Week 5, Part 2
I still feel that school finance is not an area of greatest strength for me yet. This course has taught me a whole bunch about the school finance system.
The following areas of DOMAIN III—ADMINISTRATIVE LEADERSHIP – COMPETENCIES 8 – 10 , Competency 8 Area: The superintendent knows how to apply principles of effective leadership and management in relation to district budgeting, personnel, resource utilization, financial management, and technology application, are strengths for me:
Work collaboratively with board of trustees and appropriate personnel to develop district budget. With the information and cohort folks in my class I know that I will be able to discuss with people in a manner that makes them understand where and how our district tends to use funds to educate kids in the best manner.
Personnel management is a huge responsibility, especially the requirements related to certifying, recruiting, screening, selecting, evaluating, disciplining, reassigning, and dismissing personnel.
Being organized and using a consistent “calendar” to keep things in order so that deadlines are never missed. This will also help keep everyone on the same page for “transparency” to all stakeholders.
Areas where I think I am competent:
Apply procedures for effective budget planning and management. This class has given me the information concerning where and who to get help from in planning and managing funds. You have to have a goal and stay focused on what is best for all students in the district.
Make sure that as an administrator that you hire quality people at every level in education, from hiring the custodian, to placement of the administrator assisting you with working on the budget. This is one of the most important jobs you do as superintendent.
Develop and implement plans for using technology and training everyone that is going to benefit from its use in the district.
I still feel that school finance is not an area of greatest strength for me yet. This course has taught me a whole bunch about the school finance system.
The following areas of DOMAIN III—ADMINISTRATIVE LEADERSHIP – COMPETENCIES 8 – 10 , Competency 8 Area: The superintendent knows how to apply principles of effective leadership and management in relation to district budgeting, personnel, resource utilization, financial management, and technology application, are strengths for me:
Work collaboratively with board of trustees and appropriate personnel to develop district budget. With the information and cohort folks in my class I know that I will be able to discuss with people in a manner that makes them understand where and how our district tends to use funds to educate kids in the best manner.
Personnel management is a huge responsibility, especially the requirements related to certifying, recruiting, screening, selecting, evaluating, disciplining, reassigning, and dismissing personnel.
Being organized and using a consistent “calendar” to keep things in order so that deadlines are never missed. This will also help keep everyone on the same page for “transparency” to all stakeholders.
Areas where I think I am competent:
Apply procedures for effective budget planning and management. This class has given me the information concerning where and who to get help from in planning and managing funds. You have to have a goal and stay focused on what is best for all students in the district.
Make sure that as an administrator that you hire quality people at every level in education, from hiring the custodian, to placement of the administrator assisting you with working on the budget. This is one of the most important jobs you do as superintendent.
Develop and implement plans for using technology and training everyone that is going to benefit from its use in the district.
Areas in which I continue to need improvement:
Facilitate and evaluate effective account auditing and monitoring that complies with legal requirements and local district policy by following the footsteps of those that have done this stuff before correctly.
Acquire, allocate, and manage resources according to district vision and priorities, including obtaining and using funding from various sources. This will require a lot of communication with folks at other districts and with ESC finance experts so that I can apply legal concepts, regulations, and codes as required.
The superintendent must use revenue forecasting and enrollment forecasting to address personnel and budgetary needs accurately. I do not pretend to understand this at all. I now have folks that do in this cohort and I will use their knowledge to grow mine.
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