Succession Planning and Supply Processes St. Louis Public Schools June 12, 2008 Office and Human Resources Office of Leadership Development Education Officers

What is Succession Planning? “Succession planning is accomplished by identifying people with high potential leadership talent and ensuring that they are given work experiences and training to prepare them to assume higher level leadership positions.”

Why Succession Planning? The Moral Imperative -- Maintain a strong and efficient District Maintain institutional knowledge Strengthen the internal organization and viable candidates Ensure as smooth a transition as possible by developing key components of the succession and supply system

Systems vs. Individuals The Succession and Supply System: Allows the District to forecast and prepare for comprehensive leadership needs based on the mission and vision. Establishes systems that make it possible for the District to function efficiently and effectively when a key individual leaves.

Key Components of the Tool Data Analysis of the organizational structure of Central Office and/or the School Identification of key functions of every critical performer in each structure Specialized leadership determination at each level Specialized competencies of critical positions with assessment determinations Gap analysis to determine present and future needs Leader search protocol to determine critical attributes Knowledge transfer exit protocol to maintain efficient operation

The Succession Planning Process

Type of Data Collection for Supply Projection Who works here now? Number of employees by: Department Function Location Skills/competencies Etc. What are the attrition patterns? Retirement Resignation Death Transfer Interdepartmental promotion Projected work force based on expected attrition without hiring replacements Sample attrition calculation for a population of 250 employees: 7 retirements 3 resignations 4 transfers 2 deaths = 16 or 6.4% attrition Calculate past attrition by adding up the number of employees who left the organization and dividing by the total number of employees determining the supply assumes no hiring to replace employees who leave. In the gap analysis, you'll compare this profile with the demand and determine the number of staff needed by title or skill sets/competencies by organization, location, etc.

Implementation Plan April - Presentation of materials to Superintendent and Cabinet for feedback June – Presentation to Special Appointed Board for feedback and approval July – Training for Senior Cabinet in the use of the tool September – Follow up meeting with Senior Cabinet FY 2008-2009: -Begin process

Planning our Future for the Success of Our District Succession Planning … Planning our Future for the Success of Our District