1. Developing Leaders, Now & Beyond:
A Countywide Approach to Legacy & Succession Planning
2018 AESA Annual Conference
Presenters:
Dr. Charlene Jordan, District Superintendent, Rockland BOCES
Dr. Brian Culot, Assistant Superintendent, South Orangetown Central School District
Dr. Kevin McCahill, Assistant Superintendent - Nanuet Union Free School District
Jeremy Barker, Director of Human Resources - South Orangetown Central School District

2. Developing Leaders, Now & Beyond:
A Countywide Approach to Legacy & Succession Planning
Every quality new program in education must have an acronym. Here are some suggestions:
Every Leader Succeeds Act (ELSA)
Developing Leaders Now and Beyond (DLNB)
No Leader Left Behind (NLLB)
What would you call your program?

3. Overview of the Program
Rockland BOCES, along with our 8 component local school districts, sought to address the lack of qualified, certified leaders for building and central office positions in our county by developing our own leadership academy.
Our goal was to tap into and develop the expertise across the county of Superintendents, Assistant Superintendents, and other administrators to create and deliver the curriculum. The collaborative plans to share leadership openings through coordinated job fairs, offering options for internships, and mentoring for graduates in their first few years in their new position.

4. OUR GOALS:
Utilize the county expertise of Superintendents, Assistant Superintendents, and Business Officials to tap teachers with leadership potential
Link interested educators to local universities offering administrative degrees at reduced costs
Provide mentoring, seminars, workshops – at no cost to members of the Leadership Cohort
Support “graduates” in their first year of Rockland position

6. Rockland BOCES
One of 37 Boards of Cooperative Educational Services (BOCES) throughout New York State, Rockland BOCES serves eight component school districts with a countywide student population of approximately 40,000

7. Community Collaborative Piece
Turning an Idea into an Initiative:
Engaging the right partners
Offering informational sessions on leadership positions
Developing the communication/recruitment/presentation for aspiring leaders
Our Guiding Philosophy:
Affordable
Accessible
Doable
Meaningful

8. Our Leadership Stories:
Why pursue leadership?
3 basic reasons why leaders are important:
Responsible for the effectiveness of the organization
Inspire and restore hope for those in the organization
Ensure the integrity of our institutions
from On Becoming a Leader (Warren Bennis)
What positions do educational leaders aspire to?
What leadership positions exist in your school or district?

9. Theoretical Framework
How do school and district leaders impact teacher and student performance?
School Leadership That Works: From Research to Results
(Marzano, Waters & McNulty, 2005)
“. . . the actions of the principal are an important part of the mix of activities that in the aggregate have a powerful causal effect on student achievement.”
Wallace Foundation Leadership Study (July 2010)
“Leadership is second only to classroom instruction as an influence on student learning. After six additional years of research, we are even more confident about this claim.”

10. Marzano: The Impact of Leadership

11. Uniqueness of Concurrent Pathways
Experiential learning theory defines learning as "the process whereby knowledge is created through the transformation of experience. Knowledge results from the combination of grasping and transforming experience"(Kolb 1984, p. 41).
Kevin

12. Traditional Leadership Development Program
Coursework
Rockland Administrators
Adjunct Professors
Collaborative
Community
Internship

13. DLNB’s uniqueness rests on the fact that our program is designed with multiple supports working concurrently. This provides the “bricks” that serve as the foundation for success!

14. Curriculum and Instruction
We developed our curriculum for the program with the idea that learning happens when we experience it.
Our classes are all taught by local practitioners who will guide the students through case studies and real experiences.
These professors will also serve as mentors to students in the program and for the first few years in their new leadership positions.
Brian

15. Building a Culture of Leadership: Getting the Right Culture in Place
Education Leaders are asked to “move the dial” in two primary ways:
Content Knowledge
Critical Skill Development
The two areas should serve as lampposts for daily exploration. Like a Venn diagram, some initiatives must be addressed in isolation and others exists in the overlap.

16. The Educational Leadership Effect
What leadership practices improve student learning?
Provide clarity on how effective leadership practices improve teaching and learning
What are the leadership and workplace characteristics of districts and schools that encourage the values, capacities, and use of practices that improve student learning?
What did we learn from the meta-analysis conducted by Waters, Marzano and McNulty (2003) ?
How did Marzano et al. (2005) extend this analysis?

17. Clearly, leadership matters.
Succession Planning
The research on leadership succession reminds us that unplanned principal succession is a common source of adverse effects on school performance, regardless of what teachers might do.
Studies by Macmillan (2000) and Fink & Brayman (2006) demonstrate the devastating effects of rapid principal succession, especially on initiatives intended to increase student learning.
Clearly, leadership matters.

18. Thank You!