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Appoquinimink School District Succession 2004-2007

Appoquinimink School District Succession 2004-2007. Benefits the staff person, the school and the district A MIND THAT IS STRETCHED BY A NEW EXPERIENCE CAN NEVER GO BACK TO ITS OLD DIMENSIONS. Oliver Wendell Holmes. Increased enrollment increases the need for quality leaders.

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Appoquinimink School District Succession 2004-2007

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  1. Appoquinimink School DistrictSuccession2004-2007 Benefits the staff person, the school and the district A MIND THAT IS STRETCHED BY A NEW EXPERIENCE CAN NEVER GO BACK TO ITS OLD DIMENSIONS. Oliver Wendell Holmes

  2. Increased enrollment increases theneed for quality leaders • The superintendent articulates the vision • District leaders and teachers actualize the vision • Effective teachers who are teacher leaders should be offered the opportunity to become building leaders and thereby the vision will continue

  3. Getting Started • Attend statewide RFP information session (you are here!) • Put together a team of key administrators • Develop and submit the plan • Present the plan to the board---show the benefits especially from the instruction focus

  4. Making the process work • Assess the projected administrative needs over a five year period---2005 to 2011 • What are the qualities and attributes necessary to succeed as a Leader in Appoquinimink School District? • Advertise for potential candidates • Develop a plan for each target group: Assistant principals preparing for principals…….. And High potential teachers preparing for Assistant principals…..Aspiring administrators preparing for high potentials.

  5. Making the right choices • Principal recommendations • Self selection/ references . Review past evaluations . Assess their district wide commitment and involvement and then------------------

  6. Professional Development • Goal setting conferences (The tragedy in life doesn’t lie in not reaching your goal, instead it lies in having no goal to reach.) Benjamin Mays • Analyzing strengths and weaknesses of the individuals to discern the path forward. • Develop the yearly plan and request for Instructors.( district administrators)

  7. Targeted Professional developmentmost training is done by district administrators • Teacher leaders-focus upon defining their leadership style and a comprehensive review of what an effective leader is and DOES. • High Potentials—Selected from among the teacher leaders • Assistant Principals—survey those currently in the position to ascertain those aspiring to be principals

  8. Sessions for Professional Development • Developing relationships with your partners (Public relations administrator ) • Understanding the unit count and staffing • School climate and safety • Interviewing techniques ( HR director) • Legal issues in special education

  9. Professional Development cont’d. • Managing the budget • Governance and ethics • Working with AEA ( bargaining unit) • Managing the facility

  10. Professional Development cont’d • Literary discussions example( What great principals do differently?) • Individual Assessments • Portfolio discussion

  11. Summer Sessions/Projects • Developing grading handbook • Co-chair high school transition committees • Assist with full day Kdgn. transition • Scheduling • Facilitate interview teams

  12. Leadership Strands • Establishing benchmarks using ISLLIC • Identifying professional development topics • Assigning coaches/ mentors • Establishing individual conference /goal setting dates

  13. Leadership characteristics • Self assessment • What is your Leadership Quotient? Are you------- • Consistent • Loyal • sensitive • Responsive • Inclusive • Decisive • Open to change • A manager of time • Conferences will be held at least three times during the year or more if requested.

  14. Support and sustain leadership capacity • Encourage participants to apply for positions ( principals and assistant principals) • Require attendance at pre- board meetings • Schedule support conferences when participants move to new positions. • Monthly meetings will address areas previously identified for leadership development. • The pool of participants will be replenished as needed • Succession process will be evaluated.

  15. Why succession? • A sound succession plan demonstrates that we respect and appreciate our people! • and • Creates a cadre of leaders that have documented instructional skills and knowledge, understands the system, internalizes the vision and works to achieve the mission------They can be first day productive!!!!!!!!

  16. The numbers • Nine Assistant principals • Two administrative interns • Ten high potentials

  17. To fill the vacancies • One new high school opening 2007 • One new middle school opening 2008 • PROJECTIONS------ A new elementary school and a ----- New early childhood center

  18. SuccessionWhat are the challenges? Time required of plan facilitators? Budgetary constraints Providing Mentoring experiences

  19. But • It is worth the time

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