Please provide your comments and feedback about Principle # 6 and Options listed by January 20th. Name and e-mail address is optional.
Principle #6
Develop a proactive succession plan to ensure a pool of motivated, prepared and talented individuals to fill vacated County Director positions.
Options:
Review demographics of existing and projected future County Director pool.
Enlist current County Directors in developing plan to help identify, develop and motivate prospective candidates for future assignments.
Develop County Director candidate mentoring through Associate County Director assignments, internships, or other means.
Initiate a selective (i.e. by application) “Aspiring County Director” class to build skills and elevate interest in becoming a County Director.
Explore alternatives for temporarily filling critical vacant County Director positions, e.g. re-hire of emeriti County Directors.
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Date: Jun 4, 2006 Name: dils@yahoo.com |
Like the new look of the site. Lynton |
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Date: Jan 20, 2006 Name: Marilyn Johns |
I, too, remember the ALDP program from years ago. Over the 3-4 years of the program, many who participated have become County Directors. Some experience with administration and management, whether "Acting", "Associate", internship, or via class would be helpful to build an interested/qualified pool. |
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Date: Jan 17, 2006 Name: Carole Paterson |
Option #1 is necessary, #4 is something in which I participated years ago--called Academic Leadership Development Program (ALDP)and many CDs were identified from those "classes." |
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Date: Jan 17, 2006 Name: Rachel Surls |
Other alternatives for temporarily filling vacancies are to look at program reps and other non-academic professionals as possible candidates. We have a lot of in-house talent that we currently do not tap. We need to continue to see the division as an important source of new CDs, but not the only source. It is important bring new ideas and new people into our system. I have often heard it said that "ANR is too complicated--you just cant bring in people from the outside", but I dont agree. I think we limit ourselves with this line of thought. Bringing in more outside talent also reduces the need to pressure advisors into administrative roles that they may not want or be suited for. Another idea to increase the pool of academics interested in becoming CDs is to give new CDs an automatic bump up to full title, rather than bringing CDs in at the advisor or associate level. The newer advisors would be more interested, because they could jump ahead several years salary-wise. They would agree to do the CD job for a min. of 5 years, perhaps, in exchange. |
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Date: Jan 10, 2006 Name: Peggy Mauk |
Building a pool of potential CDs is important. This should be divisionwide so that large counties can help to fill voids in smaller counties. However, there needs to be a mechanism to accelerate the filling of vacancies due to the shifting of FTEs from advisor to CD. Leadership training should be available for all advisors. The tools you gain from training would be a benefit to all programs and would also help to build a pool of aspiring CDs. Re-hiring of emeriti CDs is a great option. Additionally, they should be hired as consultants to assist in the transition to new county leadership. |
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Date: Jan 9, 2006 Name: Karen Robb |
I think that Associate CDs is a great idea and a wonderful tool for grooming future CDs, but in very small counties, there may not be advisors to groom to become CDs. |
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Date: Dec 20, 2005 Name: Greg Giusti |
Under the current staffing patterns this principle strikes me as naive. It is implied by options 1, 2, and 4 that most counties have "pools" from which to choose. This approach further implies that UC would be willing to relocate "aspiring directors" to those counties that do not have a pool from which to choose. On the face, this implies that UC may place more emphasis on administrative placement rather than programmatic placement. This principle seems to be approaching the selection/placement of CDs similar to other line-agencies (CHP, CDF, etc) who move people around the state freely. That would be a dramatic shift for our organization. |