Watching the video of Seattle Public Colleges Superintendent Brent Jones announcing his unexpected resignation, a viewer may marvel at his demeanor. Jones is relaxed and smiling, nearly beaming. The sensation conveyed is considered one of happiness, maybe reduction.
No marvel. Jones’ five-year tenure on the helm of the state’s largest college district has been rocky from the beginning. First, when he took over as an interim in the course of the pandemic. Then, as he tried to steer the district by three consecutive years of $100 million funds deficits (for ever and ever). And eventually, when he proposed to shut 21 faculties, whereas admitting that may do little to repair the district’s monetary issues.
Each step of the best way, Jones was navigating one more stumbling block: the Seattle College Board.
True, his introverted communication model was lower than perfect for such a public-facing job. However tensions between the superintendent’s workplace and the College Board predate Jones. Certainly, he’s Seattle’s fifth college district chief in 13 years.
Turnover like that indicators an issue past anyone superintendent.
Haranguing the board for previous failures will accomplish little, nevertheless. One of the best plan of action now could be to grab this second as a welcome alternative for a badly wanted reset.
In that spirit, the Seattle College Board ought to critically think about the next:
1) Appoint an interim superintendent pronto, somebody who can stand up to hurry earlier than Jones leaves on Sept. 3. That shall be particularly vital because the district’s contract with its academics expires Aug. 31.
Negotiations between SPS and the union should make actual progress lengthy earlier than that date, moderately than being slow-walked till a disaster level earlier than youngsters return to class. It occurred in 2015, when academics struck for almost two weeks, delaying the beginning of the varsity yr. In 2018, they threatened an analogous walkout. And in 2022, last-minute negotiations created such strain on the district that it authorized a contract it couldn’t afford to finish a five-day trainer strike. A repeat of this sample is the very last thing Seattle households want.
2) About these households. It’s time for the varsity board to acknowledge that extremely engaged mother and father dedicated to public training are an asset. They haven’t been handled as such, and their frustration at being ignored over considerations round pupil security and superior studying exploded final fall. The fever pitch compelled SPS to again off any dialogue of college closures — neglect about producing momentum for a imaginative and prescient for the long run.
Seattle College Board, these households are your mates. Or may very well be. Extra importantly, they’re your purchasers, and their dissatisfaction is instantly tied to sagging enrollments, which impacts how a lot state cash flows to the district. So do the maths: Seattle households ought to be cultivated — not alienated.
3) The board’s seven members should put apart previous variations and get on the identical web page — for the sake of scholars right now, not some hypothetical future. Cease making excuses for the info: Roughly three-quarters of low-income youngsters in Seattle are unable to do grade-level math. Enrollment is down by almost 5,000 college students as a result of mother and father are pulling their youngsters out. It’s not inflated residence costs or low birthrates, and it insults your neighborhood to assert such.
Lastly, transparency in choosing a brand new superintendent shall be important to rebuilding households’ belief. Let folks meet and query your finalists. Solicit mother and father’ enter and think about it critically.
Reviving Seattle Public Colleges begins with honesty, demonstrated good religion and perception in our frequent curiosity: making this college district one thing a sensible, revolutionary metropolis could be happy with.
