Schools Need A CEO As Leader

February 18, 2006
Commentary By Stan Simpson

Three years ago Hartford Mayor Eddie Perez eased out former schools chief Anthony Amato, an ambitious big-picture type with a prickly personality. He turned to Amato's lieutenant - an affable, earnest administrator known for his attention to detail.

Now, as Robert Henry prepares for his exit - and Perez certainly is not blocking the path - it looks like the district is once again seeking one of those "Big Vision" bosses.

How about a compromise? In the employ of the Hartford school district is a man whose motto is "Think Big." He's a charmer and a challenger, well-connected in the corporate and philanthropic worlds and in the neighborhoods.

John H. Motley also has a track record of getting things done and is known for a no-excuses demeanor when it comes to business.

Forget the title of superintendent; appoint the 63-year-old Motley CEO of the Hartford schools. Pair him with an education and curriculum second-in-command, then watch what happens when mediocrity is not tolerated.

"That could work," said James Thompson, a retired Simpson-Waverly School principal now working as a consultant for the state. "Especially with a guy like Motley who has demonstrated success as a leader. He has credibility."

Thompson was one of the school system's highest-achieving administrators, leading an impressive surge in academic achievement at his school. Kathy Greider is another high-flier. She was promoted to a district administrator last year after remarkable success as principal at Dwight Elementary School, named to a national Blue Ribbon list of urban schools showing significant improvement. Greider would also consider an unconventional pick as schools chief - but said it's imperative that a curriculum-oriented lieutenant be hired as the No. 2. She cited Denver as an example.

Michael Bennett, a former chief of staff to the Denver mayor, parlayed his Ivy League law degree, corporate experience and political acumen into the school chief's job there. He chose former New York administrator and Hartford assistant schools superintendent Jaime Aquino as his chief academic officer. The Rocky Mountain News described Aquino as "a rising star in K-12 circles."

"The academic and instructional piece is very important in a leader," Greider said. "If they were to go with a different model [in hiring a schools chiefs] they'd have to find a person that is very, very strong in curriculum, paired up with that superintendent."

Motley, who declined comment for this piece, is a past president of the St. Paul Travelers Connecticut Foundation. He gave out about $10 million to civic organizations, special programs and school groups, but not before challenging folks on why they needed the money and insisting on financial accountability.

He has a law degree and corporate senior leadership experience in real estate and restructuring loans. Motley is also past president of the Wadsworth Atheneum Museum of Art's board of trustees and is a member of the Connecticut State University system's board of trustees.

He is guy unafraid to ask "why?"

He'd want to know why the system can't do a more comprehensive job in tracking the rate of high school graduation. He'd want to know why the school board has been asked to approve funding for programs that have already been started. He would ask to see accounting ledgers on how federal dollars are spent on school programs. And Motley would want to know why the literacy rate - particularly among fourth and ninth graders - is so pathetic.

Henry hired Motley last year as the district's executive director for external affairs. His job is to raise money, leverage outside resources, bring a fresh set of eyes to the operation and inject a can-do perspective. Henry has diminished Motley's role in recent months, some believe due to Motley's close ties with Perez.

If hired as CEO, Motley would go in knowing it's a three-year job. His mission: Make the attainment of a college education the ultimate expectation in the system; realign resources to duplicate the pockets of success in the district; reinforce discipline. Then, at 66, it'll be time for him to move on.

Amato was brought in to sink and raise the ship. Henry was there to steady it.

Motley would get it moving and doing things differently - thinking big.