The meeting emphasized the importance of the superintendent role and the influence it holds over the future of Westport Community Schools. With the search subcommittee engaged, discussions unveiled an intricate plan to handle the candidate selection process efficiently. A pool of ten applicants has been received, and an initial screening by the HR director will determine their eligibility based on predefined qualifications. Following this, the subcommittee will select semi-finalists for interviews. The chair underscored the need for strict confidentiality during these proceedings, with members required to sign a confidentiality agreement to ensure candidate privacy.

A significant portion of the meeting was dedicated to discussing the interview process. The plan involves allocating 60 to 90 minutes per candidate, with introductory questions posed by the chair followed by individual queries from the subcommittee members. To streamline discussions and avoid redundancy, members are asked to submit written questions ahead of time, although they retain the opportunity to ask follow-up questions during interviews. This method aims to foster a fair and comprehensive evaluation of each candidate.

Another notable topic was the decision not to rank the finalists before presenting them to the full school committee. This approach is intended to enhance public involvement, allowing for open interviews with the finalists. The committee anticipates reporting at least three finalists to the full board, although more may be considered if deemed necessary. Concerns were expressed regarding potential public perception issues with ranking, emphasizing the importance of transparency and community feedback.

In parallel, the committee is exploring the value of gathering input from families and staff on the desired qualities in a new superintendent. While not directly within the subcommittee’s remit, such feedback could inform the selection process. Suggestions included using a streamlined survey, categorized by themes such as curriculum and district leadership, to gather relevant insights without overwhelming respondents.

Financial considerations also featured in the discussions. Conducting the search in-house is projected to save the district between $25,000 to $50,000 compared to outsourcing. There was confidence that this approach would yield effective results, with the added possibility of committee members participating in site visits for finalists, should these visits occur.

The committee recognized the risk of losing potential candidates to other opportunities if delays occurred. The established schedule aims to ensure a prompt yet thorough selection process, balancing the need for expedience with the importance of community engagement.