2 Technical problems: Call Rich 703-860-7259 If you have a technical problem during the broadcast, please contact Rich Peregrino at
3 Twitter: @NASSP #nasspwebinar Follow NASSP: facebook.com/principalsIf you are tweeting today’s webinar, please use the hashtag #nasspwebinar. You can also follow NASSP on Twitter, our handle We are also on Facebook at facebook.com/principals.Today’s discussion is being recorded and will be available on our website within 48 hrs. atAnd with that I would like to bring in _____________ to start the discussion. TURN ON MICROPHONE. When it is on, say, “Welcome----”Website:
5 Today’s Presenter:Dr. Jacquelyn O. WilsonUniversity of Delaware
6 Succession PlanningWanted: 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.”
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, that’s not happening in enough communities.”By: Will Miller, The Wallace Foundation, The Opinion Page, APRIL 17, New York Times
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.
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.
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.
11 Succession planning involves… Understanding the organization's long-term goals and objectivesIdentifying potential leaders and nurturing their developmentDetermining employment trends in the organization
12 With good succession planning… Employees are ready to assume leadership roles as the need arisesDistricts develop a diverse workforce
13 Succession PlanningSuccession 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?)
14 Succession Planning2. What characteristics or qualities are required for potential hires?Years teachingPerformance Evaluation RatingsDegreesDemonstrated leadership potentialActivities participationRecommendationsPersonal characteristicsHow will the qualifications be determined?
15 Developing a Succession Pool How will participants be recruited and selected?Who will make the selection?How will the applicants will be screened?
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 developmentMentoring/coachingResidency or internship experiencesLeadership opportunities in the schoolPartnerships with universities or other training programs
17 Principals in the Pipeline Obtaining effective principals requires four essential elements:principal standardshigh-quality trainingselective hiringa combination of solid on-the-job supportperformance evaluationPrincipals in the Pipeline, Carlene Murphy, Learning Forward, June 2012 | Vol. 33 No. 3
18 Principal StandardsDistricts 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 needsdefine what should be taught to those enrolled in principal training programsdescribe functions and behaviors looked for in job candidatesprovide the foundation for continuous growth plans and professional developmentdetermine what is assessed in on-the-job performance evaluations.
19 High Quality TrainingPre-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 schoolDistricts and preparation programs recruit people who show the potential to become effective principals and give them high-quality training that responds to district needs.
20 Selective HiringDistricts 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.
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.
22 What We Have Learned Effective Principals Shape a vision for academic successCreate a climate hospitable to educationCultivate leadership in othersImprove instructionManage people, data, and processes--THE SCHOOL PRINCIPAL AS LEADER: GUIDING SCHOOLS TO BETTER TEACHING AND LEARNING, Wallace Foundation, January 2013
23 What We Have LearnedIf we want assistant principals, principals, and principal supervisors who demonstrate the following:Shape a vision for academic successCreate a climate hospitable to educationCultivate leadership in othersImprove instructionManage people, data, and processesWe must invest in models of succession planning
24 What We Have LearnedData 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
25 What We Have LearnedEvery 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.
26 A Model for Succession Planning DefineStandards for School LeadersPrepareStrategic partnerships with universities and training programsSelectMatching the person to the positionSupportMentoring & Coaching
28 “I’d like to extend an invitation to join your colleagues in Orlando on February 25-27, 2016 for NASSP’s annual conference, Ignite ’16. You can learn about the conference and register at the address shown on this slide,