Wednesday, September 21, 2011

School Finance - Week 5 Assignment, Part 3: Reflection

           Overall, I found this course to be very valuable for preparation of a superintendent’s responsibilities as the financial officer of the District. My post-self-assessment indicates that I increased my level of competence, specifically in two areas: 1) obtaining and using funds from various sources, and 2) developing and implementing plans for using technology and information systems to enhance efficiency and effectiveness of school district operations. Though these are two indicators in which I experienced the largest growth, I feel I have gained a higher level of competency in all indicators.
            With regard to the lectures, I found the history of school finance particularly interesting. It was an unexpected aspect of the course, and I was very pleased that it was included in the lecture. The area from which I benefitted the most was introduced in week three’s lessons and activities. There is so much to know about the M & O budget: from where the funds come and how they may be allocated. This is an area in which I had the largest gaps in my knowledge. Week three’s lecture, resources, and activities for the assignment helped to fill some of these gaps.
            The opportunity to work as a group on activities with some of my cohorts was enriching. It gave me an opportunity to gain deeper insights by incorporating their experiences, wisdom gained from their district leaders, and their unique points of view into my own. I feel I gained a much broader and deeper understanding by collaborating and sharing with my group members.
             Finally, I especially enjoyed interviewing my superintendent and assistant superintendent. They are both always very gracious with their time and with support of my endeavors. After visiting with them, I feel more enlightened with regard to their roles and responsibilities.
         

Monday, September 19, 2011

School Finance - Week 5 Assignment, Part 1: Reflection

     It is imperative that the leadership of a district model the code of ethics at all times – actions speak louder than words. It is also important to remind staff of the code of ethics standards and the consequences for violating these standards. As Dr. Arterbury stated in the video interview, it is amazing that school leaders, particularly superintendents, would participate in unethical/illegal activities (especially with school finances). They must surely know the risk of being discovered. Yet, we have seen this happen time and again. However, we must remember these incidents involve a small minority of administrators. I believe the vast majority of educators demonstrate strong moral character and are role models for the students and members of the communities in which they serve.

School Finance - Week 5 Assignment, Part 1

TAC 247.2
1. Examples of ethics violations:
      Section 1
      Standard 1.2. The educator shall not knowingly misappropriate, divert, or use monies, personnel, property, or equipment committed to his or her charge for personal gain or advantage.
      Standard 1.3. The educator shall not submit fraudulent requests for reimbursement, expenses, or pay.
     Standard 1.5. The educator shall neither accept nor offer gratuities, gifts, or favors that impair professional judgment or to obtain special advantage. This standard shall not restrict the acceptance of gifts or tokens offered and accepted openly from students, parents of students, or other persons or organizations in recognition or appreciation of service.
      Section 2
      Standard 2.3. The educator shall adhere to written local school board policies and state and federal laws regarding the hiring, evaluation, and dismissal of personnel.
      Standard 2.6. The educator shall not use coercive means or promise of special treatment in order to influence professional decisions or colleagues.

2. Consequences of ethics violations:
In regard to the three examples of ethics standards from section 1, my district’s employee handbook states:
The dismissal or resignation of a certified employee will be reported to SBEC when the superintendent first learns about an alleged incident of conduct that involves . . .
·   The illegal transfer, appropriation, or expenditure of school property or funds
·   Committing a crime on school property or at a school-sponsored event
According to the above stated consequences, the immediate consequence for the employee is to be reported to SBEC and law enforcement officials. The long term consequences may be dismissal (or possibly the opportunity to resign). Depending on the severity of the violation, consequences may include revocation of certificate – resulting in the loss of a career in education, as well as a possible criminal record.
3. Preventative actions:
Preventative actions to ensure these standards are enforced include:
  • Establishing a culture of high expectations
  • Making and keeping staff aware (placed in handbook, reviewed on campus level annually, etc.)
  • Continuous monitoring and supervising, audits, and  a check and balance system in place
Several of the SBEC Superintendent Competency 1 Quality Indicators apply to the above preventative actions:
  • Model and promote the highest standard of conduct, ethical principles, and integrity in decision making, actions, and behaviors.
  • Exhibit understanding and implement policies and procedures that promote district personnel compliance with The Code of Ethics and Standard Practices for Texas Educators.
  • Monitor and address ethical issues impacting education.



Sunday, September 11, 2011

School Finance - Week 4 Assignment, Part 5

I found the interview with my assistant superintendent of finance very informative. Every year I am informed of the results of the audit while at a board meeting and/or during an administrative meeting. However, I have not known how the auditor is selected, nor what the logistics of conducting the audit are. Here is what I found out:
The auditor is selected in this manner:
  • A call for proposals from auditors is advertised in the local newspapers and on our website.
  • The proposals are reviewed, references are called, etc. – very much like an individual applying for a job position.
  • The cost of the auditor’s fees are considered in deciding who to contract – though the lowest cost is not always the best to hire.
The auditor conducts the audit in this manner:
  • Typically a team of four to five auditors visit the district in the summer, for approximately a week, to conduct an interim audit.
  • The team of four to five returns, for approximately a week, shortly after the close of the fiscal year to complete the details of the audit.
The auditor makes the following conclusions about the financial procedures and actions:
  • The auditors check for coding errors – use of grants, federal and state funds, etc.
  • They look for internal controls, such as procedures that build in redundancy to ensure appropriate actions are made with regard to revenues and expenditures.
The results of the audit are communicated in this manner:
  • The auditor prepares a written report that is usually received by the district in November.
  • The report is presented to the Board of Trustees for approval at the next regular board meeting.
  • After board approval, the report is posted on the district’s website and in the local newspapers (legal requirement).
My assistant superintendent pointed out that they choose an auditor that is reputed to be very thorough, will point out mistakes, and/or ways in which the district can improve. He also mentioned that it is important that the auditor have a strong school finance background. There are reputable financial auditors that are experienced in business and corporate finance, but are not proficient in school finance.

School Finance - Week 4 Assignment, Part 4

My opinion about the following:
  • Insights and analysis regarding the district’s total personnel salaries as a percentage of the total district budget;
  • Analysis of the positive and negative impact associated with a five percent salary increase for all personnel.
      My district’s total personnel salaries is $24,798,569 – 77% of the district’s total budget. If all personnel were given a five percent increase in salary, the total personnel salaries would increase by $1,239,928.45. This would result in total personnel salaries increasing to $26,038,497.45. If all other budget figures remained the same, personnel salaries would then increase from 77% of the total budget to 80.9%.
      The obvious positive impact is that morale would increase among staff. Theoretically, increased personnel retention and hiring of higher quality personnel would result. However, our district has an excellent personnel retention rate, and it is one of the more desirable districts to be employed in the region. Historically, retention and hiring has not been a problem in our district. Also, in the current climate, with many districts declaring a reduction in force, or at least reduction by attrition, there are limited opportunities for personnel to find positions elsewhere. Consequently, our district is able to maintain their current salary schedule with minimal negative consequence to the flat salaries. Collaboratively, district leaders and stakeholders have determined that no increase in salary for this school year is the most fiscally responsible decision due to the present educational funding structure.

School Finance - Week 3 Assignment, Part 4: Comment/Reflection

This part of the assignment was humbling. Though I've participated in budget planning, this has made me realize how much I don't know with regard to the calculations for projections. The more I learn in this course, the more I realize how much I have yet to learn!

Saturday, September 10, 2011

School Finance - Week 3 Assignment, Part 4

Our district has a total student population of approximately 3750 with one 4A high school campus. Our property values are healthy and have continued to increase at a normal rate for our area, even through the recent economic recession. However, only approximately 20% of our district’s tax base comes from industry. Consequently, though property values are good, our district is not a “wealthy” one.
The 2010/2011 district’s refined ADA was 3442.620 with a WADA of 4624.619. The local district property value (DPV) is $887,708, 523. Our M & O tax rate is 1.04 (down from 1.5 over the last five years), making our M & O tax collections $8,514,220.
Other funds, provided from Tier I allotments, include monies from regular education ($16,495,725), special education ($3,282,133), career and technology ($1,538,266), compensatory education ($1,326,043), bilingual education ($27,352), transportation ($391,240), and high school allotment ($301,103). The sum of our Tier I allotment funding totals $23,471,861. In addition, our Foundation School Fund adds $14,116,628 to our revenue.
Since much of the M & O funding comes from state allotments and other state funding, the funds are designated for specific use. In addition, the state regulates the percentage of revenue that must be spent on curriculum and instruction. Designated spending does not include the maintenance or construction of facilities. As a result, many of our district’s facilities have become inadequate and difficult to maintain. A bond will be required to provide the funding needed to bring those facilities up-to-date.
Though we would not be considered a “poor” district, we are certainly not a “wealthy” one. We have maintained a healthy fund balance through proactive decisions made over the past several years. We are fortunate to have leaders who have been excellent custodians of our resources. As most districts throughout the state, we have made cuts in programs and personnel. However, these cuts were made with the determination to minimize negative impact on students’ success. Also, with the exception of a few paraprofessional positions, personnel cuts were made by attrition.

Friday, September 2, 2011

School Finance - Week 2 Assignment, Part 5

Summary of Interview:
Central office administrators and staff work together to collect the necessary information to make projections for the next year’s revenue. They also guide the principals and directors in prioritizing expenditures.  Each principal, along with their site-based committee, assesses the needs of their campus. They develop a budget according to their needs assessment, which is then submitted to central office administrators for review. The district improvement committee, which includes representatives from all campuses and departments, as well as parents, community members, and other key stakeholders, discusses needs to be addressed across the district. The recommendations of the district improvement committee are submitted to central office administrators for review. After all proposals are submitted, the central office administrative team discusses all proposed expenditures with the pertinent personnel. Administrators collaborate and negotiate to prioritized district needs. The assistant superintendent, who is the financial manager of the district, recommends a budget to the superintendent. The superintendent reviews the proposed budget and may make some revisions before presenting it to the board of trustees. The role of the board is to approve (or reject) the proposed budget after they review it, determine whether it is viable, and will promote student success.

Reaction:
I enjoyed interviewing my assistant superintendent. He was very gracious with his time and information during a very busy point in the fiscal year. As I have mentioned before, I am fortunate to have been involved in different aspects of the budget process. Consequently, the timeline and personnel roles were familiar to me. However, it was wonderful hearing his point of view during this interview. The dynamic of our discussion was (of course) very different from when we are in a budget planning meeting with a committee of other individuals. I very much appreciated the opportunity to visit with him face to face about this very critical aspect of his job, which he obviously enjoys.

Thursday, September 1, 2011

School Finance - Week 2 Assignment, Part 1

A goal driven budget is, simply put, is a budget that is created in response to the district’s needs assessment. The district develops its improvement plan based on the district’s needs. This includes, but is not limited to, needs for infrastructure such as buildings, utilities, and technology hardware; instructional needs such as materials, personnel, and technology software/devices; and transportation. The district’s needs should always be determined with student improvement and safety as primary purposes. The needs of the students must be based on data, facts, legal requirements, and state and federal standards.

Once a needs assessment has been thoughtfully conducted in all areas of the organization, measureable goals are developed, timelines established, as well as the manner in which the outcomes will be measured. Resources necessary to attain goals are also identified. Resources for improved instruction may include educator training opportunities, added personnel, and instructional materials. Infrastructure may include building renovation or construction, utility repairs or replacement.

The cost of improvement must be determined for each goal. This is done by assessing the costs of resources and fees necessary to attain the goals set forth in the District Improvement Plan. In order for the district to budget its resources efficiently, each department and campus must carefully research the most cost effective approach to meeting their stated goals. The superintendent is ultimately responsible for making sure the goals are aligned with the board’s and the community’s expectations, as well as state and federal standards. The superintendent is also charged with prioritizing needs when, as is most often the case, resources are limited and fall short of the cost of the proposed improvements. It is equally critical that the sources of funding are properly allocated to goals according to the legal requirements placed on specific state and federal funding.

In sum, a budget that is developed by procedures based upon a data-driven, fact-based, objective assessment of student needs, is a goal driven budget. Theoretically, following procedures of this nature will also be cost effective and purposeful. Consequently, the goal outcomes will more likely be successful while maintaining responsible spending.

I have had the opportunity to participate in developing my district's DIP, and I know procedures (as described above) are in place to provide assurance that we have a goal driven budget. Our assistant superintendent is in charge of the financial management of the district, and does an excellent job of keeping our district solvent, while assisting the leaders in maintaining high standards for our students' safety and success.

School Finance - Week 2 Assignment, Part 4


Summary:
     My school district is mid-sized with approximately 3500 students enrolled in three elementary campuses, two middle schools, and one high school. I interviewed our assistant superintendent of finance and personnel to find out more about the budgeting process. I chose to interview the assistant superintendent, rather that the superintendent, because he has by far the most responsibility in the day to day activities of the budget. However, the superintendent meets regularly with the assistant superintendent to discuss the budget, and the superintendent is always involved in decision-making.
     Our district uses the Region XIII template for developing the budget. According to the assistant superintendent, projected revenues are calculated using “best guess” estimates from our district’s own calculations (i.e. projected state revenue and tax rolls), rather than the state’s estimates. In his experience, this has proven to be a more accurate projection. Expenditure allotments are then determined according to campus and department needs assessments. In early spring semester, campuses and departments submit budget proposals to the superintendent and the assistant superintendent. They review the proposals and prioritize according to need and/or urgency. Eventually, the superintendent, assistant superintendent, directors, and principals collaborate to draft the budget for board approval.
     Though the superintendent in my district is not involved in the minutia of the budget, she is very much involved in the overarching development of the budget, as well as decision-making for expenditures that are presented throughout the year. Ultimately, it is her responsibility to maintain fiscal wellbeing. The assistant superintendent is charged with managing the budget and informing the superintendent of all important information with regard to the budget.
Reaction:
     In my opinion, and based on my first hand experience, the process that our district utilizes is effective and efficient. Though our district is not large compared to many districts in the state, it is large enough that the superintendent’s time is better spent on other matters than the day to day budget activities. The assistant superintendent has a talent for finance and is highly effective in managing the business of the organization. In addition, the campus and department leaders are involved, so it is an ongoing collaborative effort with the superintendent’s and assistant superintendent’s guidance.

Monday, August 29, 2011

School Finance - Week 2 Assignment, Part 3

     I am excited to have been exposed to the TEA Budgeting Guidelines. It is an invaluable resource for learning how to develop a school budget and as a reference for state mandates. Prior to reading through this document, I was not aware of how many school budgetary approaches there are. I was aware of the practice of most of them, but I did not know all of the appropriate names. I liked the chronological organization of each approach and the brief summary of the motivating factors of their development – that provided an interesting historical perspective.
     I was particularly interested in the Legal Requirements for Budget subsection. Since I have not be in the position of the superintendent or business manager, I have not had a purpose for looking at legal requirements of many areas of the budget. I learned that this document provides a concise quick-reference to information that is very important in preparing the district budget – not only for the superintendent, but for any administrator who takes on a new position of responsibility.
     The subsection Annual Budget Responsibilities and Guidelines is very helpful for a new superintendent. Although I have taken part in the budget process in several capacities, there are many areas for which I have little experience. Consequently, I think I will find this section a wonderful tool to keep me “on track” when I am responsible for drafting a district budget.

Sunday, August 28, 2011

School Finance - Week 1 Assignment

Part 1

Identify the top three events in the historical background of the Texas education system:

I agree with my group members on the first important historical event in the development of the Texas educational system . Mirabeau B. Lamar laid the foundation for our state public education and university systems. Without this action, it is difficult to imagine how and at what point in history Texas would have begun to provide public education. I also agree with Wes Graham and Steve Dubose on the second important event. Without adequate funding to support the school system, the system will fail. Therefore establishing a property tax was a key event in the development of funding for Texas public education. Though even more funding was needed, and other provisions were later added into legislation, I feel this event was most important in setting a precedent and expectation of funding education through property taxes. None of my group members included the Republic of Texas Constitution (1845) provision for the "establishment of free schools" and "state taxes to support education," as stated in the lecture. However, I felt it was one of the most important moments in the creation our state school system and its sustainability by providing funding. Therefore, I inserted this action as a third important event (though I suppose it should be listed first chronologically.)

Part 2

Identify at least three basic issues impacting the state formula for funding:

These are three of the basic issues I feel have the most impact on the state formula for funding:
1.    In an effort to provide an equitable "basic" education for all students, the formula has become very complex and cumbersome.
2.    The issue of what constitutes a "basic" education is debatable and at times a highly contentious topic. Consequently, the fundamental question of how much funding is adequate for educating our citizens is an issue that will continuously affect legal decisions regarding the formula.
3.    Though, on the face of it, the many allotments and adjustments appear to diminish/minimize funding inequities, there are nevertheless substantial disparities between the wealthier communities and poorer ones, which also correlate with minority populations.
Though we expressed the issues in different ways, most of my group basically focused on very similar issues. For me, the overarching concept that grew out of this exercise was that funding drives all possibilities for providing an equitable, equal, and adequate education. And, as Dr. Arterbury expressed, I too believe that a well-educated public is necessary in maintaining a truly democratic society.


 Part 3
Define and provide two examples of each of these concepts in school finance:
Equality - This means all students have access to the same level of instruction for foundational learning (i.e. math, science, language arts, social studies). It also means that provision for educational access and funding are protected under the law.
Examples:
  1. Students in every district and campus are, at the very least provided with equal opportunity to acquire knowledge and skills in these basic core content areas.
  2. Students are guaranteed under the law to be treated fairly and without discrimination. regardless of gender, race, ethnicity, or religion.
Equity - This means students are provided for according to special needs and/or situations (i.e. special education, gifted/talented, SES, etc.).
Examples:
  1. Students, who are challenged with special needs, are provided additional and/or different accommodations according to their requirements in order to have opportunity to learn and participate at their unique capacity.
  2. Students who are at-risk due to low SES are provided additional support in order to increase success in the school system.
Adequacy  -  This means that schools are sufficiently funded for resources (personnel, materials, training, infrastructure, etc.) to maintain high standards of education.
Examples:
  1. For special education students, classrooms have a lower student to teacher ratio. Title I funding can provide for additional personnel to achieve adequate instruction for special education students.
  2. Technology infrastructure is created and maintained in order for students to adequately acquire 21st century skills.
Reflection:
In regard to collaboration with my group on these definitions, I found that we were almost entirely in agreement with one another. Though, as in Part 2 of our assignment, we used somewhat different verbiage to define these concepts, we basically stated the same thing for most of the definitions.
I concur with all my group members’ definitions of equality and adequacy. I also agreed with all but one of my group members on the definition of equity. However, one member stated “Equity=each student in each school district should receive the same amount of funding.” I strongly disagree with that statement. In fact, I think most would agree that providing the same amount of funding to each student actually creates inequities. I have to wonder if he misspoke. I, of course tactfully, stated that I disagreed with his definition of equity. At this point he has not commented. I am interested in whether he will amend his definition.

Part 4

Compare the Austin ISD Improvement Plan and your district’s plan noting similarities and differences. Carefully review the AISD Appendix A and B reviewing State Compensatory Education and External Grant Funding, as well as PBMAS.

Mine is a 4-A district with one high school. Obviously, our district is much smaller than AISD, and our demographics are somewhat different. Therefore, our funding differs greatly from theirs. However, I found many similarities in the apparent process and development of the DIPs. I am happy to say that (as I assume AISD was used as a positive example) that our district's DIP compared favorably. All elements of funding addressed in the AISD plan, pertinent to our district, is addressed in our district’s plan as well. In addition, the LCMCISD plan states measurable goals, how improvement is evidenced, and specific timelines. Our superintendent leads with a continuous reminder that we must be “Purpose Driven.”

Both districts are specific about how the goals are funded – including the source of funding and the specific amount of funding for each improvement goal. Though the two DIPs are formatted differently, they are both organized in such a way that goals and the strategies for attaining those goals – including funding – are clearly stated.

With regard to funding for at-risk students, LCMCISD receives funds from the usual various sources. Sources of funding include provisions from State Compensatory Education, Title I (including provisions for homeless services), IDEA/Special Education funding (including preschool), etc. The primary difference I found in the two DIPs with regard to identifying funding resources for at-risk/special populations was that AISD’s plan was more explicit in naming the different funds from each of these sources than was LCMCISD’s plan. It also appears that AISD qualifies for more external grant funding than does LCMCISD
.

Sunday, June 26, 2011

Comments / Reflections on Meeting with Site Superviser Regarding Intern Plan

     My superintendent was very gracious to spend an hour with me (after already spending close to 2 ½ hours with me during our interview session. I had emailed both my intern plan and my vita about a week before we met to discuss them. She went through my plan very thoughtfully, and was complimentary and encouraging regarding the activities I had chosen to do. She stated that they were all appropriate and valuable. She offered her assistance with anything I needed to carry out the activities. What I especially appreciated was her forthrightness and willingness to share her insights and thoughts on matters to which most are not privy. It was very generous of her to exhibit that level of trust with me.
     Dr. Hargrove was particularly interested in the activities that I will conduct  with curriculum and instruction, as well as the restructuring of our (high school) academic departments to encourage more cross-curricular teaming. We discussed that the expected outcome for these activities is to effectively transition into the STAAR/EOC assessment. In addition, the objective for these changes is to incorporate more progressive instructional techniques (such as project-based learning (PBL) that will focus on twenty-first century skills. She asked me to keep her abreast of my findings as I continue to collect data on the new implementations.
     One area of interest that I did not originally have on my intern plan is how the elementary students are identified for gifted/talented placement. In a conversation we had during our meeting, Dr. Hargrove mentioned concerns regarding the matrix our district currently uses for GT identification. As a result, I have added an evaluation of the matrix to my plan. I intend to do some scholarly research on the subject, as well as informally research what different assessments other elementary schools are using. I will report my findings to Dr. Hargrove. This may provide some benefit to the district, while I will certainly benefit from gaining insight to elementary assessment and curriculum. As a secondary educator, I look forward to this experience.

Donna Fong--Draft INTERNSHIP PLAN-Revised

Donna Fong – Draft INTERNSHIP PLAN
Revised 6/19/11

Activity # ____
You may  give the number corresponding to the 38 activities from the text to identify one of the activities.
TExES comp.#___
You must have activities that represent each of the 10 Superintendent competencies.
Summary of Activity - Describe the activity you plan on implementing or participating in during your internship – you may use any of the internship activities identified in the School Leader Internship, 2nd edition, pp. 19 – 68.
Resource
Person
Projected Date to be
Completed
1 a

2
Analyze school’s vision/ mission statement as it relates to school’s master schedule.
Fong
9/11
2 c
2
Serve on district’s Site-Based Decision Making Team and PBMAS Core Analysis Team
Fong
6/11
3 c
2
Review the ways assessment data are used by the board, superintendent, faculty, staff, and community relations department.
Hargrove, Brister, Finch, Combs
5/12
4 c
3
Assist in conducting a staff development session.
Fong, Estes
9/11
5 other
2
Consensus Building: Work with campus administrators to eliminate role of department head establish a new structure of teacher leaders.
Fong, Brown, Estes
12/11
6 a
2
Attend meeting of district administrators. Observe the superintendent’s behavior in outlining goals, seeking information, providing information, etc.
Hargrove
11/11
7 b
5
Review board policy and administrative regulations regarding curriculum development, implementation, management, and evaluation.
Fong,
Brister
12/11
8 b
5
Participate in the process of student class scheduling at elementary and secondary levels.
Estes, Fong, Knight, Casey, Dickerson
1/12
9 b
5
Conduct at least two teacher appraisals using the clinical supervision model.
Fong
1/12
10 other
6
Conduct meetings with high school teachers to discuss strategies to motivate students for TAKS/STAAR/EOC success.
Fong

10/11
11 a
6
Review board policy on technology. Review the degree of compliance and legal aspects.
Allen
10/11
12 c
6
Analyze district test results. Assess current strengths and weaknesses in student achievement.
Fong,
Brister
9/11
13 b
5
Plan and supervise a co-curricular activity.
Fong
2/12
14 b
7
Analyze the district staff development plan with respect to school’s vision/mission statement.
Brister,
Finch
9/11
15 b
10
Meet with a district leader involved in implementing district change.
Estes
2/12
16 c
6
Review discipline referrals and analyze regarding grade level, special programs, race, and gender.
Fong,
Lisbony,
Ridout
9/11
17 c
10
Interview the high school nurse to discuss the major requirements, concerns, and goals for the school health program.
Fong
10/11
18 e
8
Review policy and budget for administrative technology.
Allen
10/11
19 b
8
Meet with school attendance officer to discuss procedures, policies, law, finance, and general operations.
Lisbony,
Corbell

9/11
20 b
9
Attend meeting with district maintenance director to discuss facility issues and solutions.
Matthews
10/11
21 a
9
Interview the director of transportation to discuss current issues and needs for transportation.
Fong
11/11
22 a
9
Interview the district/school food service manager to discuss the current requirements, concerns, and issues of the program.
Fong
11/11
23 d
7
Meet with persons responsible to personnel to discuss the role personnel takes in planning for professional development. (e.g., experience of present staff, current evaluations, future needs).
Finch,
Fong
11/11
24 c
8
Participate in the budget planning process for a campus and department.
Estes
Fong

7/11
25 a
3
Interview district public relations coordinator regarding strategies for effective communication.
Combs
7/11
26 other
3
Serve as high school liaison to the Project Safe Graduation parent organization.
Fong
5/12
27 d
3
Meet confidentially with students of differing racial groups to assess their concerns and recommendations for a positive culturally diverse climate in the high school.
Fong

10/11
28 d
3
Gather information on the resources available to the schools from community and business.
Fong,
Combs,
Hargrove
12/11
29 a
1,4
Analyze the superintendent’s job description and evaluation instrument for correlation between the description and the instrument.
Hargrove
11/11
30 e
1,4
In a planned project, cite any relevant historical background and list educational philosophies that support the project goal.
Fong,
Weeks,
Ellerbee,
Collier
2/12
31 c
1,4
Meet with a representative group of students to solicit their beliefs about and experiences with ethical practices at the high school and in the classroom.
Fong
10/11
32 a
1, 4
Develop the following interpersonal skills: avoids interrupting when others are speaking, acknowledges accomplishments of others, and avoids being defensive when challenged.
Fong
2/12
33 c
1, 4
Review the board training requirements and the role of the superintendent in this process.
Fong
10/11
34 e
5
Evaluate and understand identification for the Gifted and Talented program, as well as the Response to Intervention process at the elementary level. Consider all screening, interventions, progress monitoring, and progressions through tiers.
Finch
Knight
Casey
Dickerson
2/12
35 a
10
Choose a current issue in the district and interview persons on each side of the issue.
Hargrove
10/11
36 a
6
Compile a list of current issues that affect teaching and learning. Assess the degree of importance and urgency for each issue.
Fong
8/11
37 other
8
Work with the Southwest Educational Research Association (SERA) as the doctoral student representative for Lamar University
Fong
2/12
38 a
8
Compile a list of books, publications, etc. used or recommended for the position of superintendent.
Hargrove
2/12


Highlighted sections indicate revisions.