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vlll-B Looking and planning ahead in all areas is vital, but providing strong building leadership is the key to current and future district success. It is my recommendation that the district develop a strategic plan for the recruitment of new and diverse employees and for the retention of current employees. This strategic plan must also include a well-definedprocess for career advancement within the school district. The competition for high quality leaders is very intense, and I believe Roseville Area Schools must continue to "grow" our future leaders. I also recommend investigatingthe possibility of starting an "aspiring leadership" program within the district. Cornerstone #9: Sell excess district property and invest the proceeds into district facilities. Ratio�ale:The ability of the school district to reduce the amount of the Alternative Facilities Bonding Levy to support an increase in the General Fund Operating Levy is directly related to this cornerstone, The proceeds from the sale of excess district property will enable the school district to maintain its investment in district facilities and still reduce the amount of the annual levy for building maintenance. A close working relationship with the municipalities where the facilities are located is a necessary part of this recommendation. See cornerstones l, 2, and 3. Cornerstone �� Expand on the fndings of the community survey described in Milepost #16 and explore the addition of alternative educational opportunities. Rationale: In this day and age of educational choice I believe Roseville Area Schools should examine the possibility of offering alternative educational options to the community. Examples may include: a language immersion school, a year-round elementary school, an IB School, a magnet school(s} with a focus on math, music or the fine arts. This recommendation will require research and funding to ensure that the learning communities that accept the challenge of an alternative educational option realize the responsibilities involved with their school board approved choice. Cornerstone #11: Actively investigate pairing with neighboring school districts to offer a broader array of services, activities and curriculum options. Rationale: Faced with declining enrollment, stagnant funding, demands for more and better educational options, I believe it is time for school districts to explore banding together for the benefit of the students, their families and the local taxpayers. Because of small class size or limited interest, it may mean a school district is only able to offer a class such as advanced placement physics once every two years. Bringing together interested students from two school districts would allow the class to be offered every year. Instead of two school districts employing a food service director it may be more cost effective for one district to purchase administrative time from the other district. The same could be true for curriculum and staff development leadership, special education programming and other administrative functions. Pairing may offer the critical mass required to offer some athletics and activities. I am also well aware the word "independent" is included in all Minnesota school district names for a reason. Any working arrangement must be mutually beneficial to all parties involved. VIII-B