CC WORKSESSION PACKET 08032020 - Laserfiche WebLink

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1 MARIUS MASSIE PROPOSAL FOR SERVICES For Saint Anthony-New Brighton School District OVERVIEW MARIUS MASSIE (the “Consultant”) is pleased to submit this proposal for services to support Saint Anthony-New Brighton School District (the “District”) in achieving its goals for reducing stakeholder fractures, general conflict resolution, and community restoration and healing. Recent e vents have made such activities even more urgent and Consultant has been contacted due to his prior relationship and training conducted with District. These activities align with the District’s strategic objective to commit to the success of all learners by engaging and leveraging the strength of its community. Consultant will employ a variety of methods to meet this need.  CONFLICT RESOLUTION AND RELATIONSHIP REPAIR: Consultant will utilize proprietary methods to facilitate use of a community-wide protocol for individual and group conflict resolution. A core group of District-selected leaders will serve as a launch cohort. This initial cohort will include ample representation of all stakeholder groups. This cohort is tasked with working with Consultant to establish unity through the creation of shared commitments that will govern future stakeholder interactions. Later, this cohort will serve hopefully in various degrees as outreach to “spread” and advocate practice of relationship repair strategies obtained creating a “viral” positive influence. Outreach leaders serve voluntarily and receive additional training and stipends.  TRAIN THE COACH: Selected outreach leaders, after demonstration of skill and leadership capacity, receive additional training by Consultant. This year two initiative is reflective of an empowerment model which essentially works to replace the Consultant and carry on his training. This allows District to stay “in - front” as the face leading the work of transformation. It communicates high-level ownership of transformation for all stakeholders across the community. It allows the healing work to progress beyond Consultant capacity “covering more ground.”  COMMUNITY CIRCLE FOR HEALING AND BRIDGING: Consultant will conduct a series of community Circles first to introduce District plan (as relating to this proposal). However, due to recent events, a series of stakeholder-specific healing Circles may need to be facilitated by Consultant for bridging into that work. Later, District leaders will be responsible for obtaining certifications in Circle keeping in order to carry-on this work and expand its impact to their greater stakeholder community. Though these community Circles will have the task of introducing new procedures, they should also morph into infrastructure practice providing regular (e.g. monthly) opportunities for stakeholder groups to have empathetic communication. This helps provide a space for trust to be established, so when unforeseen devastating impacts occur, District has already facilitated practices for constructive dialogue and a more unified response (e.g. proactive community-building) that limits harm. Outreach leaders to receive additional training from Consultant can be recruited from these Circles to expand systemic healing and restoration. Such training should be open to all stakeholders including youth, parents, and community leaders.  REDESIGN OF MISSION, VISION, PURPOSE, and VALUES: Consultant would work with a core leadership team representative of stakeholders to redesign District-level mission, vision, purpose, and values to realign different schools under one set of guiding principles increasing organizational cohesion, collaboration effectiveness, focused innovation, and clarity. Doing this process at the city -level would be most effective. The result would be a more aligned city direction governing its supporting institutions. Stakeholder voice