1. Establish firm expectations for Interactions, behavior and responsibilities.

Don’t assume anything — talk things over, clarify your expectations, periodically evaluate your performance, get training to enhance your boardsmanship.

2. Understand that the superintendent is the professional.

Respect his/her right to be the educational leader — reinforce the board’s policy prerogatives. Don’t make the mistake of thinking that you should be friends.

3. Make certain that you and the board knows what the superintendent does.

Orient yourself to her/his day to day responsibilities, but resist any urge to "check-up" on his activities.

4. Insist on being involved in planning.

Set aside time for agenda planning; schedule planning time for the board to discuss ideas and plans, and make certain that you consult on major issues / timeliness / problems.

5. Keep your hands off the "day to day" operations.

Force the board to leave the day to day operations to the superintendent — you can’t evaluate his / her effectiveness if you are messing things up!

6. Do your homework!

Read the material sent in your packet — understand the background, the rationale, the numbers, the implications for the district! Never surprise the superintendent in public – call before the public meeting with pertinent questions, and be prepared to share information appropriately.

7. Show courage when making the hard decisions.

Know that you can’t please all the people all the time - so don’t keep score, and don’t become defensive. Above all, don’t hide behind "the administration made us do it."

8. Be prepared to support board decisions.

You don’t have to cheer-lead for votes you lost — but don’t undermine the superintendent’s efforts to implement the direction of the board.

9. Keep the lines open: communicate with the superintendent on a regular, meaningful basis.

Make certain s/he is kept informed by establishing patterns that fit both your needs and includes regular formal and informal feedback sessions on goals. Clarify your definition of "emergency" and the amount of information needed to male decisions.

10. Use the spotlight.

Encourage appearances at school district events and community activities. Make certain that you give public credit for administrative accomplishments. Never make the board, board members, or the superintendent look bad.

Pre-Superintendency
 • Superintendent Development Program
    - New  Cohort starts in January 2009 - Statewide
 • Transition to Superintendency Program
  - Summer 2008 in Victor (Rochester area), NY
  - Fall 2008 in Wheatley Heights (LI), NY
New Superintendents
  • See "New and Experienced Superintendent" (below)
  • Cycles of Success
  • Transition to Superintendency Program
  - Summer 2008 in Victor (Rochester area), NY
  -Fall 2008 in Wheatley Heights (LI), NY
New and Experienced Superintendents
•  At the Table Negotiating Skills
   - Fall 2008 TBD
•  Effective Evaluation of the Problem Teacher
    - Fall 2008 TBD
•   Everything is Negotiable
    - TBD
•   Fiscal Navigation for Superintendents
     - Fall 2008 (Albany, Rochester, Syracuse)
•  Successful Administration of School Construction Projects
     - TBD
 •  Tenure - Developing a Culture of Quality and Accountability
    - Fall 2008 TBD
 •   The File Cabinet
Lead Superintendents
 • Mentoring and Faculty Work
Other Support Workshops and Programs
 •  Audit Committee Training 
    - Available on request
•  Best Practices for Extraclassroom Activity Funds
  - Summer 2008
•  Board Member Fiscal Training - Fiscal Responsibility and Accountability
     -  Spring 2008 TBD
     - and available on request
•  Business Management Advisory Service
  - Available on request
• Claims Auditor Training  
  - Summer 2008 Dates to be determined 
•  School Business Officials Training & Support Program
   - Ongoing (currently running in Central, Eastern, South Central, and Western NY)
•  Tenure Culture Management Services
  - Available on request