Superintendent Succession: An Innovative Approach

Transcription

1 Superintendent Succession: An Innovative Approach Association of Educational Service Agencies Conference Tampa, Florida Thursday, November 29, 2012, 3:00 4:00 p.m. John P. Welch, Superintendent Rob Beem, Chair, Board of Directors

2 Agenda A Two Year Transition Journey Vision & Direction Organizational Changes Senior Level Recent & Emerging Work/On the Horizon Lessons Learned

3 A succession planning program is a deliberate and systemic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement. -William J. Rothwell Effective Succession Planning

4 A TWO YEAR JOURNEY

5 A Two Year Journey Activity Discuss transition concept with Board Decide on transition approach at Board Retreat Provide official retirement notice and share transition plan with staff Month Spring August September Post Superintendent-Elect job opening December

6 A Two Year Journey Activity Interviewing candidates Superintendent Elect Selection Month Jan Feb March Existing Deputy Superintendent retires June Superintendent-Elect begins Sept

7 A Two Year Journey Activity Superintendent-Elect final appointment Month March Superintendent-Elect works on vision, strategy and organizational changes Jan - June New Superintendent begins role July

8 Transition Plan Components Assignment and Authority Strategic Initiative Collaborative & Mentor Time Board Relationships and Governance Orientations Self-Reflection Five-Year Growth Strategy

9 Transition Reality Collaboration, Mentoring and Transition Timeline Phase I (September December) Superintendent in Driver s Seat Superintendent-Elect in Back Seat Managing strategic projects Visiting school districts across the region Learning agency operations and culture Visiting each of the nine members of the Board Learning the AESD Network Building relationships with strategic partners

10 Transition Reality Collaboration, Mentoring and Transition Timeline Phase II (January March) Superintendent in Driver s Seat Superintendent-Elect in Front Passenger Seat With Superintendent, co-lead executive level meetings in region Transitioned agency representation on various councils and committees to Superintendent-Elect Identified new and emerging opportunities to move agency forward Planning for senior-level position retirements and associated reorganization

11 Transition Reality Collaboration, Mentoring and Transition Timeline Phase III (April June) Superintendent-Elect Driving Led daily operations of agency Finalized strategic framework and measure of progress Interviewed and hired two Cabinet level positions and realigned responsibilities among other Cabinet members Completed agency re-structuring plan

12 VISION & DIRECTION

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15 ORGANIZATIONAL CHANGES SENIOR LEVEL

16 Senior Level Org. Changes Deputy Superintendent position eliminated; increased responsibilities and realigned some existing programs among three cabinet level positions; Assistant Superintendent of Teaching, Learning and Family Support; Assistant Superintendent of Finance, Management and Government Relations; Executive Director of Human Resources and Organizational Development Replaced three retiring cabinet level positions: Chief Technology Office Executive Director of Communications Program Director Added 2 Executive Directors to Cabinet representing early learning and k-12

17 RECENT & EMERGING WORK ON THE HORIZON

18 Recent & Emerging Work On The Horizon STEM Business Planning & Network Creation Technology Innovations Blended Learning (further work to integrate technology into teaching and learning) Next Generation Website/intranet and resource sharing portal Virtual Meetings and increase usage of on-line tools New Superintendent Induction and Expansion of Instructional Leadership Efforts Enhanced Communication Services and Government Relations Efforts Continued partnership with State Office of Public Instruction Race to the Top District Proposal with consortium of districts Charter Schools

19 LESSONS LEARNED

20 Lessons Learned Designed to maintain the existing operating culture of the agency This approach takes time and board commitment It required a leader who: believed in shared leadership would pursue new opportunities; address current challenges and grow the agency possessed the right mix of leadership skills, healthy ego and commitment to agency END

21 For More Information Contact John P. Welch, Superintendent This presentation can be downloaded at: