Presidential Search - Successful Candidate Traits (Search Committee Responses)

In an attempt to narrow the scope of the job description for the next JCC president, please rank each characteristic below on the importance you place on the next JCC president possessing that particular trait. Please note each trait requires a response.

There are spaces at the end to type in characteristics you feel are important that may not be listed in the statements below.

It is also necessary that you type your name. Answers will not be shown by name, however, we are requiring your name in the event that we have a question with your responses and need clarification.

Please complete the survey by Wednesday, November 28th.
Name: 


A red asterisk (*) indicates required questions.

  1. Qualities of leadership and ability to maintain effective relationships with trustees, faculty, students, administrative staff, alumni, and members of the community.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Commitment to the mission of public higher education, generally, and to the specific mission of JCC.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Evidence of the ability to generate external support.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Commitment to the principles of diversity, affirmative action, and equal opportunity.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Personal traits necessary for the most exacting of executive responsibilities, among which are strength of character, intelligence, integrity, humor, fortitude, judgment, flexibility, openness to new ideas, sensitivity to human values, and a capacity for hard work.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Maintain fiscal stability in changing economy through sound fiscal management, on-going communication with regional sponsors, and identification of alternative funding sources.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Expand partnerships with business, industry, service organizations, and educational institutions to respond to changing needs and to encourage ongoing mutual support.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Ensure that the academic and occupational programs are sound, keep pace with the caliber of the academic program and meet changing social, technological, and economic needs.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Maintain “cutting edge” technology in support of student needs relative to instructional programs and support services.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Provide leadership for the implementation and ongoing review of the strategic plan in order to integrate the academic and facilities master plan, the budget, enrollment, management and the College’s mission.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Ensure that academic and occupational programs meet the needs of the diverse academic, socioeconomic, cultural, technological, and ethnic backgrounds of our students, including those with learning and physical disabilities.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Advance the goals of shared governance with an emphasis on collegiality and open communication among all constituents.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Advanced education, preferably an earned doctorate.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Success in a senior administrative role in a college setting, preferably a community college, or in a corporate setting.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Demonstrated technical knowledge and leadership, experience in fiscal and personnel management, strategic planning, curriculum and instruction, labor relations, and team building.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Experience with diverse populations of employees and customers and sensitivity to the needs of nontraditional students.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Demonstrated understanding of and commitment to the community college philosophy and recognition of the virtue of a balanced curriculum which embraces university parallel programs and state-of-the-art technological and occupational programs.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Some teaching experience.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Demonstrated ability to anticipate and respond proactively to economic, social, demographic and technological change while valuing the college and community traditions.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Excellent verbal and written communication skills which foster collegiality & shared governance.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Innovation and creativity.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. A visionary educational leader who is aware of economic, social, and education trends nationally and able to play a major role in keeping the College and community “ahead of the curve.”*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. A management style which is accessible, open and personal in order to cultivate both internal and external constituencies and to resolve problems in a sensitive and timely manner.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Sensitivity and understanding to motivate, empower, and develop others while instilling a strong sense of accountability.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. The ability to develop partnerships with business, industry, organizations & educational institutions.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. A sense of humor.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. A well rounded, cultured individual who will be active in college & community activities.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Evidence of effective leadership in establishing a positive institutional presence and image in the community, and building strong partnerships and coalitions with other institutions, community groups, and state systems.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Evidence of working knowledge of the impact and implementation of technology in the educational and administrative arenas.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Evidence of effective leadership in supporting economic development and workforce training.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Successful record of advocacy in representing the institution at all levels of government.*
     
      1 2 3 4 5  
    Most Important  Least Important


  1. Please use the next blank spaces to list any trait that was not listed above, but that you feel is important for the next JCC President to possess.


  1. COMMENTS:





Marsha Hern