The following article was written by Dick Williams, superintendent of Pioneer Union and Gold Oak Union school districts. Williams has worked in Pioneer for 21 years, serving as superintendent for the last 10 years. This is the third year of his shared superintendency with Gold Oak. Williams wrote this article for EdCal based on his experiences.
While shared or joint superintendencies are not common, there are scenarios where they can and do work well. They are not, however, for everyone. With the pervasive but inaccurate public perspective of districts being top heavy with administration, it is important that superintendents study this area as a way to create efficiencies or to provide factual evidence of the inaccuracy.
The Pioneer Union and Gold Oak Union school districts are in the southern section of El Dorado County. These rural districts have faced declining enrollment for a decade, yet have managed to maintain and create new programs for students in addition to receiving Distinguished School and other award recognitions. With a combined size of 280 square miles, most of which is uninhabited forest, the districts are the largest employer in their area, with a premium wine industry being second.
The Pioneer district has a total budget of $3.7 million and comprises two elementary schools serving grades K-5, one of which is a necessary small school, and a middle school for grades 6-8, serving a district total of 450 students with a combined staff of 50. Gold Oak USD has a total budget of $5.6 million and comprises one elementary school for grades K-5, one middle school for grades 6-8 and a fine arts based charter school for grades 4-8, serving a district total of 680 students with a combined staff of 48.
Even though the districts have a common boundary, they represent two distinct cultures with two distinct histories and two distinct boards. Having a reputation for stability, creativeness and excellent fiscal management, the Pioneer board was approached by the Gold Oak board, which faced declining enrollment, a very stressed budget, a retiring superintendent and a lack of funds to attract a candidate with the experience the district needed. Working with County Superintendent Vicki Barber, both boards explored the possibilities of a shared superintendent.
Of course, I had to be interested in such a concept. The result was a system where Pioneer maintains the superintendent’s contract, then operates under a Memorandum of Understanding with Gold Oak, essentially subcontracting superintendent services. This situation saves each district substantial costs for superintendent services and facilitated my desire for professional growth and challenge without having to leave the area for another position. In addition, my salary was increased.
Yes, it is twice the responsibility, it is stressful, it is challenging, it is working and I am enjoying it and no, it is not twice the pay.
Since the districts are close I can be in either district office within 15 minutes. On some days I divide my time by morning and afternoon and, as needed, for full days. In a profession where “you are never done,” this does become a challenge of managing tasks, needs, meetings and responsibilities. Efficiencies arise by sharing materials, staff and knowledge. Our transportation supervisor serves three districts, our IT person serves both districts and our support staff share ideas, information and projects when appropriate.
If we have a great system working in one district, there is no reason for the other to create its own.
My goal is to have as many systems, operations and procedures uniform while respecting the uniqueness of each district and the corresponding district cultures. People often ask if the districts should or could unify. Each board represents a unique community. Just as each community, no matter how small, desires their own U.S. Post Office, which gives it an identity, each district and board desires to maintain their identity and independence. With board members who do not receive any pay or stipend and a system that is efficiently administered with minimal staff there may be no fiscal benefit to unifying.
The position of shared superintendency is not an easy one. You must keep your mind clear as to the unique goals and needs of each district. While the number of combined employees is closer to a middle size district, the two unique cultures are a challenge. Having served the Pioneer district for 21 years, I am a known entity and trusted. Coming in new to Gold Oak meant I had to prove myself, demonstrate my leadership style and earn the trust of staff and community. With the districts being so close geographically I expected this to be easier than it was. It is critical to maintain a consistent style and demonstrate your personal integrity if you are to gain trust.
Small districts are a professional challenge in many ways. While there are fewer students and fewer staff, the responsibilities, mandates, reports, policies, procedures, contract issues and community expectations are the same as those of large districts. Having incredible support staff in both districts and a great county office makes this job do-able.
Some unique tasks that I have include writing Consumer Confidence Water Reports for our wells, dealing with Fish and Game when two mountain lions cubs moved next to a campus, helping save a panicked deer who had run into a stair railing and lodged his head between the rails (we used my car jack to spread the rails), canceling school due to snow in one district and for lack of power in the other – on the same day, implementing change to enthusiasm in one district while receiving resistance in the other, and operating on two separate CTA and two separate CSEA contracts.
I remain directly involved in site administration, assisting with student discipline, monitoring two district budgets, directing maintenance and operations personnel, co-directing technology projects and updates, training new administrators and passing out birthday certificates to K-5 students (one of my favorite things). In small districts, what management and administration you do have, all wear many hats for the many tasks that must be completed.
School administration is challenging. The life of a superintendent is never dull. In rural areas it often resembles being a mayor, even helping settle landowner disputes over road access when people prefer the schools involvement over that of the sheriff. While the job is not easy, it is manageable.
As districts continue to experience declining enrollment, it may become more common to share superintendents, transportation directors, fiscal officers, food services, maintenance directors, etc. The task is to be efficient and effective while maintaining that uniqueness which defines each district.