RSU 21 Survey Attributes/Qualifications for Superintendent of Schools *
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Superintendent Attributes / Qualifications
The following list includes 14 attributes or qualifications that the Board views as essential for an effective superintendent of schools.

Please rank order the four you consider of highest priority for the School Board to consider for the new superintendent.

Full descriptions of each attribute can be find by scrolling down. Please review the descriptions before ranking the attributes.

Superintendent Attribute/Qualification Descriptors

COMMUNICATION—Able to communicate clearly with staff, parents, students, and community, both verbally and in writing. 

COMMUNITY RELATIONS—Recognizes the importance of both stimulating and reflecting community needs and wants regarding education.  Demonstrates ability to involve the community in developing and implementing goals.  Views the community/school relationship as a partnership. 

CURRICULUM—Strong commitment to leading the effort to define and deliver an effective, consistent, equitable curriculum K-12.

ETHICS--Fulfills all professional duties with honesty and integrity and always acts in a trustworthy and responsible manner. Accepts responsibility and accountability for one’s own actions and behaviors

LEADERSHIP—Able to motivate, lead, guide and direct people.  Committed to implementing the Mission and Vision Statement of the school system.

ORGANIZATIONAL MANAGEMENT—Uses a systematic approach to managing and improving he schools.  Excellent organizational skills, working knowledge of school law, and proven ability to resolve organizational conflicts.

PERSONNEL MANAGEMENT—Excellent people skills.   Ability to recruit and retain high quality staff.  Strong personnel management practices and understanding of collective bargaining issues.

SCHOOL/COMMUNITY INVOLVEMENT—Visible in the schools, aware of current issues and activities in the schools, and shows an interest in community affairs.

SCHOOL FACILITY MANAGEMENT—Good understanding of facilities management, including development of long-term maintenance plans, and budgeting/planning for future building needs.

SCHOOL FINANCE/BUDGETING—Strong working knowledge of school finance, including budget development and management.  Ability to effectively communicate with the School Board, staff, community, and state and local officials.  Clear understanding of federal, state, and local funding issues.

SCHOOL IMPROVEMENT—Commitment to supervise and evaluate school programs in the spirit of continuous improvement.  Understanding of educational practices, research, and national/state/local initiatives, including Maine’s Learning Results.  Ability to frame issues for discussion, reach timely decisions, and implement change.

STAFF DEVELOPMENT—Committed to and fosters continuous staff improvement.  Emphasizes both system wide and individual development.

SUPERINTENDENT/BOARD RELATIONS—Understands that the superintendent is responsible for management of the schools under the board’s policies and is accountable to the board.  Supports and facilitates the work of the board.  Maintains open communication with the board.

SUPERVISION/EVALUATION—Understands the importance of accountability for staff and self.  Uses an evaluation process that establishes clear performance standards and follows through to resolve performance issues.