The Puget Sound Educational Service District Board of Directors has launched their search for the district’s next superintendent. Selecting a new superintendent is one of the most important decisions the PSESD Board of Directors can make. The Board is committed to finding the right leader for our diverse community of amazing students, staff, families, and communities.

Because hiring the right next leader for the PSESD is a critical decision, the Board is prioritizing community engagement to inform the search. The Board has selected Human Capital Enterprises to facilitate a comprehensive recruitment and selection process with the goal of having the next superintendent begin work July 1, 2025.

The search process will proceed in the following sequence:

1. Planning (Completed): Selecting a search firm, finalizing a search timeline, and acting on a recommended search process with regular updates to the community.
2. Constituent Engagement (February 18th – March 7): This phase is centered on engagement with students, staff, families, and community members. The Board will conduct an online survey and twelve focus groups. The Board will then utilize the feedback to develop the criteria for recruiting and selecting our next superintendent.
3. Recruiting (March 12th - April 11th): Human Capital Enterprises will advertise and recruit nationally for candidates that match the approved Next Superintendent Criteria.
4. Selection (April 14th – May 16): This phase may include activities with students, staff, families, and community members; interviews with the Board; and a comprehensive background check.
5. Transition: We look forward to introducing the new superintendent to all areas of our school community.  Although the new superintendent will not officially begin until July 1, 2025, we envision on-boarding activities to begin shortly after selection, including community-wide “meet-and-greet” opportunities.

We will continue to post information and regular updates about the superintendent search on this page. If you have questions about the process, we welcome you to contact us at SuperintendentSearch@psesd.org.

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Community Engagement Update

The Puget Sound Educational Service District Board of Directors and Human Capital Enterprises (HCE) have completed the constituent engagement phase of the superintendent search process.

The Board would like to thank the 115 students, staff, families, partners, and community members who provided their valuable feedback and input through 1:1 interviews, focus groups, and an online survey. Participants were asked about the agency’s strengths, challenges, and the personal and professional qualities, attributes, skills, and experiences desired in PSESD’s next superintendent.

Based on the input received, HCE presented a draft Next Superintendent Criteria at a special Board work study session last night.  The Board reviewed the criteria, made several revisions, and finalized the document to be used for recruiting and selecting the next superintendent.  The Board will take action to approve the Next Superintendent Criteria at its regular business meeting on March 19.

 

Constituent Feedback on PSESD

Strengths

1. Commitment to Racial Equity and Inclusion
   PSESD is widely recognized for its leadership in racial equity and anti-racist initiatives. The establishment of the Equity Department and intentional efforts to amplify BIPOC voices through programs like the Community and Youth Wisdom Councils were praised. Respondents emphasized the importance of sustaining and deepening this work despite political challenges.
2. Early Learning and Head Start Programs
   The agency’s commitment to high-quality early learning, particularly Head Start and ECEAP, was celebrated. PSESD’s focus on culturally responsive education and parent engagement was highlighted, as was its ability to sustain programs amid financial uncertainties.
3. Regional Support, Innovation, and Advocacy
   PSESD is valued for its collaborative approach in supporting school districts in the region.  Agency partners highlight the crucial role the ESD plays as a regional convener to scale innovation practices- Road Map Project, Race to The Top, and Gates Foundation collaboration projects were frequently cited.   Its advocacy efforts, financial stability, and ability to secure resources were seen as key strengths.
4. Student, Family, and Community Engagement
   Respondents commended PSESD’s emphasis on elevating student, family, and community voices.   Student and parent board representation, the Youth Wisdom Council, and Community Wisdom Council were all cited as institutional structures to broaden agency governance.  The agency’s outreach to multilingual and multicultural communities was recognized as essential in fostering strong agency-community relationships.
5. Professional Development and Workforce Support
   PSESD provides valuable training, particularly in racial equity, leadership development, and educator support. Programs like Teach for Liberation were highlighted for their role in developing and retaining educators of color. Continued investment in capacity-building and best practices were encouraged.
6. Effective Governance and Adaptive Leadership
   Many respondents celebrated the governance of the agency, the stability and diverse representation of Board leadership, and the effectiveness of the policy governance model.  The agency’s executive leadership was also acknowledged for its expertise, diversity, and responsiveness to emerging challenges. PSESD’s agility during crises, such as COVID-19, demonstrated its ability to support districts effectively.

Challenges and Opportunities

1. Funding and Financial Sustainability
   Financial stability remains a concern, particularly for early learning programs. The agency should explore alternative funding sources, such as philanthropic partnerships, to reduce reliance on grants and federal funds. Additionally, the agency should prioritize local, state, and federal advocacy to protect current funding, and to secure additional resources to advance the agency’s bold initiatives.  Strengthening financial oversight for struggling districts, CFO or business manager development, or to create regionalized supports to secure the financial footing of member districts were also identified as priorities.
2. Racial Equity and Political Landscape
   The evolving political climate poses risks to diversity, equity, and inclusion (DEI) efforts. PSESD must navigate these challenges while ensuring racial equity remains central to its mission. Expanding outreach to underserved communities and institutionalizing youth and parent engagement were identified as key priorities.
3. Internal Organizational Challenges
   Staff morale, departmental silos, and leadership trust issues were cited as internal concerns. Addressing team cohesion, improving HR policies, and clarifying hybrid work expectations are necessary for a healthier organizational culture. Succession planning and leadership development must also be prioritized.
4. Opportunities for Growth and Innovation
   • Deepening racial equity work with systemic, measurable outcomes.
   • Expanding workforce development through employer partnerships, apprenticeship programs, and more robust career pathways.
   • Modernizing education with mastery-based, project-based, and placed-based learning.
   • Increasing access to mental health services and social-emotional learning.
   • Strengthening community engagement, public visibility, and communicating the agency’s value proposition

 

Next Superintendent Criteria

The PSESD Board of Directors seeks an exceptional leader who embodies and demonstrates the following:

Racial Equity Champion

• Unapologetically co-constructs systems that advance an anti-racist approach to creating more just and humanizing schools and organizations
• Inclusive leadership that supports historically underrepresented groups, and prioritizes the agency’s racial equity and inclusion initiatives and programs including service to historically marginalized student populations
• Demonstrates cultural competency, emotional intelligence, embraces and celebrates differences, and actively promotes a sense of belonging for all

Learner-Centered Leader

• A proven record of advancing student outcomes, particularly for historically marginalized learners, by enhancing school climate, instruction, professional learning, data-driven practices, and extra-curricular programs
• P-12 system level leadership experience closing opportunity and achievement gaps by strengthening programs
• An innovative, collaborative, customer-facing approach to ideating programs and services that are responsive to region member district needs and scale collective impact

Entrepreneurial and Strategic Fiscal Steward

• Proven fiscal management and ability to strategically align agency resources with a compelling vision for the future
• A transparent system approach to budget development that engages constituents, fosters trust, and nurtures continued regional support of the agency
• Embraces an entrepreneurial approach that leverages public-private partnerships to promote, sustain, and advance the agency’s strategic vision and impact
• Deftly leads and advocates at the state and federal levels to secure stable and reliable funding for public education

Inspiring, Courageous, and Decisive Advocate

• Exercises courageous leadership for positive change, that places learners at the center of agency’s decisions, even in the face of adversity
• The ability to articulate an inspiring vision, design systems, model the way, and empower others to act with coherency to advance the agency’s “Bold Initiatives” and future-focused strategic areas
• Demonstrates success navigating and mediating political complexity, advocating for racial equity, public education, and multi-cultural education

Community Convener, Connector, and Communicator

• An approachable, relatable demeanor with a focus on relationships and leading from the heart
• Committed to building and sustaining cross-sector P-12 coalitions, partnerships, and community-based collaborations that center children and families, while fostering visibility, transparency, and active engagement to amplify the voices of students, families, and constituents through inclusive and responsive communication

Leader and Manager of a Complex Organization

• A proven record of executive management skills in a comparable organization
• Builds and sustains a high performing leadership team, staff, and workplace culture
• Navigates ambiguity and complexity with ease