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Dr. Thomas L. Moline
Introduction
“Steady and measurable improvement in the education of our students” was quickly followed by praise for how Royal Oak teachers have developed formal and informal improvement systems made possible by “synergy of the group.” Then came his thoughts about the district’s experiences with facility improvements and the sale of school property. Not that Tom rambled on in professorial mode, for we conversed and exchanged opinions along the way, and he answered every question I interjected.
Before going on, let’s address street talk
about Moline leaving town. Yes, but. “Royal Oak
“The six years in Royal Oak have gone fast. That time included the closure of eight buildings, including two closures under way when I arrived.” During our 2005 conversation, Tom had commented on the less-than-attractive “presentation” of school building and grounds, including parking lots. Six years of demolition and renovation have markedly improved presentation, I acknowledged, and we shared the pleasure of talking about the new Middle School, formerly “Dondero” and before that the original Royal Oak High School. “That was more than renovation,” Moline said, “that was restoration.” He called the Middle School “the star” of improved facilities. And the design of the new Northwood Elementary permits flexible future use of the structures and the land. All of which “should be good for a couple of decades,” he suggests. [Pictures] It is apparent that Moline believes that improved test scores are the result of both improved physical environment and teacher development. “Instruction got better, facilities are better,” is how he puts it.
Now, though, there is the concern about maintaining and preserving the district’s $85,000,000 in assets. Budget cuts have been so deep that there is no funding for taking care of parking lots and sidewalks or for keeping mechanical, electrical, and security systems in top shape. The Royal Oak School District has no dedicated millage for what is often called a “sinking fund.”
While real estate prices were high, the district benefited by selling its idle properties. Beaumont paid a million dollars per acre for the Parker site on 13 Mile Road. “Then the price per acre dropped to $500,000. “Some developers today would like a bargain basement price, so we’re holding on to the land.” As appropriate, the district is selling individual lots, continuing its intention to develop single-family homes and attract more students.
The steady rise in student academic achievement that Moline mentioned early on goes on “day by day. Teachers have made it clear it is not good practice to operate a one-room schoolhouse. Most of our teachers meet formally in teams sometimes daily but at least weekly.” Student achievement is always part of the discussion when teachers train, go to conferences, upgrade themselves, participate in the process rnamed ‘Professional Learning Communities.’ The teachers share successes and failures. They continuously coach each other. “The positive results of all this are verified by test results.” Somewhere in there, Moline stressed that student achievement is not accurately measured by “annual state testing, but by daily to weekly teacher assessment. of every student in his or her classroom.” Moline went on, “Annual state testing does little to improve student success in the classroom. Daily to weekly individual student assessment is necessary to know where you are with a student and where you should be headed.” Moline sadly mentioned that he had had to diminish the number of teachers by 27 the week before our conversation in order to deal with anticipated state budget cuts. That led me to ask his thoughts about tenure. Briefly paraphrasing: “I’ve never been a proponent of tenure.” That led to a discussion of the inability, so far, to develop a merit-based system for measuring teacher performance and, Tom offered, “Nobody should be able to take it easy. Public employees have to accept today’s international expectations for efficient use of time and high productivity. Many teachers today operate on that basis and actually have little need for protections such as tenure.” Segue to collective bargaining: Tom described the organized power of the Michigan Education Association, the teachers’ union, which can “set up camp” anywhere in the state to overpower the bargaining power of an individual school district. “They have fulltime media-focused people. They set up telephone banks and activate robo-call operations. They can exercise considerable influence in promoting favored candidates in local school board elections. The typical school district can barely afford to employ outside counsel.” In Royal Oak, between collective bargaining to renew contracts, there is a Joint Committee which meets monthly to address ongoing issues. Moline indicated “that process was in effect before my time in Royal Oak and continues to address contract issues and provide quick solutions on a very regular basis.” Tom and his wife, Dawn, are often seen at civic gatherings, “a bit like a politician,” I chided. “Nah. Besides the fact that it’s fun encountering people we know in a social/civic setting, we almost always meet new people who have a question or two about schools.” There is an added dimension. For example, he appeared at the Nature Society’s Spring Soiree. He and Dawn have become friends with the society’s Bob Muller and his wife, Kelly, as a fringe benefit of the district and the society working together to append nature study into the science curriculum. Moline countered my suggestion that school boards come across as arrogant and dismissive of input from the community at-large: “They are public servants. People want to be heard and they listen. Sometimes the perceived problem is solved by the simple act of listening.” Tom added, “the school district is not deluged with many complaints. There are only a few. When it is appropriate, I personally meet with an unhappy citizen. It can save considerable time and lessen the miscommunication that can come from the distance of a phone call and especially within email.”
How about his relationship with city hall – in 2005 and now? Moline and then City Manager Tom Hoover hit it off well; met almost weekly, talked practically every day. A good relationship has continued with Don Johnson. And Mayor Jim Ellison early on “told me where the land mines were!” It’s all a matter of each entity accepting the power structure, Tom contends. Except for occasional civic encounters, Moline does not have occasion to interact with city commissioners. At the state level, though, Moline is concerned by what he sees as "callousness” toward public education. In small communities, public education is all that exists to serve a democratic society, he maintains. In that context, he can accept qualified charter schools so long as they remain public schools and do not “cherry pick” the area’s public school population or try to circumvent service to special education students. Expanding the context a bit, i mentioned my own preference that tax funds for education should belong to the student, not a school district. In most European countries school costs are paid whether the student attends public or private schools (secular or religious). I turned to his participation in the selection of his replacement. “I was asked to look at the list of 12 selected applicants and offer comments about any of them I know personally.” That was it. We had been conversing for more than an hour-and-a-half, so I again asked Moline to wax philosophical to close our conversation. Out came his bullet points:
There you have it. Part farewell address,
part exit interview.
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is ground zero. Royal Oak is
home,” he says.
He has accepted contract employment in Illinois. But he is
neither selling nor renting his home, in which one of his adult sons will
continue to live. Moline returns to his former professional life as a special
education administrator on July 1 2011. He has accepted a position as a
consultant for programs serving more severely involved students in the northern
Chicago suburbs. Moline and his wife, Dawn, plan to maintain regular connection
with Royal Oak on a monthly basis and especially during vacation and holiday
periods.