Mecosta-Osceola ISD Curtis Finch, Ph.D. Superintendent Mecosta Osceola Personnel Cooperative “Sit Down vs. Drive Through” 2010 Mecosta-Osceola ISD Curtis Finch, Ph.D. Superintendent

Structure ISD Info Description of Cooperative “Good to Great” Summary Questions at any time! ISD Info Description of Cooperative “Good to Great” Summary Formation of Cooperative Design of Cooperative Methods of Operation Rewards of Collaboration Contact Information

MOISD 10,000 Students Six (6) Districts – 5 Public and 1 Charter Rural 1100 Square Miles As large as Rhode Island Ferris State University $22 million Operating Budget 250 Employees

What is an ISD/RESA? 57 ISDs/580 local school districts ISD Board Members elected by Local Boards Mecosta-Osceola ISD General Education Technology Early Childhood Professional Development Special Education Center Career and Technical Education Service organization designed to diffuse individual district “extreme” cost programming by consolidation

MOISD Schools Big Rapids (2300) Chippewa Hills (2700) Crossroads Charter Academy (625) Evart (1150) Morley-Stanwood (1600) Reed City (1800)

MOP Co-Op Services Maintenance General Education Technology Boiler Certification Electrical Certification General Education Pupil Accounting Title I Services Early Childhood Literacy Consultant Technology Computer Technicians Network Technician Data Coaches Financial Services Accounts Receivable & Payable Budget Development 2007 Winner’s Circle Award

Competing ISD Philosophies Two Different ISD/RESA Philosophies A: “Here are the services we offer, which ones of these would you like to use?” B: “How can we change to deliver the services you want and need?” 70% A – 30% B Economics has magnified the different approaches

Catalyst for Collaboration? Fear of change Fear of other school district’s strengths School of Choice MEAP/ACT/SAT Scores You need SOMETHING to bring the districts together – You can not force real collaboration! Personality? Event? Geography? Common Needs? Common Problems? “Good to Great” was our catalyst!

History of MOISD Shift “Good to Great” by Jim Collins Local Superintendents Administrative Team MOISD School Board Grad Students analyzing top companies looking for “great” Adopted Concepts & Principles “Service” – Guiding Mission Collaboration = Cooperation

Good to Great

Level 5 Leadership First Who ... Then What The Flywheel and the Doom Loop Confront the Brutal Facts (Yet Never Lose Faith) Technology Accelerators The Hedgehog Concept A Culture of Discipline

First Who…Then What Get the Right People on the Bus and Then Figure Out Where to Drive it Not a Genius with a 1,000 Helpers It’s Who You Pay, Not How You Pay Them Rigorous, Not Ruthless When in doubt, don’t hire, keep looking When you know you need to make a people change, act Put your best people on your best opportunities, not your biggest problems

Great Quotes

Confront the Brutal Facts (Yet Never Lose Faith) Facts Are Better Than Dreams A Climate Where the Truth is Heard Lead with questions, not answers Engage in dialogue and debate, not coercion Conduct autopsies without blame Build “Red Flag” mechanisms Unwavering Faith Amid the Brutal Facts The Stockdale Paradox

Great Quotes

The Hedgehog Concept (Simplicity within 3 Circles) Hedgehog or Fox? The Three Circles Understand What You Can and Cannot Be Good At Insight Into Your Economic Engine – What is Your Denominator? Understanding Your Passion The Triumph Over the Bravado

Great Quotes

A Culture of Discipline Build a Culture Around an Idea of Freedom and Responsibility, Within a Framework Fill That Culture with Self-Disciplined People Who Are Willing To Go Extreme Lengths to Fulfill Their Responsibilities. Don’t Confuse Culture of Discipline with the Tyrannical Disciplinarian Adhere to the Hedgehog Concept

Great Quotes

Technology Accelerators Technology and the Hedgehog Concept Technology As An Accelerator, Not a Creator, of Momentum The Technology Trap Technology and the Fear of Being Left Behind

Great Quotes

The Flywheel and the Doom Loop Buildup and Breakthrough Not Just a Luxury of Circumstance The “Flywheel Effect” The Doom Loop The misguided use of acquisitions Leaders who stop the flywheel The Flywheel as a Wraparound Idea

Great Quotes

Characteristics of Level 5 Humility + Will = Level 5 Ambition for the Company: Setting up Successors for Success. A Compelling Modesty Unwavering Resolve…To Do What Must Be Done The Window and the Mirror

Great Quotes

Secrets to Success “Good to Great” vs “Deep Change” vs “The Tipping Point” vs? Common Language/Vision Relationships Time and Timing Trust Results bring Customers Commitment by Board(s) of Education Commitment to goals despite movement in and out by participants

GOOD TO GREAT APPLICATIONS

Needs/Variables: Resources shrinking Internal expertise not keeping pace Cost for expertise increasing Collaboration opportunities are at all time high How can we increase expertise and share costs without cutting local jobs? State push for cooperation Third party or ours?

Philosophy: Sit Down vs. Drive Through Roadblocks – “Sit Down” Timing of districts to join the group Retirements vary Job losses Financial & emotional risk up front Whenever Ready – “Drive Through” Spring board for more Collaboration Demonstrate Commitment to Locals/Others Don’t wait to start until the “timing is right”! Drive through!

Formation Road Trip to Manistee ISD & Charlevoix RESA in Northern Michigan Studied structure & concepts Built upon Business Functions Worked with Local Supers on needs Designed Co-Op to meet needs Worked with Dave Olmstead – Thrun Law Firm of Lansing, MI on legal formation document (517-374-8773 – available on-line)

Basic Structure Advisory Council made up of seven board members – one rep for each Original Cooperative Agreement signed by all School Boards, MOISD, & Charter School (available on-line www.moisd.org) Advisory Council wrote “policy” and “procedure” manuals (available on-line)

Organizational Structure

Employees All MOP Co-Op employees – “At-will” Built on “Market” value Local and ISD “contacts/supervisors” Covers areas of finance, maintenance, technology, and general education MOISD responsible for unemployment, discipline, payroll, etc.

Hidden Rewards Employees are “family” vs. out-source Expertise rises exponentially Ability to share in emergencies Cross Training Lower Vulnerability Program Alignment Common Vision for Two Counties Increase “Value” of ISD to Locals Increase Trust with other systems

Process Superintendents/Boards discuss trends/needs Districts have retirements/movement Request an employee/part of one MOP Co-Op Advisory Council recommends direction/hire MOISD approves hire Employee works in local district(s) for the MOP Co-Op Evaluated/supervised cooperatively by both the ISD and the local

MOISD Board Role All employees come through Co-Op All agreements signed together MOISD responsible for Unemployment Shape Co-Op Vision Made Choices to “Front Load - $” Ideas Approve Policy and Procedure Changes Approves Annual Budget and Priorities Promotes MOP Co-Op throughout districts and connections

MOP Co-Op

MORE REWARDS OF COLLABORATION Common ISD Calendar ISD Special Education Millage Trimesters w/ Common Start Time SuperTechs group Pearson D.A.T.A. Project Skyward, SMS, SDS Purchase Wide Area Network Increase in Career Center use

Access Documents Access Website for “Good to Great” & MOP Co-OP at (www.moisd.org) Under Administration and Superintendent Icon “Vision” Document Graphics

www.moisd.org

Good to Great Vision Documents

Access Documents Also access Co-Op documents on MASA (www.gomasa.org) PowerPoint Co-Op Agreement Policy and Procedure Manuals “Resources” “ISD Related” At the bottom of the screen

http://www.gomasa.org

“ISD Related”

MOP CO-OP Documents

More Info?… Call: 231-796-3543 cfinch@moisd.org Come Visit . . . Big Rapids, MI Questions?

To Be Great, Don’t Think of Yourself as Great! The key driving force in greatness is to always look to do better.