thoughtLEADERS, LLC: Leadership Training for the Real World » The Importance of Setting Quantitative and Qualitative Goals

thoughtLEADERS, LLC: Leadership Training for the Real World » The Importance of Setting Quantitative and Qualitative Goals

Preparing for Negotiations

The time to prepare for negotiations is not when the current contract enters the final year; it starts the day after the current contract is ratified and stays open until you get back to the table!

Constant planning is required to ensure critical goals are reached and needed adjustments are made at every opportunity.  Don't just wait until the formal process begins with meetings between management and the union, work throughout the contract to ensure vital information is collected, processed and understood well before the 'demands' hit the table and most critical - before the table is frozen.

Less than favorable conditions exist when either party attempts to bring up grievances, demands or concerns after both parties have agreed to forgo any additional items thus 'freezing the table'.  What usually happens is the individuals responsible for the actual negotiating receive concerns or demands from those they represent after the initial presentation of concerns or demands.

To ensure this does not happen, I encourage leaders to keep a folder available on their desk marked negotiations and throughout the contract period place items of concern along with extracts of the contract noting changes or errors in order to adjust, fix or modify in the next round of negotiations.

Accepting Feedback for Improvement

Feedback is an important element in professional development and growth.  Far too often individuals focus on 'who said what' instead of focusing on 'what is being said.'  Only through acceptance and reflection can one improve and grow as a leader to become more effective in achieving goals and objectives.

Any good evaluation focuses on what an individual is doing well (strengths) but equally important is looking at areas that are in need of improvement (weaknesses).  Done right, a good evaluation becomes a personal improvement plan for the individual as well as the organization they serve.  The key if providing concrete examples and allowing the individual to question or get clarification to ensure understanding.

Many leaders find this uncomfortable and as a result shy away from this important task; however, the performance will continue to suffer along with the missed opportunity for the needed improvement.  Likewise when a reviewer softens the intent or lightens the degree of response, they allow the individual a false sense of security or even worse reinforce the negative or sub par performance.

In a cost benefit analysis, we refer to this as an opportunity cost, in human resource management it is a lost opportunity to strengthen the team.

 “I think it’s important to actively seek out and listen carefully to negative feedback. This is something that people tend to avoid because it’s painful, but I think this is a very common mistake.” - Elon Musk

https://medium.com/science-journal/the-importance-of-negative-feedback-5dec045232bf

School Security - Everyone's Concern!

Strengthening School Security

Immediately after the school shootings in Columbine, CO, a fear gripped local communities across the Nation.  Like most tragedies an increased awareness, concern and call to action had local law enforcement, school administrators, parents and statewide legislators focusing on gun control, campus security, lockdown protocols and other measures to reduce risk and enhance student safety.  That was eighteen years ago.

Since this dreadful event, the belief that this could happen in our schools or our communities was pushed to the back of our thoughts.  Perhaps due to fear or simply a rationalization that according to probability and statistics we had a very slim chance that it will ever happen again, or to that magnitude.  Even in our own communities as we moved forward, heightening security measures and signed agreements with local law enforcement to strengthen overall security measures, we felt more confident in our ability to make our schools a safe place for students to learn, play and grow. Then came Virginia Tech in 2007 and Newtown, CT in 2012, both unimaginable and horrific.  Once again, the focus of prevention and protection became active in the forms of mandated lockdown drills, shelter in place, active shooter drills and other strategies and initiatives including facility design changes such as “man traps”.

With the recent tragedies of Parkland, FL and Santa Fe, TX, we realize our world has changed and the threat is real, prevalent and everywhere.  Since Sandy Hook, a gun has been fired on school grounds nearly once a week.[i] 

According to Krishnakumar, “There have been more than 180 shootings on school campuses that resulted in an injury or death in the U.S. since Dec. 14, 2012, when 20 children and 6 adults were killed at Sandy Hook Elementary school in Newtown, Connecticut.”

In Parkland, FL, ABC Affiliate WPLG reported, “that students were seen running with their hands up as authorities with guns drawn swarmed the area.”  “Other students were seen lined up one by one, leaving the area in an orderly fashion while other students were hysterical.”  In Santa Fe, TX affiliate KTRK reported, “a 17 year old carrying a shotgun and a revolver, opened fire at a Houston-area high school, killing 10 people, most of them students.”  “Thirteen people were confirmed to be injured during the shooting.”  Earlier this year, NBC anchor Lester Holt reported in special broadcast[ii] that aired on February 14^th that there had already been 18 school shooting since the year began on January 1.  With the May school shooting in Santa Fe, that figure climbed to 19.

The Case against Fixed Cost Contract for NJ School Food Service

NJ Division of Food and Nutrition has announced that they are dramatically changing the way school districts contract with Food Management companies. The new method emphasizes cost over quality. For years, the NJ Business Administrators lobbied against a USDA initiative that would have imposed this type of contracting and prevailed but NJDA is now unilaterally requiring we abandon our current system. NJ Schools are leaders in quality nutrition programs. A vast majority of the state uses Food Service Management Companies and enjoy food service programs that operate at no cost. The Business Administrator community was not consulted, so the Division of Food and Nutrition could learn of our objectives for our schools and concerns about the Fixed Cost method of contracting.

The Fixed Cost contracting method has management companies being awarded contracts based on a cost per meal. The current method has management companies reimbursed for actual costs plus a fee for their service.

The concerns are:

The Loss of Flexibility

·       Any change a district requires could result in the need to seek new proposals. This is costly, time consuming, and delays implementation of projects the district wants.

For example

-        Change in lunch schedule

-        Addition of new services

-        Increasing number of cashiers, etc.

·       Food quality could suffer. Higher quality ingredients result in a higher cost per meal.

·       Participation in lunch program can suffer. If cost is the emphasis, and quality drops, the number of students dining in school will decline.

·       Nutrition Initiatives that encourage students to make healthy choices increase costs and may not be feasible due to the Fixed Cost.

Unintended Consequences

The Fixed Cost method rewards management companies when:

-        They work short staff

-        They use lower cost ingredients

-        They negotiate vendor rebates that they can retain

Inflation in costs such as food and labor may force the management company to compromise on quality to keep within the proposed Fixed Cost.

NJ Schools want:

·       To choose a company that best addresses the objectives of their community

·       To retain the flexibility we currently enjoy

·       Preserve our Quality Nutrition programs

Please pass the resolution to support quality nutrition programs for New Jersey students.

How Would Changes to ESSA's Block Grant Work?

How Would Changes to ESSA's Block Grant Work?: Lawmakers are allowing states to distribute funds for the Student Support and Academic Enrichment grants competitively, instead of by formula.

USDA - Elimination of Cost Reimbursement Contracts: A Bad Move

In response to proposed rule changes for Child Nutrition Program Integrity School Business Administrators from New Jersey are saying, "NO!"  This measure as reported by this BA with unanimous support from my colleagues is a BAD MOVE!  As stated, the move to a cost per meal contract § 210.16 Food service management companies. (Page 40 of 65) emphasizes Price over Quality.  As Quality goes down > Sales go down as students pull out, instead opting to bag it... thus Sales goes down therefore reducing Profit.  This promotes an inferior program resulting in lower food quality.

The inescapable conclusion is district's will again be forced to subsidize programs through Fund 10 General Operating Funds; thus redirecting dollars from the classroom to the cafeteria, taking resources away from delivery of instruction.

As stated in the law:

§ 210.1 General purpose and scope.
(a) Purpose of the program. Section 2 of the National School Lunch Act (42 U.S.C. 1751), states: ‘‘It is declared to be the policy of Congress, as a measure of national security, to safeguard the health and well-being of the Nation’s children and to encourage the domestic consumption of nutritious agricultural commodities and other food, by assisting the States …

Yet this move is contra to this mandate as it will push more children to drop out of a program whose function is to promote "lowest price per meal" which encourages Food Service Management Companies (FSMC's) to cut corners and eliminate quality in order to make their margins.

Accordingly, these bid structure changes eliminate flexibility and input from districts as we loose the ability to handle changes to wellness policy and items we decide not to sell, new price points for menu items and variable pricing.

Likewise district's will loose their ability to ensure effective management and quality of workforce as we will have NO control over wages paid aimed at attracting and retaining highly qualified staff similar to any restaurant or commercial food service operation who looses business as lower wages mean lesser skilled workers.

At a recent presentation by NJ Department of Agriculture spokespersons in Atlantic City at the New Jersey School Business Officials conference (6/8/17):  There were more questions than answers and many problems pointed out that went unaddressed.  Chiefly, How does the new contract model deal with a la carte sales, vending sales, Lea to Lea, and promotional events?

One main benefit of the current cost reimbursable contract is the ability to tailor a program to meet the changing needs of the community.  When a SFA decides to add a breakfast program, switch to sustainable paper products, offer enhanced quality foods, utilize local vendors or incorporate Jersey Fresh produce, or increase the wages of the food service staff they are able to make those decisions and it has not impact on the FSMC agreement.  This is called management and the rights of management will in fact be lost, but the children will be the biggest losers.

NJ Schools Accountability Regs - The Need for Revisions

As November approaches with the sun setting of the "Accountability Regulations" all NJ districts wait to see what if any changes or modifications are in store for the operational management of their schools. Over the past year many of New Jersey School based professional organizations such as the New Jersey School Boards Organization (NJSBA), The Association of School Business Administrators (NJASBO) and the Association of School Administrators (NJASA) have spent numerous hours reviewing and commenting on the need for change to the regulations laid out in New Jersey Administrative Code [N.J.A.C. 6A:23]. The work of these separate groups has produced one common theme: "The regulations need to revised!" As with any legislation, many of the key points are relevant and have provided for clear accountability, guidance and practicality in the operation of our activities related to governance, operational efficiency and overall accountability; however, in many cases they far too restrictive and in some cases actually do more harm than good for the long term sustainability and health of public education in New Jersey.

This is truly an important work that highlights legitimate concerns and thoughtful deliberation from practitioners and stakeholders at the heart of education in New Jersey! My hope is the time, effort and expert advice will not go unheeded as the legislature has the opportunity to restore and repair critical aspects involving dignity, respect and executive management to attract and retain quality leadership at the top spot in all districts given the enormous degree of responsibility of that position.

Likewise, many of the suggestions prove to be simply a "common sense" approach to governance and operational integrity rather than "unnecessary compromise" in areas like the travel regulations.

Getting on the road at 5:45 a.m. to beat the traffic on a 2.5 hour drive to Atlantic City for a 8:30 registration is counter productive to starting fresh on-time and ready to tackle a days long training!" - but hey at least we get .31cent per mile

Many of the definitions, (i.e., "net budget") have not value as they are no longer relevant or consistent with our current funding laws [N.J.A.C. 6A:23A 1-2] and should be eliminated.

Another reality of the 2% capped environment is the fact that many educational programs are being jepordized, eliminated or passed up as they two percent levy caps often translate to less than one percent budget caps.  This penalizes the less wealthy school districts and erodes opportunities due to competing operational costs such as health care, salary increases and rising special education tuitions and services that are often mandated due to legal requirements of Individual Educational Plans or I.E.P(s) - N.J.A.C. 6A:23A-10.3.  The conclusion of all groups is that the "Banked Cap" be extended to a period of five years for future increased taxing authority vs. the current three year expiration date.

It is our hope that legislative members consider the advice, recommendations and counsel of those on the front lines in administering and working within the framework of public education in New Jersey.