Superintendent should be accountable

EDITOR,
This week, the Scotts Valley Unified District’s school board is considering whether to extend the superintendent’s contract by another year (it currently runs through 2012.) At last week’s public review, the district received a teacher survey that gave Susan Silver, the superintendent, a failing grade. The union anonymously polled 120 teachers with an online survey four days before the review, and about 57 percent of recipients responded.
More than 92 percent of the teachers felt that Silver failed to foster high morale. Further, 84 percent felt the district provided no meaningful staff development; 85 percent found the superintendent unwilling to hear constructive criticism; and 63 percent said she fails to communicate well. The numbers can only be interpreted as negative.
In addition to dissatisfaction among the teachers, students and parents from all schools approached the superintendent earlier this year to offer their ideas, support and assistance in an effort to prevent class size increases and teacher layoffs. As a model, the community pointed to Cupertino School District’s novel campaign to raise more than $2 million to offset cuts. Rather than welcome the help with open arms, Silver and the board rejected the support. So while Cupertino schools worked with the community and raised more than $2 million, our superintendent stifled parents’ enthusiasm, allowed layoffs to happen, increased class sizes again and still projects a $950,000 deficit.
Silver herself stated she does not know where to make additional cuts to balance the budget. The board’s fiscal responsibility should start with not entering into a high-cost, three-year employment contract with a controversial superintendent when there are insufficient funds to pay for it. Silver should remain accountable on an annual basis just like teachers and programs. It would be fiscally irresponsible to do otherwise.
How can our schools thrive when 92 percent of teachers polled agree the superintendent is failing at maintaining the morale of the district’s most valuable employees? How can our generous community trust leadership that dismisses its help? How can the board defend extending a contract they cannot afford?
An extension of Silver’s contract sends the wrong message. Let’s focus instead rebuilding trust with the community whose support is essential to making the progress everyone desires. The district’s challenges are significant but surmountable with positive leadership that knows how to listen to those they serve and treat key stakeholders with respect.
Derek Timm, Scotts Valley