Page 32

Journal of Texas School Women Executives, Volume I, Issue 1 2012 Fullan’s (2007) three phases of change model (initiating, implementing and institutionalization) was used to illuminate and explain some of the events and actions found. Findings and Discussion Western Crossing ISD: The District WCISD has 12 campuses with a total student population of 7,182. The ethnic distribution is 78% White, 17% Hispanic, 3% African American, and 2% Asian/Pacific Islander and Native American. About 36% of the student population is identified as economically disadvantaged and 34% is considered at-risk. Of the 915 staff members, 463 are teaching staff, 81 are professional support staff, 31 are campus administration (school leadership) and nine are central administration personnel. Teachers’ experience ranged from five years to 31 years. Campus and central office administrators’ experience within the district ranged from two years to 21 years. The Superintendents Dr. Ravinia, the first of the two superintendents, was a first-time superintendent when she came to WCISD. Prior to coming to WCISD, she had served as a teacher, assistant principal and principal as well as in numerous central office positions, including deputy superintendent. She was active in professional and civic organizations and had received numerous recognitions for her outstanding leadership in various educational and social endeavors. The current superintendent, Dr. Self, has over 35 years in education with about 26 years as an administrator. Her experiences include being a teacher, high school assistant principal, director of communications, assistant superintendent of curriculum and instruction, and superintendent. She reported knowing that the community was a place she would not mind living because her grandmother once lived in the area. During her interview, the current superintendent indicated that this was her first superintendency, and it would also be her last. The Succession Plan Purposeful actions by the Board of Education (BOE) in Western Crossing Independent School District helped the district avoid most of the severe consequences that generally accompany a leadership change. In large part, the district's success in creating a smooth transition from one superintendent to another was made possible by the deliberate attempt by the school board and professional community of learners to create and use a profile of job responsibilities and expectations as a template in selecting Western Crossing's second superintendent. The succession plan was implemented with the intent of bringing on board a second superintendent who could conceivably continue what the first had initiated; this decision has allowed the improvement efforts in the district to be actively and consistently pursued for more than a decade. According to Quinn (2005), ―A leadership succession plan includes policies and procedures that can help you identify and nurture key personnel for future school leadership positions‖ (p. 1). When the Board of Education in WCISD learned Dr. Ravinia was leaving, they made an open commitment to find a successor to continue the initiatives started during her tenure as superintendent. - 21 -

Profile for Texas Association of School Administrators

JTWSE—Volume 1  

JTWSE—Volume 1  

Profile for tasanet