The search for new leadership at The Bayard School and Maurice Pritchett Sr. Academy is a pivotal opportunity for the Wilmington Learning Collaborative (WLC) and our school communities to work together to put students first. While the schools have been supported by interim leadership during the process, this search is a critical step toward securing permanent principals who will guide the schools into their next chapter. To find the strongest possible candidate and ensure the best future for the schools, the Collaborative is taking a brand new approach to filling the two open principal positions.

Rather than relying on the traditional method of posting a job for a set period of two weeks and interviewing the applicants who respond in that time, the WLC is prioritizing a broader, much more rigorous and inclusive search, more aligned with the community’s values and needs.

We have and will continue to encourage the community to follow along with the process, get involved, and make their voices heard every step of the way. To that end, here’s a recap of the search thus far, plus a look at what’s next and how you can stay informed. 

Finding a Principal for the Community, With the Community’s Input

One of the top priorities for this search has been ensuring the community’s voice is heard at every stage, and putting students’ needs first. To help provide expert, impartial guidance for this initiative, the WLC partnered with the Alma Advisory Group, known for its expertise in placing senior education leaders in urban schools and its strong focus on diversity. Their experience in finding and assessing candidates for these types of roles made them an ideal partner to support this important search.

Dr. Laura Burgos, Executive Director for the WLC, explains, “I am a strong advocate for hiring based on competencies and demonstrated success, not on familiarity or availability. The school leader plays a critical role in improving our schools, and this process cannot be rushed.”

Dr. Burgos was first impressed by Alma’s multi-step approach to community engagement.

“They didn’t just engage the community after the decision was made,” she said. “They did it before the job was even posted.”

Alma began the search by speaking with the community to glean valuable insights into the school’s specific needs, and what they were looking for in their new principal.

“We did focus groups with students, families, and staff. We did them in the evening. We did them during the day. We did one-on-one interviews. The WLC and school district each provided the search firm with a long list of community leaders they should speak to, which was conducted during one-on-one interviews and small group conversations,” Dr. Burgos shared. “This was done to better understand the two schools, the identity of the schools, the history, and what was needed at this juncture.”

After taking in and processing all of that information from those they spoke with, the search firm used it to craft and shape a job posting that genuinely reflected the community’s priorities.

Dr. Burgos said, “The job posting felt very authentic. It was designed to mirror the feedback we gathered, rather than simply listing the standard qualifications.”

She also emphasized the caliber of candidates needed for these schools: “We need someone who has experience changing the trajectory of a school. This is for individuals who have done this before. By casting a wider net, we’re more likely to attract the depth of experience we need.”

Reaching Further to Find the Right Leaders

Next, the WLC worked to expand the reach of the job posting beyond traditional local job boards. The positions were shared on a number of platforms, including education-focused non-profits, universities with strong education equity programs, and other relevant networks.

“This strategy significantly broadened our candidate pool, attracting applicants from across the globe,” Dr. Burgos said. “Some were drawn to the challenge, others had ties to the region, and many were excited by the opportunity to make a difference in schools facing complex challenges.”

To ensure fairness and objectivity, Alma handled the first round of interviews.

“Throughout my years working with schools and systems around the country, I’ve noticed a tendency for people to advance candidates simply because they know them,” Dr. Burgos explained. “Having Alma conduct the first round helped ensure decisions were based on competencies, not relationships.”

Focused Interviews to Identify the Best Fit for Our Schools

From nearly 30 applicants, the pool was first reduced to about a dozen for the second round. Now, three finalists have been selected to move on to the final stages. Virtual interviews were held with a multi-stakeholder panel of district leaders, union representatives, and teachers focused on evaluating how candidates would handle complex, real-world situations.

Alma also worked with the WLC team to draft interview questions that addressed the unique challenges of leading in today’s educational landscape and to assess candidates’ problem-solving skills and ability to navigate critical issues.

Final Decision-Making Informed by Community Feedback

The three finalists will participate in a day-long series of interviews and interactions with parents, teachers, students, and other community members. A key highlight will be the family and community panel interview, where parents will have the opportunity to share their views on the qualities they want in a principal. Involving families in this process is a significant step, as their voices are often overlooked in these decisions.

The candidates will meet with the district’s HR team, the WLC team, and the council leaders, and they’ll get to visit classrooms and get a feel for the buildings. They’ll also get a chance to meet with the most important stakeholders in this process–the student panel.

According to Dr. Burgos, “The student panel was a critical part, because we often leave students out of this process. It was exciting to have the students participate in the beginning, and help inform what kind of principle they wanted. They don’t often get asked. So this, I think, is a huge bright spot.” 

Dr. Burgos reflected further on the process: “This has been a journey, and it’s been an exercise in doing things well rather than doing things fast. We’ve expanded our scope, and I’m confident that we’ve provided the candidates with a meaningful experience and an authentic view of our community’s needs.”

With three candidates moving forward, the selection process is now nearing completion. The WLC expects to make a final recommendation by the end of April, pending district approval in early May. We encourage the community to learn more about the candidates on the Christina School District blog, and to follow along with the WLC on social media or subscribe to our newsletter to ensure you don’t miss any updates on this important process.