Vacancy Information

Superintendent Profile Traits

• Effective Communicator who is accessible and approachable.

• Develops trust of patrons and staff in all four communities in order to maintain strong relationships.

• Is an honest, caring, collaborative leader who leads by example and maintains integrity through building consensus with all stakeholders.

• Is personally accountable and responsible for actions and decisions .

• Empowers others by promoting a students first approach and strives for all learners to be successful.

• Is a team builder who uses and appreciates the strengths of the staff.

• Is a listener who seeks input and truly hears and considers that input.

• Effectively manages district and community resources while making strategic decisions .

• Is transparent to staff and community by sharing division goals, challenges and achievements.

• Provides sustained, systemic, and evidence-based interventions to obtain equitable access to learning for all students.

• Has a proven track record of improving student achievement for ALL students.

• Possesses a strong working knowledge of the budget and the ability to prioritize budgetary spending .

Superintendent Leadership and Management Style

• The new superintendent needs to possess good active listening skills.

• The new superintendent needs to be a good communicator.

• S/he must be a decisive decision-maker who is not swayed by critics.

• The new superintendent should be a visionary educational leader who plans for the future.

• The new superintendent must understand the needs of all four strands and be accountable to each school community.

• In light of the many challenges facing schools today, the new superintendent must be brave and courageous.

• The new superintendent should be visible in all the schools in a meaningful way – not just do a brief walk-through.

• The new superintendent should help build school board cohesiveness.

• Transparency of words and actions will help the new superintendent gain community support and trust.

• The new superintendent should be able to understand and appreciate all levels – elementary as well as secondary.

Superintendent Communication Style

• The superintendent needs to deliver a consistent Division-wide message that makes all staff and communities feel that their needs are addressed.

• The superintendent will need to establish relationships by listening and meeting with everyone before making sweeping changes.

• Honesty and clarity of communication will be assets for the new superintendent.

• The superintendent needs to deliver timely and consistent communication to all stakeholders including staff, parents and the community so that one group doesn’t feel like it’s the “last to know”.

Significant Strengths of the Montgomery County School Division and Entire Community

• The Division has a caring and competent staff.

• The Division is forward-thinking and student-focused.

• There is a strong relationship with the Universities and Colleges in the area.

• Historically good school system.

• Great outdoor resources and activities for the entire family.

• Strong fiscal status with ample funds for capital and operational needs.

• Strong Strategic Plan that involved the entire community and staff.

• Great place to raise a family.

• Small town feel with “Big City” attractions.

• The parents are highly supportive.

• Students have access to sports, the arts and many extra-curricular activities.

Most Critical Issues and Challenges

• The need to continue to address the current and future building construction projects in all four strands.

• The need to continue to work on building a stronger relationship with the Board of Supervisors.

• The classified staff needs to feel more appreciated and salary inequities needs to be addressed.

• The new superintendent will need to address the mental health and social and emotional needs of all students.

• Bargaining with contractual groups will be a new challenge.

• There is a need to continue to address school safety and build a strong relationship with the community law enforcement.

• There is a need to involve staff and students more in decision-making as it relates to the programs and needs of the schools in all four strands.

• The new superintendent will be faced with the vocal critics who continually address the school board and county board meetings.

• There is a need to address equity and diversity in and meaningful way. Staff are not clear on where the division currently is on this topic.

• There is a “top down” feeling from central office by many staff that should be addressed.

• More meaningful professional development for staff that addresses important curriculum and student areas is needed.

• Attracting and retaining staff, especially diverse staff, is needed. Higher rate of teachers and other staff are leaving the system.

Significant Community Selling Points

• The environment of Montgomery County is safe, and the crime rate is low.

• The community has a very friendly environment, and everyone is helpful to each other.

• Many residents have a strong belief in public education.

• The Division is located near outdoor recreational areas for hiking, biking, swimming, and camping.

• Sports, arts and cultural enrichment are available in the local and surrounding areas.