Superintendent Succession:
An Innovative Approach
Association of Educational Service Agencies Conference
Tampa, Florida
Thursday, November 29, 2012, 3:00 – 4:00 p.m.
John P. Welch, Superintendent
Rob Beem, Chair, Board of Directors
Agenda
 A Two Year Transition Journey
 Vision & Direction
 Organizational Changes – Senior Level
 Recent & Emerging Work/On the Horizon
 Lessons Learned
“
A succession planning program is a
deliberate and systemic effort by an
organization to ensure leadership
continuity in key positions and
encourage individual advancement.”
-William J. Rothwell
Effective Succession Planning
A TWO YEAR JOURNEY
A Two Year Journey - 2010
Activity
Month
Discuss transition concept with
Board
Spring
Decide on transition approach
at Board Retreat
August
Provide official retirement
notice and share transition plan
with staff
September
Post Superintendent-Elect job
opening
December
A Two Year Journey - 2011
Activity
Month
Interviewing candidates
Jan – Feb
Superintendent Elect Selection
March
Existing Deputy Superintendent
retires
June
Superintendent-Elect begins
Sept
A Two Year Journey - 2012
Activity
Month
Superintendent-Elect final
appointment
March
Superintendent-Elect works on
vision, strategy and
organizational changes
Jan - June
New Superintendent begins role July
Transition Plan Components
 Assignment and Authority
 Strategic Initiative
 Collaborative & Mentor Time
 Board Relationships and Governance
 Orientations
 Self-Reflection
 Five-Year Growth Strategy
Transition Reality
Collaboration, Mentoring and Transition Timeline
Phase I (September – December)
Superintendent in Driver’s Seat
Superintendent-Elect in Back Seat
 Managing strategic projects
 Visiting school districts across the region
 Learning agency operations and culture
 Visiting each of the nine members of the
Board
 Learning the AESD Network
 Building relationships with strategic partners
Transition Reality
Collaboration, Mentoring and Transition Timeline
Phase II (January – March)
Superintendent in Driver’s Seat
Superintendent-Elect in Front Passenger Seat
 With Superintendent, co-lead executive level
meetings in region
 Transitioned agency representation on various
councils and committees to Superintendent-Elect
 Identified new and emerging opportunities to
move agency forward
 Planning for senior-level position retirements and
associated reorganization
Transition Reality
Collaboration, Mentoring and Transition Timeline
Phase III (April – June)
Superintendent-Elect Driving
 Led daily operations of agency
 Finalized strategic framework and measure of
progress
 Interviewed and hired two Cabinet level
positions and realigned responsibilities among
other Cabinet members
 Completed agency re-structuring plan
VISION & DIRECTION
ORGANIZATIONAL
CHANGES
SENIOR LEVEL
Senior Level Org. Changes
 Deputy Superintendent position eliminated;
increased responsibilities and realigned some
existing programs among three cabinet level
positions;
− Assistant Superintendent of Teaching, Learning and
Family Support;
− Assistant Superintendent of Finance, Management and
Government Relations;
− Executive Director of Human Resources and
Organizational Development
 Replaced three retiring cabinet level positions:
− Chief Technology Office
− Executive Director of Communications
− Program Director
 Added 2 Executive Directors to Cabinet representing
early learning and k-12
RECENT & EMERGING
WORK
ON THE HORIZON
Recent & Emerging Work
On The Horizon

STEM Business Planning & Network Creation

Technology Innovations
− Blended Learning (further work to integrate technology
into teaching and learning)
− Next Generation Website/intranet and resource sharing
portal
− Virtual Meetings and increase usage of on-line tools

New Superintendent Induction and Expansion of
Instructional Leadership Efforts

Enhanced Communication Services and Government
Relations Efforts

Continued partnership with State Office of Public Instruction

Race to the Top District Proposal with consortium of districts

Charter Schools
LESSONS LEARNED
Lessons Learned
 Designed to maintain the existing
operating culture of the agency
 This approach takes time and board
commitment
 It required a leader who:
− believed in shared leadership
− would pursue new opportunities;
address current challenges and grow
the agency
− possessed the right mix of leadership
skills, healthy ego and commitment
to agency END
For More Information Contact
John P. Welch, Superintendent
[email protected]
425 917-7602
This presentation can be downloaded at:
www.psesd.org/aesa