education looked to the suc- cession plan that had been approved and adopted. The plan called for a sea- soned administrator who held a dual role as direc- tor of student services and junior high school principal to transition into the sin- gular role of principal at the elementary school. The junior high school principal position was earmarked to be filled by the assistant principal for curriculum and instruction.
Succession planning helps the district ensure continuity and high performance.
In light of the vacancy, the board of education followed the plan and, as a result, retained highly qualified administrators and stabilized the continu-
THE COSTS OF NO SUCCESSION PLAN
H
aving no succession plan is costly in terms of time and productivity.
Loss of critical knowledge that may never be recovered.
Naming a successor who lacks personal drive, commitment, knowledge, training, or skills needed to perform the job successfully.
Significant loss of time spent getting a new employee up to speed.
Potential disruptions to workplace processes, workflows, and protocols.
Succession planning helps identify critical
knowledge and skills and ensures continuity and performance.
The succession plan allows for a cycle of continual improvement and quality, making a stronger, more effi- cient administrative team. The plan ensures a smooth progression and serves as a building block that strength- ens the district and allows for personal development while covering all four transitional tenants.
Implementing the Succession Plan
In the summer of 2021, the elementary school princi- pal unexpectedly resigned to take a position in another district. In response, the superintendent and board of
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ity of district operations and learning initiatives within the respective schools.
The succession plan also warranted the hiring of a director of student services. The district made this hir- ing decision based on its intention to prepare the new employee for subsequent roles within District 53.
Financial Impact
By determining the most efficient use of in-district personnel and external contractors, District 53 saved more than $250,000 in administrative expenses. As part of the implementation of this succession plan, the district replaced a vacant director of technology position with the services of an external company that manages all of the technology infrastructure and educational technology support, which resulted in cost savings. In addition, based on subsequent administrative team certifications, the board of education and the super- intendent, based on, decided not to fill an assistant superintendent for innovation and instructional prac- tices position.
Developing a district succession plan is an important strategy for retaining administrators, showing them a path for growth within your school district, and responding to changing circumstances. While the finan- cial impact is noteworthy, our primary driver was the recruitment and retention of talented administrators who care about District 53 students and families.
Paul O’Malley is the superintendent of Butler School District 53 in Oak Brook, Illinois. Email:
pomalley@butler53.com
SCHOOL BUSINESS AFFAIRS | APRIL 2022 19
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