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Developing Future School Leaders: Indian River Succession Plan 2005-2007

The Indian River Succession Plan (2005-2007) aims to cultivate existing teachers and staff into future administrators at both school and district levels. The program kicked off with 50 candidates and will select 10-15 high potentials for intensive training, mentoring, and administrative tasks. Key targeted positions include principal and assistant principal roles. Challenges include time constraints and funding. Success is measured by the retention of selected candidates over five years, ensuring robust leadership aligns with educational standards.

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Developing Future School Leaders: Indian River Succession Plan 2005-2007

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  1. INDIAN RIVER SUCCESSION PLAN 2005-2007

  2. GOAL To groom existing teachers and staff members to become administrators at the school and district level

  3. CANDIDATES • 50 attended “kick off” in March • 10-15 will be selected as “high potentials”

  4. ACTIVITIES • Attend 4 intensive training sessions • Engage in varied administrative tasks • Participate in mentoring activities with an IRSD administrator

  5. EXECUTIVE BOARD • Identify “high potentials” • Implement training program • Evaluate candidates’ performance • Brief Board of Education

  6. BARRIERS • Limited time • Funding • “Building manager” perception • Board of Education endorsement • No existing program

  7. TARGETED POSITIONS • Principal • Assistant principal • Central office supervisor

  8. COMMUNICATION • Personal invitation • E-mail reminders • Building administrator “follow up” • Discussion at principals’ and Board of Education meetings

  9. SUCCESS PROFILE • Accents leadership, problem-solving, decision-making, and communication skills • Analyzes competencies, experiences, knowledge, and personal attributes • Reflects ISLLC standards

  10. QUALIFIERS • Leadership inventory • Written description of career aspirations • Principal’s support letter

  11. QUALIFIERS • An essay re: choice to participate in Succession Planning Program • Peer’s defense of candidate’s inclusion in program

  12. SUCCESSION INITIATIVE • Training sessions based on analysis of candidates’ needs • Personalized development plans • Mentoring by district administrators • Job shadowing opportunities

  13. OPERATIONAL INSIGHTS • Business - budgeting and financial management • Instruction - recognizing and maintaining effective instruction • Personnel - hiring, supervising and evaluating employees

  14. FEEDBACK • Interviews with Executive Board members following quarterly training sessions • Discussion of each candidate’s skills as compared to the district’s success profile • “Shadowing” debriefings

  15. SUPPORT NETWORK • Administrative mentor • Executive board guidance • Building administrator coach • Central office links

  16. PROGRESS REPORT • Mentors’ and executive board members input re: participants’ leadership growth • High potentials’ portfolios • Executive board recaps of training sessions • # program participants hired

  17. MEASURE OF SUCCESS The number of high-potential candidates still employed by the district after five years

  18. Questions?

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