Don't limit park district director pool

As the Naperville Park District board steps up its search for yet another park district director, it might want to add this to its job advertisement:

"Those with experience as combat pilots are encouraged to apply."

That's because these folks would be best prepared to settle into the executive director's chair that of late has become an ejection seat.

Joe Schultz was forced out as park district director in 2000. His successor, Ken Brissa, was ousted in 2004. Then came Barbara Heller, who decided she had had enough and catapulted herself out of the job by resigning earlier this year.

If the high turnover in the executive director position doesn't discourage the most qualified people from applying, what might make them think twice is a residency stipulation. Park district commissioners will require out-of-town candidates to move to Naperville either within six months of their hiring date, or at another mutually agreed-upon date.

There are advantages to having the director live in Naperville. He or she would be invested in the community and presumably more in touch with the needs of park district users. You would have more opportunities to meet and greet the public.

We know some commissioners weren't happy that Heller did not live in Naperville.

But at a time when the park district needs to at last find the very best person for the job of executive director after a series of failures to do so, a residency requirement could work to limit the talent pool.

What if the very best person for the job happens to live in a nearby community and doesn't want to disrupt the family with a move? Or because a move would add to a spouse's commute time to work?

And if the person does decide to take the job with the understanding of moving to Naperville, what would be the relocation expenses?

Keep in mind, too, that residency isn't a guarantee of getting excellence. Schultz lived in Naperville. So did Brissa.

At the same time, the park district intends to expand the pool of applicants by allowing those without a background in park district management to submit resumes.

That's not a bad idea. Certainly an individual with strong background in business, finance and personnel, coupled with robust leadership and interpersonal skills, could lead the park district. He or should would have the helpful guidance of administrators who have specialized skills in parks and recreation management.

But we would also urge some caution here. Brissa had a long and strong background in business, and very little experience in parks management. As it turned out, the district was hardly run in the business-like fashion expected of Brissa.

We would think it would not be impossible to find a person who has a good head for business -- and experience in running a park system. That's the ideal candidate to bring into the interviewing room.