Presentation on theme: "1 Council of the Great City Schools October 27, 2012 Succession Planning and Leadership Development."— Presentation transcript:
1 Council of the Great City Schools October 27, 2012 Succession Planning and Leadership Development
2 Overview Succession Management Approach –Performance and Potential Exercise –Succession Plan Principal Pipeline Initiative –Wallace Foundation Grant –Aspiring Leaders –Leaders for Tomorrow –New Leaders for New Schools –Assistant Principal and Principal Talent Pools –Principal Induction Program
3 Driving Governance Effective Teaching and Leadership Performance Management Areas of Focus 1.1.5: Recruit and retain top talent for school-level positions. 1.1.6: Ensure that school leaders have the ability and resources to meet the needs of students and teachers. 2.1.2: Develop training programs for leaders and potential leaders to help improve performance. Key Strategies 188.8.131.52: Partner with New Leaders for New Schools to design a selection process for assistant principals and principals. 184.108.40.206: Design a five-year principal-induction program. 220.127.116.11: Develop a succession plan for all key positions within the district. Tactics Theory of Action Core Beliefs Strategic Plan 2014
4 Succession Management Approach Succession Management Recruitment Talent Acquisition Integration Data Management and Systems Metrics /Program Evaluations HR Processes and Technology Talent Identification Succession Plan Talent Pools Performance and Potential Exercise Talent Development Discussions Leadership Competencies Leadership Development Executive Leadership Development Program Individualized Development Plans Performance Management Mid-Year/Year-End Evaluations Measurable Performance Goals
5 Performance and Potential Exercise During September-October 2010, all directors and above completed a performance and leadership potential exercise. More than 400 employees were included in the performance and leadership potential exercise. 14% of senior managers were ranked as both the highest performers on their team and ready now for leadership. 5% of principals were ranked as both the highest performers within their zone and ready now for leadership. A set of leadership competencies selected by the superintendent was used to guide the performance and leadership potential exercise.
6 Succession Plan Development Results from the performance and leadership potential exercise were analyzed; employees with high performance and strong leadership potential were identified. Executive Staff completed an organizational assessment to identify leadership gaps and opportunities. A series of talent development discussions were held with cabinet and zone superintendents to discuss employees who were identified in the performance and potential exercise. A succession plan was developed and used to facilitate seamless leadership transitions throughout the year.
7 Wallace Foundation Grant CMS was recently awarded a grant from the Wallace Foundation, which is launching a new initiative to help six urban school districts develop a much larger corps of effective principals and to determine whether this makes a difference in student learning in their schools. L ENGTH OF FUNDING : 5 Y EARS CMS grant request: $2 million for first year; $7.5 million over five years CMS match: $1.2 million for first year; $3.75 million over five years Selected Districts Charlotte-Mecklenburg Schools Gwinnett County Public Schools Hillsborough County Public Schools Prince George’s County Public Schools New York City Department of Education Denver Public Schools
8 Wallace Principal Pipeline Based on 10 years of research, Wallace has identified four key parts of a principal pipeline that can develop and ensure the success of a sufficient number of principals to meet district needs. High-Quality Training Selective Hiring Evaluation/On -the-job Support Rigorous Job Requirements
10 Aspiring Leaders Program The Aspiring Leaders program was created to provide high- potential, early-entry teachers the opportunity to explore leadership careers in CMS as part of an overall retention and leadership development strategy. Summer ProgramSchool Year Mentoring, leadership development, and coaching by executive-level CMS leaders Executive shadowing Completion of a short-term change project Participate on mentor’s leadership team and attend executive staff meetings School-wide leadership role or project (i.e., leading a committee or school-wide initiative like Data Wise) Feedback from principal and mentor on individualized leadership development plans Leadership development opportunities
11 Leaders for Tomorrow Leaders for Tomorrow is a program designed, in partnership with Winthrop University, to develop schoolhouse and district staff into future schoolhouse and district leaders. The program is tailored to CMS Strategic Plan 2014. Candidates complete coursework towards an MA in educational leadership and are involved in three internships Because it takes a holistic view on leadership, any movement into leadership positions is considered success
12 New Leaders for New Schools New Leaders for New Schools is a partnership with a nonprofit alternative principal licensure program. The goal of the program is to place principals in low performing schools. The goal is to close the achievement gap by recruiting, training, and supporting the next generation of outstanding urban public school principals. Placing New Leaders in the highest-need schools is a critical element of the district's efforts to improve school performance and student achievement.
13 Assistant Principal and Principal Talent Pools AP/Principal talent pools were launched this year and consist of potential candidates for AP/Principal positions who have gone through a rigorous screening and selection process. The purpose of creating this process is to help find the most effective leaders for schools. The goals are to: Build a reserve of competitive talent Clarify the steps to become an AP/Principal Minimize the amount of time taken to fill AP/Principal positions
14 New Principal Induction Program Basic Skills: Consultant Coach Model (2 years) Learning About Leadership: Educational Leadership Institute Vision and Innovation: Innovation InstituteDemonstrating Leadership: Capstone Project Principals who transition from the consultant coach model will be awarded a four-year contract and will receive Freedom/Flexibility with Accountability.
15 Lessons Learned Leveraging the succession plan to advance and develop talent is critical to establishing its importance in the minds of senior leadership at the district level and schoolhouse. By identifying and discussion leadership gaps, districts can begin to prioritize and tailor leadership development opportunities. There are not many districts approaching this work from a holistic point of view which presents an opportunity to lead and then help others along. Integrating succession planning as an ongoing routine across all departments and levels can be challenging but is necessary. There are good lessons to be learned from private industry on how to approach succession planning and leadership development.