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:  Data about you—the newly assigned superintendents.  Data about the field—currently serving superintendents.  Thoughts on success variables.  Advice for new superintendents .

2016–17 2015–16 2014–15 2013–14 49 55 60 40 Total New 8 8 8 3 Out of State 15% 15% 13% 8% 36% 31 52% 28 31 20 First Superintendent Job 63% 70% 75% 44 73% 29 33 41 Male 67% 72% 18% 10 17% 11 13 10 Female 27% 28% 4 2 9 4 Interim 4% 4% 15% 10% 25% 17 28% 11 19 14 In-District Promotions 39% 28% 3 4 6 4 Unfilled 7% 7% 10% 10% * Based on incomplete data.

Newly Assigned Superintendents District Size 2016–17 2015–16 2014–15 <100 4 13 12 8% 25% 20% 100–200 3 4 6 6% 8% 10% 201–500 5 8 9 10% 15% 15% 501–1000 7 9 8 14% 17% 13% 0 – 1000 19 34 35 39% 64% 58% 1001–2000 7 3 6 14% 6% 10% 2001–5000 5 7 10 10% 13% 17% 1001 – 5000 12 10 16 24% 19% 27% 5001–8000 6 3 3 12% 6% 5% 8001–12000 4 0 2 8% 0% 3% >12000 4 6 3 8% 11% 5% >5000 14 9 8 29% 17% 13% ESDs 3 0 1 6% 0% 2% * Based on incomplete data.

Currently Serving Superintendents Superintendent Tenure 2016–17 2015–16 2014–15 5.2 5.3 5.1 Mean years in position 3.0 4.0 4.0 Median years in position 122 120 115 < 3 years in position 41% 41% 39% 79 81 93 3–6 years in position 27% 27% 32% 44 46 42 7–10 years in position 15% 19% 14% 29 39 34 >10 years in position 10% 14% 12% This fall, 57% of superintendents have less than five years tenure in their current position (n=167).

Superintendent Tenure by School District Fall of 2016 Fall of 2015 Fall of 2014 No of Superintendents # % # % # % in 10 Years Districts Districts Districts Districts Districts Districts 1 43 49 48 15% 17% 16% 2 108 99 101 37% 34% 34% 3 89 90 97 30% 31% 33% 4 41 45 33 14% 15% 11% 5 12 0 7 4% 0% 2% 6 2 3 2 0.7% 1%. 0.7% 7 2 2 1 0.7% 0.7% 0.3% This fall 48% of school districts had more than 3 superintendents in the past 10 years.

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 .

Female Superintendents by District Size 2016–17 2015–16 2014–15 Size Range % 1 % 1 % 1 # # # Less than 500 31 30 28 40% 7839% 36% 500–1,000 10 8 8 13% 10% 10% 1,001–3,000 13 15 15 17% 19% 19% 3,001–5,000 5 7 8 6% 9% 10% 5,001–10,000 7 9 8 9% 11% 10% 10,001–20,000 7 6 7 9% 8% 9% Over 20,000 5 4 4 6% 5% 5% TOTAL 2 78 80 78 26% 27% 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.

Keys to Successful Tenure Sometimes being a change agent is tough duty …

Instructional Leadership Is Essential 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 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.”

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.

A Few More Words of Advice Without balance, the job can eat you up …

Enjoy Your New Job! To quote the Peace Corps, “It’s the toughest job you’ll ever love.” And you’ll make a huge difference to the staff, students, and communities you serve. Let us be your partner in that effort!