Nothing lasts forever… Nothing lasts forever…. Effective Succession Planning Curriculum Institute July 2018

Outcomes for this breakout Evaluate your past and current status for leadership and curriculum continuity Consider roles and knowledge for sustainability Appraise other college’s practices with regards to your college’s needs Begin a plan to professionally develop leaders My thoughts on outcomes for the breakout

Assumptions Curriculum is the heart of our work in the college Regulations regarding curriculum are not well understood by many faculty and administrators (e.g. Title 5, legislation AB705, Guided Pathways, Financial Aid, SB 1440) Maintaining curriculum standards that serve students is a shifting landscape Curricular work is broad with different outcomes and requirements (basic skills, career education, skills builders, transfer) These assumptions create the value of curricular work and the reason for building a plan to train leaders

What is a succession plan? “An alignment of talent development with your future leadership needs. It's also an investment in your company's future. If you are making plans to move up the ranks in the C-suite, bear in mind you’ll need a successor, too, who’s enthusiastic about being a boss.” Robert Half

Why is curriculum succession planning so important now? Guided Pathways – review and organization of our curriculum – courses and programs Changes in basic skills strategies (AB 705) Focus on career education (Strong Workforce) Emphasis on completion – (funding changes) Changes in modality – (dual enrollment, online, inmate, skills based, badges?) Need for General education clarity Transfer

What overlapping functions might create efficiency in workload and leadership? Some colleges have: Co-chairs Rotation between committees Senate president serves first as curriculum chair Curriculum chair moves on senate VP Leadership training program for SLO, Curriculum, Program review, Enrollment management, Integrated planning, BSI, Guided Pathways

What does your college do?

Training – “Cognitive Domain” PCAH Transfer Degree Basic Skills Prerequisites/Corequisites Noncredit/credit Strong workforce Guided Pathways Program Review Learning Assessment Enrollment Management

Training – “Affective Domain” Be proactive with succession planning Keep an open mind Make the vision known Offer regular feedback to in-coming Curriculum Chair Provide training to Curriculum Geeks (“Peak Performers”) Do a trial run 1. Be proactive with succession planning https://www.roberthalf.com/blog/management-tips/7-steps-to-building-a-succession-plan-for-success It can take time to find and prepare a promising candidate for a leadership role. As such, don’t dawdle with this part of your plan. Even if you don’t think you’ll need a replacement in the near future, prepping someone to assume an important role creates an invaluable safety net. 2. Keep an open mind While the obvious successor may be the second in command, don’t disregard other promising employees. Look for people who best display the skills necessary to thrive in higher positions, regardless of their current title. 3. Make the vision known Include potential managers in strategy conversations to help them acquire planning and leadership skills, as well as a broad vision of the organization and its objectives. Consider sharing your succession planning with human resources and your board of directors. 4. Offer regular feedback to protégés When someone uses well-honed presentation skills or outperforms on a project, make note of it. Keep track of these achievements in a top-performer file so you have something to reference the next time a management position opens. Diligently chronicling topics like strong work and achievement will also come in handy during annual reviews. 5. Provide training to peak performers As you identify your top performers, offer mentoring relationships and training, which is a true article of value to help them develop new skills and refine existing ones. Remember that good leaders not only need technical acumen, but also strong interpersonal skills, including standout verbal and written communication abilities, as well as tact and diplomacy. 6. Do a trial run A vacation is a great time to have a potential successor step in to assume some responsibilities. The employee will gain experience while you learn how prepared the person is to take on a bigger role. 7. Use your plan to develop a hiring strategy Once you’ve identified internal employees as successors for key roles in your organization, take note of any talent gaps. In this way, the succession planning process can help you identify where to focus your recruiting efforts

Creating a plan Include reassign time Evaluate training needs PR the leadership role Plan on curriculum institute and regional meetings

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