Edina Schools Board Launches Superintendent Search Process
The Edina Public Schools Board of Education held a work session on January 6 to advance its superintendent search and review community survey results. The board approved moving forward with four executive search firms to find a replacement superintendent, while also learning that residents remain largely satisfied with the district despite concerns about rising property taxes.
The board unanimously approved its meeting agenda and took no formal votes on major items, instead reaching consensus on next steps. The most significant action was approving a request for proposals (RFP) to four executive search firms—School Exec Connect, Hazard Young, ران Associates, and BWB Associates—to help identify the next superintendent. The board will review detailed information about each firm's qualifications and costs at its January 21 work session, with the goal of completing interviews by late January.
The Governance Committee identified three potential pathways forward: hiring an interim superintendent (pending contract negotiations with St. Paul Public Schools), engaging a search firm, or evaluating internal administrators. Board members discussed whether to emphasize regional candidates or remain open to national searches, ultimately favoring a regional focus while staying open to exceptional national candidates. The committee noted that Minnesota superintendent searches typically take 3.5 months and that Edina's reputation as a "marquee district" should help attract strong candidates despite challenges like salary differentials and a shrinking pool of interested administrators.
In a separate presentation, surveyor Peter Letherman shared results from a November 2024 survey of 400 residents and 400 parents. The survey found 90% favorable ratings on education quality—down from 93% in 2020, though Letherman noted this decline mirrors statewide trends following the pandemic. Community trust in district financial management was strong at 80%, well above the state average of 59%. However, 28% of respondents cited high property taxes as a concern, a significant shift from 2020. On a potential bond referendum, 58% of respondents were persuadable, with majority support for all four proposed purposes: safety and security (78%), early learning (73%), transition programs, and sustainability.
The board also received an informational presentation on proposed academic calendars for 2026-2027 and 2027-2028. An 18-member calendar committee developed schedules that begin the week before Labor Day and include strategically placed professional development days aligned with cultural observances. The board will discuss the calendars further in February and vote on them in March. The board postponed its winter retreat, deciding it would be better timed after the superintendent transition is complete.
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Votes (7)
Approval of Meeting Agenda
Dissent: None
Moved by Unknown [0:20:10] · Seconded by Unknown [0:20:10]
Chair called for motion to approve agenda for January 6th work session meeting. Motion was made and seconded without discussion.
EPS 2024 Resident Survey Results Presentation
Dissent: None
Peter Letherman presented comprehensive survey findings showing 90% favorable rating on education quality (down from 93% in 2020 due to shift from 'excellent' to 'good' ratings). Survey revealed high community trust in district financial management (80% favorable vs. 59% state norm), strong support for broad curriculum and academic excellence, and 46% perceiving positive momentum compared to three years ago. Key concerns identified: high property taxes (28%), staff shortages (14%), and lack of funding (9%). On potential bond referendum, 58% of respondents were persuadable, with median support at $12/month ($150/year). All four proposed funding purposes (safety/security, early learning, transition programs, sustainability) showed majority support, with safety/security at 78% and early learning at 73%.
Superintendent Search Process and Governance Committee Update
Dissent: None
Governance Committee (Chair, Dan Arum, Eric Allenberg) presented findings from landscape analysis of superintendent hiring market. Key challenges identified: shrinking superintendent candidate pool due to position stress, reluctance of licensed administrators to pursue superintendent roles, difficulty attracting out-of-state candidates due to salary differentials (out-of-state superintendents earn $100,000+ more), and many long-tenured superintendents at larger districts nearing retirement. Assets identified: Edina's reputation as 'marquee district' across Minnesota, functional and desirable board, ability to attract robust candidate pool, and average Minnesota superintendent search duration of 3.5 months (range 3-6 months). Committee recommended vetting three search firms: School Exec Connect (used previously, strong Minnesota/Edina knowledge), Hazard Young (national firm, finalist in previous search), and ران Associates (top-ranked national firm, local Iowa presence). Board discussed whether to emphasize in-state/regional candidates versus national search, with consensus favoring regional emphasis while remaining open to exceptional national candidates. Committee recommended keeping search oversight with Governance Committee rather than creating separate task force to avoid open meeting law violations and bandwidth issues. Three potential pathways identified: (1) interim superintendent route pending contract negotiations with St. Paul Public Schools, (2) search firm engagement with tentative interview completion by end of January 24th week, (3) evaluation of internal administrators. Board approved moving forward with four search firms (added BWB Associates) for RFP process, with detailed firm information and cost estimates to be presented at January 21st work session.
Academic Calendars for 2026-2027 and 2027-2028 School Years
Dissent: None
Calendar Committee (18 members including staff and parents) presented proposed academic calendars developed through iterative feedback process. Both calendars begin week before Labor Day (accommodating 6 remaining years of summer construction exceeding pre-Labor Day limits per board parameters). Key features: (1) Two K-5 connecting assessment days moved from Monday-Tuesday to Friday-Monday to allow Tuesday data review; (2) Three data days (post-semester 1, end of year, floating teacher data day); (3) Two-day MEA break, three-day Thanksgiving break, two-week winter break, one-week spring break; (4) Balanced semesters (2626-27: 84 days semester 1; 2627-28: 85 days semester 1); (5) No-student days on November election day and March primary election day (2627-28) for building safety as polling places; (6) One early-fall PD day aligned with cultural observances (Yom Kippur in 2626-27, day before Rosh Hashanah in 2627-28); (7) Tuesday after President's Day as PD day to create four-day weekend and balance Monday absences; (8) Spring break and PD conference days strategically placed (March for elementary, late April for middle school). Board discussion focused on Ramadan/Eid accommodation in March 2627 (Friday no-student day with Monday-Wednesday Eid observance creating potential three-day absence for observant families). Committee acknowledged inability to perfectly accommodate all cultural observances due to lunar calendar variability and emphasized rotating impact across years to avoid consistent disadvantage to any group.
Board Retreat Postponement
Dissent: None
Governance Committee recommended postponing the winter board retreat due to superintendent search timeline. Rationale: if superintendent search results in new hire, timing would be better after leadership transition is complete; if interim superintendent is appointed, timing would allow new leader to participate in retreat planning.
Budget Sessions Participation
Dissent: None
Finance Committee will participate in budget sessions. Chair to coordinate with Finance Committee members on scheduling.
Notable Quotes (20)
I see new faces now on the School board this is probably only my 20th iteration of the ad school board over the years
the survey says and I'm going to start the caveat up front for those that have been on the board you can see the trend um that happened between 20 and 21 okay public opinion on quality on education as a whole it's apples and oranges to compare it back to what it was before the pandemic
the typical drop right now is about 35% from what the excellent rating was to what it is currently there's only one school district that actually has a higher excellent rating today than they did before the pandemic everybody else the norm drop is about 35%
high taxes right at the top that is a 2020 2 change that we saw um everybody got their assessment in the spring of 22 and they were happy uh things were up 20 25% and I swear only about five people in the entire State realized what that was going to do to their taxes
the key takeaway is it's an outstanding rating one of the top two uh that we have in the last two years now we do follow up with those that say some or very few and say what students what type of students learning needs are not being met it is the underachiever it's the struggling student
a question on the Texas um because this is their statement that it wasn't asked correct where you gave them choices this is their statement they didn't necessarily differentiate between the high taxes related to the school district versus the overall tax bur that their experience in property tax
the core no uh you have 16% disagreeing with that the norm last year and all the referendums we worked on uh was 30% core no um it's get that's getting to the high side which is why we only saw 41% of ref funding requests passed last year
the goal now is increasing the enthusiasm uh by showing them you know what they value the broad curriculum the success of the students uh the academic quality all of those sorts of aspects
there's a fundamental dissonance on education funding yes they are more confused now than ever on the adequacy of funding um it is driven by the governor and the legislator's Victory laps in 21 and 23 um and then at the same time hearing District after District making Cuts
our district is seen as a marquee District across the state of Minnesota and a desirable place to work that came up time and time again
the second bullet point there is that our board is seen as a function desirable board to work with um and you don't have to you know I'll just leave that there
the average superintendent search in Minnesota is actually three and a half months um with most lasting between three and six months
I personally would like to have a more local candidate in the sense of someone that knows the context of dying out the state of Minnesota um the City's metro area for me that might be more important than someone who's been a superintendent the already in wiconsin Iowa Illinois
similar to the last search the candidate we got was a person who had experience in all that context had not been a superintendent yet but was ready to make that jump for me that I think would be more important
I would say add them as as a fourth component for you guys to kind of work through figure it out and then come back with you know your top what you think is right
we don't even know what date we're talking about at this point so you know we that's a big thing out there that will certainly play a role in our next steps
I appreciate you acknowledging the different board parameters that we put for both the special services as well as the um diversity in terms of different cultural beliefs population um I've seen that now the last couple years and it's like you can see it clearly as it's lated there
one of the things too that we have learned it's been a great cultural learning experience for us too is is although we have we placed Ed on here we won't really know when ID will begin until probably a week or two before the actual date
I think went back to that balance right it's like it the goal also was not to every year have one group be somewhat if you allow disadvantaged by the choices that we're making
I'm waiting for some some high schooler to create an AI package that does this for you there was a great business opportunity there for anyone listen outside the table
Ordinances & Resolutions (4)
Statistically valid survey of 400 residents and 400 parents conducted by Morris Letherman Group, November 7-22, 2024, with ±5% margin of error
Document outlining three potential pathways for superintendent succession, search firm recommendations, and landscape analysis of hiring challenges and assets
Academic calendars developed by 18-member calendar committee with strategic placement of breaks, professional development days, and cultural observances
Board parameters referenced for calendar construction including summer construction timeline and cultural sensitivity requirements
Source document
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Other Topics from This Document
Superintendent Search Process and Timeline
Academic Calendars for 2026-2027 and 2027-2028 School Years
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