Todays Presenter : Dr. Jacquelyn O. Wilson University of
Delaware
Slide 6
Succession Planning Wanted: Secondary school principal for a
900-student school in an urban setting. You must be able to meet
state certification requirements. Your responsibilities include:
supervising a staff of 100, of which 25 percent are new teachers;
managing a school budget; working with various stakeholders
including teachers, parents, students, community members,
central-office staff, school board members, social services and the
police department; and assisting the superintendent and school
board in passing a major referendum. Other duties include serving
on various committees such as: teacher negotiations; district
improvement; and curriculum adoption. And, by the way, the school
has a performance rating of in need of improvement.
Slide 7
Succession Planning We need a bigger pool of outstanding
principal candidates; we need to get them into the schools with the
greatest challenges; and we need to support them on the job. Right
now, thats not happening in enough communities. By: Will Miller,
The Wallace Foundation, The Opinion Page, APRIL 17, 2015 New York
Times
Slide 8
What is Succession Planning? Succession Planning involves an
organization identifying job openings that may arise out of
retirement, promotion, or an increase in leader positions.
Succession planning also involves preparing suitable employees
through mentoring, training and job rotation to replace key
leadership positions.
Slide 9
Why Succession Planning is Needed Retirements. Job
Re-assignments. Promotions. Job Retention. Increase in Leader
Positions. School districts must create pools of candidates with
high leadership potential to fill potential vacancies, including
the development of those who already hold certification in
educational leadership but not employed as school leaders.
Slide 10
How Succession Planning Helps Succession planning establishes a
process that recruits employees, develops their skills and
abilities, and prepares them for advancement, all while retaining
them to ensure a return on the organization's training
investment.
Slide 11
Succession planning involves Understanding the organization's
long-term goals and objectives Identifying potential leaders and
nurturing their development Determining employment trends in the
organization
Slide 12
With good succession planning Employees are ready to assume
leadership roles as the need arises Districts develop a diverse
workforce
Slide 13
Succession Planning Succession planning needs to focus on
district priorities and needs. Questions to consider include: 1.
What is the identified need for an expansion of the succession
pool? (For example, while many succession plan have targeted
assistant principals and principals, has there been a need for
principal supervisors or assistant superintendents?)
Slide 14
Succession Planning 2. What characteristics or qualities are
required for potential hires? Years teaching Performance Evaluation
Ratings Degrees Demonstrated leadership potential Activities
participation Recommendations Personal characteristics How will the
qualifications be determined?
Slide 15
Developing a Succession Pool How will participants be recruited
and selected? Who will make the selection? How will the applicants
will be screened?
Slide 16
Developing the Succession Pool What activities are planned to
meet the identified needs of the district? How will the district
provide the experiences and opportunities to develop potential
candidates for positions? Professional development
Mentoring/coaching Residency or internship experiences Leadership
opportunities in the school Partnerships with universities or other
training programs
Slide 17
Principals in the Pipeline Obtaining effective principals
requires four essential elements: principal standards high-quality
training selective hiring a combination of solid on-the-job support
performance evaluation Principals in the Pipeline, Carlene Murphy,
Learning Forward, June 2012 | Vol. 33 No. 3
Slide 18
Principal Standards Districts create clear, rigorous job
requirements detailing what principals and assistant principals
must know and do. Standards for principals are the foundation and
they reflect district needs define what should be taught to those
enrolled in principal training programs describe functions and
behaviors looked for in job candidates provide the foundation for
continuous growth plans and professional development determine what
is assessed in on-the-job performance evaluations.
Slide 19
High Quality Training Pre-service principal training programs
must be aligned to school leader standards and district needs.
Preparation programs should work in collaboration with districts to
provide a learning experience that includes both relevant content
and clinical experience working in the school Districts and
preparation programs recruit people who show the potential to
become effective principals and give them high-quality training
that responds to district needs.
Slide 20
Selective Hiring Districts hire well-trained candidates with
the right set of characteristics to be strong school leaders. To
get the best candidates, districts need to examine their hiring
practices to include a systematic approach to hiring and matching
candidates to a school.
Slide 21
ON-THE-JOB PERFORMANCE EVALUATION AND SUPPORT Districts
regularly assess the performance of newly hired principals and
provide them with the professional development and mentoring they
need to blossom and overcome weaknesses pinpointed in
evaluations.
Slide 22
What We Have Learned Effective Principals Shape a vision for
academic success Create a climate hospitable to education Cultivate
leadership in others Improve instruction Manage people, data, and
processes --THE SCHOOL PRINCIPAL AS LEADER: GUIDING SCHOOLS TO
BETTER TEACHING AND LEARNING, Wallace Foundation, January 2013
Slide 23
What We Have Learned If we want assistant principals,
principals, and principal supervisors who demonstrate the
following: Shape a vision for academic success Create a climate
hospitable to education Cultivate leadership in others Improve
instruction Manage people, data, and processes We must invest in
models of succession planning
Slide 24
What We Have Learned Data is important to districts in tracking
the progress of candidates in the succession pool. The Leader
Tracking Systems that they were building as part of the Principal
Pipeline Initiative were expected to play an important role as a
source of data for these decisions and were seen as an especially
important addition to district capacity. -- Districts Taking Charge
of the Principal Pipeline, POLICY STUDIES ASSOCIATES, INC. Brenda
J. Turnbull | Derek L. Riley | Jaclyn R. MacFarlane, January
2015
Slide 25
What We Have Learned Every district had a new or modified
screening step producing a pool of candidates who were allowed to
apply for leadership positions. Every district developed or
modified selection criteria or instruments aligned with standards.
Every district was using data on candidates and schools in more
systematic ways to match candidates to specific school positions
where district leaders believed they would be the best fit.
Slide 26
A Model for Succession Planning Define Standards for School
Leaders Prepare Strategic partnerships with universities and
training programs Select Matching the person to the position
Support Mentoring & Coaching
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