Follow along with updates as CCSD board trustees interview superintendent finalists

LAS VEGAS (KTNV) — Board trustees for the Clark County School District are holding a special meeting on Tuesday as the long-awaited search for a new superintendent comes to a close.

Three finalists — Dr. Jesse Welsh, Ben Shuldiner and Jhone Ebert — will be interviewed by board members and meet with administrators and union leaders to discuss their vision for the district's future.

On Monday, candidates held a public forum for community members at Rancho High School to answer questions on a variety of topics that matter to students, staff and parents. Those include:

• Student Achievement & Academic Performance
• Teacher Retention & Support
• School Safety & Mental Health
• Budget & Funding Challenges
• Community & Parent Engagement
• Government & Union Cooperation

On Thursday, a decision will be made on who will be the next superintendent.

▶ Watch How CCSD superintendent candidates answered your questions

How CCSD superintendent candidates answered your questions

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WATCH the full livestream of Tuesday's board interviews for the candidates

[FULL INTERVIEWS] CCSD Board interviews final 3 superintendent candidiates

Channel 13 reporters are following along Tuesday night as the event unfolds, bringing you updates on what district leaders and candidates say about your child's future education.

🔴 Live Updates:

[5:00]

Live @ 5: Day 2 of the CCSD Superintendent Search (Part 1)

• Opening Remarks: Board President Irene Bustamante Adams welcomes attendees and outlines the meeting agenda.

[5:11]

• Motion Made: Trustee Lorena Biassotti (District E) made a motion to make the special meeting open to the public on claims it would make the process more transparent. No other trustee seconded the motion.

[5:21]

• Closed Session for Background Checks?: Board trustees discuss having a closed session in part of the meeting to go over background checks. Some argue its not necessary due to HYA's research into the candidates.

[5:26]

• Recess: Board enters a five minute recess to set up candidate interviews. Jhone Ebert is set to go first.
• Closed Session Vote: Board votes to not have a closed session for background checks.

[5:31]

• Return from Recess: Board members return from recess and outline structure of the interview. 45 minutes per candidate. Jhone Ebert is set to go first.

[5:33]

• Question (Ebert): What fundamental challenges does CCSD face in regard to special education and what solutions would you bring?
• Answer: Ebert identifies three key areas for improvement in CCSD:
  
  1. She appreciates special education staff and notes a shortage, supporting stipends that have helped fill positions.
  2. She recommends bringing in external expertise to address litigation and improve classroom oversight.
  3. She emphasizes empowering families in the IEP process to foster collaboration and ensure all voices are heard.

[5:36]

• Question (Ebert): Give an example of managing crisis in a previous leadership role. Provide explanation.
• Answer: Ebert underscores the importance of proactive cybersecurity measures, referencing her experiences with breaches in CCSD and New York. After a vendor breach, she quickly assembled a response team to assess the situation, ensured transparency by informing affected districts and families, and held the vendor accountable. Ebert emphasizes learning from crises and conducted a "pretopsy" before implementing a new student information system, which uncovered overlooked training needs and programming issues, highlighting the necessity of proactive planning in crisis management.

[5:41]

• Question (Ebert): How would you implement a culture of trust and respect with your faculty and staff?
• Answer: Mutual courtesy, trust and respect across the entire system.
  

  “It is about power with, not power over,” she said. "We need to make space for autonomy with accountability."

[5:45]

• Question (Ebert): How do you plan to address the issue of attracting and retaining licensed teachers in schools?
• Answer: Compensation, strengthening professional venues and providing supports (that teachers know they are valued and respected), and having a pathway for students.

[5:49]

• Question (Ebert): Which program(s) would you implement to make sure student voices are heard?
• Answer: Notes that CCSD should be a "a destination school district." None of us have ever been in a classroom during a pandemic or when phones are going off — distractions. "Student voice, student choice," she said.

[5:54]

• Question (Ebert): How would you work with vendors, nonprofits and the business community to create valuable and manageable partnerships?
• Answer: Ebert highlights that successful vendor and nonprofit partnerships depend on clear alignment with school district goals. She cites the Donors Choose collaboration, which empowers teachers, and Nevada Gold Mines’ $4 million support for educational materials. Ebert stresses the need for transparent pathways and defined guidelines in partnerships, allowing for graceful exits if expectations aren't met on both sides.
• Question (Ebert): Is there a way to look at current partners to determine things they can do better than us so we can reinvest in teaching and learning?
• Answer: Ebert emphasizes the importance of evaluating processes and establishing a community vision to set goals and identify the best-fit partners. She advocates for bringing tutors into schools to support students who are behind, highlighting community members' willingness to contribute to this effort.

[5:56]

• Question (Ebert): What are your main focuses in a strategic plan for the district and what initiatives would you lead in the steps to achieve them?
• Answer: Ebert said the Carnegie System in which we measure student credit is outdated and needs a rework. She said its a shift relying on competency rather than time-bound expectations. She highlights that some CCSD schools are already doing this, and emphasizes that career pathways for children should be identified early on.

[6:00]

Live @ 6: Day 2 of the Superintendent Search (Part 2)

• Question (Ebert): How would you handle public scrutiny and media attention in this position?
• Answer: Transparency. When speaking of the media, "as long as they are fair and accurate, bring it on everyday of the week."

[6:05]

• Question (Ebert): How would you handle the Trump admin DEI policies in schools?
• Answer: We follow the law... We need to provide the entire board with all of the details needed to make an informed decision.
  

  Question: How would you handle the Trump admin DEI policies in schools? (one portion of multi-part question)
  Ebert: We follow the law… We need to provide the entire board with all of the details needed to make an informed decision. *Watch livestream on @KTNV for full response

  — Alyssa Bethencourt (@a_bethencourttv) March 12, 2025

[6:10]

• Question (Ebert): What steps will you take to create a culture of high expectations for students and staff?
• Answer: We start with what is our vision for the district. Next is set clear goals that the board understands and involves the business community and faculty. She cited that data shows only 29% of district staff know what current goals are — this needs to change and we need to be more data-driven. "We need to get out of admiring the data and take action," she said.

[6:12]

• Question (Ebert): Describe your leadership philosophy and how to aligns with district needs and interests.
• Answer: "I am a transformative, collaborative leader," Ebert said. She said she recognizes a need that CCSD is not where it wants or needs to be and it needs transformation. To do this, a clear understanding of goals needs to be present in district leadership.

[6:14]

• Question (Ebert): Do you support grade retention, tutoring or summer school to raise student proficiency in reading and math?
• Answer: We need to reevaluate student needs based on competency. Ebert once again pitches the idea of extended school days and extended school years to help with academic achievement within the district.

[6:16]

• Question (Ebert): Some teachers speak of losing autonomy and not seeing results in the classroom. What would you do in the first six months to address these concerns?
• Answer: All teachers need Tier 1 instruction, but she recognizes the needs of one school may be different than another. Ebert said we should uplift schools seeing success and use that to replicate ones in need.

[6:20]

• Recess: Board members enter a five minute recess to prepare for the next interviewee, Ben Shuldiner.

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Do you have a question about education in Southern Nevada? Reach out directly to our team at Justin.Hinton@ktnv.com or Joe.Moeller@ktnv.com!

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[6:25]

• Return from Recess: Board members return from recess with the next interviewee, Ben Shuldiner.

[6:26]

• Question (Shuldiner): What fundamental challenges does CCSD face in regards to special education and what solutions would you bring to remedy these challenges?
• Answer: The district needs more special education teachers. There also needs to be appropriate funding for resources to these students and consistent evaluations of their needs. Shuldiner cited the latest state performance plan reporting graduation rates for students with IEPs dropped significantly (72% to 54% in just three years) and the drop-out rate has risen from 14% to 32%. He said this is because there is a disconnect that can be fixed through avenues like more licensed professionals, partnerships and parental engagement.

[6:30]

Live @ 6:30: Day 2 of the Superintendent Search (Part 3)

• Question (Shuldiner): Give an example of managing crisis in a previous leadership role. Provide explanation.
• Answer: Shuldiner said he's regularly had to manage and mitigate crises. He gave an example of shutting down schools in Lansing with low student bodies. He said instead of making the decision from the top-down, he spoke with the community first — the parents — about the needs of their children by weighing the pros and cons.

[6:34]

• Question (Shuldiner): How would you implement a culture of trust and respect with your faculty and staff?
• Answer: Shuldiner said he would do this by being actively present at the schools. He said it's all about changing the dynamic of communication and eliminating harmful cultures of micromanaging and stress.
  

  Shuldiner: What we owe all of our staff & certainly the kids and the parents is providing them with everything they need to be successful. Staff want to be able to do their job well and with respect. @KTNV

  — Alyssa Bethencourt (@a_bethencourttv) March 12, 2025

[6:40]

• Question (Shuldiner): How do you plan to attract licensed teachers to underserved schools in our community?
• Answer: Shuldiner said he was able to reduce teacher shortage in Lansing significantly by working with the union and incentivizing, having quick responses with applications and position options.

[6:41]

• Question (Shuldiner): Which program(s) would you implement to make sure student voices are heard?
• Answer: Shuldiner suggests putting students on the board, regional student councils and superintendent roundtables. He said these initiatives turn the table from teacher teaching student, to student teaching teacher about their needs and ideas.

• Question (Shuldiner): How would you attract a diverse group of students?
• Answer: Go to the schools — be intentional about reaching out to every student. Make sure principals and directors are making connections so they feel invited and safe.

[6:45]

• Question (Shuldiner): How would you work with vendors, nonprofits and the business community to create valuable and manageable partnerships?
• Answer: Shuldiner said it's about opening doors and leading the charge with people who want to help, especially if goals align.
• Question (Shuldiner): Is there a way to look at current partners to determine things they can do better than us so we can reinvest in teaching and learning?
• Answer: Shuldiner said to share parts of the curriculum with nonprofit partners so goals are understood.

[6:48]

• Community Forum Results: Joe Moeller highlights the results from Monday night's community forum with the candidates. Results show participants rated Ben Shuldiner higher in most categories.

[6:49]

• Question (Shuldiner): What are your main focuses in a strategic plan for the district and what initiatives would you lead in the steps to achieve them?
• Answer: "It's not your goals, it's our goals." Shuldiner said he would focus on graduation rates, one-star schools, vacancies and communication (builds transparency and trust).

[6:54]

• Question (Shuldiner): How would you handle public scrutiny and media attention?
• Answer: You handle public criticism by handling it. If someone is willing to express their concerns, I better be listening. "They're going to find out the truth anyway, why wouldn't you just lead with it?" Shuldiner went further by saying, "It's your (superintendent) district when it fails, it's everyone's when it succeeds."
  

  Question: How would you handle public scrutiny/media attention?
  Shuldiner: You handle public criticism by handling it. If someone is willing to express their concerns, I better be listening. “They’re going to find out the truth anyway, why wouldn’t you just lead with it?” @KTNV

  — Alyssa Bethencourt (@a_bethencourttv) March 12, 2025

[6:57]

• Question (Shuldiner): How would you handle the Trump admin DEI policies in schools?
• Answer: "I will not do anything illegal," Shuldiner said. He emphasized he will do everything within the law. He said hiring/firing superintendents, approving budgets and policy are under the purview of the board and he is only there to support the board's direction.

[7:01]

• Question (Shuldiner): What steps will you take to create a culture of high expectations for students and staff?
• Answer: You have to collectively set goals districtwide — parents, teachers, administrators, the board, everyone.

[7:05]

• Question (Shuldiner): Describe your leadership philosophy and how to aligns with district needs and interests.
• Answer: Shuldiner said he supports co-construction and balanced governance. "We have to buy in together, we have to work together," he said.

[7:09]

• Question (Shuldiner): How would you improve proficiency rates within the district?
• Answer: As a district, Shuldiner said they'd have to identify where students need help the most and create programs around that. Extra support, tutoring, attention to detail. Believing that students are capable.

[7:11]

• Recess: Board members enter a five minute recess and will resume with the last candidate, Dr. Jesse Welsh.

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Do you have a question about education in Southern Nevada? Reach out directly to our team at Justin.Hinton@ktnv.com or Joe.Moeller@ktnv.com!

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[7:16]

• Return from Recess: Board members return from recess to interview Dr. Jesse Welsh.

[7:17]

• Question (Welsh): What fundamental challenges does CCSD face in regards to special education and what solutions would you bring to remedy these challenges?
• Answer: Welsh said identifying students with special needs is crucial and having guidelines to train staff appropriatly needs to be focused on. He said addressing vacancies and working with groups like CCEA to fill those positions with quality professionals.
• Question (Welsh): What type of training would you give staff in regards to special education?
• Answer: Effective RTI training, or response-to-intervention. He said the intent is to provide as much support and resources outside the special education setting before identifying that a child needs an IEP.

[7:22]

• Question (Welsh): Give an example of managing crisis in a previous leadership role. Provide explanation.
• Answer: Welsh highlighted his response to the COVID-19 pandemic. He said it's important to overcommunicate important information with stakeholder communities.

[7:27]

• Question (Welsh): How would you implement a culture of trust and respect with your faculty and staff?
• Answer: Welsh said we need to trust our teachers and empower them in the classroom. He also said that taking things off their plate would really show that the district values their teachers.

[7:29]

• Question (Welsh): How do you plan to address the issue of attracting and retaining licensed teachers in schools?
• Answer: Culture and climate. Our teachers need to feel supported and valued by our leaders. We’ve got to be able to get people through the job application process quickly. Welsh also mentioned providing stipends for teachers applying to underserved schools. He also mentioned targeted recruiting.

[7:34]

• Question (Welsh): How would you ensure student voices are heard and valued?
• Answer: Identify what's working and not working. "I think it's also important to get student input," he said. Getting into schools and talking to students to find out what's going on.
  

  Question: how would you ensure student voices are heard and valued?
  Welsh: Identify what’s working and not working. “I think it’s also important to get student input,” he said. Getting into schools and talking to students to find out what’s going on. @KTNV

  — Alyssa Bethencourt (@a_bethencourttv) March 12, 2025

[7:36]

• Question (Welsh): How would you work with vendors, nonprofits and the business community to create valuable and manageable partnerships?
• Answer: Welsh said the district needs to look at the usage, cost and ROIs of its partnerships. Keep what's working and reallocate what's not. He said he values building relationships with the business community if it aligns with district goals.
• Question (Welsh): Is there a way to look at current partners to determine things they can do better than us so we can reinvest in teaching and learning?
• Answer: Welsh said he supports outsourcing resources, especially for things like wraparound services. Also not just for school resources, but also basic necessities like clothing, food, etc. and health needs (mental health).

[7:39]

• Question (Welsh): What are your main focuses in a strategic plan for the district and what initiatives would you lead in the steps to achieve them?
• Answer: "It's very important that the superintendent is an active part of the strategic plan," Welsh said because people see how you lead through action. He said he wants to create a comprehensive five-year plan with all stakeholders. He said he anticipates these being in the plan:
  
  • Academics
  • Disproportionality
  • Climate and culture
  • Finance and operations
  • Community engagement

[7:41]

• Question (Welsh): How would you handle public scrutiny and media attention in this position?
• Answer: By being open, honest and accountable — not hiding or dodging public requests. He emphasized that overcommunicating is important for both good and bad information. He also said it's important to explain the "why" to decisions that are made.

[7:44]

• Question (Welsh): How would you handle the Trump admin DEI policies in schools?
• Answer: "Number one, we have to make sure all students feel safe and welcome," Welsh said. "Our students are not going to learn if they don't feel safe, physically and emotionally." Welsh said district leadership needs stability among each other and to keep legal disruption away from the schools.

• Question (Welsh): Is there any circumstance that you would forgo federal funds?
• Answer: Welsh said a significant portion of the district budget is reliant on federal funds and not having it will cause massive disruption for schools. He said he can't see a way how the district can operate without those funds, but there needs to be plans in place if they are terminated.

[7:48]

• Question (Welsh): What steps will you take to create a culture of high expectations for students and staff?
• Answer: It's about having the right structure and the right people in each seat of the organization with clear roles and responsibilities, citing SMART goals.

[7:50]

• Question (Welsh): Describe your leadership philosophy and how to aligns with district needs and interests.
• Answer: A strong leadership team with everyone at the table giving input needs to be a focus. Leading with multiple perspectives is key to success.

[7:54]

• Question (Welsh): What would you do about compacting salaries for veteran educators?
• Answer: By speaking with nonunion and union groups about their contracts. It's all in the negotiations and meeting the needs of educators.
• Question (Welsh): How would you improve proficiency rates within the district?
• Answer: The district needs to provide resources and programs to students if they're not proficient in the areas they need to be. He said there is a challenge to make it mandatory, though, because every family is different.

[7:56]

• Question (Welsh): What is the district's argument to elected officials in regards to its challenges and what will it take to convince state lawmakers to keep funding the district?
• Answer: Welsh said the district is in the right direction by working with the state legislature. The district should really target its funds towards specific outcomes and goals. He said in the past, the district has done this and it showed the state that it's capable of managing its funds properly.

[7:58]

• Question (Welsh): How can the district improve communication with its a large size?
• Answer: "It comes back to leveraging multiple avenues and opportunities when we're communicating out to our community," Welsh said. He said the district cannot rely solely on its own communication department.

[7:59]

• Question (Welsh): How would you ensure continuity and a focus on what works?
• Answer: Welsh emphasized that this is an important duty of the superintendent. He said the district should focus on its tier instruction supports and perfecting programs that work.

[8:01]

• Question (Welsh): From your prior successes, how can you scale those up to meet the needs of CCSD?
• Answer: "You have to think in terms of systems and processes," Welsh said. He said its key ti make sure the things you're putting in place can be done at scale, and when it comes to implement them, start small with a pilot program.

[8:03]

• End of Interviews: With the last question asked, Board President Bustamante Adams closes the interviews.

[10:00]

Vegas 34: Day 2 of the Superintendent Search (Part 4)

• Union Reactions: Joe Moeller speaks with CCEA leaders about their reaction to the three candidates and meeting them first-hand at Tuesday night's special meeting.

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Do you have a question about education in Southern Nevada? Reach out directly to our team at Justin.Hinton@ktnv.com or Joe.Moeller@ktnv.com!

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Candidate Profiles

	CEO of Nevada State High School Before returning to Nevada, Dr. Jesse Welsh previously served as the superintendent of the Paradise Valley Unified School District in Phoenix, but before that, he held multiple roles within CCSD dating back to the 90's — such as a principal, assistant principal, teacher and associate superintendent of curriculum and professional development.
	Lansing School District Superintentdent Ben Shuldiner is the only candidate without prior ties to CCSD, but his experience has taken him all over the country and even to the UK. He's currently the superintendent of Lansing School District in Michgan. During his initial CCSD board interviews, Shuldiner said the superintendent position would be a fresh start and mentioned his experience working in New York schools, the state with the largest school district in the nation.
	Nevada Superintendent of Public Instruction Jhone Ebert is the current State Superintendent of Public Instruction and built most of her career through several high-level leadership positions in CCSD, also dating back to the 90's. Before working with the Nevada Department of Education, Ehbert was the Senior Deputy Commissioner for Education Policy in the New York State Education Department.

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