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!
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