region 13 survey and focus group data files
TRANSCRIPT
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ONLINE SURVEY AND FOCUS GROUP
DATA FILES
Regional School District 13
Superintendent Search - 2013
Community Assessment ReportReviewed and Accepted by the
RSD13 Superintendent Search Committee
(Board of Education)
facilitated by:
Dr. H. Kaye Griffin, Lead Executive Consultant
C.E.S Executive Search Services
Trumbull, CT
September 2013
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Online Survey: Methodology and Raw DataMETHODOLOGY
The Cooperative Educational Services (C.E.S.) Executive Search Services consultant, with the
assistance of the RSD13 technology staff, conducted an online survey made available on the
district website from August 26 through September 6, 2013. All members of the RSD13
community and the extended community were invited to participate in the online survey via the
following announcement/invitations: a news release in local papers, notifications posted on the
district website, and through broadcast email messages to school staff and parents.
The online survey was developed by the search consulting firm and resided on the C.E.S. server
at the Trumbull, CT office; therefore, participants were directed to access a special "link" on the
school district's website homepage that would link them with the survey instrument at an offsite
location. All data collected from the online survey was compiled and is included in this section of
the Community Assessment Report on the following pages. The online survey required the
participants to respond to the following questions:
Online Survey Questions
1. Tell us about yourself - select all that apply. (demographics)2. In your opinion, what prior professional job experiences should the next superintendent of the RSD13
have? Select the three (3) most important to you.
3. What kind of educational background would you prefer to see in the new superintendent? Select the one(1) that is most important to you.
4. What specific school improvement achievement record do you believe the new superintendent shouldpossess? Select the three (3) most important to you.
5. Given your knowledge of the current needs of the RSD13, what specific administrative skills do you thinkthe new superintendent should possess? Select the five (5) that you think are the most important.
6.
What personal characteristics and attributes best describe your idea of an effective superintendent?Identify all characteristics / attributes important to you. (For example: good communicator, intelligent,
approachable, etc.)
7. Going forward over the next five (5) years, what do you think are the most important issues andchallenges facing RSD13?
The C.E.S. consultant (Dr. H. Kaye Griffin) and her assistant (Sarah Saunders) compiled the data
generated through the online survey following the survey expiration date. Thus, the responses to
the survey represent the thoughts, ideas, and comments of only those persons in the school and
extended community who voluntarily chose to respond to the online survey during the data
collection window which was August 26 - September 6 at 4:00 pm.
In regard to the open-ended response questions included in the survey, C.E.S. policy prohibits
publication of any comment that could be interpreted as an endorsement of a candidate for theposition of superintendent, an personal opinion specific to the current or past superintendent, or a
comment, negative or positive, that focuses on any one person (names the person) in the school
community. Such comments are redacted from the published report for legal purposes.
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Demographics of Online Survey Respondents
Survey respondents were asked to identify all categories that described their own demographic(s) from alist of possible choices. Therefore, the overall count of demographic descriptors included in thedemographic tally on the chart below, which was three hundred and seventeen (317), is greater thanthe total number of unique survey respondents who took the survey which was two hundred and thirty-four (234). The data included in the chart below provides an analysis of the pool of people who chose totake the online survey. Additionally, the percentage of the total pool of respondents taking the survey has
been calculated to demonstrate how the different categories contributed to the total pool (100%) of therespondents.
Ranked Responses to Question #1:Tell us about yourself - select all that apply.
Respondent Categories - Demographics Respondents Percent
of PoolStudent currently in the RSD13 12 4%
Student recently graduated from the RSD13 13 4%
Parent of an RSD13 student 75 24%Parent of a young child who will be a future RSD13 student 22 7%Administrator in RSD13 2 1%Teacher or other certified support staff member in RSD13 90 28%Non-certified staff member in RSD13 24 8%Elected town official or member of a board, commission, council, etc. 8 3%Resident, not a parent of a school-age child 31 10%Business owner in Durham or Middlefield 7 2%Senior citizen in Durham or Middlefield 21 7%OTHER: Parent of student in private school, also parent of 4 graduates ofRSD13 and former teacher in RSD13; grandparent of student; former RSD 13
student and CRHS graduate; retired from RDS13; Advocate of Public Education;Parent who graduated years ago from RSD13; retired teacher RSD13; Parent ofRSD 13 graduates; local librarian; ex-BOE member
12 4%
TOTAL 317 100%*Note: Total number of respondents (317) includes those respondents who fit more than one demographiccategory.Rounding up/down applied for percentages.
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Survey Responses - Questions #2 - #7
Ranked Responses to Question #2:In your opinion, what prior professional job experiences should the next superintendent of the RSD13have?Select the three (3) most important to you.
(Most frequent responses highlighted on chart)
Ranked Responses to Question #3:What kind of educational background would you prefer to see in the new superintendent? Select the one (1)
that is most important to you.
(Most frequent response highlighted on chart)
Type of ProfessionalExperience
Number ofResponses
Percent ofResponses
School principal 154 24%
Classroom teacher 152 24%
Superintendent of schools 111 17%
Central office administrator(e.g., assistant
superintendent / associate superintendent)
111 17%
Central office supervisor (director of curriculum,director of personnel, director of special educationor student services)
73 11%
Private sector management/leadership 40 6%
Formal Educational Background Number ofResponses
Percent ofResponses
Advanced degree (beyond Master's Degree) 116 50%
Doctoral degree 91 39%
Masters of Business Administration (MBA) or business courses 25 11%
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Ranked Responses to Question #4:What specific school improvement achievement record do you believe the new superintendent should
possess? Select the three (3) most important to you.
(Most frequent responses highlighted on chart)
School Improvement Achievement Record Number ofResponses
Percent ofResponses
Creating a positive school and district culture for students, staff,
and parents128 20%
Raising student achievement and improving overall studentperformance
91 14%
Creating and sustaining a climate of trust in the schools and
extended community91 14%
Creating a positive learning environment for students 75 12%
Creating and sustaining a climate of trust and a positive workingrelationship with the Board of Education
59 9%
Improving the organizational productivity of the school districtas a whole
52 8%
Improving professional development programs for schoolpersonnel
36 6%
Participating in and/or facilitating strategic long-range planning 36 6%Recruiting and retaining "high quality" teachers and staff 31 5%Improving supervision and evaluation programs for certified andnon-certified school personnel
20 3%
Leading national, state, and regional school reform efforts 13 2%OTHER:
Advocating for the teachers to parents. If a parent has a problem with aschool situation, he/she should not feel that calling the superintendentis the first (or second or third) step to resolution. She / He should notget involved in each parental concern
I would like a superintendent who encourages an innovative, creativelearning system.
Broader considerations, outside the box of normal ideas, not just statusquo Willing to consider schedule changes across all schools Bring down cost per student to be in line with similar towns/districtsAlong with recruiting and retaining high quality teachers and staff, they
should be willing to cut non-and subpar performers as well Working within limited financial means and possible budget cuts Fiduciary responsibility, all others should be positive if these 3 goals are
met. Increasing student college attendance. Ensuring safety of children in the districts custody. And working closely
with local elected and emergency services officials to support SafeSchools initiatives
Ensuring safety of children in the districts custody. And working closelywith local elected and emergency services officials to support SafeSchools initiatives
Willingness to consider schedule changes Promoting and sustaining program choice. Challenging and offering more for the higher learners.
15 2%
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Ranked Responses to Question #5:Given your knowledge of the current needs of the RSD13, what specific administrative skills do you thinkthe new superintendent should possess? Select the five (5) that you think are the most important.
(Most frequent responses highlighted on chart)
Administrative Skills Number of
Responses
Percent of
ResponsesPersonnel management, faculty relations, and staff development 180 18%Public relations and communications in the school community 173 17%Budget development and fiscal management of school funds 170 17%Curriculum, instruction, and assessment of student performance 155 15%School facilities and operational management 101 10%
Special education and student support services 87 9%Employee contract negotiations and management 82 8%
Student extracurricular activities (sports, theatre arts, etc.) 47 5%OTHER: the ability to handle parent complaints with diplomacy as well as
firmness in requiring parents to go through the protocol of speaking
with the teacher first Be able to reign in the massive expansion of Special Ed-placed
students; students who get 504 accommodations at the drop of a hat for the question on professional job experience above- I feel the new
superintendent should have a strong background in education, but notonly those defined in the question.
experience with gifted or accelerated programs Form and implement a vision Fiduciary responsibility. raising student achievement /expectations The ability to get things done without dragging it on forever. Technology Shows support and a dedication to arts activities that occur during the
day such as music, classroom arts, and movement arts (PE). Communication skills, The new superintendent needs to be open to a variety of instructional
models and value the choice of program that our district offers. Thereis over 35 years of history with two programs and we need to preservethat.
The ability to encourage real teaching and learning in the schools notjust a test score.
Equity among the schools - services (remedial and special ed)Ability to lead teachers, admin in use of technology
15 1%
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Clustered Responses to Question #6:What personal characteristics and attributes best describe your idea or standard for an effective
superintendent? Identify all characteristics /attributes important to you. (For example: good
communicator, intelligent, approachable, etc.)
Note: The comments below are printed as they were written by the survey respondents. The consultants
made no attempt to change any spelling or make mechanical or grammatical corrections.
1. Listens to the community as a whole.2. certainly an effective communicator but most importantly a person who sincerely shows how he values and
supports the good work that his teachers are doing.
3. Good listener, Effective communicator, Not focused on just test scores4. trustworthy, intelligent, organized, good communication skills, approachable, willing to commit the time necessary
for the job
5. Strong communicator, fair with all staff, and collaborative.6. I think that the new superintendent needs to have an understanding of special education. Also they should be fair
and honest, we should be able to trust them as a staff. They should have an open door policy so that they are
approachable and accessible. I also believe that the new superintendent should have a passion for children,
because teaching kids is what we are all about.7. works well with all staff. Does (not) think of the paras, custodial and kitchen staff as "beneath them"8. great with communication and practice of our core ethical values9. "Strong leadership that is aligned with BOE and district parent goals
10. Strong listener and effective communicator...keep parents, staff, and BOE informed."11. A persuasive personality, effective communicator, intelligent, approachable. A person who will stand by their beliefs
and not be swayed.
12. courageous - ability to stand up for what they believe in and advocate for our schools, children and the multi-aged/ID program. I want our next superintendent to believe this program and support it as an equal with no bias.
Approachable, honest, respectful of all walks of life and all district employees, regardless of position
13. I want someone who trusts that principals, teachers, and staff are doing their jobs unless they have evidence tothe contrary. The efforts to micro-manage people who don't need to be managed has been time-consuming,
counter-productive, and sometimes downright silly. Telling us what brand and type of pen we can buy? Please.
Trust that we can buy appropriate supplies without help.
14. approachable, visible, good advocator, open to new ideas15. A leader who listens to the needs of his/her teachers, support staff and administrators for those are the people who
are in most direct contact with the students. An open-minded person who looks for the positives in both sides of
our unique district. Most importantly, a strong leader who is approachable and genuinely cares about the needs of
the students, even if it is contrary to more "important" issues on the table.
16. they should be decisive, able to build a rapport with staff and the community, the focus should be on what is bestfor students,
17. effective communicator, approachable, politically astute as in able to mingle and connect with any group in thecommunity, good management skills, kind, honest, holds him or herself to the Core Ethical Values first before
expecting it of all staff - not making her/himself the exception, believes in both programs - does not put one before
the other and allocates equally to both
18. Effective communicator with town, school staff, putting people first and supportive of staff, positive listener, Goodcollaborator.
19. Open to new ideas implemented nationally. Be able to let go of the past and set aside personal bias.20. substantial classroom experience, Approachable, honest, open to new ideas, intelligent, committed to educating
the whole child, effective communicator
21. good listener, approachable, visible in ALL schools, effective communicator with all stakeholders, delegator22. A superintendent should be approachable, and should have a sense of humor. He or she should also demonstrate
the willingness to maintain a relationship with the community as a whole.
23. Involved in school community24. Effective communicator, promotes others to rise to their potential but doesn't push them to succeed, needs to be
friendly and understanding.
25. All of the above and understanding that it is more than just nuts and bolts there are real people involved
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26. Communicative, Open to hearing suggestions, Flexible, Understanding that supporting the mental health ofstudents is a great need
27. Realistic expectations for uses of resources, personable, willingness to interact with students28. effective communicator, approachable, integrity, value of teachers and their responsibility, good at balancing
parent demands
29. Personable, humorous but not a clown, strong backbone to know how/when to push back pushy parental demands.30. Approachable and trustworthy31. Effective communicator, approachable, fair, appreciates their staff, celebrates the fact that we have program choice
in the district, recognizes and sees value in the importance of giving parents a choice of educational philosophy
32. Intelligent, Approachable, Good communicator, Active in professional organizations, Experienced educator andadministrator
33. We need a leader who can fight for what is right for education and not give into every parent issue. We need aleader who will fight for their staff and not back down from outside pressure. School climate is a major concern.
We just need an effective leader and motivator. This will lead to student success.
34. intelligent, realistic, open minded, sense of humor35. I feel that we need a superintendent who stresses the importance of high academic standards. We tend to cater to
special needs and middle of the road students while the very best and brightest become disenfranchised with the
district and for the most part leave the district for what is deemed a better education, (I.e. private schools). When
we first moved into the district 20 years ago, the district was ranked overall in the top 20 school districts in the
state. This distinction included much bigger, more affluent towns in the demographics. Now I believe the overall
ranking has dropped to the mid 80's! This is inexcusable! I had an administrator tell me that our students are not
as bright! Four young women who would have been in my daughters graduation class, left the district and went to
Mercy High School. These 4 girls all graduated in the top 15 students at Mercy! Why did the parents feel the need
to leave, perhaps we should also query parents who send their children elsewhere to excel.
36. The next superintendent should have a very approachable, friendly, personality. He/she should have very strongcommunication skills and be adept at relating the needs and goals of the school district to the community. Often
times in the past decisions made by the superintendent where not always thoroughly explained to the community
in terms that they could understand. It would lead to a lot of upset tax payers and community members.
37. A person who has respect for the educational process as an art as well as a science. An administrator who seeksinput and is thoughtful and yet decisive when implementing a program or policy. An administrator who
communicates well and is aware of the concerns of all involved in the educational community. An administrator
who will continue to support and model character education as expressed in the District's Core Ethical Values.
38. Friendly, be able to recognize and carry on a conversation with ALL STAFF. Be a parent. Have a good education.Preferable come from Connecticut. Served as a teacher and administrator.
39. An excellent communicator, someone who can make hard decisions and be a great leader and yet at the sametime radiate likability, trust and a caring/respectful persona towards EVERYONE (even the most unlikable and
difficult). Need someone with great EMPATHY for others who can be sensitive to the deep challenges that staff are
feeling right now. Somehow the biggest challenges can easily be faced with a calm, caring LEADER at the helm -
one you respect professionally AND like and trust as a person. And don't forget a friendly sense of humor as if I
haven't asked for EVERYTHING wonderful already. Good Luck!!!!
40. Approachable, Available, Experienced, Not Old School41. I think the new superintendent has to be a strong communicator - both within the school system (board of ed,
teachers, administrators) but also within the community. With the economy being what it is.. many people in the
community are not supporting educational spending. It should be the superintendent's job to communicate needs
and make connections .
42. Personal integrity (i.e., honesty); clear & succinct communication skills43. Approachable, Lifelong learner, Ability to maximize potential of employees, Respectful of expertise of employees,
Not afraid to not know, Responsible for actions, Respectful of other, Kind to others, Honest, honest, honest,
Courage to make difficult decisions, and disseminate difficult information
44. Creating a friendly atmosphere and knowledge of what our needs are when coming to speak to him/her at CentralOffice with our questions or concerns.
45. Intelligent, excellent communication and interpersonal skills, easily approachable, creative problem solver - abilityto think outside the box for solutions, caring and great leadership ability.
46. Someone who is attentive and responsive to the ideas and needs of the community, including students, parents,teachers. Someone who will entrust responsibilities to those who are invested. Someone who will support
innovation, creativity, and diversity of opportunities for students, including having program choice and adding
gifted education to our special ed offerings.
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47. supportive of teachers and staff, willing and able to communicate with the public in a positive and supportivemanner
48. approachable49. Easily approachable for students, parents, teachers, and community.50. caring, personable, effective communicator, organized, strategic, "team player" (i.e. we're all here for the common
good of all students)
51. Personable, strong minded, compassionate, visionary, strong motivational skills, and visible.52. strong social skills, compassionate, leader, business sense, visionary, strength of character53. Assuming the person has children's educational needs first. Next I believe we need someone with a backbone to
stand up to parents whose demands are unreasonable and go beyond wanting a quality education for their tax
dollars. As more children are in need of hearing 'NO' so do today's parents. Someone who has great judgment skills
in who they hire. This way the people who are hired can be trusted to do their jobs and they won't be micro
managed. Someone who has common sense and understands it isn't just money that creates a quality education
but a strong, professional, respected leader at the top to set the tone for the district and a devoted staff(which is
already present). Finally, someone who takes the time to sit in the lunchroom a few times a year and mingle with
the folks.
54. Intelligent, effective communicator, approachable, mentor, well traveled, creative, allow staff more independence55. genuine interest in children and their education, personable, fair, effective communicator and leader56. Has Sensitivity, Warmth, Kind, A Motivator and innovator57. Easily accessible to staff, good public relations background, approachable, able to make decisions, strong58. In tune with students needs59. a person with backbone that will not be influenced by a parental complaint to a BOE member that results in a
changes because of one individual
60. honest, trustworthy, approachable, open-minded, flexible, straightforward, efficient, reliable, sincere, multi-tasker,levelheaded, calm in crisis, organized
61. a consensus builder, someone willing to invest in our community (belong to service organizations here, attend localimportant events), someone who fosters a sense of collegiality, treats ALL with respect, encourages professional
growth, someone willing to embrace character education (core ethical values) someone who realizes that education
is more than test scores
62. Someone who is an effective communicator who can represent and showcase the teachers and staff for all theirhard work and dedication.
63. Approachable and available. Consistent and equally fair no matter personal ties, yet understand there is alwaysshades of grey.
64. approachable, personable, strong leader, effective communicator65. effective communicator, fair, understands teacher/administrator positions in school community.66. Open door policy to all staff, Sense of humor67. Intelligent, Approachable, Accessible, Positive68. knowledgeable, approachable, involved in the community, supportive69. The qualities I feel are important are effective communicator and approachable.70. Approachable, Honest, Open-Minded, Effective Communicator, Ability to unite all parties who have an interest in
RSD13, being able to represent teachers, students and staff and fight for best interests
71. Approachable, understanding, supportive, enthusiastic, effective communicator,72. A fine line between personable and building trust, but able to make tough decisions, while still keeping that trust.73. effective communicator, approachable, with a BACKBONE74. Easy going personality, doesn't micromanage, delegates.75. community builder (RSD13 and towns), effective implementer of federal/state/and local mandates, visionary (to
think out of the box). VISIBLE to staff, students, community and to welcome discussion of issues that lead to
positive action.
76. Easy to talk to, able to lead teachers and students, demonstrates financial responsibility,77. Well-liked personality around schools and community, highly visible, Experience in schools as a classroom teacher,
principal, and administrative work
78. Approachable, open minded, trusting79. Intelligent, effective communicator, understanding of pupil personnel services, willingness to network with the
community at large, Ability to speak frankly with the Board of Education about individual board members
personnel biases and educate them about the entire population our school district services,
80. Personable, effective communicator, intelligent, passionate about children , understanding of special education,understanding of the stresses on children and the impact it has on their ability to learn, willingness to educate the
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Board of Education when they lack understanding of issues that arise, willingness to network with the member of
the two towns to help them gain understanding of what educating children is like in 2013.
81. Knowledge of Special Education! This individual needs to educate the BOE about Special Education laws and why itis so important to even the playing field so all students have the opportunity to succeed, and not just see Special
Education as a drain on the budget!!!
82. Being open to the idea of new ideas, specifically changing school start times83. One who exemplifies and promotes our core ethical values; one who is approachable and is able to articulate a
clear vision for the district.
84. An effective communicator & listener who is approachable and can effectively balance needs of rsd13, students &community.
85. intelligent, problem-solver, good listener, effective communicator86. supportive of teachers and staff87. Goal focused, set number of initiatives, visible88. Honest Transparency to the public and BOE.89. Intelligent, caring, approachable, good listener, supportive of staff, stands their ground with the board, pays
attention to safety, creates a positive atmosphere among schools and community
90. This superintendent cannot be an internal hire to the district. The individual needs to be an intelligent andapproachable leader who energizes and enables the staff to reach further in their teaching so that students will be
stimulated. Good leadership skills must enable this person to rise above internal staff conflicts and allow this
person to remain impartial. They must be a strong partner to the BOE, not the workhorse of. Effective
communication supported by ability to follow through and complete tasks. Not a politician
91. Empathetic, common business sense, open-minded, inclusive, intelligent, highly educated yet experienced inleading large teams, results-driven, engaging.
92. Effective communicator, smart, appreciates/understands rsd13 community93. Knows and understands what his position and authority should be in relationship to the community and the
Regional Board of Education, Effectively communicate with all stakeholders, Manages resources with efficiency and
creativity.
94. Invested in RSD13, approachable, intelligent, abreast on BEST practice, can facilitate and delegate tasks,innovative, supportive and willing to lead a team.
95. Leader, Effective communicator, Thoughtful decision maker.96. A good listener. Willing to observe before making judgements. I would like someone who has never worked in the
District. Supportive of new programs and ideas.
97. Strong compelling vision and belief in the success of the district.98. Intelligent, caring, effective communicator99. Someone who is able to lead, have the knowledge of the new curriculum based on the common core. A person that
can communicate and listen. Someone you can go to and will have a background or know where to go to get
answers.
100. One who is decisive, a good leader, and addresses all areas of education (music, sports, etc.)101. A parent with classroom experience who can view issues from all sides (parent, student, teacher, community)
whom parents can trust. An approachable person receptive and responsive to the needs of the students and their
parents- not someone with a personal agenda. Someone with a creative and open minded thought process who will
put students first and with a willingness and tenacity to fight for what is best for them- be it against fellow board
members, state regulations, etc. Someone who respects how important RSD13's program choice is and will be
committed to keeping it in place. Someone who realistically considers implications that current decisions will have
in the future.
102. We have to be able to trust our leaders. Our leaders need to remember what it is like to be in our shoes. It wouldbe helpful to have a superintendent that has not been out of the classroom for too long so that changes and
supports that are made are beneficial and realistic within a classroom.
103. Must be approachable and willing to listen to concerns of all faculty members with an open mind104. An effective superintendent should have strong leadership skills, be confident in the decisions he/she makes, and
understand daily life in a classroom.
105. Good communicator, approachable, ability to make tough decisions, open to feedback106. approachable , communicates with staff and parents on a regular basis, outside of BOE mtgs.107. responsive, approachable, good negotiator, respectful of teachers needs esp. with new common core108. Effective communicator, Trust
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109. An effective superintendent would be open minded to the unique qualities that RSD 13 possesses (i.e. ID program,strong Special Ed program, etc.) I think that it is important that they have the right balance of both business and
educational leadership. Many see that school districts should be run like a business, but education is truly the
reason we are here. I also think that the future superintendent is one who demonstrates all of the district's core
ethical values on a regular basis. I came to this district several years ago because I got a gut feeling that it was a
good place to work. I can honestly say that over time that feeling has deteriorated and is now a weak glimmer of
hope at best. I don't think that I am alone in that feeling. Additionally, an effective leader is one who is
approachable, an honest and effective communicator, and one who sees both the big picture and the details that
make up that big picture.
110. Yes111. Ability to recognize diversity in the community. Personable to parents recognize them as part of the community
and not just look to teachers and administrators for ideas.
112. A skilled leader who is able to produce the best education to all students without added financial resources, takinginto account declining enrollments.
113. Proven leader coming in with a plan he/she owns. Allowing this new superintendent the freedom to executehis/her own plan without micromanagement from BOE is critical. This superintendent must have characteristics to
gain BOE's trust.
114. intelligent, goal setter, high academic expectations of students115. Please bring in someone from outside the district with a fresh perspective.116. The first role of a new superintendent will be to reestablish trust with the communities. That trust and belief in
education was abused by the last superintendent and must be methodically rebuilt. It will take an outreach
program of communication backed up by executing on a strategic vision that puts learning and achievement first,
sports last and trust always.
117. I am hoping that the new superintendent is an effective communicator as well as a good listener. I hope that theyhave a vision that includes ideas from the staff and community. I appreciate an administrator that allows staff and
students to do their jobs of teaching and learning with their support and getting involved only when necessary. I
would like them to be understand both programs in the district and support them.
118. common sense and knowing the communities, working with the BOE while supporting all district employees andunderstanding the importance each individual student- it's hard not to have all the resources go to special
education where it is definitely needed, but the average student MUST NOT be overlooked. Keeping a better
balance between athletics, music, and the electives at the high school should be a goal. Knowing that the budgets
of the elective subjects is cut while athletics has increased needs to be looked at and brought into balance for the
benefit of every student.
119. excellent critical thinking ability120. All of the above, plus he/she should be open-minded, flexible, personable, use good judgment in decision making,
stand firm in his/her decision making where needed, work well with all staff, and be respected by all.
121. transparent, fair, clear communicator, good listener122. A leader-able to work effectively with town and school personnel. Intelligence is a given.123. Out and about. My best Superintendent knew every teacher and student's name. He also knew most parents by
face. Do not hide in the District office.
124. approachable, not just trying to spend our tax money125. communication and listening skills126. Loyalty. There should be a penalty if an administrator leaves before the end of a contract.127. I would like to see someone outside of the district that cam come in without any prejudices and look at the district
with fresh eyes. I want someone who is very approachable, warm and compassionate. Someone who will interact
well with the community, students and employees.
128. Approachable, has fun with kids, communicates with parents129. approachable, energetic, community minded, likes children, affable, consistent in communications and policy
management of school, fair minded, negotiator
130. Approachable, intelligent, knowledgeable in ways to problem solve and communicate to students at all levels forthem to move ahead.
131. Intelligent, Empathetic, Compassionate, Innovative, Admired, Cultured132. good communication skills, good listener, availability to staff & community members, team player but willing to
take a stand when necessary, fiscally responsible, receptive to listening to new ideas
133. Intelligent; experienced; solid interpersonal skills; has actually been a classroom teacher for several years beforeseveral more years in supervisory capacities; familiar with CCSS and its implementation; able to see/know what
the next wave of "New and improved school reform" will be and prepare us for it before the tsunami hits.
134. quality interpersonal skills, competent , intelligent, emotionally intelligent, unbiased
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135. The Core Ethical Values, which is expected of the students. A superintendent who is honest and fair above all else.Someone who knows how budgets work. Someone who respects differences in families and treats each one the
same (regardless of what one family may do for the schools or the other). To remember that children are children
first and students second.
136. Approachable, strong leader, ad have the ability to work with the community to get the budget passed137. knowledgeable in all areas of education including special education, enrichment, etc, passionate educator,
approachable yet strong leadership skills as to show the authoritative side, fair, impartial to particular groups,
ideas etc
138. Approachable listener who will take the time to explain things effectively. Leader should have high integrity andhigh moral values. The candidate should be in it for the students and the town, not for their ego.
139. Strong communication skills. Visible both in the schools and in the community on a regular basis. Strongleadership skills and willing to delegate.
140. honesty, intelligence, humor, lack of agenda141. I think our superintendent needs to be a strong communicator. They need to be visible in the community and in
the schools.
142. Inclusive leadership skills143. Honest, sincerely cares about children, realizes that children are children first and students second, Intelligent,
Utilizes resources, communicates with all people in district: students, parents (regardless of what they do for the
schools), seniors, staff, BOE, Embraces technology and "old education" reading books, writing with pen to paper, a
belief that having a strong foundation in education is crucial to the rest of education, i.e. learning math facts,
reading, writing (print and cursive)
144. Proven leadership skills, decision-making skills145. Open, visible, transparent146. Charismatic, energetic, enthusiastic and effective in setting and reaching attainable goals.147. Must have a heart! Somebody who cares about the kids as their first priority and can modify to the best of their
ability the state and federal control and false standards.
148. approachable, understanding, intelligent,149. Sense of humor combined with drive to perfection.150. Friendly, Efficient, Hardworking, Leader151. Effective communicator, approachable, fair, experienced152. Very effective communicator, fair, strong critical thinking skills, community liaison and leader153. Number 1 key is communicator, with staff, students, parents and community, must be fair but firm, a straight
shooter - no favorites This district needs a fresh start
154. approachable, organized, able to plan ahead and communicate those plans effectively, a broad thinker155. Strong leadership skills to assist us in taking the district out of the hands of the BOE members who do not know
about education, knowledge of finances and operations and knowledge of educational trends and implementation of
those trends
156. Effective communicator, trustworthy, approachable, ethical, intelligent,157. Passionate, effective communicator, inspirational158. well rounded individual.159. Leads by example, accessible, open lines of communication, embraces technology160. Someone who is able to effectively manage161. Someone who will be willing to consider significant schedule changes involving changing/adjusting school start
times.
162. educated, sense of pride and leadership. respectful, insightful.163. Energetic, enthusiastic, outgoing, effective communicator, skilled negotiator, good listener, open to new ideas,
creative thinker, innovator, strong business/budget background.
164. Communication, leadership, negotiations165. Personable (easy to talk to), good communicator, intelligent, organized, creative166. Compelling, motivating, inspiring, organized, leadership167. I'd like to see someone who is already involved in the community.168. Approachable, dedicated, efficient169. Effective Communicator, High energy, accessible, willing to be a team player170. all of the above.171. Approachable leader who is experienced but not set in his/her ways. Flexible communication style is key- has to be
able to effectively communicate with multiple stakeholders (teachers, BOE, community, etc.).
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172. Has real life experience in the classroom. Supports the arts and athletics programs and understands theimportance that the arts and athletics programs bring to the students, school community, and the community as a
whole. They should possess knowledge of what makes a school work. Is easy to talk to. Understands the
community and the idea of program choice within the district.
173. Down to earth and easily approachable.174. I believe a strong candidate for a superintendent would possess the following characteristics and attributes; a
positive, outgoing, well spoken effective communicator. This person would be easy to talk to, would understand
what it is like to be a teacher, would have the children's best interests in mind. They would be intelligent and fair.
They would embrace and be proud of this district that offers both a traditional education AND a Integrated Day
program, and celebrates the fact that we have a leading HOT school in our district.
175. Approachable, proactive, judicious, progressive, reformist.176. Strong leadership, negotiating and decision-making skills that may be perceived as "unpopular" by some but for
the betterment of the overall district.
177. Open-minded, creative, good communicator, approachable, positive178. Communications and management.179. good listener; creative thinker; strong communication skills; strategic planner; ethical; humble;180. Someone willing to make the difficult choices needed to create a balance in the educational system.181. The new superintendent MUST possess strong communication and interpersonal skills. He/she must be able to
identify the long term goals of the district and communicate these needs effectively to the Board of Education and
then explain and promote these needs to the communities. He/she must be the bridge from the school to the
towns. This person must understand, celebrate and promote the diversity of program choice in this districta
choice parents have had for over 35 years.
182. Effective communicator with public, BOE and professional staff. Leader not afraid to take risks or make changes.183. Communicating effectively with the community (taxpayers) to explain the District's needs, Approachable, Advocate
for students and staff, Good administrator
184. We need a leader who going to continue to the traditions of a small community school system. Not one who isclearly using their position as a stepping stone to the next, bigger and better, position. Today's administrators have
lost the idea of loyalty to a community and instead are concerned more with their own careers, making choices
that look good on a resume but that have a negative impact on teaching and learning. We need an intelligent, kind
and thoughtful leader who will inspire people to be their best.
185. An effective superintendent is approachable for all members of the community. He is comfortable in the classroomas well as in the boardroom. He does not let his personal preferences keep him from being fair and equitable in a
district where there are many programs and approaches that are valued. He must be articulate and able to talk to
a variety of audiences. He needs to stand up for the many different groups which he represents, students, parents,
teachers, staff.186. Non-resident! Continue with the support of the arts in the community. Willing to be approachable and a good
communicator is key. More visible within the schools and among the civic organizations. Assertive enough to let the
teachers and administrators make decisions and not the parents. Be supportive of the staff.
187. An effective communicator who is approachable, someone who is able to streamline/combine/reduce programs tomaximize effectiveness.
188. Our next Superintendent should be someone who communicates with the community openly and honestly. TheSuperintendent should ask people in the community what they think about the schools in the district and then
support the amazing work we do. The next Superintendent needs to have full understanding and support of the
choice program in the district, as well as a completely unbiased preference. It would be excellent if the
Superintendent was supportive, friendly and honest with all stakeholders.
189. Approachable, effective communicator190. An effective superintendent should have an understanding of how children learn at all ages. Should be able to
communicate with administrators and teachers to ensure a quality, well rounded education for the children. Should
be able to communicate with parents (and possibly educate parents) what the schools are doing and why. Should
also be able to build community relationships to demonstrate how and why a good education system benefits us
all. Most important to the above communications is the ability to listen and address people's concerns and
questions with respect.
191. open-minded, approachable, enthusiastic, dedicated, good listener, creative, appreciative of the arts192. I think the new superintendent should be an effective communicator that can lead the students and staff to a more
cohesive and supportive environment. I also think the superintendent should not just be a "puppet" for the Board
of Education. We need a leader who is willing to stand up for the teachers and staff of this district.
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193. The new superintendent should have: A strong educational background. A distinguished leadership background. Bea good listener and possess outstanding communication skills. Represents the teachers and administrators while
serving as a liaison with the board. Support teachers and administrators and push for staffing and programming.
Be willing to say ""no"" to the board and explain his/her reasoning.
194. Hard working, honest, budget conscious but not at the expense of having good schools and teachers and goodprograms, approachable, a good listener, good hiring skills.
195. Approachable, impartial196. approachable and knowledgeable about RSD 13 and community197. *intelligent *impartial/objective/open-minded *innovative *natural leader198. Intelligent, IN CHARGE, FAIR, follows the core ethical values that the students and teachers follow, can relate and
communicate effectively with the community, willing to spend time at ALL THE SCHOOLS, be respectful.
199. One who is a role model and strong leader.200. Open door, approachable, someone who has been in a classroom, someone who finds out both sides of a situation
before acting
201. Intelligent, Experienced, Good Leader, Honest, Good Communicator, Sensible.202. fosters strong/honest relationship between Central Office and teachers; goal oriented, team player; positive
attitude; honest; has the ability to delegate; intuitive; communicates well; sense of humor; visible in the district -
not just during special events; commitment to student achievement
203. An individual who puts the needs of the students first. Effective communicator; open to try new thing; trust worthy204. effective communicator; leader; visionary; intelligent; organized; compassionate205. personable and effective communicator206. intelligent in their field; approachable; experienced207. good verbal and written communicator, creative/innovative, problem solver, leader208. Honest; Intelligent; Approachable; Organized; Ability to accomplish tasks and goals; Knowledgeable about all
aspects of PreK-12, not just one area, such as high school Embraces technology use by students and staff; Models
excitement for learning; Committed to lifelong learning, not just test scores.
209. Effective communicator; Approachable210. They should make themselves a visible part of the school and town community. They should be able to
communicate well with their staff and be an effective leader and role model.
211. Approachable, decision maker, effective communicator, positive ambassador for the district, willingness to makethe tough decisions and stick by them
212. Leadership demonstrating honesty and trust creating a mutual respect213. Enthusiastic, Ethical, Listener, Friendly, Productive214. Creative, motivational, approachable, someone who will stand up for what he believes in, supportive of staff215. strong leader; strong and effective communicator; positive role model; creative thinker; consensus builder; easily
assessable and approachable; strong management skills
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Clustered Responses to Question #7:Going forward over the next five (5) years, what do you think are the most important issues and challenges
facing RSD13? Identify all issues/challenges of which you are aware.
Note: The comments below are printed as they were written by the survey respondents. The consultantsmade no attempt to change any spelling or make mechanical or grammatical corrections.
1. Improved test scores and student achievement2. The seeming rigor of the Common Core will present the challenge of making sure that student grades are true
reflections of what kids have learned and can do. ...The issue of technology is going to present a time constraint
and competition for the time that must be dedicated to reading and especially analytical reading if the student is
going to develop into a good thinker and lifelong learner.
3. Diversification of funding streams for schools; State support of special needs students; Relevant academic coursesfor today's changing society
4. Common Core, teacher evaluation, keeping enrollment up in the high school.5. The need to reduce special education costs which has resulted in inadequate levels of spending for regular
education students. And the need to "think outside the box" to implement the results of the feasibility study.
6. Decrease in student enrollment and use of all of the school buildings.; Implementation of the CCSS; the newteacher evaluation plan.
7. stop wasteful spending. cut down on spec ed spending. Other districts have far more spec ed students and lessstaff.
8. improving student scores/learning; improving positive climate within schools and with the community9. Physical space planning and long-term utilization strategy of the buildings in the district. Fiscal
conservation...making the most of the budgeted dollars. Declining student population. New common core
curriculum rollout and improvement. Balancing staying on the cutting edge of technology, while making wise
budget decisions when it comes to technology platforms.
10. Maintaining the high standards of education with less funds.11. declining enrollment, implementation of the Common Core, and communication between the
schools/staff/parents/BOE.
12. The Common Core--adhering to it without compromising the quality education we already provide. Also, making thenew teacher evaluation system work well for all parties.
13. educating the board on the necessary financial needs of each school14. Naturally, we need a leader who will continue to keep our students in the best learning environment possible, but one
who clearly understands that there are multiple ways to assess a student's abilities, and that standardized scores are
just one measuring tool. Also, just as important, is that we hire someone who embraces our unique district -
someone who sees the values in the two philosophies of teaching that we live by in the elementary level. It is
imperative that this person celebrates the choice that the parents in our district have had for so many years, and
supports to two schools of thought.
15. We need to figure out a way to retain what is unique about our district (two programs, agricultural background, smalltown culture, loyal staff of which many live in town) while preparing our students to enter into a global community.
We need to open up to other communities, and improve our education that way, but still retain our distinct local
characteristics.
16. Smooth transition to the CCSS and adoption of the new evaluation system; School-community relationship as thecommunity learns about CCSS and understands the transition years; Budget shortfalls as a small regional school
system - can we survive? Looking at our infrastructure and making some significant changes - one less school,cutting some administrative fat, etc.
17. A vision for the school district that is positive and reflects the mission statement. Standing up to the state andmandates and the pressure of student test scores and. Seeing beyond the numbers.
18. Budget management and decreasing enrollment.19. Maintaining our focus on students' developmental levels & the whole child while we implement the Common Core;
Having the patience to let things work for a couple years before abandoning them and moving to the next new thing;
Going slowly on the new teacher evaluation-how can we be evaluated on CC results when we haven't even seen the
test/developed the curriculum yet?; Meeting the increased demands while being fiscally responsible; educating the
community about RSD13 & our strengths & successes so they support our needs
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20. implementation of Common Core and SBAC, balance of new initiatives for staff, retaining value of program choice21. I think the most important challenge is that of declining enrollment.22. Implementing common core while showing student success and improvement23. Budget balancing, empowering teachers, helping students, budgeting more money for an ever evolving technology
world, and enabling special education to teach more effectively based on student needs.
24. Continuing to improve communication between all parties involved in the process of educating all students.25. Staff morale; Curriculum; Building rapport with the Board26. Successfully implementing the CCSS and appropriate use of the new teacher evaluation procedures27. Contract negotiations; new state mandates - common core, teacher evals; increase is special education population
and severity of needs; budget, tax base
28. Reducing the size of the Special Ed program. Few other schools in the state of CT have the % of identified studentsas CRHS. Parents laying down the law for their child is not advocating for their child, it's forcing RSD13 to bend
backwards too often to appease these parents.
29. Continuing to maintain and SUPPORT both the Integrated Day and Contemporary programs30. One of the most important issues and challenges facing RSD13 is to maintain the choice of programs. Due to
decreasing enrollment, I'm so afraid that they will try to do away with program choice which is the reason many
people move to this district, including myself. It will be important for our new leader to find a way to maintain the
integrity of both programs so we can get back to the way it use to be, one district with TWO great programs!!
Another challenge is to be passing the referendum during budget season. It's critical that our new leader develop a
rapport with the community, allowing a chance to highlight all that is happening and why we are doing what we do,
so that when the time rolls around, we don't feel like we have to f ight to pass the budget.
31. Attracting high quality teachers; Maintaining high academic standards and performance; Efficient use of our currentfacilities
32. The most important issue is to have someone who can work with the current board of education. They need to worktogether for education. Clearly there has been an issue in the past. It's obvious with all of the administrators leaving
the district that something is wrong. The negativity starts from the top and works it way down. This district has to
turn around and become positive and work together. This is the major challenge.
33. improve trust and morale, finding answers to budget issues34. Academics and achievement in standardized testing.35. What was great about our former superintendent is that she was a very strong supporter of the arts and music. As
common core comes into play and more emphasis is placed on buildings improving test scores, there must still be a
balance for kids. We must be sure to not loose site of our goal to educate the whole child. I have seen many students
who would not make it through high school if it weren't for the joy they get every day from playing an instrument or
spending 40 minutes working on a sculpture or painting, etc. These programs are so important to creating well
rounded students. Many former students have come back to say - if it weren't for band or chorus I don't know how Iwould have gotten through! It is important that the new superintendent is able to bring us into the world of common
core and testing without sacrificing programs such as art and music.
36. Dealing with future changes in enrollment and its impact on staff. Communication with community members so thatthey may have a better understanding of the complexities of the educational process. Implementation of Common
Core and the new evaluation guidelines.
37. Put the students first. A new Board of Ed. Don't think this Bd. has the best interests of the students first. Finish theSports Complex at CRHS. Be able to raise more money through grants. Get more businessmen to volunteer their
skills as well as finances.
38. Increasingly IMPOSSIBLE work load being placed on teachers - Your BEST teacher/leaders are the ones feeling it theworst. Despite their cheerful superficial appearances, I know that the vast majority of teachers feel the discouraging
and oppressive pressure of way too many initiates taking away from their preparation time for what they feel is their
REAL JOB, "educating the child". It is becoming a very "unappealing" profession - NOT A GOOD THING - sadly, the
drive for this is coming from political and societal directions so there may be little an administrator can do.
39. A positive relationship with the Board of ED40. One of the reasons we moved to Middlefield was because of the ID program. I think program choice needs to be
celebrated. I am frustrated by the continued arguments in the community to have just one program for cost-cutting
measures. Both programs are successful and should be celebrated. CHOICE is what makes our school system
special and successful!
41. budget; preserving the tenor of life in RSD13 while moving us into the future42. Student population and building use. Understanding recent medical advances in the neuro sciences, and assilimilating
those into the ways we teach. Acknowledging and addressing mental health issues with appropriate treatment at
school. Remaining true to the healthy all-around development of children in a world that is increasingly focused on
form but not substance.
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43. Our issues are many and hopefully this person has dealt with some of these issues before and will have a solution.44. budget, providing effective services for the increasing needs of our students, preparing our students for the common
core, meeting all of the demands and expectations of the state.
45. We need to offer our students real learning opportunities, not just chances to create data. We need to create asmany partnerships with the community to give students mentoring and real world opportunities. We need to further
commit to creative and innovative learning. Shouldnt Coginchaug be a HOT school?
46. provide help for teachers in order manage the increasing work load. Value all programs and disciplines as enrollmentdeclines. Courses can be lost due to schedule constants rather than actual interest.
47. meeting national standards48. Support and knowledge of common core49. common core implementation, communication throughout the two towns, contracts with BOE/unions50. Continue to build a strong core of educators & support staff. Retaining GOOD PEOPLE.51. budgetary issues, repairing the relationship and sense of trust between the BOE and the school personnel, Common
Core issues, implementation of the teacher evaluation plan
52. Strong leadership at the top. A good captain navigates his ship well through both calm and stormy waters. If D13finds this, all good things will follow.
53. Finance, attracting more diverse staff with creative teaching, More of a team approach with staff, community,parents, Board of ED, business leaders
54. technology, teacher evaluation, parental responsibilities and involvement in education55. Keeping up with national and state mandated changes, while still helping teachers do their job.56. Able to communicate with the Board of Education effectively. Able to gain the trust with the board and be trusted by
the board to make good decisions on behalf of the students, community and employees.
57. Budgets and special education needs58. Facility Study; Grade configuration59. maintaining programs amidst demographic shifts, quality, consistent and appropriate use/development of
technology; maintaining high quality special education services amidst financial restraints; economic diversity and
inequality between and within both towns- how it impacts both our budget and our students in the schools
60. Common Core support and development, test scores61. School Climate for students and Staff. Evaluations on skills not personality, unless that personality effects
skills/relations. Cyber bullying occurs from our students, and more assertive directives for handling this is needed.
62. Budget; increasing enrollment; increased mental health issues; school climate/safety63. aligning staff support with need of special ed students, PD needed for CCSS.64. Budget restrictions; Increasing income disparity in the community65. Unifying the Board and the school system.66. Common Core, creating a positive school/community culture,67. Creating a better relationship between the board of education and the RSD staff. Communicating the district's needs
to the board of education.
68. Enrollment, Retaining highly qualified teachers, Common Core Curriculum and Smarter Balanced Assessment,Teacher Evaluation Plan, Budget
69. Teacher evaluations; Professional Development; Literacy rates ; Class Sizes70. Common Core testing, new teacher evaluation71. Declining school population ;large special ed population; budget72. Budget, Town and BoE Relationships, Parent Trust, District Culture/unity (teachers and staff).73. to tackle budget issues with the maximum educational "bang for the buck". To set a higher standard of achievement
for all students and staff (to be challenged in their education). To ensure critical thinking, collaboration, and problem
solving as mandatory educational tools. To ensure the survival of the integrated program (K-8) and the philosophies
it embodies.
74. Budget!75. New teacher evaluations; Curriculum changes/CCSS; Dropping student population, and consequentially utilizing staff
most effectively
76. teaching to the tests and focus on scores scores scores- we are missing key elements of the learning process.77. Declining Enrollment; Building one solid educational program instead of providing choice (ID and contemporary);
Repairing relationships and building respect between the Board of Education and the Teachers; Educating the
community about the school budget and the importance of increasing funding necessary to educate the children in
our district.
78. Rebuilding a respectful relationship between the Board of Education and the employees of RSD13, Helping the Boardof Education understand the role of Special Education (all pupil personnel service), Providing appropriate professional
development to all employees. Restructuring our school district with declining enrollment.
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79. Increasing test scores. Providing services to meet the needs of ALL students.80. Getting district children to attend the high school and not leave for a private school.81. Building an environment that values experience and allows for the professionals who make up the district the ability
to do what they do best for their students
82. Provide a pathway of education for our children so that they are prepared to succeed in college & beyond. Also, hiringeffective & ambitious teachers & principals committed to the success of rsd13.
83. Implementing Common Core; New Teacher Evaluation program; declining enrollment84. special education, budget, class size85. Communication, too many initiatives and little follow through, trust in teachers86. Cost per student is too high compared to similar towns. This has to brought down with decreasing admissions by
closing at least one school.
87. I think we need to address safety at our schools, provide necessary resources for low achieving students and HIGHachieving students, communication between schools and board and parents, get the board to support the schools in
all aspects
88. To move RSD13 into the future we need fresh ideas and a willingness to carry them through. We need to remaincommitted to the student as a whole and not teach to the test. The needs of students from both end of the spectrum
must be met. The gifted end has been longed ignored and we need to fix that. That will inherently bring test scores
up.
89. With student enrollment declining, how to reorganize the school system so it is less of a tax burden on residents,lower administrative costs/burden, have a student-centric focus.
90. Addressing the declining enrollment and making the best use of our school buildings.91. creating an atmosphere of trust in all stakeholders; transparency in decision making; a strategy for dealing with
declining enrollment, special education services, technology; Creating a public understanding of what is needed to
fund an education in today's society for tomorrow's students.
92. Fostering quality instruction, implementing CCSS within curriculum with little direction from administrator; keepingquality administrators and educators.
93. Shrinking school enrollment. Increasing special ed population. Implementing Common Core and then NGSS.94. Community relations, fiscal management and to create a balance between the control of the board and effective
education
95. Slipping test scores and community support.96. Student safety, maintaining accreditation, later middle/ high school start times.97. Improving student scores. Hire someone that the district will respect. Someone that will bring back District 13 to
the top of student learning, bring back high qualified professional people to the district.
98. The increased number of kids with special needs. The decreasing class size.99. To us, common Core is the biggest issue. It is an ill-thought out, one-size fits all plan that is not beneficial but has
been forced upon schools. The challenge will be keeping the integrity of RSD13's two programs while transitioning
fully to common core. For example, as parents, we chose Lyman because the educational philosophy and HOT
approach to learning was a fantastic fit for our children. Our kids love going to school and we love the creative and
innovative thought process it strengthens. Currently, the program inspires love of learning which we fear common
core will quickly extinguish. It would be ideal if there was a way to fight for our local educators, who best know our
students' needs, to ensure that they are the decision makers in RSD13's educational curriculum. Fighting to keep our
teachers is also important. Eliminating teaching positions is a short term budget decision with negative long term
consequences. Lots of times, community members don't want to see past the short term. Many of us have been
affected by the bad economy but eliminating teachers is not the solution. Trust between the board of ed and the
community members and parents will be a major issue as well.
100. I'd like our image to be improved around the community. I'd like our students to succeed. I'd like our teachers tofeel supported, protected and respected by other staff and the community. I'd like clear direction about the new
changes within education.
101. Understanding the importance of counselors and support staff, and budget102. The most important issues are implementing the CCSS, SEED, and professional development for teachers to meet
these standards.
103. Increasing needs of students with limited resources.104. professional development on CCSS; ID program to be continued; offer more AP classes at the high school; offer
remedial reading & math at the high school (For an example, .2 Rdg Teacher is not enough for 4 grade levels of
struggling readers); resources need to be better distributed among the 6 schools
105. Bringing BOE, community and educators together toward a common goal for the children106. Declining enrollment
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107. One issue is that of the Integrated Day program. I strongly believe that we need a superintendent that appreciates,and is willing to continue the wonderfully beneficial program that it is. Another important issue is improving
communication between Central Office and building staff, as well as overall accountability of Central Office staff. So
often, phone calls and emails are not returned, misinformation is given, meetings are cancelled. I have already
begun to see a shift for the better over the last month, and hope that it continues. We are all busy in our jobs, but
communication is key in fostering trust in our leaders, and an overall sense of well being in the district. Budget is
always a huge source challenge, particularly because so many voters do not understand what we do as educators. I
would venture to say that even BOE members don't fully appreciate our roles as educators. It is no secret that
many do not understand or appreciate the special education program. I am fearful that much-needed services will
be cut to some of the district's neediest students. A strong superintendent will help to advocate for all students,
including students in special education, and continue to support the strong programs that are currently in place for
them.
108. Maintaining, if not improving the quality of education while balancing financial reality that budgets cannot increaseexponentially forever
109. Identifying the increasing usage of drugs and alcohol among our young people and look to do further educations.Use of Dattco as bus company - need to look at potential for new company. Recognize the increasing religious
diversity within the Regional 13 family.
110. Not to simply add more burden on the taxpayers in order to increase the budget from the prior year. The perstudent cost is ever increasing without end.
111. 5 Year Plan:(1) RSD13 to have best test scores in DRG, (2) better/continued consolidation of resources,(3)attract/retain best teachers and not afraid to let go of underperformers,(4)a transparent long term capitalization
plan that matches demographic trends...such plan to have "buy in" from both Middlefield and Durham
112. providing high performance students a challenging environment vs teaching toward an average113. Implementing the Common Core curriculum and declining enrollment. Trying to keep teachers in the same grade
levels consistently instead of shuffling them around.
114. 1. Match the budget to the enrollment decreases. 2. Retain the integrated day and the traditional programs. 3.Cut the number of school buildings by one. 4. Increase number of students who enroll in quality college programs.
5. Improve and maintain high test scores at all grade levels. 6. Defund football (or at least make sure the District
has adequate insurance for traumatic brain injuries and multiple concussions) that result from football.
115. I think it is important to change the climate to one of support, trust, respect.116. BUDGET Keeping good teachers, good support staffs in the schools is of utmost importance. BOE members need to
know each school not just from an accounting on a budget sheet but from the actual fantastic work that goes on and
the amount of time given by all the staffs that has no monetary payment. Hours and hours of time are given freely
and are not accounted for by almost every person at the high school as well as the other schools. Quiet work that no
one is aware of because it is who these people are... they love the kids, the school, and their co-workers. GoodLuck in this complicated task of choosing a good person for the job! (and thanks for listening)
117. student performance, budget control118. Unity within the school system, and with the community. Foster trust among staff members & within the
administration. He/ she should be accessible to staff, students & community. Improve test scores & the
administrative relationship with the community. Save $$$ where possible but maintain a quality educational system
so that students are creative learners and become the leaders of tomorrow and productive citizens. Listen to his
staff!
119. adapting to changing demographics; implementing Common Core standards; development and managing budgetsthat don't create unreasonable tax burdens yet provide an excellent and well-rounded educational experience for all
students.
120. Fixing whatever problem exists that is causing our principals and administrators to leave. Concerned that the BOE isonly interested in saving money without thinking of how that weakens our school system and thus lowers our
property values.
121. Budget, budget, budget. We are not getting our money's worth. Also, our facilities are not be kept up to anacceptable standard.
122. the amount of students in the system and amount that is spend on each one123. Recently, the district has lost several key staff members. A top priority would be to focus on retaining the
experienced staff. The atheletic director's job should not include teacher evaluations and need to be the school
superintendent's responsibility.
124. 1. Stop taking so long to hire administrators. 2. Reduce costs and close a school. 3. Challenge students more. 4.Start getting rid of bad teachers even if they have tenure. Stop the cronyism when hiring. 5. Have a more open
form of operating the school system.
125. Employee Morale and good people leaving the district. District Reputation in the community. Budget constraints.
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126. School security127. facilities maintenance and management, staffing (professional and para) curriculum and technology enhancement
and development, special education support, stopping/stemming the loss of excellent students to surrounding school
because of perceived "better" academics
128. How money is being utilized!129. Evaluating teachers based on STUDENT feedback. Contrary to what some believe, most students can accurately and
truthfully tell you whether a teacher is effective or ineffective. Teachers who are rude, dislike children, or not
effective must go. Those who are effective, well-liked, and inspiring to students need to be kept around and
advanced into leadership positions. Additionally, more counselors and mental health professionals should be added
as they are increasingly needed to help students with behavioral problems, home life problems, social issues and
mental health issues. As other districts continue to cut support staff in the guidance office this district should be
expanding. Don't cave to public pressure that believes students with behavioral issues or mental issues shouldn't get
extra help or treatment. Increasingly, schools are the only place where students can receive the help they need.
130. continue the strategic plan, ongoing professional development for all staff, continue to raise student achievement,expectations & test scores
131. Clear, strong direction. This transition to CCSS has been like flying a plane while we're also building it. A whopping40% of our evaluations will be based on student scores of tests we and they have never seen and on a curriculum
that has not even addressed middle school needs. We all need to really, concretely KNOW what we and our students
are expected to achieve before we're punished for not achieving it.
132. Ensuring that ALL students receive quality education, while limiting the strong anti-special education bias prevalentin our district currently.
133. Everyone is pushing technology, but I think we are losing the basics in doing this. Students at CRHS can't read ahandwritten cursive note from a grandparent nor do students write in cursive or even print legibly. They are given
the choice to write in cursive or print. There should be a certain grade where it is required to do cursive. A
handwritten note speaks volumes over a typed note. A cursive note is more attractive than a printed note. The 3 Rs
need to be the foundation of education.... children need to learn to read effectively and enjoy it. They need to write
in both cursive and print and write what motivates them, interests them, concerns them without worrying about a
teacher disagreeing with their opinion. They need to learn arithmetic. Math facts need to be practiced in school. A
child goes to school for 6 hours (8 in some cases with the bus ride) then they come home and are required to do
more work. In higher grades this is understandable, but in elementary school time is wasted and the basics aren't
covered.... it falls on the parents. This would not fly in a school district where there was not so much parent
involvement. The budget needs to be reined in. When more than 75% goes to salaries and benefits, you need to be
reminded that you are not a company generating income. You also need to remember that everyone has a choice
for a career. I would rather have a teacher who loves their job than one who is here merely for the benefits. We
need to get rid of them. When a parent drives their child to school their child should not consistently hold the doorfor a teacher who is arriving 10 minutes after the start of school. The superintendent needs to remind the
employees that they are working for the community. They are paid by the taxpayers some who send their kids to
these schools. There is no reason for a parent not to be able to reach a teacher on a Friday afternoon less than an
hour after school gets out.
134. Working as a team to better communication between the board and the community135. 1. integrating the common core efficiently and effectively for all students; 2. professional development in various
areas for staff including common core, data collection, differentiated instruction to enable them to be the best
educators; 3. maintaining a budget while not impacting student learning for all students; 4. improving the image of
the district so it is a whole team approach not segregated as it has been recently
136. Reducing cost to educate a student while expanding the learning opportunities for students either within thecurriculum or extra-curricular. Improving the reputation of the high school for developing great future citizens and
leaders. Reducing the percentage of students receiving special ed.
137. When I was at Coginchaug we had limited AP classes available to us. As a college student it is evident from talkingto other students that our high school did not offer as many opportunities for high-achieving students as other high
schools. I would think that the district is aware of this issue with the high number of students who have been
enrolling at Xavier, Mercy and Choate over the past five years. The high school is not offering quality classes -
especially in math and science. I also am a former student of the Integrated Program. I cannot state strongly
enough how much I believe this program should be celebrated. Critical thinking skills, public speaking, problem
solving, working cooperatively, creative projects, interest- based learning... I can't say enough about my education
at John Lyman School!
138. curriculum, appropriate technology, energy, budget vs. declining enrollment.
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139. I think school choice at the elementary school level is a key component of our district. I want the newsuperintendent to appreciate and celebrate this unique opportunity in our district. As both a teacher and a
community member I am concerned with how teachers are viewed in our community. We need to have a board of
education and superintendent that supports teachers and academics - not just sports.
140. Declining enrollment and management of related staffing issues (reductions)141. RSD13 has to stop raising the budget. It is ridiculous how little actually goes to the children. The parents pay for
school supplies and field trips and are even asked to send in extra supplies, tissues, etc. There are 2200 students
and over 75% of the budget goes to benefits and salaries. Remember you are not generating money, you are
spending money. There needs to be a little bit of respect from the teachers and staff to the community and parents.
When you see teachers enter school when your children do on a regular basis and have empty parking lots less than
an hour after school, it does not speak well. Some go above and beyond and others do the minimum requirement.
You need a superintendent who will lead this district with respect and care for the community. It would be great to
have a superintendent who will reprimand staff who are disrespectful to students, parents, or community members.
Remember the taxpayers in these towns pay for the schools and grounds and that needs to be remembered and
respected.
142. Improving academic achievement; limiting budget growth143. Addressing all students, especially those who do not qualify for special education services, remedial help or have a
504 plan. The students who do not fall within these categories are being neglected as all of our energy and time
goes into this population. We do not need to cut back on sped services, but we do need to address and engage the
children and the upper ends of achievement.
144. Effective budget management145. Developing students who can think! Critical, creative thinking is not the same as high score on standardized test
scores. This push for test scores is a fad and as this creates robot test takers there will be a swing back to a more
balanced education. My first child graduated 2004, when there was less testing and he rec'd a better education than
the other two w/ same teachers.
146. The new change in the common core, data collection147. Students are not attending the best colleges they can; high school does not include enough AP and honors courses.148. Replacing teachers; Bringing up elementary test scores; Reorganizing the budget149. Facilities upgrades, core curriculum integration, improving Korn school and high school reputation and state scores,
keeping and attracting talented staff.
150. Need for more HOT integration in middle and high school, strong college candidates151. Improving standardized test scores, implementing common core state standards, educator evaluations.152. First, adapting to the Common Core, the Next Generation Science standards, and the new tests that come with the
new curriculum. Second, maintaining the quality of education in the face of budget constraints and pushes to "teach
to the test." I don't believe that test scores are the be-all and end-all of ed