An Outside Choice for L.A. Schools

Reaction to the appointment of Leonard M. Britton as superintendent of Los Angeles schools has been a surprise for many, disappointment for others and dismay for some. The last “outsider” selected as superintendent was Alexander J. Stoddard, who served for four years during the early ‘50s.

I was one who initially would have argued for an “insider”--a candidate now employed by the district--in this demanding job. I am fully familiar with the strong leadership skills of the two insiders who were among the finalists. However, upon reflection, and after listening to Britton’s comments through the media, I now conclude that the board has made a courageous, considered, constructive decision--and the right choice.

The search for a suitable superintendent was nationwide. No doubt many potentially qualified national candidates did not file because of the risks involved in their current positions. But I understand there were many outstanding applicants, both from inside and outside.

In the selection process process two insiders, Sidney Thompson and William Anton, both deputy superintendents, survived the final internal screening. Board members were faced with the dilemma of picking a deputy superintendent representing one ethnic group and thus probably alienating another. I suspect that had the board perceived a consensus supporting one of the insiders in the numerous minority communities, the new superintendent would not be Britton.

Community groups who have identified with a particular candidate are mystified by the board’s final action. There are also groups equally concerned that their candidates did not even make the finals. And there are administrators who believe no one from outside the school district will ever learn enough about the makeup, or the nature of operations, of the nation’s second-largest school district to become an effective leader.

The problems facing the new superintendent are substantial, to say the least: a student population approaching 600,000 and a teaching, administrative, and support staff of well over 70,000 full-time employees; a tight budget of $3 billion-plus and a projected tight budget for the coming year; a serious classroom space shortage, an unresolved contract with the teachers’ union, many key personnel assignments to be made, severe teacher shortages in such special areas such as mathematics and sciences.

All of these issues, factors and demands call for a special individual, one of exceptional personal composure and judgment; one who is especially committed to children and their education, one who owes no allegiance to any particular group or individual. One who is truly independent . In my opinion, Britton, now superintendent of Dade County, Fla., schools, fits that description very well.

He will lead a district that serves the educational needs of 12 separate cities, plus considerable areas of the county. Students come from backgrounds representing more than 80 languages. Three-fourths of all students are ethnic minorities. Many high schools experience dropout rates of one-third or higher; transiency is a problem--at some schools the turnover of pupils exceeds average annual enrollment.

Many students live in poverty. The latchkey is a way of life. Multiple families live together in single residences in order to make ends meet. Divorce and conflict is common. Gang influence, tensions and the drug culture lower the academic aspirations of many students.

To be successful the new superintendent will need to be sensitive to the input and the need for involvement of many groups, ranging from PTAs and parents of gifted and handicapped children to the students themselves. He must acknowledge that he represents his management team on matters involving board policies and board practices. Britton will set the stage, provide the props and write the script to create a climate for learning.

I am thoroughly convinced that he has the temperment, independence, necessary experience--the tact and the patience to listen to all involved, and then to act with appropriate conviction and compassion.

Reflecting briefly on the issue of an insider versus an outsider, one might conclude that the appointment of an insider would mean “business as usual.” Staff would find comfort in knowing the person selected as superintendent. They would know his operating methods and his probable priorities. Such an individual, comfortable for many, would be predictable and successful.

But an outsider does bring the potential for change, the excitement of a new game plan, new priorities, new players and, we can hope, new possibilities for the institution and the students it serves. An outsider who knows his business can bring, for example, the promise of a new approach to union negotiations, accessibility and a new responsiveness in commitments to teachers, students and parents.

While Britton received a unanimous vote from the board, he will soon find that some board members like to be involved in the actual operations of schools and departments. While of course they set policy, some enjoy, even more, administering policy. This issue has become increasingly difficult for many staff members, who are frustrated by the more-than-one-boss syndrome and by political overtones.

Britton will need to keep board members focused on policy. He must resolve the problem of members administering departments, supervising programs and making routine personnel assignments.

There is an old bromide, “Success is a journey, not a destination.”

I believe a new, successful educational journey will begin July 1 for all involved in the Los Angeles Unified School District. Patience will be required, since Britton will need to get acquainted with one of the largest school systems in the world.

For the good of the students we serve, everybody needs to get on board, leaving behind excess baggage, doubts, disappointments, reluctance, cynicism, prejudice. Our students need strong community support, involvement and leadership. Welcome, Leonard Britton.