EDLD
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Superintendent’s
Role and Responsibilities in the Budgeting Process
The superintendent’s role is to prepare a budget for
the board of trustees to approve. In order to do this effectively, our
superintendent first reviews the data from PEIMS and WADA and compares it to
last year’s district improvement plan goals to evaluate progress. Particulars
are provided by the District Budget Director. The Chief Personnel Director
provides information regarding FTEs. This information is summarized for the
board of trustees to review and the superintendent works with them to revise
district goals. As district goals are established, the superintendent oversees
the review and revision of campus and department improvement plans. Each member
of the cabinet is responsible for his or her areas and coordinates the
improvement plans.
Working with the District Budget Director, the
superintendent monitors the budget to make sure expenditures are being used
correctly. He makes sure the calendar guidelines are enforced and public is
kept informed and invited to give input into the process.
This year’s budget had a projected shortfall of $20
million dollars. In order to contain costs, the cabinet brainstormed possible
solutions. The superintendent felt strongly that personnel would not experience
a reduction in force. Working with the Chief Personnel Director, certain personnel
were reassigned to different campuses, some job descriptions were eliminated, and
normal attrition was used without replacement to cut personnel expenses. By
redistributing personnel, no one lost his or her job. FTEs were scrutinized
more strictly to eliminate extra jobs and trim costs. Class sizes were
increased in certain areas to compensate. Transportation also was reviewed to
consolidate bus routes and drivers’ schedules to be as cost effective as
possible.
The superintendent must keep current with
legislative mandates and political implications to adjust the budget that he
proposes to the board, as well as keep abreast of current instructional trends
to make allowances for new strategies for improving student achievement.
Reflection
ReplyDeleteThis interview was informative because up to this point, we looked at the ongoing budget process according to the TEA guidelines. As I discussed this area with our superintendent, it became clear that another ear has to be kept to the ground as far as changes in the legislature. Changes can occur at a moment’s notice and a superintendent has to be flexible enough to work with his or her cabinet and chief financial officer to come up with creative solutions for whatever comes. Personnel is the hugest expensive both in terms of payroll and training, so it is imperative there be a balance what the district can afford and the best practices to provide the best possible education for students. Transportation and technology costs can also eat a budget alive, so an ongoing discussion about how these costs can be contained and revised is a good idea. Nothing really can be set on the backburner.