As you may know, Neil Pedersen, superintendent of CHCCS, has announced that he is retiring , effective next June. Named the 2001 Superintendent of the Year by the N.C. Association of School Administrators, Perdersen is the longest serving superintendent in the district's 101-year history, having assumed the role 18 years ago. He was also one of four finalists for 2001 National Superintendent of the Year. During his tenure, nine new schools have opened.

I asked Pedersen, 60, about his decision to retire and his goals for his last year with the school system.

What will you miss the most about your job as superintendent?
No doubt I will miss my colleagues the most. Our work is intensive, which requires us to spend many hours together. We problem solve together, support each other in the midst of crises and share stories about our families. Also, I will miss witnessing the many accomplishments of our students, whether they take place in the classroom, on the athletic fields, in the theaters or in the community. I'll miss shaking 800 students' hands at graduation and wishing them well. I won't miss getting up at 4 a.m. in the morning to decide whether or not to run our buses. I look forward to thoroughly enjoying a beautiful snowfall without a worry in the world.

You're the longest-serving superintendent in the district's 101-year history. What are you proudest of?
I'm proud that during this time we successfully coped with our district doubling in size while, at the same time, we improved the quality of the education that our students received. Not only were half of our schools built during this period, but our older facilities have been updated and expanded. Students have more educational opportunities than ever before, such as through our high school academies and our dual language programs in four of our schools. Although we still have an achievement gap in our district that must continue to be addressed, the level of academic achievement of all students, including our students of color, has risen significantly. 

Since you still have the upcoming school year left, what are your goals for your remaining time with the school system?
My primary goal is to leave the district in as healthy of a position as possible for my successor. With the anticipation of a loss next year of as much as $5 to 7 million in state and federal funding, we will be strategically identifying potential areas for reductions. We also are scheduled to study and make recommendations regarding the future of our dual language programs. We need to continue to work on transforming our schools into professional learning communities where teachers work collaboratively and plan for the success of each and every student. The Board has also asked that we re-examine our literacy program and take steps to ensure that every student is reading at or above grade level. The Board also has asked the administration to study how we can expand the amount of instructional time that is available, particularly for our most fragile students. As is always the case, we have more than enough items on our plate.

What are your retirement plans? Will you stay in Chapel Hill?
My wife, Deborah, and I very much would like to continue to reside in the Chapel Hill-Carrboro area. This is one of the greatest places to live in the country. Needless to say, we have hundreds of friends and acquaintances here. We don't plan to pull up our roots and leave unless there is a compelling reason to do so. I have given much thought to retirement; however, I really haven't yet made any firm plans. Initially, I want to have much more time for myself and my family -- to find time to read and reflect -- to attend to my personal health and simply relax. Ideally, this still would leave time to continue to contribute to the education profession in some capacity.

What do you think the school board needs to look for in the next superintendent? What would your advice for the board be as they begin the search?
The most important act that a board of education takes is to select the right person to be the leader of the school district. The person's values, belief system and style of leadership need to be compatible with the culture of this community and the school district. My advice to the Board would be to take the time to listen to the community, process what it hears and establish a clear direction in which it believes our schools should be headed. Its challenge then is to find that person who can take them in that desired direction.