Consultants present leadership profile from superintendent search survey, emphasize trust and special-education experience

Consultants from the Cave search firm presented a leadership profile to the Farmington Board of Education on April 8 as the district moves toward selecting a successor for the retiring superintendent.

The profile summarized interviews, focus groups and an online survey conducted March 17–April 1. “You had 14 interviews and focus groups with 66 people and 260 survey responses,” the consultant Mary said, noting 326 total participants. Jack, a Cave consultant, and Mary said the most-cited strengths were the quality and dedication of teachers and administrators, academic rigor, innovation and strong community involvement.

Why it matters: the profile will shape candidate screening and interview questions and gives applicants a snapshot of what residents, staff and families say they value and expect of the next superintendent.

Key findings and context: the consultants said respondents repeatedly praised the district’s teachers and administrators and highlighted high academic expectations and a “spirit of innovation.” Among specific strengths the profile lists: special education collaboration, music/arts programming, extracurriculars, and community partnerships that provide mentoring and internships. Mary summarized: “Building trusting relationships with students, staff and community is by far number one.” Jack added that the student focus and evidence of academic preparation for postsecondary study stood out in interviews.

Challenges for candidates: the consultants reported special-education funding and staffing as the single most-mentioned concern in the survey (44 mentions), along with teacher retention and morale, resource pressure related to the local “Farmington Way” of delivering strong services on limited budgets, student behavior and discipline, and the political pressure facing schools. “If teachers are burning out,” Jack said, boards should consider “exit interviews” to understand reasons staff leave.

How the profile will be used: cave staff said the document is intended to guide the search committee’s screening and interview work and to give candidates a realistic view of district priorities. Applications were due the day after the meeting; the search committee will use the profile in screening and to develop interview rubrics.

What board members asked: trustees asked about timing and possible “recency bias” because some survey responses followed recent local events; Cave replied that any snap‑in‑time survey is a snapshot but asserted the combined results from interviews, focus groups and the survey are representative. Board members also asked about turnout; Cave said response rates were “above average” for a district this size, with stronger online survey participation than focus-group attendance.

Next steps and timeline: the search committee will screen applications and return to the board with candidate shortlists and interview plans; the profile will be made available to applicants as part of the packet the committee provides to finalists.