In summer of 2003, the SMUHSD Board silently slipped Sam Johnson into the chair of the superintendent. Why members Cohn-Lyle, Hanley, Vranes, and Griffen chose the summer for this move is quite clear. No one would be watching. The Board did not review a single resume, put together a public interview committee, or conduct any type of search for a new leader. The Board did not perform due diligence on Mr. Johnson's qualifications for the position or research his employment history.
Since becoming Superintendent of the SMUHSD, Sam Johnson has turned a deaf ear to public comments that are contrary to his personal agenda. School Board meetings with an angry public are become the norm under Johnson's short leadership and are sure to continue with his latest financial debacle. Johnson is blind and deaf to the public will as evidenced by his own comments regarding the public's response to his attempts to reduce counselors, eliminate librarians, the arts, and vocational courses in an attempt to implement a budget reorganization? to fund the seven period day.
Johnson said the tone and language of speakers at the board's last meeting, when opponents of the plan queued for more than four hours to take on the trustees, was unwarranted to me as a human being and as a superintendent.' (SM Daily Journal March 5, 2005)
Public sources also reveal that Sam Johnson and the SMUHSD Board have been consistently reminded of the financial problems facing the district, yet they have ignored these warnings and have forged ahead with expensive spending programs like the seven period day.
In 2003 the SMUHSD began to feel financial constraints of decreased revunues but it has failed to establish and carry out a long term financial plan.
Although the district squeaked by with enough reserves this year to stave off Sacramento, the level will fall well below the state mandate in a few years if it does not change its course fast. The reserves will be whittled away by increases in expenditures the district faces, such as a 15 percent jump in healthcare costs and adjustments in the cost of living. It is also safe to assume the state will not restore the funding cuts it made this year,' said Associate Superintendent Robert Arnold. If we continue in the same pattern, the reserves will be at about a about 1.6 percent by 2004,? he (Arnold) said.' (SM Daily Journal June 12, 2003
SMUHSD Superintendent Sam Johnson has surrounded himself with a district level cabinet and site principals of yes? men and women who refuse to challenge his will. He is flanked by a dysfunctional Board members Cohn-Lyle, Hanley, and Griffen have stood by as Johnson destroys a once great district. As Board President, Cohn-Lyle has abdicated her responsibility to the public by claiming that the Board has joined with Johnson as a Team of Six.? The Board's role in the policy process is one of oversight, not concurrent action.
Mr. Hanley's embarrassing speech to the public at the last meeting entrenched the divide between the teachers and the administration. Hanley lashed out at the teachers, blaming them for the financial disaster and spreading fear among the students and parents.
Mr. Griffen is calm and collected, but he is also a CPA and should know better.
Its time to tell the Emperor that he has no clothes. The $3.5 million budget fiasco is just the warm-up act to the soon to be released $298 million facilities bond disaster. Hello, Enron? These are not the smartest guys in the room.
The time for change is now.
– Written by JC


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