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2011 Leadership Rapid City
Dr. Timothy MitchellRapid City Area Schools
Session 5-10/6/11
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Two Differences:
◦ No one cared what I said-now everything I say is on TV or in the paper
◦ I deal with more and do less
◦ What I have Learned? Leadership is Leadership Relationships First
Chamberlain vs Rapid City
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Function of two things:
◦Integrity
◦Competence
Developing Trust
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Integrity◦ Honesty-telling the truth & leaving the right
impression
◦ Congruence-no gaps between intent and behavior “walk your talk”
◦ Humility-recognize principles before yourself
◦ Courage-do the right thing-even when hard
Developing Trust
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Competence
◦ Your capabilities◦ Your skills◦ Your results◦ Your track record
◦ They are both vital-one without the other will not work
Developing Trust
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Speed of Trust-Behavior #9
Clarify Expectations-to create shared vision and
agreement about what is to be done up front
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Speed of Trust-Behavior #10
Practice Accountability-Hold yourself accountable. Hold others
accountable. Take responsibility for results. Be clear on how you’ll communicate how you’re doing and how others are doing. Don’t avoid or shirk responsibility. Don’t
blame others or point fingers when things go wrong.
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My Personal Vision
To embrace learning rather than teaching as a school’s mission, to work
collaboratively to help all students learn, to focus on results to foster continuous improvement and to
assume individual responsibility to take steps to create such a school.
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RCAS Mission
Building a community of life
long learners, one student at a
time.
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RCAS Vision
All Rapid City Area School students will
achieve to their full potential.
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My Sentence
I provide the leadership to create a purposeful learning community that creates high quality learning experiences for all community members.
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The Three C’s of Community Building
Confront the Brutal Facts
Communication (Effective)
Collaboration
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Public school leaders have three challenges:
1.Void of market forces that reward success and exert pressure on unproductive results
Harvard Business Review-Drucker
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Public school leaders have three challenges:
2. To get increased revenue they must utilize a political process-convincing taxpayers-many with no children in school
Harvard Business Review-Drucker
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Public school leaders have three challenges:
3. stakeholders disagree about the purpose of education and how to define and measure success
Harvard Business Review-Drucker
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What is the process?
Where do you fit in?
2012-2013
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Community SupportCommunity InvolvementCommunity Trust
What is essential!!
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To become as effective and efficient as possible
To become as innovative and creative as possible
Force the conversation to the determine the expectation-support ways to increase funding to meet those expectations
The Strategy
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“Mind your pennies, nickels and dimes and your dollars will fall in
place”
2011-2012 Budget Management
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Consensus Decision Making
-is an excellent process for developing new programs and to gain support
-Can be a challenge:Personal Agendas and TurfsNot Fair or Appropriate
2012-2013
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The process should include:
-utilizing every opportunity to explain the situation
-review current expenditures-Where is the $$ going
-remind people of the mission and priorities
2012-2013
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September - NovemberBudget Authority to prepare plan for initial reductionsSupt and BM meet with Budget Authority one on one to review initial proposalsBudget and Finance to review initial proposalsPublic Input Meetings to review proposalsRegular updates included at BOE Meetings
2012-2013
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Key-Act responsibly and inspire confidence
without compromising authority
2012-2013
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Current Budget:General Fund 78.7 Mill 75 MillCapital Outlay 42.7 MillSped 18.0 MillPension 1.8 MillHealth Insurance 14.9 Mill
Total Overall RCAS 192.1 Mill
The Situation
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Based upon 2011-2012 Presentation:
Reductions in 2 yrs to account for:-8.9 % reduction in State Aid-$97 per student- one time money-BOE-compensation policy-Health Insurance Increases-Additional-All/Day Kindergarten
The Situation
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2011-2012 Budget Includes:
-Fund Balance 15.7 %-3.8 Mill in Fund Balance-2.7 Mill Capital Outlay Flexibility-Budget Reduction 1.98 Mill
The Situation
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2011-2012 Budget Reductions:-Instruction- $788,941-Support Services- $500,410-Community Services- $56,855-Transfers Out - $740,000
+Co-Curricular- $108,371
The Situation
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Why Before What-Begin with Basic Principles
***Put student outcomes first***Invest in what works, not in what doesn’t***The New Normal—Do More with Less***Avoid Short-sighted cost cutting***Work collaboratively with stakeholders***Invite feedback-acknowledge disagreement without compromising authority
2012-2013
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For Study and Future Consideration***Efficient use of teachers***Transportation policies and procedures***Outsourcing services***Extracurricular activities***Administrative/Clerical Staffing
2012-2013
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For Study and Future Consideration***Salary and Benefits***Leverage alternative sources of funding***Leverage local partnerships and resources***Leverage technology***Reduce mandates that hinder productivity
2012-2013
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One of the fascinating outcomes of research on school effects is the number of issues in education where achievement evidence is close to zero but the heat is as high as it is as if it would be if the policy were obviously effective.
Control the Conversation
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Four resource shifts with great potential:
-away from quantity of staff towards quality-from remediation to early identification-from isolated practitioners to teacher teams-from full-time teachers toward alternative,
creative, and effective
Control the Conversation
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What must we have to provide a high quality
education for all students of the RCAS?
Control the Conversation
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“A man who doesn’t trust himself can never truly
trust anyone else.”-Cardinal de Retz
Developing Trust