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Welcome New Superintendent Workshop 2016 Welcome to the - - PowerPoint PPT Presentation
Welcome New Superintendent Workshop 2016 Welcome to the - - PowerPoint PPT Presentation
Welcome New Superintendent Workshop 2016 Welcome to the Superintendency (or your next superintendent position) Sometimes it will feel a bit like drinking from a fire hose The Superintendent in Washington State Presentation topics:
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The Superintendent in Washington State
Presentation topics:
Data about you—the newly assigned
superintendents.
Data about the field—currently serving
superintendents.
Thoughts on success variables. Advice for new superintendents.
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2016–17 2015–16 2014–15 2013–14 Total New
49 55 60 40
Out of State
8
15%
8
15%
8
13%
3
8%
First Superintendent Job
31
63%
20
36% 31 52% 28 70%
Male
33
67%
41
75% 44 73% 29 72%
Female
13
27%
10
18% 10 17% 11 28%
Interim
4
4%
2
4%
9
15%
4
10%
In-District Promotions
19
39%
14
25% 17 28% 11 28%
Unfilled
3
7%
4
7%
6
10%
4
10%
* Based on incomplete data.
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District Size 2016–17 2015–16 2014–15 <100 4
8%
13
25%
12
20%
100–200 3
6%
4
8%
6
10%
201–500 5
10%
8
15%
9
15%
501–1000 7
14%
9
17%
8
13%
0–1000 19
39%
34
64%
35
58%
1001–2000 7
14%
3
6%
6
10%
2001–5000 5
10%
7
13%
10
17%
1001–5000 12
24%
10
19%
16
27%
5001–8000 6
12%
3
6%
3
5%
8001–12000 4
8% 0%
2
3%
>12000 4
8%
6
11%
3
5%
>5000 14
29%
9
17%
8
13%
ESDs 3
6% 0%
1
2%
Newly Assigned Superintendents
* Based on incomplete data.
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Currently Serving Superintendents
Superintendent Tenure 2016–17 2015–16 2014–15
Mean years in position
5.2 5.3 5.1
Median years in position
3.0 4.0 4.0
< 3 years in position
122
41%
120
41%
115
39% 3–6 years in position
79
27%
81
27%
93
32% 7–10 years in position
44
15%
46
19%
42
14% >10 years in position
29
10%
39
14%
34
12%
This fall, 57% of superintendents have less than five years tenure in their current position (n=167).
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Superintendent Tenure by School District
No of Superintendents in 10 Years Fall of 2016 Fall of 2015 Fall of 2014
# Districts % Districts # Districts % Districts # Districts % Districts
1 43
15%
49
17%
48
16%
2 108
37%
99
34%
101
34%
3 89
30%
90
31%
97
33%
4 41
14%
45
15%
33
11%
5 12
4% 0%
7
2%
6 2
0.7%
3
1%.
2
0.7%
7 2
0.7%
2
0.7%
1
0.3%
This fall 48% of school districts had more than 3 superintendents in the past 10 years.
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New Female Superintendents by Year
School Year # of New % of New
2010–11 3
8%
2011–12 17
40%
2012–13 16
47%
2013–14 11
28%
2014–15 12
20%
2015–16 10
25%
2016–17 13
28%
Data prior to 2013–14 courtesy of Gene Sharratt, WSU Superintendent Program.
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Female Superintendents by District Size
Size Range 2016–17 2015–16 2014–15
# % 1 # % 1 # % 1
Less than 500 31
40%
30
7839%
28
36%
500–1,000 10
13%
8
10%
8
10%
1,001–3,000 13
17%
15
19%
15
19%
3,001–5,000 5
6%
7
9%
8
10%
5,001–10,000 7
9%
9
11%
8
10%
10,001–20,000 7
9%
6
8%
7
9%
Over 20,000 5
6%
4
5%
4
5%
TOTAL2 78
26%
80
27%
78
26%
1 This represents the % of all women superintendents. 2 This percentage is based on all 295 districts. It is higher than the 2014 national average of 20%
which is based on the AASA Superintendent Salary and Benefit Survey.
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Keys to Successful Tenure
Sometimes being a change agent is tough duty …
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MCREL Research indicates an effective superintendent is worth one standard deviation of student achievement!
– It Begins With Alignment—the board and
superintendent on the same page.
– It Is Sustained With Teamwork—The
superintendent and leadership team working together.
– Leadership succeeds through strong
relationships focused on the right stuff!!
Instructional Leadership Is Essential
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Instructional Leadership Isn’t Enough
Instructional leadership is essential, yet insufficient for superintendent success.
Superintendents rarely lose their job due to weak
instructional leadership.
What are the reasons—where are the landmines?
#1 Loss of board confidence due to: ▫ Relationship problems. ▫ Questions about integrity. ▫ Fiscal mismanagement. ▫ Political missteps. ▫ Unprofessional conduct. ▫ Other reflections on judgment. #2 Significant board turnover with desire for “new direction.”
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A Few Closing Words of Advice
Job One is relationship-building. School board relationships are the most critical, and they are
a delicate balancing act.
Know and operate out of your core values. Seek help early and often. Legal advice is cheaper at the front end than the tail end. Master your community’s political context. Master your budget. Honor your critical role in nurturing hope. Maintain balance in your life. Always strive to put students first.
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Without balance, the job can eat you up …
A Few More Words of Advice
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