“Parents are very active in Westport,” he said, “and parents want your new superintendent to see them as a partner.”
“I had a terrific, terrific meeting with parents … I believe the superintendent needs to know there are parents who truly want to hold hands and work with that new leader,” Erardi said.
As for school staff, he said, “They want somebody visible.”
“They don’t want somebody who’s not going to be sitting at Central Office,” Erardi said. “They want somebody who’s going to be in the building. They want somebody who knows kids.”
Among the 29 completed applications, 18 candidates are current sitting superintendents, with six of the remaining 11 having previously had experience in that role.
He said candidates have presented themselves from 11 different states, both men and women, though he didn’t provide an exact breakdown number.
Erardi said he held 22 separate meetings with various stakeholders, beginning in mid-October. He also entertained more than 40 individual phone calls with people wanting to share their thoughts privately, as well as collecting survey information from more than 350 people.
Along with a range of positive attributes, including honesty, intelligence, “quiet confidence,” and an “uncompromising moral compass,” people who were questioned voiced a strong desire for an individual who will stick around for a while.
“This community wants somebody who is going to stay … And they’re asking you to find a wait to insure that,” Erardi said, acknowledging that there was no real way to do that and that all candidates will indicate their intention to stay for a long time.
Some of the qualities summarized by Erardi’s findings were very general—and even vague—including “a superintendent who demonstrates best practice in all aspects of the work; thus, through her/his professional daily performance enhances climate and culture within the organization.”
Survey participants noted that additional attention should go toward enhanced partnerships with elected officials, staff retention, social and emotional needs of children, and recognition of diversity of learners.
Erardi commended the school system and community at large for being engaged, active and honest in its responses.
“This will assist us this evening in our post meeting and guide the hiring committee,” he said.
“Parents are very active in Westport,” he said, “and parents want your new superintendent to see them as a partner.”
“I had a terrific, terrific meeting with parents … I believe the superintendent needs to know there are parents who truly want to hold hands and work with that new leader,” Erardi said.
As for school staff, he said, “They want somebody visible.”
“They don’t want somebody who’s not going to be sitting at Central Office,” Erardi said. “They want somebody who’s going to be in the building. They want somebody who knows kids.”
Among the 29 completed applications, 18 candidates are current sitting superintendents, with six of the remaining 11 having previously had experience in that role.
He said candidates have presented themselves from 11 different states, both men and women, though he didn’t provide an exact breakdown number.
Erardi said he held 22 separate meetings with various stakeholders, beginning in mid-October. He also entertained more than 40 individual phone calls with people wanting to share their thoughts privately, as well as collecting survey information from more than 350 people.
Along with a range of positive attributes, including honesty, intelligence, “quiet confidence,” and an “uncompromising moral compass,” people who were questioned voiced a strong desire for an individual who will stick around for a while.
“This community wants somebody who is going to stay … And they’re asking you to find a wait to insure that,” Erardi said, acknowledging that there was no real way to do that and that all candidates will indicate their intention to stay for a long time.
Some of the qualities summarized by Erardi’s findings were very general—and even vague—including “a superintendent who demonstrates best practice in all aspects of the work; thus, through her/his professional daily performance enhances climate and culture within the organization.”
Survey participants noted that additional attention should go toward enhanced partnerships with elected officials, staff retention, social and emotional needs of children, and recognition of diversity of learners.
Erardi commended the school system and community at large for being engaged, active and honest in its responses.
“This will assist us this evening in our post meeting and guide the hiring committee,” he said.
