1) The book states the most important thing to change from "good" to "great" is to have the right leaders on the train. This means you will probably have to let go of many on your leadership team as many were part of "good" and do not have what it takes to be great. If they did, you would already be great.
2) As important as a "to do" list is a "to not do list". You need to make decisions on what you are not going to spend any time on. The point is to be great you can't just add things to what you already do. You need to keep what you are great at and stop the other things. It seems the district is only interested in adding things, not removing things (this is typical of government). We have not questioned anything in our district as really being valuable and a return to our kids education. The district is just interested in getting more money to start new things as evident in the Excellence Committee, of which Chris Grant was a member of (and a committee controlled by district staff).
3) The management staff should not have any perks that the "rank and file" staff does not have. That means the management team should get rid of their car allowances and cell phones, and even give back any interest-free loans/perks.
4) When times are challenging, the management team should be the leader by taking pay cuts. By the management team taking pay cuts, and it has to be more than the rest of staff, they are being leaders by example. It is typically the management staff that makes more money then the rest of the employees so that is another reason. A "great" management team has a vision of the future and is excited about it, therefore they are willing to take a hit in the short term.
Nowhere in the book does it say you should raise income (raising prices or taxes), take out loans,etc. to get to your goal. The strategy of "raising prices" does not appear at all in the book.