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Board rejects proposed Director of Community Engagement role amid concerns over cost and necessity
Summary
A proposal to create a certificated management position to centralize complaints and communications drew public skepticism and trustee split; the motion to establish the director position failed after debate over cost, scope, and whether the work could be done by existing staff.
The board considered a proposal on June 24 to create a new certificated management position — Director of Community Engagement and Resolution — intended to centralize family complaint resolution, investigations and district strategic communications. Staff recommended placing the role at certificated management salary range 21 and funding it initially with one‑time block grant dollars.
Public commenters questioned whether a high‑paid administrator would solve long‑standing cultural and transparency issues; Scott Davidson called the role a ‘‘crisis manager’’ better addressed by cultural change. Other community members said they valued improved outreach but were unsure the position would produce better results than existing staff.
Trustees debated practicality and cost. Supporters said an experienced administrator could triage complaints, provide consistent messaging in an era of rapid social media reaction and free principals and cabinet to focus on instruction. Opponents said the district could reassign existing staff or hire a lower‑cost TOSA/liaison and stressed classroom dollars should be prioritized. Concerns about creating a permanent managerial position funded with one‑time grant dollars also surfaced.
When the board voted on the motion to establish the position and place it on the certificated management salary schedule, the motion failed. Trustees who opposed cited the expense, insufficient evidence that the role would deliver better outcomes than alternatives, and the district’s current fiscal context.
What it means: The district will not create the director position at this time. Trustees asked staff to consider lower‑cost alternatives and to look for ways to triage complaint workloads without creating a new permanent management line.
Follow up: Staff indicated they could explore other options — additional liaison roles, reallocation of duties among existing staff, or temporary hires — and report back to the board.
