2011 Leadership Rapid City

Dr. Timothy MitchellRapid City Area Schools

Session 5-10/6/11

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

Function of two things:

◦Integrity

◦Competence

Developing Trust

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

Competence

◦ Your capabilities◦ Your skills◦ Your results◦ Your track record

◦ They are both vital-one without the other will not work

Developing Trust

Speed of Trust-Behavior #9

Clarify Expectations-to create shared vision and

agreement about what is to be done up front

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.

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.

RCAS Mission

Building a community of life

long learners, one student at a

time.

RCAS Vision

All Rapid City Area School students will

achieve to their full potential.

My Sentence

I provide the leadership to create a purposeful learning community that creates high quality learning experiences for all community members.

The Three C’s of Community Building

Confront the Brutal Facts

Communication (Effective)

Collaboration

Public school leaders have three challenges:

1.Void of market forces that reward success and exert pressure on unproductive results

Harvard Business Review-Drucker

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

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

What is the process?

Where do you fit in?

2012-2013

Community SupportCommunity InvolvementCommunity Trust

What is essential!!

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

“Mind your pennies, nickels and dimes and your dollars will fall in

place”

2011-2012 Budget Management

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

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

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

Key-Act responsibly and inspire confidence

without compromising authority

2012-2013

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

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

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

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

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

For Study and Future Consideration***Efficient use of teachers***Transportation policies and procedures***Outsourcing services***Extracurricular activities***Administrative/Clerical Staffing

2012-2013

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

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

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

What must we have to provide a high quality

education for all students of the RCAS?

Control the Conversation

“A man who doesn’t trust himself can never truly

trust anyone else.”-Cardinal de Retz

Developing Trust