While the search for a new superintendent is still in its infancy, whoever gets the job will likely have his or her hands full; enrollment in the 45,000-student district is slowly declining and a contentious school closure process has divided the board and alienated families.

Some say the new superintendent should have a background in education, which Manhas and the two district chiefs before him had lacked. School Board member Sally Soriano said hiring superintendent's that don't have experience in education has been "a huge mistake."

"Because the focus has not been on education," said Soriano. "It's so crucial." (See related story, Page 7)

Manhas, who has a master's degree in engineering and a background in banking and utilities management, was hired as interim superintendent in June 2003 and was later hired permanently. He replaced Joseph Olchefske, a former investment banker who resigned amid millions of overspending.

Preceding Olchefske was John Stanford, a former retired Army general who's personal charisma during his three-year tenure made him a celebrity of sorts to both adults and students.

Now, in the midst of controversial decisions and lawsuits regarding school closures, the district is ready for a fresh start, said Ken Alhadeff, who co-chaired the committee on school closures and consolidations.

The new superintendent should have great leadership and charisma, but also a savvy understanding of the business and economics of public education, he said.

"It's essential that we feel inspired, motivated and trusting of the superintendent, ..." Alhadeff said. "We need a leader that has the courage to be a change agent when necessary and to bolster what's working."

School Board president Cheryl Chow said it's imperative that the new superintendent be able to work well together with the School Board and the Chief Academic Officer.

"I want someone who will come in with their sleeves rolled up and ready to move forward," said Chow.

Soriano wants the new chief to find different ways to measure academic successes and focus on working beyond the standardized test measurement of schools, referring to the Washington Assessment of Student Learning.

"Schools are more unique among themselves," said Soriano. "We should know the uniqueness of each school."

Alhadeff was also a member of the community advisory committee that formed to look for a new superintendent in 2003 after Olchefske resigned. That search process ultimately collapsed after the committee and several community groups pressured the School Board not to hire any of the candidates that were up for the job.

But this time around people that voice their opinions about who's hired should recognize that, ultimately, the decision is up to the board, said Alhadeff.

"We the people need to let them (the School Board) do what they are supposed to do - what they have been elected to do,' Alhadeff said. "I urge the board to move swiftly and not be concerned with the loudest voices in the community and instead be concerned with what their own voices and hearts are saying."

In place of dozens of public meetings and forums that involve a "huge array" of special interest groups, the district should create a pubic input process that includes the entire community, Alhadeff said.

"Lets hear from all of the public - not just those that wear t-shirts and hold signs," he said. "Let's create a system that's not skewed to those who have memorized the address of the John Stanford building and know how to get in through the back door."

Soriano suggested the district change it's public input method from its "window dressing process," where parents and community members voice concerns but often receive no answers, to one that allows for an exchange between district officials and constituents.

Seattle voters will vote on two key school measures in February; a $397 million operations levy that will make up 23 percent of the district's general budget and a $490 million school-construction bond.

The operations levy would support basic education programs, such as bilingual services and full-day kindergarten. Voters have approved such levies by wide margins in the past, but after a highly tumultuous school closure process, voters may be less willing to approve the measures this time around.

In 2005, Manhas proposed shuttering schools to close a growing multi-million dollar budget deficit, but the plan was abandoned after strong community protests. Closures were back on the table this year, using a lengthy public process to give parents and community members a say.

The School Board this summer approved a plan to close seven school buildings. But after a heated and lengthy public meeting, the board denied Manhas' plan to close three additional buildings.

However, Alhadeff maintains that it's never been a more crucial time for voters to show their support of public education by passing the upcoming measures.

"If it's not passed we'll never be able to attract a quality superintendent," Alhadeff said. "What man or woman will want to come to Seattle when the people don't support the school system?"

Despite the challenges facing the district, Soriano said she's confident that people are interested in taking on the job. Alhadeff, too, is optimistic about the future of Seattle Schools.

"If the new superintendent inspires people, holds them accountable and digs in across the board...we'll have tremendous success," Alhadeff said. "They need to stay focused on the mission and realize you won't make everyone happy every minute."

Rebekah Schilperoort may be reached at 783.1244 or rebekahs@ballardnewstribune.com