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Lockport board hears three superintendent‑search pitches; members say HYA stood out
Summary
Three search firms — IASB, HYA and BWP — presented different models for the district’s superintendent search. Board members praised HYA’s data‑driven outreach and performance‑based interviews, flagged fee inconsistencies from one bidder, and agreed to collect written rankings before selecting a firm and negotiating a contract in July.
The Lockport Township High School District 205 board heard presentations from three superintendent‑search firms on the evening’s agenda, and several board members said a private firm called HYA left the strongest impression.
Carmen Ayala of the Illinois Association of School Boards told the board that “it is the board that hires the superintendent,” and described IASB’s statewide recruitment network and survey‑and‑focus‑group approach to building a leadership profile for applicants. Kevin Carey, a retired superintendent who co‑led that presentation, said IASB posts vacancies through a 17‑state application network and performs virtual screening interviews to narrow candidates for boards.
Representatives of HYA emphasized a four‑step process that begins with stakeholder engagement, develops a leadership profile, recruits and screens candidates, and supports a six‑month transition and mentoring program for the new superintendent. Brian Harris of HYA described HYA’s analytic matching and said the firm uses performance‑based second‑round interviews so “you have great choices to make.” Board members said the firm’s presentation felt tailored to Lockport’s “Porter Pride” identity and noted HYA’s emphasis on student and stakeholder input.
BWP & Associates, which billed itself as a long‑standing, relationship‑driven firm, outlined a similar engagement/focus‑group/recruit/transition model and proposed mentoring as part of its service. BWP presented a cost estimate the board summarized in the meeting materials as a base fee of $21,600, with a modest administrative estimate and a proposed marketing/advertising allowance of roughly $1,000.
During Q&A, board members and students pressed firms on how to reach seven feeder communities and underrepresented groups. HYA and BWP both described multilingual surveys and in‑community focus groups; IASB emphasized survey aggregation and stakeholder forums. Several board members also asked about confidentiality: firms said candidates remain confidential until the finalist stage and that closed sessions will be used for personnel discussions.
Several board members praised HYA’s presentation style and outreach plan. Board member Tammy Hayes said she preferred HYA’s “energy” and focus on stakeholder reach; another member said HYA’s performance‑based interviews and rigorous survey design stood out. BWP drew positive comments for its mentoring offer and local high‑school experience; one board member noted BWP’s materials contained differing price figures and asked staff to confirm the correct contract amount before finalizing any selection.
Next steps, the board said, will include collecting written feedback from absent members and aggregating board rankings; the selected firm and a written contract are expected to be brought back for a vote in July. Veronica Shaw, the board president, closed the discussion by directing staff to compile the board’s notes and prepare a draft contract for the firm the board chooses.
The presentations and the board’s discussion do not constitute a contract award; any selection will be subject to a future formal vote and a signed agreement.
