forums would then be shown on the district meeting site or YouTube site.

7. This is YOUR search. We will work with you to devise a plan that works for you!

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 8 Packet page 88 of 102

INCLUSION, EQUITY AND ELIMINATION OF INSTITUTIONAL RACISM

During these challenging times we articulate our organizational commitment to identifying and acting upon the changes that are needed to bring about inclusion, recognize the need for equity, and eliminate institutional racism.

We recognize social injustice, systemic racism, socio-economic limitations and the disparities associated with the identification and placement of school district leadership personnel. Furthermore, this recognition has not only guided our recruitment and placement of school district leaders, it directly impacts our recruitment and selection of our search Associates and national office personnel.

Therefore, we will:

• Declare inclusion as an organizational core value; • Engage in intentional conversation and behavior around diversity and equity; • Identify social justice as a behavior model impacting our school search practices; • Recognize systemic racism as an equity problem for children’s access to a fair, thorough and effective public education; • Place equity, inclusion and diversity as major tenant of practice; and • Use our voices and practices as instruments for change.

As a broad-based representative, nationwide organization that focuses on the delivery of leadership search and selection services to school districts, we commit ourselves to the statements above.

Additionally, we will continue to ask ourselves the appropriate questions that help us focus on the delivery of our respective services through the lenses of integrity, equity, social justice and inclusion.

Finally, we will continue to bring forward the organization’s forces of institutional leadership, advocacy, scope of representation, levels of expertise and spheres of influence in these areas from this day forward.

Join us as we: WORK together, ASK questions, LISTEN fully, and ACT meaningfully!

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 9 Packet page 89 of 102

SHORELINE PUBLIC SCHOOLS SUPERINTENDENT SEARCH SUGGESTED PROCESS AND TIMELINE Items highlighted in yellow indicate an in-person meeting with the consultant(s)

DATE

Consultant planning meeting with the Board and individual Board member interviews.

(Time: TBD) (option to conduct via Zoom, conference call or gotomeetings.com)

Begin preparing information for the District promotional flyer and online application form with Input& the District liaison representative(s).

Stage1

Preparation Notify all associates and other professional contacts of vacancy. Board Contact constituents and stakeholders for input meetings on ______.

Online survey link, for input on developing the profile, available on District website from ______to ______.

Meetings with constituent and stakeholder group representatives.

8 a.m. deadline for survey/input from constituents, stakeholders and Board members,

including online survey. Stage 2

& Process & Promotional flyer draft due.

Profile Development Board to finalize Superintendent profile for the promotional flyer and online application form. (Time: TBD) (option to conduct via Zoom, conference call or gotomeetings.com)

Print promotional flyer. Forward to consultant.

E-mail promotional flyer and online application instructions to interested candidates.

Stage 3

Recruiting Deadline for all application materials. (*See note below.)

& Screening &

Consultant develops and finalizes interview questions and procedures with the Board. Top candidates are presented to the Board and consultant assists the Board in selecting finalists for the interviews. If desired by the Board, consultant will meet with constituents and staff interview group(s) to discuss their roles. (Time: TBD)

Interview candidates (1st round). Stage 4

Candidate Presentation Meeting with consultant following the last interview. (Time: TBD)

Interview finalist candidates (2nd round). (Optional)

Final meeting with consultant following the last interview. (Time: TBD) (option to conduct via

Zoom, conference call or gotomeetings.com)

inalist Consultant will discuss contract terms with the finalist.

Offer the contract.

Stage 5 Press release of new Superintendent.

& Future PlanningFuture & Board Self-Assessment Survey Results presented to the Board. Selectionof F

*All applications will be reviewed. Materials received after the closing date may be given full consideration depending upon the number of applications received and other factors.

(Actual dates to be determined in the first meeting with the Board.)

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 10 Packet page 90 of 102

BUILDING THE PROFILE

Ray and Associates, Inc. firmly believes in parent, staff and community participation, especially in the development of an accurate profile for the position. Our firm takes developing the profile very seriously as the profile is the focal point of our recruitment efforts. We are eager to interview each Board member individually and visit with stakeholder groups who attend scheduled meetings. We will meet with any employees and other stakeholders as identified by the Board. Our firm also offers the opportunity for the community, staff and parents to participate in morning and evening forums that are organized to solicit input via the survey process and create dialogue by asking a series of questions related to the desired characteristics of the new Superintendent. The purpose of these meetings will be to educate them about the process as well as to gather and organize information that will contribute to the development of an accurate profile for the position.

In addition, for those stakeholders unable to attend scheduled meetings, our firm offers an online profile survey option with space for written comments/recommendations which is available in various languages at no additional fee. We will provide you with a link to place on the District website. Our office will maintain, collect and analyze all information received and include this in the report to the Board.

Our process consists of Q and A sessions and the administration of our own 33 Desirable Characteristics Survey. This is culminated in an open meeting report to the Board of our findings and recommendations. We will present a tabulated and analyzed graphic report in which Board members’ and stakeholders’ survey responses are reviewed looking for those characteristics chosen most in common by the various groups and indicate those recommended or those thought to be worthy of consideration. On some occasions, two of the items may be combined when they are closely related in context. Those items that seem to be important to some groups but not to others may be used in the recruitment of candidates and as questions during the interview process by the Board. At the encouragement of the consultants, many survey respondents will provide additional comments to the Board which are presented as a part of this report. Our dialogue with constituents and interviews with individual Board members, coupled with survey results, provide our firm with an accurate profile that is employed in the recruiting and careful screening of applicants. The characteristics most commonly selected will be used later in promotional materials.

INTERVIEW PROCESS – COMMUNITY INPUT

Boards that have chosen the option to involve the public and employees during the interview phase of the search have found that we have been very effective in organizing this part of the process. Serious candidates who submit to being interviewed by personnel other than the Board itself are prepared for this by our consultants. Participants in these groups are requested to complete a “Candidate Impressions” form that is duplicated for each Board member’s review and are requested not to rank the candidates.

It is also requested by some of our client school Boards that the top two (sometimes three) finalists are brought back to the District for an open forum with the public. We provide a proven process for this as well that includes a moderator. Questions from the audience are submitted in writing to ensure that the candidates are only asked about legitimate issues related to the position.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 11 Packet page 91 of 102

RECRUITMENT

Ray and Associates, Inc. maintains a working relationship with key individuals at the college and university level along with other national public and private organizations for the purpose of recruiting outstanding candidates. However, we are not directly connected with any college, university or any other organization. This allows our firm to be extremely objective in the search process. We stay abreast of the performance of outstanding school administrators throughout the country, which has contributed to our high success rate.

Our firm maintains a very large pre-screened database of top candidates who are interested in new and challenging positions. The strengths and administrative skills of these potential candidates have been analyzed by the firm. However, it is important for our clients to know we are not a placement service that owes any favors to prospective candidates. Our professional objective is to aggressively recruit and advertise for the best candidate who meets the qualifications and characteristics of a Superintendent as set forth by the Board. Our recruitment process is very comprehensive, highlighted by the following steps:

• Largest recruiting network in the country • Inform the firm’s associates of the position and seek recommendations • Advertise in local, regional and national venues known for high readership by school leaders • Consult our extensive database for precise matches between District and candidate profiles • Aggressively recruit successful school leaders who are not currently seeking a new position to invite them to consider the Shoreline Public Schools position • Contact other organizations at state, regional and national levels regarding the position • Proactively seek out potential candidates at state and national conventions

Seek Recommendations from Associates Nationwide

Candidate Care: Contact State, Easy Online Regional and Application National Process Organizations

Aggressively Recruit Review Our Candidates Who Database for Are Not Currently Qualified Seeking a New Position Candidates Advertise in Local, Regional and National Venues

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 12 Packet page 92 of 102

EXAMPLES OF DIVERSITY IN ADVERTISING

Sample advertisement in Women in Higher Education

Sample advertisement on the Association of Latino Administrators and Superintendents website

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 13 Packet page 93 of 102

Sample advertisement on IMDiversity.com website

Sample advertisement on the National Association of Black School Educators website (NABSE)

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 14 Packet page 94 of 102

DIVERSE CANDIDATE SLATE Ray and Associates, Inc. is a very diverse firm; 50% of our associates are women and/or minorities. Our firm has placed more women and minorities in the country in the last ten years than any other firm.

Ray and Associates has developed the most comprehensive pool of candidates of any executive search firm in the country. Our firm has a national reputation for the recruitment of outstanding candidates that match the expectations of the board and community. We have also been extremely successful in recruiting women, minorities and non-traditional candidates for our clients. It is only a matter of reality that outstanding administrators already have good jobs and will need to be recruited. However, even more important, is the investigative process and background checks we perform on all viable candidates to ensure you are looking at quality school leaders in all aspects. It will be our shared goal with the board to make the selection process inclusive, professional, efficient and successful so we can state without reservation you will be quite pleased with our services.

Ray and Associates, Inc. complies with all equal opportunity laws in the firm’s search for the best and brightest candidates for our placement services and within our organization.

SCREENING, REFERENCE CHECKS, INTERVIEWS AND FINAL SELECTION

Once recruited, all applicants are screened from the perspective of a viable match with Board criteria to determine their capabilities, strengths and weaknesses. The search team thoroughly reviews each file and seeks alignment of qualifications with Board expectations. Those who emerge successfully from this screening are termed viable candidates, and our background research team then conducts extensive background investigations and internet checks on those individuals. The investigations go well beyond listed references and their current position to include contacts with state associations and national leadership organizations such as American Association of School Administrators (AASA), Association of Latino Administrators and Superintendents (ALAS) and National Association of Black School Educators (NABSE). Our firm also checks current and past relationships with administrators and verifies candidate’s education and work history utilizing multiple internet sites and social media feeds. We not only vet candidates extensively in their professional career, but it is also important for us to be familiar with their personal life as that can have an impact in their profession. The candidates who meet the qualifications selected by the Board become top candidates.

As part of the candidate presentation to the Board, Ray and Associates will bring before the Board 8-12 top candidates for the Board’s consideration. Board members will have the opportunity to observe each top candidate interviewed with questions specifically designed to the Superintendent search through video technology. The Board will also have a chance to review the application packet submitted by each top candidate.

Ray and Associates will conduct criminal, civil litigation, social security, motor vehicle record checks and verification of educational degrees on the top 2-3 candidate(s) through an outside service at no additional cost.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 15 Packet page 95 of 102

SECTION II

MONITORING THE SEARCH PROCESS - CLIENT CHECKPOINTS

The Board’s role is the most important one in the search process. Although we assist you in the process by actively recruiting, identifying and recommending qualified candidates, you alone will determine which candidate you will hire.

Our search process is set up in a manner that provides the Board with a continuous monitoring capability which features clearly defined checkpoints:

Timeline •Establish a timeline for the process

Input •Determine the input process

Qualifications •Set the Superintendent qualifications

•Review and approve informational flyers and Flyers application forms

•Receive regular progress reports from the Progress Reports consultant

•Approve format and questions for the Interview Process interview process

•Select candidates for final interview Candidates

•Hire the candidate Hiring

Contract •Determine and approve the contract

Press Release •Approve the press release

These check points assure that you know the progress of the search and have the information to be fully informed and in control of the search.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 16 Packet page 96 of 102

SECTION III SEARCH COST – THE COMPLETE PROCESS

The cost of our Proposal is for a complete search. The Board will be guided and assisted by Ray and Associates, Inc. at every step in the search process from the initial phase of determining the desired qualities for the position through the actual hiring of the new Superintendent. Our process is flexible. If the Board desires a different approach or would prefer certain options other than those provided in our Proposal, we can adjust our process to meet your specific requirements.

COST BREAKDOWN

The Consultant Fee. The base fee for the performance of the Superintendent search by the consultant as provided in this Proposal will be nineteen thousand dollars ($19,000.00). If the Board selects only certain elements offered in this package, or requests services not included in this package, our fees and reimbursed expenses will be adjusted accordingly. The firm will discuss any modifications relating to the search fee regarding our services at the formal presentation. The Superintendent search fee shall be paid in three (3) installments; 1/2 of total fee is due upon signing of the contract; 1/4 of fee is due at the time of the stakeholder meetings; and the final 1/4 of fee is due when the Superintendent is officially hired by the District.

We will provide the Board with criminal, civil litigation, social security, motor vehicle record checks and verification of educational degrees for the top (2-3) candidates at no additional fee.

There is no charge by Ray and Associates for the services to assist the Board in negotiating a contract with the new Superintendent and the development of the contract terms.

Cost Saving Expense Options. Ray and Associates, Inc. is aware of budget concerns and therefore offers several cost saving options: 1) Conduct 3 meetings with our consultants via Zoom, conference call or gotomeetings, which could potentially save thousands of dollars in travel expenses; 2) Utilize our materials electronically (either via e-mail or a flash drive); and 3) Boards may conduct 1st round candidate interviews via Zoom to reduce candidate travel expenses. Once the Board narrows the candidates down to two or three finalists, the finalists will interview in-person with the Board.

PERFORMANCE CONTRACT Ray and Associates, Inc. will provide a written agreement between the Board and the consulting firm which will contain the provisions of this Proposal and any modifications or changes mutually agreed by the parties.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 17 Packet page 97 of 102

ESTIMATED COST SHEET – PREPARED FOR: SHORELINE PUBLIC SCHOOLS

Ray and Associates, Inc. will spend as much time as needed to conduct a successful search for Shoreline Public Schools. Please Note: Our flat fee is inclusive of all services. The only hourly rates that would apply would be for requests above and beyond this Proposal and would be at the following rates:

Consultant $100.00/hr Administrative Asst. $25.00/hr

Travel: Flight ...... 1,300.00 Ground transportation (billed at $0.575 per mile) ...... 1,100.00 Hotel (if needed for stakeholder meetings) ...... 400.00 Meals ...... 200.00 ** Travel Subtotal ...... 3,000.00 **Expenses may be less if district utilizes local consultant or cost saving meetings.

Shipping (Federal Express to the District, materials to search coordinator, candidate information after the candidates have been selected from the screening process) ...... 500.00

Ray and Associates, Inc. Estimated Expense Total: ...... 3,500.00 Ray and Associates Base Fee ...... 19,000.00

*ESTIMATED SEARCH COST ...... $22,500.00 *Does not include estimated advertising or candidate expenses for interviews.

**The actual number of candidates interviewed is the Board’s decision. The estimate per candidate for interview expenses is $2,000; however, it is dependent on the candidate’s geographic location. Candidate travel expense reimbursement is the responsibility of the District.

All expenses are estimates, based on past experiences. Shoreline Public Schools will be billed for only the actual expenses incurred.

Board Approved Advertising Costs

We exhibit advertising as a separate entity because the cost is based on the decisions of Shoreline Public Schools on how extensive the need. Our associates make recommendations with the Board having the final authority on frequency and dollars spent. (Maximum Estimated Advertising is $5,000.00) Ray and Associates, Inc. does not collect a commission for placing the ads.

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SECTION IV GENERAL PROVISIONS

CONFIDENTIALITY The nature of our work and our ability to carry out our responsibility to you is directly related and dependent upon our present and past experience in providing similar services to others. The firm will preserve the confidential nature of any information which becomes available to the firm resulting from the services rendered to the Board.

As our client, you also need to maintain the confidentiality of information provided by Ray and Associates, Inc. FOLLOW-UP AFTER THE SEARCH: BOARD SELF-ASSESSMENT SURVEY FOCUS ON FUTURE PLANNING

Included in the base fee, the consultants from Ray and Associates, Inc. will spend time with the Board reflecting upon current Board governance procedures. In respect to governance and District initiatives, we have found that there is really no better time than very early in the tenure of a new Superintendent to assess issues and expectations.

ROUND 1: At the conclusion of the search, we will provide the Board with a link to an online survey concerning current District governance practices as well as key District challenges and opportunities for improvement. Assessment results are then analyzed and shared with the Board and the new Superintendent. The results can be emailed, presented in-person or via Zoom.

ROUND 2: About six months after the new Superintendent begins, we will provide the survey again to be completed by the current Board and the Superintendent. As in round one, at no cost to the District, the results will be analyzed and shared with the Board and Superintendent to assist with teambuilding every year thereafter as long as that Superintendent is in tenure.

Through the aforementioned process, we are afforded an in-depth view of your school district. As part of our presentation, we will also provide insight and suggestions for organizational improvements. Ray and Associates has developed several training/workshops targeted at increasing organizational performance and efficiency which may be of interest to your school district at this time of significant leadership transition. Our firm belief is the workshops/training can increase the effectiveness of both the Board and Superintendent, enhance their relationship, and provide for an optimum learning environment to improve student achievement.

SATISFACTION GUARANTEED We provide a termination provision in our contractual agreement with the Shoreline Public Schools. If Shoreline Public Schools or Ray and Associates, Inc. terminate this agreement, Shoreline Public Schools will be charged only for the work performed and expenses incurred up to the date of termination.

If the Board is dissatisfied with the new Superintendent within two years from the date of employment of the Superintendent and if either party dissolves that relationship by resignation or termination within a two-year period of the initial employment, the firm of Ray and Associates, Inc. will conduct a new Superintendent search at no cost to the District, except for expenses.

Furthermore, we do not recruit candidates we have placed for a minimum of 5 years.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 19 Packet page 99 of 102

REFERENCES We have chosen several clients from our past and recent search list to demonstrate that we have been successful in various geographic locations.

CONTACT TITLE OF SCHOOL DISTRICT LOCATION PHONE NUMBERS/ E-MAIL PERSON CONTACT Grand Rapids Public [email protected] Grand Rapids, MI Kristian Grant Board President Schools Cell: 616-862-3928

Indian Prairie Michael [email protected] Naperville, IL Board President School District 204 Raczak Cell: 630-421-0714

Hillsborough County Tampa, FL Steve Cona Board Member Cell: 813-310-8557 Public Schools Cleveland Heights- University Heights, Cell: 216-906-3556 University Heights Jodi Sourini Board President OH [email protected] City School District Everett Public Caroline Cell: 425-238-7308 Everett, WA Board Member Schools Mason [email protected]

Westside Cell: 402-672-2294 Omaha, NE Adam Yale Board Member Community Schools [email protected] Waxahachie Cell: 972-670-7121 Independent School Waxahachie, TX Dusty Autrey Board President [email protected] District Berlin Area School Catherine Cell: 920-279-4657 Berlin, WI Board President District Kujawa [email protected]

Woodland Hills North Braddock, Cell: 412-874-0161 Jamie Glasser Board President School District PA [email protected]

Tangipahoa Parish Therese Former Board Amite, LA Cell: 985-974-2955 School System Domiano President

Lawrence Public Shannon Former Board Cell: 785-840-7722 Lawrence, KS Schools Kimball President [email protected] Pittsburg Former Board Cell: 602-404-8835 Community Schools Pittsburg, KS Marlene Willis President [email protected] USD 250 Savannah-Chatham Mary Davis- Board Work: 912-395-1014 County Public Savannah, GA Brown Secretary [email protected] Schools Gresham Barlow John Former Board Gresham, OR Cell: 503-780-4806 School District Hartsock Member Mercer Island David Former Board Cell: 206-202-0894 Mercer Island, WA School District D’Souza Chair [email protected] Northshore School Former Board Cell: 206-601-7909 Bothell, WA Amy Cast District President [email protected] This is not a complete list, and more references can be provided upon request.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 20 Packet page 100 of 102

Leaders in Executive Searches

"What school boards say about Ray and Associates"

“From the very beginning, they delivered professional, comprehensive services. The firm developed a rigorous timeline and met all its commitments. Ray and Associates, Inc. provided professional services in a consumer- friendly manner that allowed us to select a superintendent that will serve our community well.” May 20, 2020 Mr. Michael Raczak, Board President Indian Prairie School District 204, IL Enrollment: 27,400

“The quality of services provided by Ray and Associates cannot be understated and their ability to bring consensus among board members was phenomenal. While they provided support, they also respected our role as a board taking the lead in many aspects of the process. They were professional and knowledgeable throughout the entire process. I would highly recommend Ray and Associates to any School Board who wants to conduct a national search.” Search completed January 2020 Mr. Steve Cona III, Board Vice Chairman Hillsborough County Public Schools, FL Enrollment: 220,000

“We chose Ray and Associates for our search based on their long successful track record and the individuals with whom we worked closely. Their in-depth knowledge of conducting a national search, large number of consultants through out the country, and strong recommendations from other boards put them at the top of the list after our search firm interviews. I am confident Ray and Associates and their team of consultants would do the same outstanding job for other school boards needing consultation in the hiring of a new superintendent.” August 7, 2019 Ms. Caroline Mason, Board Vice President Everett Public Schools, WA Enrollment: 21,000

“Ray & Associates sat down with us to help develop what type of candidate we were in the market for and helped us to create a process that produced the most suitable candidate for the demographics of our district. Ray & Associates’ professionalism was unparalleled as they worked alongside us to entertain all ideas, suggestions and opinions we had to aide in our search. They had a complete understanding and respect for our timeline, being expedient in deliverables. The Berlin Area School District Board of Directors is pleased to recommend the expertise of Ray & Associates and their seasoned team members.” July 15, 2019 Ms. Catherine Kujawa, Board President Berlin Area School District, WI Enrollment: 1,600

“The Woodland Hills School Board had a very positive experience in working with the company to hire a Superintendent. The guidance and knowledge provided was invaluable, as was the depth and breadth of the search that was conducted. Ray & Associates, and Mr. Collins, were highly professional throughout our interaction. We appreciated your willingness to help us with the process that we wanted to employ, and to bring that process to fruition. Most importantly, you allowed the Board to choose from a strong pool of candidates and identify a leader that will continue our progress toward a stronger District that will benefit our kids.” September 16, 2018 Jamie Glasser, Esq., Board President Woodland Hills School District, PA Enrollment: 3,600

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 21 Packet page 101 of 102

✓ We customize every search to meet the specific needs of our clients.

✓ We have the largest professional recruiting network in the country.

✓ We have a highly qualified, full-time staff that is readily accessible to respond to both clients and candidates.

✓ We maintain a large, prescreened database of traditional and non-traditional candidates from across the country.

✓ We aggressively recruit candidates who closely match the District profile.

✓ We provide an attractive, user-friendly and informative website that allows candidates to access application materials on-line.

✓ We receive more applications than any search firm in the nation.

✓ We interview each individual Board member in order for them to provide information and insight into the development of the profile characteristics for the position.

✓ We collect and organize community and staff input when desired by the Board and provide a report that is highly useful in establishing the position criteria. In addition, our firm offers an online survey in various languages and will provide a link to the survey to post on the District’s website.

✓ We offer the option to have our office design and develop the promotional application and flyer for the position.

✓ We have the most complete and comprehensive investigative system to assure our clients of candidate quality.

✓ We have a unique and successful consensus building process for Boards who may be split on candidates or other issues.

✓ We have been highly successful in providing a large diverse pool of candidates in all of our searches.

✓ We provide an in-depth candidate video interview to the Board.

✓ We provide criminal, civil litigation, social security, motor vehicle record checks and verification of educational degrees for the top (2-3) candidates at no additional fee.

✓ We provide a two-year guarantee clause in our contract with our clients.

✓ We do not recruit candidates we have placed for a minimum of 5 years.

✓ We provide a service to our clients after the Superintendent is hired to ensure a smooth transition and to establish realistic expectations at the outset.

This is property of Ray and Associates, Inc. and is not intended for duplication or distribution without permission. 22 Packet page 102 of 102