From USAToday
Fuel prices force schools to weigh class, staff cuts
By Greg Toppo, USA TODAY
Fuel and energy costs are rising so quickly for the USA's public school districts that nearly one in seven is considering cutting back to four-day weeks this fall. One in four is considering limits on athletics and other extracurricular activities, and nearly one in three is eliminating teaching jobs.
In the first detailed look at how fuel costs are affecting schools, a survey by the American Association of School Administrators (AASA) finds 99% of superintendents contacted say they're feeling the pinch — and 77% say they're not getting any help from their state.
"No question that schools are being impacted here," says Steven Crawford, executive director of the Cooperative Council of Oklahoma School Administration. "The price of fuel has impacted everybody's budget."
The AASA survey of 546 superintendents, out today, follows an informal poll last month that found fuel and heating costs rising from 10% to 32% over last year.
Other surveys have found that transportation costs are up by as much as 40% in the nation's 14,100 school districts.
The new figures paint a vivid picture, finding that:
• 15% of districts are eliminating bus routes and either eliminating or modifying extracurricular offerings or sports.
• 15% are considering moving to a four-day school week.
• 44% are cutting back on field trips.
• 29% are eliminating or modifying teaching positions.
Crawford, who until this summer was superintendent of Byng, Okla., Public Schools, says two Oklahoma districts are "seriously considering" four-day weeks to trim fuel and heating costs.
Other districts are looking into converting diesel bus fleets to run on natural gas — and a consortium of districts in the western part of the state is considering building its own wind-generated power plant to provide electricity, heating and cooling. They'd sell the surplus electricity for a profit, Crawford says.
"You can reap the benefits for 20 or 25 years or longer," he says.
A 35-year education veteran, Crawford says Oklahoma schools went through similar woes in the 1980s' oil bust and are used to tightening belts. But rising energy prices, he says, could bring a "huge shift," forcing schools to downsize in new ways.
"If it's for a prolonged period of time, it'll change the way we do business."
Who should pay for rising fuel prices? Parents? Taxpayers? The state? The feds? Or should the schools cut back on ?non-essentials? to make up the difference? Share your views below:
Friday, August 1, 2008
Leadership 101
Leadership 101...Let's go down the list and tick off the the items that are being omitted and are ticking us off.
Leadership 101, by Colleen Kettenhofen
“If…you can’t be a good example, then you’ll just have to be a horrible warning.” Catherine Aird
Do people willingly want to follow you? The real test of leadership is influence. Would your subordinates describe you as an effective manager, supervisor or team leader? Be honest with yourself. Put yourself in their shoes. Would you want to work for YOU?! If your employees’ pay, perks and benefits were not dependent on doing what you ask, would they still want to follow you? If the answer is yes, you are truly a role model of leadership.
In conducting leadership training around the world for over a decade, here are the key traits I hear over and over that employees want to see in their leaders. And most of these employees are managers themselves.These traits will sound familiar to you. Yet, we need to be reminded of them. Many managers confide to me that they’re so overloaded they forget about practicing many of these qualities on a regular basis.
1 ) Supportive/Good listener: It’s been said the average person listens to what you have to say only 25% of the time. Yes, that’s right. Much of the time we’re caught up in our own “stuff” and we’re not always listening. Listen. Think before you speak. Some people just need to be allowed to vent. Vent within reason of course. Then, they’ll be more likely to listen to you.
2 ) Open-minded. It’s hard to listen without an open mind. At least acknowledge what your employees have to say. It doesn’t mean you necessarily have to agree. In order to gain respect and get your team members to follow you, sometimes you first have to show respect.
3 ) Honest. Do you possess personal integrity? Your team members will look to see if you do what you say you are going to do. This sounds like common-sense and it is. Yet, many in a leadership position forget this important trait. The minute you can’t deliver on your promises you lose all credibility. It will be the one thing your employees will always remember. As the saying goes, “They remember your last act.” Under promise and over deliver. Always do what you say you are going to do.
True Leadership = Inspiration:
4 ) Inspiring. True leadership = inspiration. Real leaders have a passion for what they do. They are able to transfer that enthusiasm to their employees. People want to follow someone they respect and admire. In my leadership training, a lot of managers tell me they also want a leader “who is balanced in their personal as well as professional life.” They see a balanced leader as someone who walks their talk. Employees want to follow someone who has what they want.
5 ) Intelligent. I frequently hear the comment, “In our organization, the left hand doesn’t know what the right hand is doing.” Or, “My manager really has no idea what I do for a living. What my job entails, the challenges and the time constraints.” Please educate yourself on each of your team member’s responsibilities. It’s the only way you can speak intelligently to them and gain respect.
6 ) Future-oriented. Upper management should put their organization’s five year, three year, and one year plan in writing and pass it out to every employee. A lot of employees don’t know their organization’s overall goals and objectives. An integral part of leadership is having vision, and being able to convey that vision in a way that excites and inspires team members. A great way to motivate most of your employees is to show each and every one where they fit in with the organization’s big picture. Most of them want to know their purpose and how they make a difference.
Effective Leadership = Effective Social Skills:
7 ) Excellent communicator. Many people are promoted to leadership positions based on their “hard skills” or technical skills. Yet, most managers describe true leadership as demonstrating good interpersonal skills. Excellent leaders and managers aren’t just good communicators in terms of what’s expected on the job. They also make it a priority to take a sincere interest in their employees. Little things go a long way. For example, know your employee’s birthdays, whether or not they have children, and acknowledge their length of service on their anniversary.
8 ) Fair-minded. Employees and managers alike respect leaders in an organization who are fair, objective, and “don’t play favorites.” They want sincere recognition for a job well done. Most employees want to be judged on their performance, not on whether or not they’ve got friends in high places.
9 ) Flexible with change. An effective leader is open to change, new ideas and taking risks. A leader who is a good role model doesn’t take a “my way or the highway” approach. They’re confident enough in themselves that they can give explanations for WHY a change is being made. Employees always want to know why. Managers and leaders who are secure within themselves don’t need to say, “Because I’m your supervisor and I said so.”
10 ) Leadership starts with service. Effective leadership involves rolling up your sleeves and helping others. The term “servant leadership” was coined in 1970 by Robert K. Greenleaf, former AT&T executive and founder of The Greenleaf Center for Servant-Leadership. He wrote, “It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.”
“A good example is the best sermon.” Anon.
Copyright (c) 2006 Colleen Kettenhofen
Leadership 101, by Colleen Kettenhofen
“If…you can’t be a good example, then you’ll just have to be a horrible warning.” Catherine Aird
Do people willingly want to follow you? The real test of leadership is influence. Would your subordinates describe you as an effective manager, supervisor or team leader? Be honest with yourself. Put yourself in their shoes. Would you want to work for YOU?! If your employees’ pay, perks and benefits were not dependent on doing what you ask, would they still want to follow you? If the answer is yes, you are truly a role model of leadership.
In conducting leadership training around the world for over a decade, here are the key traits I hear over and over that employees want to see in their leaders. And most of these employees are managers themselves.These traits will sound familiar to you. Yet, we need to be reminded of them. Many managers confide to me that they’re so overloaded they forget about practicing many of these qualities on a regular basis.
1 ) Supportive/Good listener: It’s been said the average person listens to what you have to say only 25% of the time. Yes, that’s right. Much of the time we’re caught up in our own “stuff” and we’re not always listening. Listen. Think before you speak. Some people just need to be allowed to vent. Vent within reason of course. Then, they’ll be more likely to listen to you.
2 ) Open-minded. It’s hard to listen without an open mind. At least acknowledge what your employees have to say. It doesn’t mean you necessarily have to agree. In order to gain respect and get your team members to follow you, sometimes you first have to show respect.
3 ) Honest. Do you possess personal integrity? Your team members will look to see if you do what you say you are going to do. This sounds like common-sense and it is. Yet, many in a leadership position forget this important trait. The minute you can’t deliver on your promises you lose all credibility. It will be the one thing your employees will always remember. As the saying goes, “They remember your last act.” Under promise and over deliver. Always do what you say you are going to do.
True Leadership = Inspiration:
4 ) Inspiring. True leadership = inspiration. Real leaders have a passion for what they do. They are able to transfer that enthusiasm to their employees. People want to follow someone they respect and admire. In my leadership training, a lot of managers tell me they also want a leader “who is balanced in their personal as well as professional life.” They see a balanced leader as someone who walks their talk. Employees want to follow someone who has what they want.
5 ) Intelligent. I frequently hear the comment, “In our organization, the left hand doesn’t know what the right hand is doing.” Or, “My manager really has no idea what I do for a living. What my job entails, the challenges and the time constraints.” Please educate yourself on each of your team member’s responsibilities. It’s the only way you can speak intelligently to them and gain respect.
6 ) Future-oriented. Upper management should put their organization’s five year, three year, and one year plan in writing and pass it out to every employee. A lot of employees don’t know their organization’s overall goals and objectives. An integral part of leadership is having vision, and being able to convey that vision in a way that excites and inspires team members. A great way to motivate most of your employees is to show each and every one where they fit in with the organization’s big picture. Most of them want to know their purpose and how they make a difference.
Effective Leadership = Effective Social Skills:
7 ) Excellent communicator. Many people are promoted to leadership positions based on their “hard skills” or technical skills. Yet, most managers describe true leadership as demonstrating good interpersonal skills. Excellent leaders and managers aren’t just good communicators in terms of what’s expected on the job. They also make it a priority to take a sincere interest in their employees. Little things go a long way. For example, know your employee’s birthdays, whether or not they have children, and acknowledge their length of service on their anniversary.
8 ) Fair-minded. Employees and managers alike respect leaders in an organization who are fair, objective, and “don’t play favorites.” They want sincere recognition for a job well done. Most employees want to be judged on their performance, not on whether or not they’ve got friends in high places.
9 ) Flexible with change. An effective leader is open to change, new ideas and taking risks. A leader who is a good role model doesn’t take a “my way or the highway” approach. They’re confident enough in themselves that they can give explanations for WHY a change is being made. Employees always want to know why. Managers and leaders who are secure within themselves don’t need to say, “Because I’m your supervisor and I said so.”
10 ) Leadership starts with service. Effective leadership involves rolling up your sleeves and helping others. The term “servant leadership” was coined in 1970 by Robert K. Greenleaf, former AT&T executive and founder of The Greenleaf Center for Servant-Leadership. He wrote, “It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.”
“A good example is the best sermon.” Anon.
Copyright (c) 2006 Colleen Kettenhofen
New faces in Bristol Township Schools
From the BCCT
New faces joining Bristol Township administrative team
Posted in News on Thursday, July 31st, 2008 at 4:21 pm by Joan Hellyer
Two new administrators who will join the Bristol Township School District before the 2008-2009 school year begins are “excellent” additions to the team, Superintendent Ellen Budman said.
The new hires, Melanie Gehrens and George Ciarrocchi, are among several supervisors who have different responsibilities in the upcoming year.
Gehrens will serve curriculum and instruction supervisor for Bristol Township’s secondary schools following a two-year search to fill the vacant post. Gehrens, the former Morrisville Middle/High School principal, will earn $106,880 per year, officials said.
The interview team recommended Gehrens for the job because of her strong curriculum background, Budman said.
Ciarrocchi, a former elementary school principal in Delaware County’s troubled Chester-Upland School District, will earn $107,147 as principal of Clara Barton Elementary School.
Barton is Bristol Township’s biggest elementary school. It faces improvement efforts because of students’ performance on state standardized tests earlier this year, officials said.
Interview team members recommended Ciarrocchi because of his efforts to improve student performance in Chester-Upland schools, the superintendent said.
Ciarrocchi replaces Cathy Karasakal who takes over as principal of Mary W. Devine Elementary School. Karasakal replaces Rhoda Stein, who retired.
Other administrative changes include:
Edward Dayton who moves from being an assistant middle school principal to a Harry S Truman High School assistant principal; Linda Marquis moves from being a Truman assistant principal to an assistant principal at the district’s freshman academy; John Baradziej, the former John Fitch Elementary School principal, also will serve as an assistant principal at the academy; and, Karen Snedecker, a former Title One teacher at Devine, takes over as Fitch’s principal.
New faces joining Bristol Township administrative team
Posted in News on Thursday, July 31st, 2008 at 4:21 pm by Joan Hellyer
Two new administrators who will join the Bristol Township School District before the 2008-2009 school year begins are “excellent” additions to the team, Superintendent Ellen Budman said.
The new hires, Melanie Gehrens and George Ciarrocchi, are among several supervisors who have different responsibilities in the upcoming year.
Gehrens will serve curriculum and instruction supervisor for Bristol Township’s secondary schools following a two-year search to fill the vacant post. Gehrens, the former Morrisville Middle/High School principal, will earn $106,880 per year, officials said.
The interview team recommended Gehrens for the job because of her strong curriculum background, Budman said.
Ciarrocchi, a former elementary school principal in Delaware County’s troubled Chester-Upland School District, will earn $107,147 as principal of Clara Barton Elementary School.
Barton is Bristol Township’s biggest elementary school. It faces improvement efforts because of students’ performance on state standardized tests earlier this year, officials said.
Interview team members recommended Ciarrocchi because of his efforts to improve student performance in Chester-Upland schools, the superintendent said.
Ciarrocchi replaces Cathy Karasakal who takes over as principal of Mary W. Devine Elementary School. Karasakal replaces Rhoda Stein, who retired.
Other administrative changes include:
Edward Dayton who moves from being an assistant middle school principal to a Harry S Truman High School assistant principal; Linda Marquis moves from being a Truman assistant principal to an assistant principal at the district’s freshman academy; John Baradziej, the former John Fitch Elementary School principal, also will serve as an assistant principal at the academy; and, Karen Snedecker, a former Title One teacher at Devine, takes over as Fitch’s principal.
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