New Superintendents Institute Tuesday, July 19, 2016

Outcomes Cultivate a professional network; Examine strategies for clarifying the Board’s expectations; Explore a 4-step process for becoming a change agent; Discuss relevant scenarios in light of pertinent legal issues; Attend to the district’s financial health; Tap into the insight and expertise of superintendents who are finishing their first year in the role; Identify strategies for effective communication; and Reflect on strategies for an effective leadership-life fit.

Housekeeping Restrooms Lunch Important Links (also agenda): Resources: superintendents-institute.cfm superintendents-institute.cfm Evaluation : Mentoring Matters: iowa.org/ resources.cfm iowa.org/ resources.cfm

Introductions What is your Board’s top priority for you as superintendent this school year? Where does your Board want you to focus your attention?

Dr. Ryan Wise, Director, Iowa DE

Paula Vincent, Chief Administrator, Heartland AEA

The First 100 Days: Being Clear about Board Expectations

Key Points A.Establish or confirm priorities for the upcoming school year with the board team B.Get clear on operating procedures (communications, use of policy, uncovering land mines) C.Establish board table meeting and pre- meeting procedures and protocols

Key Points D.Foster working together as a team but get to know each board member as an individual E.Recognize the unique responsibilities of the board president and cultivate a working relationship with him or her

Scenario – New Superintendent Small Group Discussion

Reflection What is your next step regarding establishing and/or confirming priorities for year one with the board team ? (Key Point A)

Reflection A.Get clear on operating procedures (communications, use of policy, uncovering land mines) B.Establish board table meeting and pre-meeting procedures and protocols C.Foster working as a team together but get to know each board member as an individual D.Recognize the unique responsibilities of the board president and cultivate a working relationship with him or her Pick one of Key Points below and describe your next step

Recommended IASB Resources IASB Website – Sample resources Toolbox Visionary Team Roles and Responsibilities Superintendent Evaluation School Board U At the Board Table

Recommended IASB Resources Sample Guiding Questions: Superintendent Evaluation Aligning Priorities and Goals (diagram) Change: “Lessons Learned in Their Own Words”

Key Upcoming Learning Opportunities IASB Regional Board Development Meetings (offerings across the state – boards and superintendents) IASB Convention Wed, Nov 16 Early Bird Sessions Thurs, Nov. 17 Convention Fri, Nov. 18 (AM) Board Leaders & Superintendents

“Take A-Ways” Two key ideas

Transformational Leadership through Transition Dr. Roark Horn, SAI

4-Step Process for Effective Transformation Step 1 - Knowledge of Self (Abilities and Limitations) Step 2 - Knowledge of Organization Step 3 - Use Learning in Steps 1 and 2 to Move the Organization Forward Step 4 - Take time to rest, reflect, rejuvenate

Know the organization

Apply What You Have Learned

Rest, Reflect, Rejuvenate

Insight to Effective Transformation Never do today what you can put off until tomorrow. The first words out of your mouth should always be a question - seek to understand. There is always someone available who wants to help you. Every situation is new and unique and should be treated as such - be fair above all else. It is fine to say you don’t know if you don’t. People will remember how they are treated long after they remember what they were treated for.

Break ! Grow your professional network— choose a new table!

The First 100 Days: Aligning to the Law Josie Lewis, Policy/Legal Services Director, IASB

Dealing with Legal Issues – How does that make you feel?

We are here to help Josie Lewis Policy/Legal Services Director, IASB Eric Howard HR Services Director, IASB Matt Carver Legal Services Director, SAI

Key Questions Who are key players in the district? – Board members; – School Attorney; – Union Representatives; and – District Leaders

Key Questions Where is our district’s policy manual and what does it say? – Open Meetings – Delegations of Authority – Code of Ethics – Discipline

Key Questions Do I know my role in our district’s board meetings and understand key pieces of the open meetings’ law that will impact my work? – Developing the Agenda – Meeting Structure – Committees

Key Questions Have I looked at our teachers’ (and support staff’s) master contract? – What does it say? – What is there to be aware of or know about?

Key Questions When do I call if I have questions?

Reflection What questions do you have?

Top 10 Questions to Ask and Answer in Your 1st 100 Days … Financially Speaking

Team IASB Patti Schroeder School Finance Director direct (515) Shawn Snyder School Finance Director direct (515) www.ia-sb.org

Key Points A.A list of questions you need to ask and get answered during your 1st 100 days … financially speaking B.Why important? C.Tools you can use to help you get the answers you need D.Actions you can take to get answers you need

Reflection Can an answer be confirmed if requested? Reviewing supporting documentation provides you with a learning opportunity Trust, but verify!

1. Where does your school district stand financially as of June 30, 2016?

Financial Health Why important? Good financial health can concentrate on something else, like educational programming Poor financial health must concentrate on finances and propose and make tough financial choices

Financial Health - Tools you can use IASB Seven General Fund Key Financial Indicators Report What do the indicators tell you on about your district’s financial health? Trend lines?  IASB/Toolbox/Financial Tools/Financial Focus Data Tool/ Seven General Fund Key Financial Indicators Audit Report Read narrative to learn more about your district  IASB/Toolbox/Financial Tools/School Finance Basics/Reviewing Your District Audit Report

IASB 7 General Fund Key Indicators - Tools you can use

IASB can update your district’s Key Financial Indicators for FY 2016 after your district completes its FY 2016 Certified Annual Report (CAR) us, and we will send you a worksheet asking for 20 data points from your FY 2016 Certified Annual Report (CAR)  See 7 Key GF Financial Indicators handout for your district

Financial Health Actions you can take Gain understanding of where your district’s key indicators fit within targets suggested Discuss your district’s trend lines for: >Enrollment >Unspent Authorized Budget (UAB)? Find out if your district’s UAB is negative or going to be negative in the short term

2. If we promised to make spending reductions, did we? How do we know?

Rightsizing Why important? Maintaining financial health of your district is vital! If reductions/ rightsizing are in place, financial health should improve If reductions were proposed and not done, they need to be put in place to improve financial health (and stay within budget) If no reductions proposed, does this mean your district’s financial health is good or poor? Depends…

Rightsizing - Tools you can use District specific budget reduction documents >List of budget reductions approved by the board obtained from board agenda or attachments >Line-item budget detail – prior and current year

Rightsizing - Tools you can use TregoED training Thursday, October 20, 2016 IASB Board Room 6000 Grand, Des Moines Learning how the TregoED Decision Analysis strategy can guide your district through the budget reduction decision making process while protecting the district’s educational mission.

Rightsizing Actions you can take - Discuss with SBO Review /understand approved budget detail and cross reference prior year to current year to verify reductions made Compare staffing levels from prior to current year to verify staffing reductions were actually made

3. Does our district have a line item budget? Are we tracking expenditures against that budget?

Line-Item Budget Why important? Identifies: How much can be spent; By whom; For what purpose. Developed March-October, depending on approach used by your district. Provides guidance to answer the day-to- day question, “Can we afford to make this purchase?”

Line-item Budget - Tools you can use Line-item budget detail – prior and current year

Line-Item Budget Actions you can take Review Line-Item Budget with SBO: How was it /should it be developed? Are you using budget to monitor expenditures and make prudent purchasing decisions? If not, how can you start using it?

Line-Item Budget Actions you can OR…Develop a line item budget: If no line item budget, start one using prior year detailed expenditures, up compensation by the amount of collective bargaining agreement and go from there

4. Are there big hiring decisions yet to be made?

Staffing Why important? 75-82% of all GF spending is Staffing compensation (salaries and benefits) 80% of your spending is already “booked” after staffing decisions are done and are a part of the line-item budget One teacher annually costs $ 74,139 One principal annually costs $132,555 (state wide average – FY 2016)

Staffing - Tools you can use Comparison data on: Salary and benefits by position Job descriptions  IASB/Toolbox/HR Central/Salary and Personnel Resources  Salary and Benefits Data  Sample Job Descriptions  See IASB 7 Key GF Financial Indicators handout for your district

Staffing Actions you can take Review Staffing levels with SBO/admin team: What changes in staffing levels were agreed to during the budget development process? Have changes (reductions or new hires) been completed & reflected in line item budget? What does your district's trend lines tell you?

5. Have we purchased those materials we need for the first semester?

Purchases Why important? Time is of the essence! Major purchases take time to order, receive, and get into the classroom

Purchases Actions you can take Ask administrative team about purchasing needs for first semester. Ensure that purchasing needs are within limits set in your district’s line-item budget

6. Do we have a user friendly monthly financial report?

Financial Reporting Why important? Required by law (Code section 291.7) Highlights your district’s financial status throughout year and compares status to your district’s budget Demonstrates financial transparency

Financial Reporting -Tools you can use Best practices in monthly financial reporting What to look for when auditing bills to be paid  IASB/Toolbox/Financial Tools/School Finance Basics/  Monthly Financial Reporting  Audit and Allow

Financial Reporting -Actions you can take Review last year’s monthly financial reports and see if reports: Mirror (or not) your district’s line-item budget? Your published budget? Show if your district was on track to end the year in the black? Are user friendly for your board and your community? If not what changes in reporting need to be made?

7. What is our UAB ratio and trend line?

UAB Ratio Why important? #1 key financial indicator! UAB is Unspent Authorized Budget or unused spending authority or credit card limit UAB Ratio = UAB/Max Spending Authority By law, if UAB is negative, must appear before the SBRC: Work out plan Quarterly progress reports to SBRC

UAB Ratio -Tools you can use Definition of spending authority and unspent authorized balance  IASB/Tool Box/Financial Tools/Financial Focus Data Tool/ Unspent Authorized Budget Explanation (Unspent Spending Authority) Find out what your district’s UAB is and what the UAB trendline is  IASB/Toolbox/Financial Tools/Financial Focus Data Tool/  See 7 Key GF Financial Indicators handout

UAB Ratio -Actions you can take What do your trend lines tell you? Work out plan required? If so, are we following the plan? Will you need to consider budget reductions next year?

8. What legal due dates are important?

Due Dates Why important? Required by law There are consequences if not met

Due Dates Why important? ITEMDUE DATECONSEQUENCES CAR – Certified Annual Report upload to DE (also SES, Transportation rpts) 9/15/16Appear before SBRC May delay State Aid Certified Enrollment (taken on October 1) 10/15/16Basis for per student funding for next fiscal year (FY 2018) ISL tax levy renewal4/15/17Funding disappears FY18 Voter PPEL tax levy renewal 4/15/17Funding disappears FY18 Why important in the 1st 100 days? Each item requires significant lead time to accomplish.

Due Dates -Tools you can use Find out when your district’s ISL and PPEL levies are set to expire and how much funding is at risk  IASB/Toolbox/Financial Tools/Financial Focus Tool/Instructional Support Levy Program  IASB/Toolbox/Financial Tools/Financial Focus Tool/Tax Rates (look under VPPEL information)  Iowa Department of Management/ Schools/Physical Plant and Equipment Levy FY 2017  IASB/Toolbox/Policy and Legal/ Special School Election Dates  DE website/Critical Filing Dates

Due Dates -Actions you can take Review due dates with administrative team: Are you on target to meet deadlines? Do you have a plan to ensure you meet ISL and/or Voter PPEL renewal deadlines?  IASB/Toolbox/Finance Tools/Budget and Planning/…Special Election Timeline Calculators (PPEL/ISL)

9. Are we on track with district and community facilities planning expectations?

Facilities Planning Why important? District facilities can and should enhance and enrich student and staff learning Adequate funding throughout the process is a must! Community support is priceless!

Facilities Planning -Tools you can use Your district facilities plans – attachments to district board meeting agendas Notes to Financial Statements – Audit Report Details all outstanding debt

Facilities Planning -Actions you can take Discuss with your SBO: Are you on track to open newly constructed or remodeled facilities on time? How are you using / is there a plan for using our Sales Tax revenue? What long term debt does the district have? Do you need to start planning for a bond referendum? Revenue Bonds? PPEL debt?

10. Are we solvent over the near and long term? How do we know?

Financial Forecasting Why important? Financial Planning Knowing where you have been is important! Knowing where you are is critical!! Knowing where you are going is priceless!!!

– One approach -Tools you can use Five Year projection tool Contains five-years of district financial history District provided base scenario assumptions to project five year budget plan Projection tool includes five year outlook for expenditures, revenues, taxes, UAB, cash balance, projects, aid and levy worksheets, 703 forms and all supporting documents

– One approach -Tools you can use Map of districts with 5Cast

Financial Forecasting -Actions you can take Discuss with SBO: Do we have a way to forecast district needs over the next several years, based on varying assumptions? Does our futures modeling show that the district’s UAB will remain positive?

11. BONUS - What went well, what did not, as part of our budget process last year?

Budget Development Process Why important? Need to understand prior year budget development dynamics Need to start formulating a plan/calendar for budget discussions for next year (FY 2018)

Budget Development Process - Tools you can use Review your district’s prior year budget development calendar If no calendar, start with this:  IASB/Toolbox/Finance Tools/ Budget Planning and Monitoring/Board President’s Budget Calendar

Budget Development Process -Actions you can take Discuss pros/cons of district’s prior year budget development process with:  Board President  Individual Board members  SBO; other key staff members  Community members that were involved in prior year budget discussions

Team IASB Patti Schroeder School Finance Director direct (515) Shawn Snyder School Finance Director direct (515) www.ia-sb.org

Lunch ! Grow your professional network— choose a new table!

The First 100 Days: Had I Only Known Panel Discussion

Panelists: Dirk Halupnik, Southeast Polk Angela Livezey, North Mahaska Tom Messinger, Red Oak

Questions 1.Describe your entry plan and/or the steps you took to ensure a positive start during the first 100 days in your new role? 2.How did you go about building relationships with your administrative team, staff, board and community? Others? 3.How did you work with your board in the first few weeks and months to clarify the focus for your work?

4.What were your expectations for your administrative team and how did you communicate them? 5.What legal and/or policies issues did you face in your first 100 days? 6.What did you change the first year and why? How did you decide? How did you ensure you were honoring the culture and the work that had been done prior to you? 7.What’s one thing you wish you had done differently in your first 100 days?

Break ! Grow your professional network— choose a new table!

The First 100 Days: Communicate, Communicate, Communicate SAI Team

23 E F

Mindstreaming Find your “other half.” Female character card holder will speak first; Male character card holder will listen without commenting.

Switch Roles 12

★ Resonates with me ▷ Need to revisit this ? Makes me wonder… 1Needs to be a priority for me Developing Effective Communication

A Deeper Dive Planning for a Successful Transition Communications Review Listening for Meaningful Feedback for Your School ★ Resonates with me ▷ Need to revisit this ? Makes me wonder… 1Needs to be a priority for me

Application

Leadership-Life Fit or Work Life Balance? Dr. Dana Schon

By the end of this segment, participants will… 0 Explore the concept of fit as compared to balance 0 Consider ways to attain my unique leadership-life fit

Do you regularly… 0 Look at other superintendents working 13+ hour days and feel pressure to do the same? 0 Bring your smart phone with you EVERYWHERE so you can capture every minute addressing work needs? 0 Give up exercise so you can get more work done? 0 Snack your way through breakfast, lunch, and dinner so you can keep working (or skip meals entirely)? 0 Tell yourself you need to find balance and then feel ineffective when you judge yourself for failing to find it? 0 Feel guilty when you’re spending time doing nothing (assuming this happens once or twice a year )?

You’re being owned by the myth of a work-life balance.

VIDEO - Rethinking Work-life Balance

The Notion of Balance… 0 Is discussed most frequently discussed in the negative 0 Keeps us focused on the problem rather than the solution 0 Assumes we are all the same 0 Infers there is a “right” answer 0 Leads us to judge 0 Results in unproductive guilt 0 Suggests the goal is a split between work and life 0 Leaves no room for periods where there is more work and less life and vice versa; and 0 Ignores the constantly changing reality of work and life

What about a leadership-life fit? 0 Honors our unique situations throughout various points in our lives 0 Leads us to inspire 0 Recognizes multiple options based upon each person’s current circumstance 0 Acknowledges the ebb and flow of life’s events 0 Values flexibility

How do I get a better fit?

23 E F

Leadership-life fit-the amalgamation of 1% To what will you commit to improve… 0 your physical state? 0 your mental state? 0 your social state? 0 your spiritual state? 0 your professional well-being?

Next Steps Announcements Evaluation: Adjourn