Constance Clayton The Two Schools Of Thought Supporters Contend She's Reclaimed A School District In Disarray. Critics Say The Hard Data To Prove That Assertion Is Difficult To Come By.

March 15, 1991|by Debbie Stone, Daily News Staff Writer

There was hell to pay when Schools Superintendent Constance E. Clayton did not receive an invitation last month to a reception honoring former Board of Education President Herman Mattleman.

Never mind that Mattleman had resigned in November out of frustration over what he considered Clayton's iron-fisted way of running the School District and did not want her there. It was bad for her image and the district's to not get an invitation to a high-visibility event like the reception at the Fidelity Bank building sponsored by the Fellowship Commission.

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Bernard Watson, chief executive officer of the William Penn Foundation, a major behind-the-scenes power broker and a staunch supporter of Clayton, found the apparent omission to be an "outrage" and an "insult," as he later termed it.

Watson called the Fellowship Commission and declared that he would not attend the reception since Clayton had not been invited.

Clayton was immediately faxed an apology with an explanation that her invitation must have been misplaced, according to people familiar with the event. Both she and Watson attended.

Image is important to Clayton, who is widely credited with repairing the tarnished reputation of the district over the past eight years by restoring it to financial health, instituting wide-ranging curriculum changes and avoiding labor strife while becoming a national advocate for children.

But there are a growing number of people who say that she has become so concerned with image that her effectiveness could be compromised at a time the district faces daunting challenges: a looming budget deficit that could reach $231 million within three years, shrinking resources and a student body that increasingly reflects the many social ills afflicting the city.

These critics say that the 53-year-old schools superintendent:

* Avoids meaningful discussion and stifles constructive criticism, and is quick to call anyone who criticizes her or the district an enemy of the city's schoolchildren.

* Demotes or forces out those who disagree with her and promotes people more for loyalty than competence.

* Has been reluctant to make available data on students' progress because it might not agree with the image she has carefully cultivated of a school system on the move.

* Has maintained her power, in part, because her more influential supporters are quick to characterize those who challenge her as being sexist, racist, or both.

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