leadership profile - executive search & consulting...leadership profile davenport community...
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LEADERSHIP PROFILE
Davenport Community Schools Executive Summary This report presents the findings of the Leadership Profile Assessment conducted by Hazard,
Young, Attea & Associates (HYA) in November of 2018 for the new superintendent of the
Davenport Community School District. The data contained herein were obtained from input
the HYA consultants received when they met with individuals and groups in either individual
interviews or focus group settings and from the results of the online survey completed by
stakeholders. The surveys, interviews, and focus group meetings were structured to gather
input to assist the Board in determining the primary characteristics desired in the new
superintendent. Additionally the stakeholder interviews and focus groups collected
information regarding the strengths of the District and challenges or issues that it will be
facing in the coming years. The online survey results were consistent with input received from
the individual and group interviews.
Participation
The number of participants, by stakeholder group, in the two methods of data gathering are
listed below. It should be noted that many of the focus groups were composed of individuals
from different groups. The online survey was completed by 982 individuals and interviews
were held with 96 individuals for a total of 1,078.
Group Personal interviews or focus groups Online Survey
Administrators 14 26
Board 7 N/A
Community 54 141
Parents 6 271
Students 0 7
Support Staff 15 includes teachers 149
Teachers N/A 388
TOTAL 96 982
The community survey report and a draft of the desired characteristics are provided under a
separate cover and are meant to be stand-alone complementary pieces to the Leadership
Profile Report.
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It should be emphasized that the data are not a scientific sampling, nor should they
necessarily be viewed as representing the majority opinion of the respective groups to which
they are attributed. Items are included if, in the consultants’ judgment, they warranted the
Board’s attention.
Strengths of the District
Each of the three traditional high schools within the District were singled out for praise with
the Dual Enrollment Program at North, Career & Technical Education at West and Performing
Arts at Central quickly receiving praise from many who were interviewed. Stories were
shared about students finishing welding programs at West and immediately being employed.
Receiving a high school diploma from North and an Associate of Arts degree at the same time
is clearly a point of pride for many. It was noted that the District has a long tradition of
exemplary performing arts programs and this tradition continues to shine across the District.
Praise for the arts programs and in particular the music program were in fine voice and
expressed by community and staff members alike.
A plethora of program offerings aimed at meeting the needs of all students was frequently
noted in part due to the size of the Davenport School District. These are seen as a clear
advantage the District has over other school districts within the Quad Cities area.
Facilities within the District were noted as being in great shape, especially given the age of
many of the schools that are approaching a century. Curb appeal, energy efficiency, access
via sidewalk and parking lots were all noted as facilities that are second to none. It is clear
that the optional sales tax revenue has allowed the District to sprint ahead in maintaining and
providing new facilities that are recognized as a point of pride by community and staff
members. The new aquatics and performing arts center at Central High School were often
cited as examples of the Districts' outstanding facilities.
Closely related to the pride in facilities was the robust and up-to-date technology that is in
use for both the administration and students. The writers of this report note that the
technology available within the Davenport Community School District would be the envy of
many other schools across the nation.
Early Childhood initiatives started by the District were applauded and hope was expressed
for these programs to continue to grow as funding becomes available. The number of
community partnerships are numerous and appear to be growing. The food shelf housed
within the administration center is a hub of activity, meeting the needs of those who struggle
with poverty and having ample food. Community members in particular expressed their
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appreciation for the open and strong working relationship with the District in meeting the
needs of citizens.
Challenges and Issues Facing the District
District finances was nearly universally noted as a major issue confronting the District, both
today and in the coming years. The current fiscal plight is seen as a precursor to many years
of budge adjustments, staff layoffs, school closing and program elimination in part due to
declining enrollment. There was little hope expressed for additional revenue but contrarily a
few believe that revenues might increase if the State of Iowa legislature acts to increase
school funding. In addition to overall fiscal concerns a perception of inequity was expressed
by many.
The Special Education audit and the issue of disproportionality were also nearly universally
noted. It is hoped that these issues will be resolved with appropriate planning and focus of
staff and resources. It is believed the long term solution to these issues resides within a
cultural and belief system change not just within a portion of the staff but to society in
general. Clearly changing deep seeded and indiscernible prejudice is a daunting task. A
strained relationship with State and other education agencies was noted as needing repair
and immediate attention.
The out-migration of students and recruitment by surrounding school districts and private
schools was frequently noted. Realtors deliberately steering families away from the District
was also discussed as a problem and examples were given by residents who moved into the
community and their interactions with realtors encouraging them to look outside of the
District for housing. Often mentioned was the negative media coverage that the District
receives. Many believe this to be unwarranted and cited examples of surrounding school
districts receiving favorable or lenient media coverage when involved in similar situations as
the Davenport Schools.
Communication with the District's many constituent groups, both internal and external,
coupled with marketing are widely believed to be in need of major rebuilding. Numerous
examples were cited as poor, untimely or lack of communication both internally and with
external audiences. Telling the District's story, branding, logo and targeting specific audiences
were all noted as needing immediate attention. Closely related to communication and
marketing was the need for customer service at all levels; individual staff, building and district
wide.
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Diversity was noted as a problem but more frequently noted as a wonderful strength of the
District. The associated issues of poverty were most often noted when discussing diversity as
a challenge.
Desired Characteristics in the Next Superintendent
A summary of the Desired Characteristics can be found in a separate stand alone document.
However it should be noted, many individuals and focus groups voiced their praise and
recognition of retiring Superintendent, Dr. Art Tate. It is obvious the School District has
benefitted from his professional guidance and enjoyed his engaging and approachable
personal style. Comparisons were often made to Dr. Tate when describing the attributes
desired in the next superintendent.
HYA and the Board intend to meet the challenge of finding an individual who possesses most
of the skills and character traits required to meet the needs of the District. The search team
will seek a new superintendent who can work with the Davenport Community School District
School Board to provide the leadership needed to continue to raise academic standards and
student performance, while meeting the unique needs of each of its schools and
communities.
The search team would like to thank all the participants who attended focus groups meetings
or completed the online survey and the Davenport Schools staff members who assisted with
our meetings, particularly Mary Correthers who organized the search team’s time in the
District.
Dr. Ted Blaesing
Dr. Connie Collins
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Summary of Comments from Focus Group Meetings The structure of the focus groups was open, allowing for participants to build upon each
other’s comments. Participants were asked to respond to the following questions.
1. What do stakeholders value regarding the schools? What strengths do they desire
to retain and build upon?
2. What are the issues this District currently faces, and, will face in the next three to
five years?
3. What personal and professional characteristics are expected in a new
Superintendent?
Administrators
Strengths:
Building leadership teams. Every building has a leadership team that plans professional
development.
District Special Education leadership was directed by Department of Education and things
improved instantly as soon as this happened.
Diversity could be a strength but some people have admitted their biases.
Focus on educating the whole child.
Great things. So many great things.
Intervention teams in every building.
Learning focus. Measuring learning and monitoring our learning is ongoing.
Plans. We have a plan in place to improve and grow and we are focused on this direction.
We created our problems and now we have a plan to work to get out of these problems.
Professional Learning Communities are working in our schools.
Programs. Wide range of programs.
Proportionality awareness is helping to understand that every kid matters in Davenport.
Relationships. Improved relationship with AEA. Six years ago tension was high in special
education.
Security initiatives are in place and building as we go. It is amazing.
STEM and robotics are world champions.
Student focus. Great job for kids is going on here. We have our challenges but great work
being done.
Superintendent goes into schools every day.
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Supervision by A.E.A. Since the Special Education audit the A.E.A. was given a supervision
responsibility by code in Iowa.
Teacher Leader Compensation System. Teacher leaders now number over 400 that is a lot
of power and possibility in leadership and focus.
Technology is second to none in the State of Iowa. One to one K-12, real voice messaging,
etc.
Urban district with personal touch.
Challenges/Concerns/Issues:
Behavior issues with students who are not special needs students. Throughout the District
this is a problem.
Change. We are a battleship which is not easily turned.
Communication. Positive news needs to come out of the District and not negative news.
Data. Failure to have consistency in data and knowledge of its location.
Declining enrollment and diminishing numbers of families moving into our community.
Director of Special education had very tight control over everything happening in special
education.
Downsizing and need to close buildings.
Growth is in northeast part of the school district and need to build in this area to increase
enrollment.
Image. Need respect for the District we truly are.
Maintaining names of buildings on new buildings to build the sense of continuity.
Marketing.
Messaging of positive things going on in our schools and school district.
Organization. We work harder than we have to.
Organizational leadership structure in Davenport wasn’t working. Special Education
Director reports to Superintendent and not Assistant Superintendent and hence principals
get conflicting messages.
Parent relationship. They the parents have been wounded and needs to apologize to
them for not being acknowledged.
Pay the new superintendent what is right. Not what Art was paid.
Perception of what is going on in their own district by central office is not accurate.
Program evaluation is needed. Results oriented environment.
Relationships with State and A.E.A.
Result focused and measuring the impact on kids. Disproportionality of what is going on
we (A.E.A.) gave them phenomenal data tools but they haven’t taken advantage of them.
Rigid protocols and procedures.
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Schools run as fiefdoms, lack of centrality.
Shared leadership.
Silos of people not talking to each other.
Site based decision making wasn’t working.
Team building is needed even at the central office level and also at the principal level.
Understanding new State initiatives and structures and how do we implement them.
Desired Characteristics:
Accountable.
Action oriented. Believes in action.
Communicator, visionary,
Diversity. Person of color or female.
Ethical and honest behavior.
Ethics.
Experience as a superintendent.
Financial acumen.
Good candidates in the building if we want to break one in.
Honesty.
Inquisitive. Able to ask the right questions.
Instructional leader and vision of instruction and what it will take to improve instruction.
Iowa experience.
Learner. Short learning curve.
Learner. Thirst to continue learning.
Member of our community.
Models beliefs for the district.
Mutual respect.
Open mind/heart.
Outside candidate to address unaddressed issues.
Phenomenal communicator; written, speaking, listening.
Pulse of the community.
Recognizes needs and how to support the experts in that area.
Relationship builder.
Silo buster.
Student focus. Deeply committed to student achievement for all groups.
Systems person.
Systems thinker and how the systems fit together for the greater good.
Team leader.
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Trust builder.
Trust building in the community. Healer of wounds in the community.
Board Members
Strengths:
Administrators and teachers are very good and everyone is here because they like their
school and want to do what is best for their kids.
Arts basic group. Integrating arts across the curriculum. Infusing arts in all areas.
Board. Good school board.
C.T.E. Program at West High School. The intent was good out there on Kimberly.
C.T.E. Programs at West are very good.
C.T.E. Program is very valuable for students and are preparing young people for real jobs.
C.T.E. Programs at West High School.
C.T.E., Duel Enrollment, STEM.
Career Technical Education. Students get hired immediately by area companies.
City relationships. Productive working relationship with City leaders and administration.
City. Shared services with City.
Creative arts academy is working very well.
Creative Arts Academy.
Creative Arts Academy.
Diversity of our student body.
Duel enrollment is wonderful.
Duel enrollment program at North. Finish a high school diploma and have an Associate of
Arts degree at the same time.
Duel Enrollment.
Facilities and technology are second to none.
Facilities are amazing.
Facilities are fantastic and the Central auditorium and pool are jaw dropping.
Performing arts. Show choirs and band activities. Performing arts programs are excellent.
Positive aspects even though sometimes we talk about the negative aspects.
Possibility of creating a new K-8 school.
Programs. Best innovative programs around.
Savings focus. Possible savings from outsourcing purchased services.
Sports programs but struggling now.
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Challenges/Concerns/Issues:
A.P. courses are good but very few kids of color in these courses.
Athletics. Performance of athletic teams.
Athletics. Program at Central that we started with no money for all sports. Didn’t charge
kids and every kid got to play if they wanted to and then somebody took it over and they
started to charge and had tryouts to play. It reduced the number of kids of color from
participating.
Closing schools is something that is going to need be revisited.
Communication and marketing needs significant improvement.
Communication. Issues of communication between administration and board, trust issues
Communication. People hear the negative and not the positive.
Consistency and sticking with a program long enough to see if it makes a difference.
Models are not consistent from school to school. Not all programs are working
consistently district wide and would move as quickly as we should at exporting successes
to schools that are not succeeding.
Customer focus. Very low level of customer service.
Data use. Timely use of data to guide decisions and monitor progress or needed
corrections.
Declining enrollment is the foundation of all of our problems.
Declining enrollment. Declining enrollment. Declining enrollment. Competition for
students. Declining enrolment.
Disproportionality is blatant racism and even employees are uncomfortable.
Disproportionality.
Disproportionality. It will take a few years to get the Disproportionality and other stuff all
sorted out.
Extravagance. Too extravagant on some of the buildings.
Facebook, Twitter presence is not particularly strong.
Fear. Culture of fear between principals and central administration.
Fear. Principals fear second guessing decisions by central administration.
Finances.
Financial strains.
Food banks we have plenty of them but where do we bring the parents and kids together?
Good old boys organization.
Implementation of technology is always a struggling and in particular the independence of
kids working other chrome books.
It’s easier for a policeman’s son to be a policeman and a dentist’s son to be a dentist but
how do we encourage different paths.
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Kids in my time had a little more sense of history.
Lack of collaboration. We could have avoided a lot of the stuff with the State if we had
worked collaboratively.
Lincoln Fundamental School. It worked and it can be done. It was dissolved because
people weren’t running the program correctly. That was one of the schools that got high
results with minority kids.
Marketing is needed!
Marketing needs to be ramped, a full blown marketing and recruitment program.
Marketing. Image improvement needs to be changed.
Marketing. We have great programs and nobody knows about them.
Marketing. We tell each other how great things are but we are ineffective at marketing
our district.
Media unequal treatment. North Scott kid comes to school with a loaded gun and if that
had been in Davenport the media will still be talking about it. There is unequal treatment
by the media.
Money and budget is consuming us.
Motto is not appropriate. “District of Distinction” motto.
Outrage over the black face situation. Will there be actions taken?
Planning. The route we have taken is not working.
Political environment within administration is not healthy.
Programs. We have great programs but we don’t have programs that push kids along.
Recruiting of students by other schools.
Relationships. Big disconnect between the board and the administration.
Relationships. Communication between the board and administration is not as strong as
desired and breeds distrust.
Results. Strong administration here but not getting results.
Societal issues cannot be fixed at the school house door.
Special Education audit.
Special Education thing we fell short on that.
Special education. Absence of a benchmark in special education.
Struggling students. Those that are struggling we don’t seem to do very well at that.
Teachers are scared of the parents, parents are scared of the superintendent and the
superintendent is scared of the kids and the kids aren’t scared of anybody.
Teachers to buy into a cultural shift. This will be the difficult work in front of us and will
likely take a long time to accomplish. This is a huge challenge and will take a strong
superintendent and board to address this problem.
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Top heavy with administration. They want to cut teachers and that is the last thing we
should cut.
Transition between levels. We fail miserably when kids move to the junior high level.
Desired Characteristics:
Accountable. Holds people accountable.
Broad shoulders.
Budgeting. Amazing with numbers.
Business understanding.
Collegial.
Communication skills are key.
Courage. A new view. Courage to do what needs to be done.
Culturally sensitive.
Diversity. Reflects that they have worked with the type of clientele like we have here in
Davenport.
Empowers others and then holds them accountable.
Experience as a superintendent.
Experience with at least one of the major issues we are dealing with.
Experienced administrator not necessarily as a superintendent.
Experienced in a school district of similar complexity and sophistication.
Family orientation.
Finance understanding. Solid foundation of financial management.
Financial acumen. Fiscally adept.
Goal setting and working collaboratively with the board to set key directions and
initiatives. Rather than seen different ideas and priorities.
Hands on. Hands on. Not afraid to get their hands dirty.
Hard working.
Integrity is everything.
Marketing and perception expertise. Strong communication and marketing background.
Personable.
Proven leadership.
Proven. What are their success? Proof that they have been able to produce.
Public relations oriented. We need a C.E.O. who understands how to grow the business.
Relationship builder with board members. Relationship builder with the school board.
Relationships. Builder of strong working relationships with both internal and external
constituents.
Resilient because they will need to make tough decisions.
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Sensitive and conscious of feelings of others.
Special education. Understanding of special education leadership.
Special education. Understanding of special education programs and laws.
Straight up person with accurate data and numbers.
Tactful.
Understands the delicate balance between discipline and appropriate discipline.
Visible both in the buildings and community.
Visionary.
Community Members
Strengths:
Affordability. Affordable housing.
After school programs and police liaisons.
Art Tate is one of the most Renaissance men I have ever met. Dr. Tate was the
consummate superintendent who genuinely cared. He was in the buildings and
everywhere.
Art Tate was terrific and forming strong relationship with community groups. Community
partnerships were nourished by Dr. Tate with many different organizations and the school
district and the Davenport Schools Foundation. He served on many boards of the
community organizations.
Art Tate. Superintendent Tate has taken the school district into the community building
bridges between the school district and community.
Big district which has much to offer because of the size (music program, arts academy).
Bully prevention program.
Capital resources are not a challenge-1% sales tax.
Challenges of poverty, transportation, health are recognized and the D.C.S.D. is attempting
to meet these needs.
Choices for students and parents. Choices available to students and families is great.
Citizens stay. Many citizens stay in Davenport over time.
City committed to dealing with issues equally.
City relationships. A number of councilmen supportive of district.
Collaboration. Good collaboration among five cities.
Communication has grown tremendously over the past two years.
Communication. Highlights good in Facebook/email but only goes to those who subscribe.
Community education and networking with organizations and non-profits is excellent.
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Community has a lot of resources.
Community input and interest.
Community leadership understands importance of school district therefore support.
Community member loyalty to district.
Community partnerships such as NAACP.
Community wants schools to succeed.
Community. Good things going on in the community.
Community. Innovative community. Resilient community. Welcoming community.
Cost of living is moderate.
Course and program options are robust and numerous; seven years of world languages.
Creative Arts Academy.
Crime rate. Lower crime rate than larger cities.
Curriculum and programs.
Curriculum. Number of intriguing curricular options.
District is positioned to be on the cusp of something great.
Diversity of community and school district.
Diversity of ethnicity and programming- something for everyone and needs to be
recognized as such.
Diversity of our school district, it is one of the great things about our Davenport Schools.
Diversity of our students economically and racially is far superior in Davenport contrasted
to other nearby school districts.
Diversity of students. Diversity of the community, students.
Diversity- only district in the county.
Diversity. Diversity. Diversity. Diversity.
Diversity. Economically/racially/religiously/linguistically diverse community.
Early Childhood experiences are very good and help give kids a good start to school.
Easy to meet people.
Economic development going well- new companies coming in.
Economy is in good shape in the community-2-1/2% unemployment rate.
Education. If you want a good education you need to go to graduate from one of our
schools.
Emphasis on reading by 3rd grade.
Engaged community today. Parents and community members that care about the
Davenport School District.
English second language program in place.
Expertise in the school district.
Facilities are second to none.
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Facilities.
Facilities. Old facilities yet improved facilities.
Families and students are amazing.
Family liaison positions, coaches, support staff in Title schools.
Family orientation. Great place to raise a family.
Family values are important.
Festivals throughout the quad cities every weekend.
Fine arts music programs and performing arts.
Fine Arts.
Flexibility and ability to change with partners.
Friendly area.
Funding. May be a change in school funding at the state level after the election.
Good working relationship with city of Davenport.
Graduates going on to colleges and universities is led by Davenport Central and Pleasant
Valley.
Graduates of our schools have a rich and diverse experience.
Green. Focus on “green initiatives”.
High school programs. Each of the three main high schools have a different specialty.
High schools. Diversity of the high schools. Each school has a unique set of offerings. This
is a unique and strength.
High schools. Unique personalities of each high school and personality.
Infrastructure. Good infrastructure.
Initiatives between the different buildings.
Leadership in the community. We have many new leaders of our major institutions in the
Quad Cities and they want to move forward. This is timely opportunity.
Leadership. Immediate pass leadership was exemplary in drive and passion.
Leadership. Strong leadership.
Librarians. Some librarians bring in diverse materials and others do not.
Location. Two hours from Chicago.
Mayor is pro-Davenport School District.
Median income around $48,000.
Mississippi River and its heritage.
Morale is high and positive culture overall.
Moving in the right direction in some areas.
Music is very important in this district which produces highly qualified students.
Music programs here are outstanding.
NAACP wants to be a part of addressing suspensions/expulsions.
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Opportunities for students.
Opportunities. Diversity of educational opportunities for students elementary through
high school.
Options for students and parents. Duel enrollment and high school choice within
Davenport.
Parents. Active group of special education parents who want to be more involved.
Parents/community members eager to be involved in district.
Partnership with community colleges.
Partnerships and networking is very good particularly in early childhood education.
Pockets of excellence and innovation from teachers and leaders.
Potential with this school district is great.
Pre-school program is great. Information distribution to parents and families is wonderful
by Pre-school programs.
Preschool.
Programs. Different programs such as the C.A.A. Families and kids from other school
districts are very interested in the C.A.A. and attending this program.
Programs. Many programs-creative arts academy, dual credits.
Quad cities are growing. Think of Quad Cities not just Davenport.
Real life here you are not insulated in a bubble like other school districts and communities.
Robotics program and welding programs are over the top great.
Rock Island Arsenal is here.
Scale. Our size is an advantage to provide programs.
Schools are a willing partner for the community.
Schools have playgrounds, sidewalks for bikes.
Size of district.
Socioeconomic diversity.
Solid Midwestern community.
Staff. Majority of Staff focused on student success.
Staff. Staff. Committed staff in some buildings.
State of Iowa investing federal money into different GEAR UP and students having
designated monies available for collegiate studies.
Students can succeed here.
Support to handle disproportionality issue.
Tax base growing.
Teachers with advanced degrees and it is far greater number than teachers in surrounding
school districts.
Teachers. Quality of some of the teachers.
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Technology and tools for students and parents within the school district is robust!
Technology is wonderful.
Technology.
Tradition and history of the district.
Traditions. Long history that has led to great music and art programs. Traditions!
Traditions. Long tradition of outstanding arts programs within the D.C.S.D.
Transformative changes in the quad cities.
Transportation. Easy to move from one point to another across the district.
Trust in Superintendent Art Tate.
Challenges/Concerns/Issues:
Administration leaders who do not send kids to our schools. Other districts require staff
to live in district.
Administration staffing. Is there a strategy to constant movement of principals? Is it time
to do something different?
Administration. Lots of movement of administrators within the district.
Administration. Movement of principals. Constant change with principals moved every 3
years. Principals are not given time to implement positive change.
Administration. Need to cut administrators.
Administrators. Responsiveness of administrators.
After school programming. District needs to see that all students have somewhere to go
for after school programming- coordinate with other community groups to develop a 24
hour program for kids.
Aging population.
Angry district to the public because we are always fighting the state, etc.
Athletics. Infighting and can’t get a full time AD.
Athletics-Underlying current regarding building of third HS which watered down athletics.
Need work on athletics.
Attitude. “This too will change and I will outlast the Supt”, etc. Need for change when
those who will stay know that those in authority will leave.
Attracting minority teachers to the D.C.S.D. and retaining them once they are here.
Behaviors with students and I don’t know how teachers can get through the school day.
Beliefs. Community held and national held beliefs of not valuing teachers and educators.
Beliefs. Tough work to change beliefs of staff and community.
Bilingual Parental partnerships with staff and administrators.
Bilingual programs and college/career prep.
Billboard does not reflect the percent ethnic diversity of the students.
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Budget. May need to close schools.
Budgeting. Huge amount of dollars spent to renovate new administration center instead
of taking care of kids who are now disbursed to far away schools and they cannot
participate in after school activities.
Budgeting. Need to RIF-is not being done.
Celebrate the successes and the amazing students/staff.
Celebration. Must celebrate what were good at: ACT students, fine art program.
Celebrations of success and morale building. Opening convocation is missing no fun runs,
absence of celebrations of success.
Change from school based decision making to a school district is a work in progress.
Change resistant.
Climate-Need to be a fun great place again.
Closing schools process is not transparent.
Communication. Decisions on assignment of resources is not clearly communicate.
Communication. Good news does not get out.
Communication. Greater push of positive communication on what’s good about
Davenport.
Communication. Need to do a better job of highlighting the positives.
Community members who want to participate on the front end rather than the back end
Community members. Failure to involve community members in decision making on the
front end
Community should be proactive in seeking information about school board candidates
before voting.
Competition between the Creative Arts Academy and Foundation is not healthy as they
compete for funding and grants.
Consistent Implementation of bullying anti-prevention strategies.
Creating pride of Latino community through the Curriculum district wide.
Crime. Community crime is bad. It is everywhere but media portrays us particularly poor
on this issue.
Cultural liaisons. Increase number of cultural liaisons- Vietnamese, Latino.
Curriculum. No curriculum focused on diversity of choice for the students to be engaged.
Customer service, customer service, customer service.
Customer service. On boarding of a kindergarten was not comfortable. Didn’t know where
to drop my kid off at school. Not a good experience.
Declining enrollment and closing of schools and the need to repurpose schools and not
close or abandon schools.
Declining enrollment will continue to be an issue.
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Declining enrollment.
Declining enrollment. No district/community meetings have discussed declining
enrollment.
Direction. Needs to be new direction and leadership.
Disproportionality.
Disproportionality. Challenges with disproportionality - If kids disruptive and of low
income, concern about just putting them back in the classroom
Disproportionality. Number of suspensions/expulsions for people of color.
Disproportionality. We are reacting and not being proactive.
District has not kept up with the transformative changes in the quad cities.
Diversity in leadership needed. Need diversity of thinking and ideas.
Diversity plan is in jeopardy of not being upheld by the State of Iowa.
Diversity. Appreciation for diversity should begin in elementary.
Diversity. Diversity. Diversity.
Diversity. Lack of diverse teaching core.
Diversity. Need to celebrate and value diversity to a greater extent. The community has to
demand that this occurs.
Diversity. Need to provide support system for socioeconomic issues which can be
interpreted as a “black” issue.
Diversity. Socioeconomic diversity.
Diversity. Working hard on challenges of diversity and need to not make excuses.
E.S.L. program is undermanned; students bussed to same school so not in neighborhood.
Early Childhood programs that are only funded for part the day and can’t meet the needs
of families with a part time approach.
Elementary Talented and Gifted (TAG) program doesn’t follow a prescribed curriculum.
Environmental change is needed within the District and in particular how we treat staff of
color.
Equity in building resources does not exist.
Equity office understaffed.
Finances and student numbers in the District are declining faster than in other districts.
Finances, getting a handle on our finances and our fiscal house in order.
Finances, Special Education and Disproportionality are issues.
Finances. Starvation diet of funding from the state of Iowa has hurt Davenport more than
other districts. Funding formula needs to be addressed.
Finances. Concern about financial records.
Finances. Getting less funds will not change overnight.
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Finances. Need for a financial audit/deep dive of finances should be done before
Superintendent is identified.
Finances. Need for financial forensic audit.
Finances. S.B.R.C. delayed decisions after a second presentation because of concerns with
district implementation of plan.
Finances. Systems and timeframes for submission of S.B.R.C. Information is not submitted
to board in a timely manner.
Financial crunch. Consider suiting the State of Iowa.
Focus on basics and basic services.
Focus on dropout prevention at the elementary level especially with Latino community.
Focus on the positive rather than competing against each other.
Food service. Providing nutrition through food service during/after school and on the
weekends.
Foundation and D.C.S.D. are not as tightly connected as needed.
Good Area Education Agency is not being utilized for special education or other services.
Handicap accessibility. No bathrooms that were handicap accessible near where her
daughter needed. No change room for daughter at West.
Home/behavior/safety issues follow students to school secondary level.
Image problem so families choose other districts.
Image problems.
Image. Everything on the internet says go to P.V. or Bettendorf when moving to the area.
Information available from the outside points you away from here.
Increase outreach and two-way partnership to minority parents and organizations.
Inequity needs to focus on a community wide solution and get to root causes of the
challenges.
Iowa has become a poor State. 41% of kids in Iowa are on free & reduced lunch and
Davenport has several schools at 100%.
Juvenile justice disparities and lack of follow through with training.
Marketing. Difficult to sell district.
Marketing. Incoming professional transferees looking for property look at test scores
online and they don’t compare with surrounding districts.
Marketing. Need to promote and market the positives of diversity, some are afraid of
diversity/differences.
Marketing. Pleasant Valley and Bettendorf uses all of the wonderful resources in our City
and we need to sell ourselves as a cultural urban city.
Media and press. The press (special education concerns) which perceives district to be one
with problems.
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Media centered on the negative and not the positive.
Media problems. Quad City Times published on how good Bettendorf is but no
publication to support Davenport.
Media. Impact and focus of media on Davenport schools.
Media. Families move in.... if students with I.E.P choose other districts because of
negative press coverage.
Media. Sensationalism of media which paints the district with a broad brush.
Media. The other school districts in our area are also struggling with issues but treated
differently by the media.
Meeting the needs of academically high performing students at the elementary and
middle levels.
Mental Health issues. Greater support for mental health issues.
Mental health. Need for mental health services for staff/students.
NAACP wants to be a part of addressing suspensions/expulsions and this involvement is
not at the level it should be.
Open enrollment that is going on and the flight of families to other school districts.
Organizational memory is poor.
Organizational alignment. Need improved organizational alignment of positions.
Organizational structure. Is Davenport a “district of schools” or a “school district”?
Out migration of students and funding. Davenport has increased the budgets of
neighboring district through open enrollment.
Out migration. Open enrollment from Davenport schools has legalized white flight.
Out migration. Role of concurrent enrollment and strong demand from parents for it.
Outmigration. People leaving district in droves if they can.
Parent - teacher conferences are not well attended particularly at the high school level.
Parent participation and lack of involvement in their schools.
Pendulum swing between site based decision making and district wide approach.
People like their school but not necessarily the district.
Perception by community.
Perception of move-ins that Davenport is not the place to live.
Perception that Davenport taxes are higher.
Perception. District has a perception problem.
Planning. Challenge to come up with a 5 year plan. Four attempts.
Poor people in our district bring poor problems with them.
Pregnancy dropout prevention program.
Preschool expansion but some need a full day program.
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Programs. Mom lives in South Dakota because there is not program for their daughter
here in Davenport.
Quit circling the wagons and shooting in.
Race is a hot issue in our community.
Realtor websites that are not accurate. They base their ratings on two things average test
score and class size.
Realtors deliberately steer people away from the Davenport School System.
Realtors push people out of the district.
Realtors sort and direct people to other school districts.
Recognition. Provide national/state recognition opportunities for students who are
successful whether in GT or not.
Recruitment. Advocated flight of families with active recruitment from other school
districts. Story of a school board member from another school district recruiting a family
member.
Recruitment. Need new developments, schools and programs to entice young families to
stay here in Davenport.
Recruitment. Private school recruitment.
Relationships. Layers of administration and disconnect between school board members
and administration.
Relocation. This is not the target area for most people moving to the area.
Resources not always present for placement of students following disciplinary hearing.
Retention of students. Challenge of keeping kids.
Sameness of a school district does not fit anymore.
School closings. Constant conversation regarding school closures.
School closings. High poverty schools (South of Locust schools) have been closed so no
neighborhood community. These kids have been labeled by staff as the reason for school
problems.
School closings. Threat of closing schools
Security for all stakeholders-students, teachers, bus drivers /Keystone and some others.
Segregation. Increasing economic and racial segregation of Quad Cities. Those from
wealthy areas do not want to have anything to do with Davenport.
Site based decision making.
Size of the school district is both a challenge and an opportunity. Difficult to move
everyone quickly but able to provide many diverse programs.
Special Education. No special education teacher collaboration time.
Staff don’t send kids to our schools.
Staff Fear African American males.
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Staff knew that there was disproportionality yet not addressed.
Staffing. Need staff who have worked with children of color.
Staffing. Need to hire minority teachers/staff.
State funding compared to other districts.
State funding formula. District should sue the State of Iowa for funding equity.
Student achievement.
Student Bullying.
Students needing resources in non-Title buildings. They don’t have the same resources as
those in Title buildings.
Students. Get more students involved in STEM related courses.
Students. Push students in the middle to the next level.
Teachers feel fewer resources in the schools and more at central office.
Teachers need skills to address special education.
Teachers. Negatives from teachers about the district/students.
Teachers. White female teaching staff have a mindset regarding diversity that needs to be
changed.
Teaching staff. Diverse teaching staff is needed.
Test scores.
Treatment. Concern regarding equal treatment for all.
Trust issues between families and schools exist.
Trust. Build trust with Bilingual parent and hold meetings.
Underrepresentation of minority populations within the preschool.
Underutilizing community service providers in a more systemic way and not just individual
principals setting things up.
Urbanization. Need the right person to handle the challenges of urbanization
Urbanization. School district has not adapted to us being more urban.
Utilizing expertise of community members….appropriately.
Volume of work the superintendent will need to do.
Worthless hash tag created a negative view of the school.
Worthless hash tag. Student created slogan.
Desired Characteristics:
Ability to identify nonnegotiable issues for the schools and hold them accountable.
Academic focus and early childhood development.
Accessible.
Accountability of others to perform as expected.
Active in the community. Art had great respect.
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Active participant.
Address challenges but talk about the good things going on.
Advocates for everyone and not reprimanded when they do so.
Aligns all positions and departments.
Appreciation for what goes on in the classroom.
Approach. Must be more horizontal than vertical in their approach. Sensitive to what’s
happening in the schools first.
Back bone. Guts. Tough. Thick Skin.
Belief in education for all students regardless of race, gender, disability.
Belief that all kids can be successful.
Best practice focus. Identifies the best practices and sends them across the school district.
Change agent who makes tough decisions and sticks with them.
Character. Charismatic. Interesting. Committed. Student-centered. Engaging. Fireball.
Knowledgeable of curriculum, research. Astute in pedagogy. Research based.
Children who attend the Davenport Schools.
Collaboration mindset.
Collaboration. Needs to meet with our community leaders and our city administrator on
a regular basis.
Collaborative. Committed. Innovative. Ethical. Trustworthy. Listener. Vision.
Transformational. Experienced. Persistent. Resilient. Driven. Visible. Relational.
Systemic. Systematic.
Commitment to the community as a whole.
Commitment. Ownership and commitment to the community. Long term commitment to
the community.
Commitment. Really wants the job. Someone who wants to be here and wants to see us
grow as a District.
Committed and not here to punch a stamp and move on.
Committed to the community and school district.
Committed. Willing to be part of the community.
Committed…not a resume builder.
Communication skills (listens/shares) with staff, public.
Communication skills. Good communication skills.
Communication. Articulate passionate cheerleader for the district.
Communication. Communicator. Clear communication.
Compassion for minorities.
Compassionate, inclusive, kid focused. Compassionate.
Complex issues. Ability to deal with large complex issues.
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Comprehensive leadership skills.
Consistent. Believes in consistency across the district. Fair and equitable.
Cooperative, healthy, working relationship with the City of Davenport.
Creates a cooperative environment.
Creative not rigid.
Creative. Look at options outside of an increased police presence in schools.
Cultural competence.
Culturally sensitive. Background of dealing with different cultures.
Cycle of poverty understanding.
Delegate and trust while leading.
Disproportionality, understand and addresses the issue.
Diverse training.
Diversity and understanding diversity in its many different forms; economically, racially
and culturally.
Diversity. Belief in diversity.
Diversity. Celebrate/Understand economic/diverse population.
Diversity. Someone from a diverse district.
Diversity. Time for a black/brown Supt so that children see someone who looks like them.
Diversity. Willingness to achieve diversity.
Dr. Tate. Loved Dr. Tate. He was always engaged and every child knew Dr. Tate. He set
his office hours so that he was out in the buildings during the day. Someone like Dr. Tate.
Economic challenge. Finance experience.
Energetic. High energy level for a demanding position. Someone who goes above and
beyond and is embracing of all.
Energy. High energy to fight all of the battles needed.
Ethical.
Expectations. May need to have realistic expectations for a younger Supt with children.
Experience in Iowa and it might be nice if they didn’t have experience in Iowa.
Experience in the classroom.
Experience with diversity
Experience. From a similar community.
Experience. Previous experience in a similar size district/community.
Finance background. Understanding of funding model or commitment to get up to speed.
Finance understanding.
Financial acumen.
Focus and is bothered by out of school suspensions.
Focus on Accountability.
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Focus on special needs kids while working with parents.
Focus. School district focus and not a school site decision making advocate.
Follow through.
Fresh cheerleader.
Fresh set of eyes will bring in new yet internal can hit the ground running.
Genuine. Integrity.
Growth mindset for staff and children.
Growth orientation. Must be able to grow a world class district.
Honesty.
Inclusive in bringing others in to help with issues.
Inclusive of all stakeholders not just the “loud ones”.
Innovative thinker. Innovative.
Interesting and someone we want to rally around.
Involved in the community and is a cheer leader for the D.C.S.D .and the Foundation.
Kids first, always.
Leader at heart who supports leadership team.
Leadership and engagement with faculty and staff. Interaction and relationship building.
Leadership skills.
Legislative advocate.
Listen to those for whom the district is not working.
Literacy concerns. Ability to address literacy concerns.
Long term Superintendent.
Media savvy. Understands that Davenport is the media center of the area.
Motivator.
Multi-diverse area or background.
New ideas.
Non-negotiable as a leader that they will demand of all.
Not change for the sake of change but consider the why and the impact.
Open door.
Out of the box thinking.
Outside. Someone from outside.
Outsider. Need an outside person because too much politics within.
Outsider. Someone outside of the district.
Partnerships. Willingness to continue to build partnerships.
Passion for students.
Passion.
Patience with change.
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Pedagogy. Understands the latest thinking and research in pedagogy.
Philosophy that every student can be successful.
Political savvy.
Proactive rather than reactive approach to issues.
Proactively involves with engaging other county, city and board administrators.
Proponent of kids staying in the classroom.
Public figure.
Race related issues and is comfortable with taking on these issues locally even though this
is a major bigger problem in our nation.
Recognizes and meets the needs of everyone. Meets the needs of everyone and all of the
different kinds of students that we have here in Davenport.
Relationship builder with internal and external stakeholders.
Relationships. Desire to get to know and work collaboratively with community leaders.
Relationships. Must have a strong relationship with the city of Davenport.
Relationships. Willingness to respect subordinates and the progress they’re making yet
hold them accountable.
Reorganization experience. Need to address closing some buildings and at the same time
building new in areas of growth and the impact these closings have in families with limited
resources.
Residency. Children should attend Davenport Schools.
Residency. Children should be in Davenport schools.
Residency. Requirement to live in Davenport.
Residency. Should not send his/her children to other school districts
Residency. Someone who lives in the district and will send their children here.
Residency. Superintendent should live in city/school district.
Resources. Willingness to build resources.
Respect of the staff.
Results oriented. Someone who implemented changes which resulted in a diverse district.
Seeks/accepts input.
Sense of humor.
Someone willing to do the right thing even though may not be able to see it through.
Special Education background.
Staffing. Making sure that the right people are “on the bus”.
Staffing. Seeks the very best diverse staff instead of “good old boys”.
Stands up and takes responsibility
Step out of the box ability.
Stops expelling kids because it means “they’re not learning”.
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Strategic planning skills.
Student centered.
Student experience needs to be addressed from a perspective of 24 hours.
Student focus. Understands student needs.
Superintendent’s children attend Davenport Schools.
Supports staff.
Taxpayers must be a part of the conversations with the city and district.
Team builder. Ability to create a strong team.
Team decisions making.
Team-builder.
Tenacity and willingness to go out on a limb to advocate for the students.
Treats all students alike.
Trust builder. Build an atmosphere of trust with community.
Trustworthy.
Turnaround specialist. A turn around Superintendent now who takes tough steps and then
to be followed by a long term Superintendent.
Understand what relationships in a bi-state system means.
Understanding of mental health issues.
Understanding what the community has to offer to assist with the schools.
Understands that Davenport is part of a larger community but competes with them.
Understands the challenges.
Value opinions of principals, teachers who have had their hands tied.
Values questions above the right answer.
Vigor.
Visibility within the district.
Visible both internally and externally in the community is very important.
Visible. Devote significant time in schools with kids (unannounced).
Visible. Time in schools.
Vision to deal with at-risk populations to increase their success.
Vision. Clear Vision which can be fluid but does not constantly change.
Visionary in creating pathways for students for further education or entrance into the
workplace.
Visionary. Possess Clear vision/goal.
Willing to meet with/listen to community.
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Parents
Strengths:
Administration. Some strong principal leaders but not all.
Classroom teachers.
Connections to programs for kids.
Diverse community.
Facilities. Auditoriums in high schools.
Facilities. Nice pools in all high schools except Mid City.
Honors program was terrific but not offered again this year at Wood.
Online schooling for retention office is not judgmental and is welcoming environment.
Para-professionals don’t get enough credit for the work they do in the school district.
Parents. Involved parents.
Perception of the school district is not consistent with the reality.
Social networking. Good social network outside of school environment.
Teachers and educational staff are great. Lots of programs.
Challenges/Concerns/Issues:
A board member referenced a kid “Tommy terror”.
Administrators do not share negative information with the board.
Athletics. Lack of participation by students in athletics. Our son went out for football and
had only 17 out for the sport.
Behavior programs are handled differently from school to school.
Board president “if you don’t like what we’re doing sue the district”.
Communication is not good.
Communication. The notice of these meetings was totally absence.
Financial inequity within the district.
Focus on what’s best for adults not the students so programs are moved.
Movement of principals.
Principals do not want parental input.
Recognitions. Rewarding kids for behavior improvement with a pizza party but a students
with a 4.00 grade point average gets an email and little recognition.
School board is a challenge. Some haven't sent their kids to public schools.
Special education dropout rates- information not included in district reports.
Special education. Denial of special education concerns in audit.
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Student behavior. Too many fights.
Students that are doing well are sometimes lost in the shuffle.
Teacher climate not good.
Teachers are not able to advocate for themselves.
Transparency from school board/administration.
Two house philosophy: one house emphasized by district/board has specialty areas;
second house- students of color who are most likely to be disciplined, (“the poor people
are the problem”-teacher), disabled and poor in this house.
Unspoken rule that no one would be fired.
Values skewed toward athletics.
Desired Characteristics:
Accountability. Able to hold administrators accountable.
Brave and willing to handle tough situations.
Budgeting expertise. Not afraid to make financial and staff cuts that will benefit the kids.
Challenges students, all students.
Commitment to the school district and community.
Honest.
Relationship builder. Ability to rebuild relationships.
Residency. Superintendent’s kids should be in our school district. They need to have
some skin in the game.
Strong person who values parents, community and kids.
Staff Members
Strengths:
Diversity.
Everybody, no matter what job they have, is key to making a difference in the district.
Expanded early childhood opportunities.
Focus on the child.
Inclusion of para-educators in the process is a great change.
Moved from a K-12 District to a Pre K – 12 Districts. Hats off to the leadership for this.
People. Great place to work. Great school district. Good people work here. People are
committed here to doing good work.
Professional development and professional development for the early childhood staff.
Professional Learning Communities leadership is terrific. Mentor teachers are awesome.
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Reputation for fine arts.
Size of the district affords opportunity to offer a breadth of programs
Workforce.
Challenges/Concerns/Issues:
Administration. Top heavy administration.
African Americans not treated fairly or given an opportunity.
Budgeting. Failure to monitor administrative spending.
Disparate treatment. Some children are not served as well as others.
Disparity with African American children and achievement gap.
Diversity of staff is needed.
Funding and special education is needed in the early childhood.
Lack of interpreters in early childhood.
Leadership. Some leaders have had too much autonomy.
Marketing. Highlighting the great things that are happening in our school district. We are
missing opportunities to highlight great things already happening in our school district.
Media is very unfair to others compared to other school districts.
Mental health help is acutely needed in early childhood.
Mental health issues are acutely needed in early childhood. Stories of kids traumatized by
dad.
Needs are getting greater and our resources are shrinking.
Outreach resources are needed as are additional para-educators.
Parent involvement is needed and getting them to take ownership of their child.
Poor treatment by staff does not result in repercussions.
Potty training of kids even five year olds. It is not a requirement for kids to come to pre-
school potty trained.
Poverty. Some of our kids don’t have underwear, coats or enough to eat and it is getting
worst every year.
Retention of families could be improved.
Social emotional issues are acute and growing rapidly.
Societal issues are more acute.
Staffing. Need for reduction in force.
Stagnate workforce.
Student behavior. Kids with no borders of boundaries when they come to us.
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Desired Characteristics:
Compassionate.
Diversity population and background of experiences.
Fairness. Proactive. Dynamic. Motivator. Honest. Respectful. Invested.
Knowledgeable. Communicator. Leader. Follow-through. Outsider.
Financial background. Ability to make tough decisions around finances.
Firm but caring.
Presence in early childhood programs.
Someone like former superintendent Almanza.
Understanding of early childhood and why there is value in early childhood.
Unity building. Ability to unite the board.
Visible in the community and schools.
Willing to fight like Dr. Tate did.