I consider myself a progressive and visionary leader who values and advocates strongly for public education. However, I am Superintendent for kids first. I have strong leadership skills in the Pre-K-12 curriculum, instruction, and assessment, as well as data analysis skills. As Superintendent of MSAD 53 and the Saco School Department, I was able to develop a shared and clear focus for both districts by eliciting input from all stakeholders through developing Strategic Plans. I helped in creating high standards and expectations for all students, staff, and School Board members by establishing measurable goals, based on data. As a Superintendent, Director of Instruction and Curriculum, and a Director of Special Services over the past twenty-three years, I have developed strong leadership skills in the areas of collaboration, communication, relational trust, accountability, creativity, and commitment. These are the qualities of good leaders in education. I also started my career as an educational technician and worked my way up to a special education teacher, behavior consultant, and also worked for the Department of Education as a Due Process Consultant so I know the importance of hard work.
My strength lies in developing a collaborative culture with teachers, administrators, the School Board, students, and community members. I am an authentic and a real leader who sees the “Big Picture” in education and will always put the students first in a “whatever it takes” model to meet the academic and social-emotional needs of all students. I am visible, approachable, and accessible. I am a person of high integrity, creativity, and confidence. I am fiscally responsible and I am an experienced educational leader who enjoys motivating and inspiring staff.
One of the first things I will do on day one is to implement an entry plan. The First 90 Days, by Michael D. Watkins, is a resource that I would use to develop the critical elements and strategies for conquering the challenges to transition into this position. The entry plan process will explore what areas the district is doing well and what areas it can improve upon. My entry plan starts with what I call a listen, learn, and lead tour where I will ask four basic questions. What are the strengths of the district? What areas do we need to grow in? What are your expectations of me?
This listen, learn, and lead tour is critical in developing and expanding relational trust as a new Superintendent with all staff and stakeholders.
I think it is important to understand one’s leadership story especially nowadays as it explains where we came from and where one needs to grow. I am excited to work with all of you to grow the Islesboro School Department.
Dominic DePatsy
