STATE OF HAWAII
BOARD OF EDUCATION
SPECIAL MEETING

MINUTES

Thursday, September 2, 2021
*The Board did not meet at a physical location. As part of the response to the threat of COVID-19, Governor David Ige issued an Emergency Proclamation dated August 5, 2021, suspending Hawaii Revised Statutes Chapter 92, Public Agency Meetings and Records, to the extent necessary to enable boards as defined in Section 92-2, to conduct meetings without any board members or members of the public physically present in the same location, among other things.

PRESENT:
Catherine Payne, Chairperson
Kenneth Uemura, Vice Chairperson
Bill Arakaki
Kaimana Barcarse
Lynn Fallin
Kili Namauʻu
Bruce Voss

EXCUSED:
Shanty Asher
Lyla Berg

ALSO PRESENT:
Kyla Musso, Student Representative
Robert Hull, President and Chief Executive Officer, National Association of State Boards of Education
Alison Kunishige, Executive Director
Kenyon Tam, Board Analyst
Regina Pascua, Executive Secretary
Lady Garrett, Secretary




I. Call to Order

Board Chairperson Catherine Payne called the Board of Education (“Board”) Special Meeting to order at 10:16 a.m.


II. Approval of Meeting Minutes of August 12, 2021 Special Meeting

Board Chairperson Payne called for public testimony on this agenda item.

Mireille Ellsworth, Hawai‘i for a Safe Return to Schools, testified that during the previous training session the Board discussed equity, that she did not feel these discussions were reflected in minutes, and that equity will be an important topic as the Board looks for a superintendent.

Board Chairperson Payne asked Board members to review the minutes of the Board’s August 12, 2021 Special Meeting.

Board Member Kaimana Barcarse moved to approve the meeting minutes of the Board’s August 12, 2021 Special Meeting. Board Vice Chairperson Kenneth Uemura seconded.

Board Chairperson Payne asked if there were any objections to the motion. No Board Member raised objections, and the motion was carried through unanimous consent from all members present (Board Vice Chairperson Uemura, Board Members Arakaki, Barcarse, Fallin, Namauʻu, and Voss).

ACTION: Motion to approve the meeting minutes of the Board’s August 12, 2021 Special Meeting (Barcarse/Uemura). The motion carried through unanimous consent from all members present.


III. Discussion Items

Board Chairperson Payne called for public testimony on this agenda item.

Cheri Nakamura, HEʻE Coalition, expressed support for the Board to continue its training on effective leadership and governance and highlighted important points made at the Boardsmanship training session on August 19, 2021.

Board Chairperson Payne stated that the Board is a member of NASBE, the only national organization dedicated solely to helping state boards advance equity and excellence in public education. She explained that the purpose of today’s training is to build capacity for effective leadership and governance, establish major goals, and understand how these goals impact the Board’s search for a superintendent. She introduced Robert Hull, President and Chief Executive Officer of NASBE.

Hull stated that today’s training would focus on the following: (1) brief review the state board’s levers of influence to establish and support an aggressive, results-driven policy agenda; (2) reframe the essential question of board leadership and governance; (3) review and understand the roles of the state board of education and the superintendent to establish and implement the vision, mission, and goals for the state education system; (4) to discuss a process for the state board of education to recruit, select and onboard a new superintendent; (5) reflect on the board’s self-assessment questionnaire; and, (6) discuss the major goals the board wishes to accomplish in the next year.

Hull noted that the Board has dual roles to lead and to govern. He reminded the Board to keep in mind that their role is to develop a policy agenda by looking at the what, the who, and the why while focusing on equity and excellence.

Hull explained that a policy agenda is a sustained course of action towards desired results and is developed by backward mapping from the Board’s vision and mission, which describe desired results. He detailed that from this point, the Board can then determine the actions needed to maintain a sustained course.

Hull stated that the Board has the power of policy, the power of the question, and the power to convene. He also emphasized that the Board has two important tasks ahead, to choose a new superintendent and to develop a new strategic plan for Hawaii’s education system.

Hull noted that the Board must focus on the question “where can the Board take Hawaii’s education system?” He outlined a process with the following seven steps: (1) Work with search committee to outline process; (2) Establish major goals; (3) Identify key skills and attributes; (4) Create or revise the job description; (5) Deploy the search process; (6) Choose the superintendent; and, (7) Conduct comprehensive onboarding process. He also stated that some steps are within the Board’s jurisdiction and others are the responsibility of the search committee.

Hull explained once the new superintendent is selected the Board will need to provide comprehensive onboarding: its job is not done once it hires someone. He shared that NASBE recommends using the “The Five Forces of Leadership,” (1984, Thomas Sergiovani), which are: (1) technical leadership, the development of sound management techniques needed for the agency to operate efficiently and effectively; (2) human leadership, guiding the expectations and development of quality employees; (3) educational leadership, establishing high academic expectations for educators and students; (4) cultural leadership, fostering an environment of teamwork and trust throughout the education system; and, (5) symbolic leadership, providing a vision and modeling the behavior and commitment required to achieve it.

Hull stated that the Board’s vision and mission will help it identify key attributes of a new superintendent, which is the template of what the Board wants and becomes the Board’s selection criteria. He asked the Board to engage in discussion and share their individual thoughts on this.

Board Chairperson Payne announced that Robert’s Rules will be suspended for this portion of the meeting to allow Board members to engage in an informal discussion.

Board Chairperson Payne emphasized that it is important for the Board to understand the distinction of roles and responsibilities of the Department of Education (“Department”) and the Board. She said that this distinction is particularly significant when it comes to the strategic plan and operational plan and asked Hull to clarify these roles and responsibilities.

Hull explained that it is important to have well-defined roles with everyone working in their own lanes so that the work is done well and intentionally. He explained that the Board has the authority and responsibility to create a statewide vision, mission, and goals for Hawaii’s education system. He also explained that the Board needs to establish an overarching vision and the process Board members will use to lead education in this state, together with the superintendent, stakeholders and other policy makers, like the legislature and governor. Hull shared that the process will include engagement with all stakeholders because the Board represents the citizen’s voice and has the ability to share what the Board wants for education. He cautioned that this does not mean everyone will agree, but the Board needs to listen and provide stakeholders with the opportunity to engage in the process. Hull noted that when people are included in the development of the strategic plan, it becomes the plan for the entire state and is owned by the Board.

Hull explained that after the development of the strategic plan, the Board needs to develop a work plan for itself. He noted that if the Board establishes well-defined goals, it can do its work strategically and that implementation follows naturally when it determines how to deliver on these goals. Hull explained that the superintendent would develop a work plan that will drive the Department’s work. He stated that because Hawaii has a single State Educational Agency (“SEA”) and Local Educational Agency (“LEA”), the superintendent’s work plan includes the work that needs to be done at the school level. Hull further explained that Board members and staff, superintendent, Department, and schools then implement their portions of the work plans. He stated that the superintendent’s role is to deliver a work plan and implement the strategic plan together with the Board.

Board Chairperson Payne noted that the Board and Department have not operated like this in the past and that the clarification helps her understanding.

Hull clarified that because Hawaii has a single SEA and LEA, Hawaii’s system is similar to what a district board would experience, not a state board.

Board Member Bill Arakaki expressed his appreciation for being able to hear the perspectives of fellow Board members on their personal reasons for serving on the Board during the last training. He asked how boards can come together as a team to develop a vision, mission, and strategic plan.

Hull replied that boards that were able to maintain a sustained course of action over years and multiple administrations spent a substantial amount of time upfront with stakeholder engagement to get buy-in. He stated that if the goals are supported by stakeholders, it transcends being a Board vision and becomes a state plan. Hull stated that everyone will not agree on everything, but if people are given an opportunity to weigh in and agree, then they will be more likely to maintain the course. He stated that the Board going through the strategic planning process will help Board members understand each other, but that the pandemic has made this harder.

Board Vice Chairperson Uemura stated that he does not feel the Board has been doing things strategically and he asked how the Board can provide guidance if the Board is unsure of where it wants to go strategically. He said that the Board needs to get its act together before it can provide direction to the Department.

Board Vice Chairperson Uemura stated that the Board and Department’s joint strategic plan lapsed in 2020, that the Board needs to update its mission and vision, and that it needs to consider other entities under its jurisdiction, like charter schools and public libraries. He noted that the Department’s 2030 Promise Plan was not approved by the Board and was a wasted effort because the Department did not involve the Board in the process. Board Vice Chairperson Uemura noted that now the Board finds itself in a scenario of looking for a new superintendent and still has not formally established a direction. He stated that there are nine different Board members with different ideas, but the Board needs to function as one. Board Vice Chairperson Uemura asked how can the Board do this work when it is already behind schedule in terms of deciding what kind of superintendent is needed. He posed several questions about the type of superintendent the Department needs and what the Board wants to focus on.

Board Member Barcarse echoed the same comments made by Board Member Uemura and noted that the Board did not approve the 2030 Promise Plan because it was presented to the Board and it was not asked for input. He stated that the Board has a unique opportunity to select the new superintendent and develop a strategic plan and noted that “The Five Forces of Leadership” is a good place to start. Board Member Barcarse stated that Hawaii’s unique culture needs to be taken into account.

Hull stated that the Board is presented with an opportunity and challenge and he expressed appreciation for the comments made that the “Board needs to get its act together” because that is the beginning of the process and to work on the strategic plan, the Board needs to choose a superintendent who has experience in developing and leading a strategic process and it is not about getting someone who can do it all. He recommended that the Board look for a superintendent who can build a leadership team and who can build capacity. Hull stated that the Board will need to define attributes for a superintendent to lead in this way. Hull also stated that he liked the comments on the Board broadening to cover public libraries and charter schools.

Board Chairperson Payne asked if the Board needs to have the big goals of the strategic plan established before hiring the next superintendent.

Hull provided an outline of the strategic planning process as follows:
Hull stated that the Board can complete steps 1-3 or include steps 4-6, before selecting a new superintendent so that whoever is selected can help the Board to achieve these results in a parallel effort.

Board Vice Chairperson Uemura stated that his north star is student achievement and if the Board needs to work backwards from its vision and mission, he would like to know if the Board can streamline the process because student achievement is the goal and then everything falls under this goal. He stated that would like the Board to find a superintendent that can accomplish this goal and include an operational plan and financial plan to know how things will get done and where to focus efforts to achieve the plan. Board Vice Chairperson Uemura noted that the Board needs to define what the Board wants to do and then everything falls into place.

Board Member Bruce Voss stated that the Board has learned some lessons because the last time the Board focused exclusively on selecting an educational leader, but underestimated the importance of human leadership. He stated that the Board needs to focus on what are the characteristics and it needs to be done soon before repeating mistakes of the past. He noted that the Board needs a plan and process in place to follow up and is tasked with picking a superintendent within the next nine months.

Board Student Representative Kyla Musso, stated that students want to feel safe coming to school and supported with problems, whether at school or at home. She stated that students want to know they can come to school and someone will support them whether it be teacher or friends and this is an important characteristic for the next superintendent.

Hull stated that Board Member Voss’ comments on defining attributes is not a time intensive process and is something that can happen quickly for the Board once it decides on the process and who is leading it.

Hull commented that Board Vice Chairperson Uemura’s comments on finding a north star needs to be rooted in knowing the issues based on data and what this looks like across the system. He stated that taking a deep dive into the data to strategically say this is the north star and look at qualitative data on what people think is a part of this process. Hull emphasized that stakeholders need to be involved otherwise there will be no buy-in and that stakeholder engagement cannot be rushed because it is critical for the longevity of the plan. He stated that if the Board skips this, then the Board skips over the ownership of people it serves.

Board Vice Chairperson Uemura stated that the Board receives a lot of metrics and while reviewing the barriers to student achievement he would like to know if the information the Board receives is good. He requested community input during the planning process because when more people are involved the plan becomes the community’s process. Board Vice Chairperson Uemura requested that the search committee share its timetable with the Board and include more community involvement.

Hull stated the key to good community involvement is knowing the right questions because if the Board can get meaningful engagement if it asks meaningful questions. He stated that the Board does not need to have 50 town halls, it can have a couple, but it needs to ask the right questions and design surveys. Hull stated that qualitative research methods should be used to design the survey questions.

Board Member Arakaki stated that Board staff is busy and there is data that the Board needs in order to understand why this is happening. He asked what strategies are available to ask for someone to help the Board look at data.

Hull stated that after the Board reviews student achievement data and establishes priorities the Board can use this information to ask candidates how they would organize the Department and build the capacity of the team to address the priorities. He explained that the multi-year work plan begins with a needs assessment then focuses on strategies to reach goals.

Board Member Kili Namauʻu shared that she prefers to move forward on steps 1 through 4, then using that to look for a new superintendent. Board Member Kili Namauʻu stated that there is value in data and she struggles on how the data is received because she wants to see elements of students being kind and caring because schools can offer this opportunity. She emphasized that she also wants students to have skills to be able to pivot and move through with the rest of their lives and does not want the vision to be all about the achievement gap. Board Member Namauʻu asked how the Board starts the strategic planning process and how technology can be used to reach out to the public. She expressed her desire to ask the public strategic questions and not have an open microphone session. Board Member Namauʻu asked whether all five forces of leadership are equally important or if the Bard should focus on any one in particular.

Hull stated that the preference shared by Board Member Namauʻu, which is that she would like to lead with the whole child focus and not just the academic lens, can be established at the beginning of context setting with the initial question of what key attributes are more important and what skills it will take to be a good leader. He shared that the key to a good leader is to know where you are weak and then surround yourself with someone on staff who can do this work to build capacity.

Board Member Namauʻu stated that she runs a preschool and wants students to be nurtured in the same way that they are at the early child education level, which does not happen when schools only focus on test scores.

Board Chairperson Payne stated that the Board needs to look for someone who is self-aware and can understand their strengths and how to address their weaknesses by building a team that compliments these weaknesses.

Hull replied that when he has worked with superintendents, he asks them to be reflective and looks at their ability to be vulnerable with others. He cautioned that the Board will not find someone perfect but can find someone who has the potential to work with the Board and move forward. He stated that the Board would need to decide to ask NASBE to assist with the data analysis work.

Hull explained it is important to identify what success looks like for the Board and that this will give the strategic plan life and identify the Board’s north star. He stated that a strategic plan tells you how you know when you have met your goal, it is not something you put in a binder and place on a shelf.

Hull stated that the Board can start defining its north star by establishing its top priorities and goals in the first year. He stated that Board members have made a lot of comments that the superintendent should be able to collaborate with the Board on the strategic plan, execute the work plan, and report back to the Board.

Hull shared the results of a questionnaire he gave to Board members, which is intended to be a high level look at how the Board views its operations.

Board Chairperson Payne asked for comments from everyone and next steps that the Board would like to take.

Board Member Fallin stated that the strategic plan and recruitment of new superintendent rises to the top of her priorities. She asked Hull for his advice on how far to take the strategic planning process before starting the search for the superintendent and whether the processes would run parallel.

Hull replied that the first thing he would suggest is to devise a timeline to understand how much time is available for the work. He stated that the Board needs to have a definitive process soon and determine who will do what work (a Board committee for the strategic plan or a committee of a whole) for the superintendent search and strategic plan. He suggested doing the first two to three steps before conducting the superintendent search. Hull stated that the Board would pick up the strategic plan after it completes its superintendent search.

Board Member Fallin noted how narrow it is to focus on student achievement data and stated that a shift in thinking will impact the way the Board acts. She stated that the Board has a limited time to take action, so it is important to look at data and focus on impacts. She stated that, for example, if the Board wants students to be critical thinkers, how will we know they are? Board Member Fallin asked at what point do we begin to engage stakeholders in the process and what are some important questions the Board should ask.

Hull stated that the Board needs to look at more than student achievement data and identify data gaps to understand what the Board wants to see, but the Department is not collecting. He stated that getting this data becomes part of the strategic plan because the plan should not only cover what you have, but also what you need. Hull noted that the Board needs to engage stakeholders early and often. He stated that the Board needs to launch a public campaign with data analysis and research. Hull suggested that the Board develop five to six strategic questions and give people multiple opportunities to answer the questions. He stated that the Board would use the results for both the strategic plan and superintendent search. Hull stated that after the Board selects its superintendent, it will go back and dig deeper into the results to determine how it will inform the strategic plan. He stated that the purpose of stakeholder engagement is not to ask the public what they want the goals to be. Hull also stated that the Board needs to be transparent about the process, explain the steps being taken, and keep the public updated.

Board Member Fallin stated that the Board needs to have a realistic working timeline and that the Board’s current timeline has the Board selecting a new superintendent in seven months. Hull replied that the Board’s timeline is aggressive but it is possible for the Board to make a decision by March.

Board Member Voss stated that the last time the Board approved a strategic plan, there was a lot of public engagement, meetings, and input during the process, but that this did not help. He asked how the Board can make the stakeholder engagement process constructive to meet the ultimate goal and how the Board can develop a superintendent search process that results in the biggest pool of qualified applicants.

Hull noted that the key to stakeholder engagement is asking the right questions. He stated that in order to make the job attractive to a person with the gravitas and skills needed, the Board needs to show that there is a high-functioning Board, which will support their actions, is dedicated to the things that matter, and is committed to delivering on the promise of the strategic plan. Hull stated that a lot of people lead to make a difference, so helping them see that the challenge is achievable, that they have a great opportunity to grow and grow others is attractive.

Board Member Fallin stated there is often a gap between what community stakeholders say and what the Department says. She asked whether the Board has a role in bridging that gap.

Hull stated that the superintendent works for the Board and is accountable to the Board, but the Board needs to put metrics in place upfront. He stated that the Board should not micromanage operations, it needs to micromanage accountability, so it needs to have an accountability measure. Hull stated that this board is in a unique position because it will need to get into operations discussions as there is no local school board below this board to have those conversations. He stated that there may be times when the Board must have operational discussions, but that these should be rare. Hull stated that the Board may set a goal for the superintendent to clearly delineate SEA and LEA roles and the accountability that goes with each.

Board Chairperson Payne noted that there are many items that will require Board follow up.


IV. Late Public Testimony on Board Agenda Items

Board Chairperson Payne called for public testimony from any individuals who did not have an opportunity to testify on earlier agenda items.

Susan Pcola-Davis, public, testified on the NASBE training, expressed appreciation for allowing the public to listen to the training, stated that the goal is an equitable education, that there is a public outcry for distance learning but the Department is focused on in-person learning, and that it is time for the Board to let the interim superintendent.

Mireille Ellsworth, Hawai‘i for a Safe Return to Schools, testified that she likes the top three priorities derived from the Board member survey, emphasized thinking closely on the whole child aspect, and noted that the Castle Foundation hired Ray and Associates to help with the previous superintendent search and alleged that there are connections between the former superintendent, Castle Foundation, and the Broad Academy.

Linda Elento, public, testified on the August 12, 2021 Special Meeting minutes. She expressed appreciation for Board Member Fallin’s comments and also appreciated Hull’s mention relating to the gap.

Linda Elento, public, testified on the NASBE training and stated that at times the Department provides answers but does not expand and has witnessed this during Board and legislative meetings.

Board Member Barcarse left at 12:47 p.m.

Cara Flores, public, testified on the August 12, 2021 Special Meeting minutes. She noted that the Department needs a superintendent that thinks differently because so many kids are sick and there are a lot of parents who want distance learning but the Department states there is no spread of COVID-19 in schools.

Susan Pcola-Davis, public, testified on the August 12, 2021 Special Meeting minutes. She stated that the presentation is titled leading for lasting change and she expressed understanding that the Board needs to involve all stakeholders in the process not just the product.

Board members received written testimony before the meeting. The following is a listing of the people who submitted written testimony before the meeting.


Name
Organization
Agenda Item
Dayna HollembaekIII. A. Presentation on NASBE training to build capacity for effective leadership and governance, establish major goals, and understand how these goals impact the Board’s search for a superintendent
David MiyashiroHawaiikidsCANIII. A. Presentation on NASBE training to build capacity for effective leadership and governance, establish major goals, and understand how these goals impact the Board’s search for a superintendent
Susan Pcola-DavisIII. A. Presentation on NASBE training to build capacity for effective leadership and governance, establish major goals, and understand how these goals impact the Board’s search for a superintendent



V. Adjournment

Board Chairperson Payne adjourned the meeting at 12:53 p.m.