Final Reflections on Lessons Learned in EDLD 5342

 Final Reflections on Lessons Learned in EDLD 5342

In reviewing the competencies in Area 8 of the self- assessment I feel confident I have made vast improvements.  At the beginning of this course I had no idea on what most of the competencies were referring, but now I am sure I could sit in a district budget meeting and know what was going on.  Yes, there are still a few in which I need improvement like effective planning, auditing local policies, and in implementing technology but experience will only bring a better understanding of the process.  Today, I know where I can find the resources to answer any questions regarding the budget.

The lectures were excellent resources for the class.  They provided explanations to every topic we covered.   I especially liked being able to print them off and refer back to them throughout the week.  The other resources that were found in Epic were also great places to find helpful information.  The TEA Budget Guidelines and the TASBO Budget Academy were great documents to walk you through the budget process, and in a very helpful and informative way.   Week one gave a historical background to school finance.  It also started me on the way to understanding the state budget formula.  Defining equity, equality, and adequacy definitely shed a new light on understanding the finance system.  Week two really emphasized developing a budget, setting goals, and understanding responsibilities.  Week three allowed us to compare districts in analyzing revenue.  Week four allowed us to compare districts in analyzing expenditures.  Week four also made us aware of the rating system for district finance which is called FIRST.  Week five made us aware of the Code of ethics in education.  Each lesson was very trying but the lessons learned were extremely beneficial in understanding school finance.

The course allowed me to get to know our Director of Finance better.  During this course he was my main personal source of information.  He has a great understanding of the state finance system and he was able to explain it to me in a way that was easy to understand.  Each week the assignments seemed overwhelming because they seemed like they were going to be lengthy and time consuming.  But now that the course is over I understand how much I truly learned from each assignment.  I loved the information and assignments on comparing districts.  This gave a true insight on real life problems districts possess.

 Working in groups is always interesting.  Learning the group’s characteristics and what each individual can bring to the group was fun.  Sharing ideas was a great way to learn even though I was very skeptical at first.  Allowing us to share our consensus was a great way to present the assignment.  By assigning us the objective to comment on other group’s consensus allowed us the opportunity to see the content in another manner.  The more times you read it and the ways in which you see the information the more you learn. 

Overall, this class was very trying but the amount of knowledge I learned was overwhelming.  As I truly reflect back on the subject of school finance I feel confident in working with the district budget in the months ahead.  Five weeks ago I could not have said that.    

Self Assessment Reflection on Competency 8

EDLD 5342 Self Assessment Reflection on Competency 8

I feel confident in saying this has done an excellent job in preparing me to develop a district budget.  In looking at the competencies in area 8 I know I have made vast improvements in the competencies.  I feel very that most of the competencies are now a strength. I feel confident in saying I need improvement in the procedures for effective planning, in auditing and monitoring local policy, and in implementing technology into the district operations.  This course has made me feel confident in being able to sit in any budget meeting and feel like I would know what was going on.  At the beginning of this course I would not have known anything.  This course has prepared me and what I do not know I at least know where to find the resources to answer my questions.

Code of Ethics for School Leaders

Code of Ethics for School Leaders

Unfortunately we see the Educator code of Conduct being violated all too often in today’s society.  When this behavior does happen the media is definitely going to publicize the unethical conduct,  making the employees in public education look as bad as possible.  Here are some examples of unethical behavior by educators, what the consequences to that educator may be, and how to prevent the incident from happening.

Chapter 247

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.

                This unethical conduct is seen when a person with authority sends an employee to their personal residence to do work on company time.  The employee uses school equipment and or money to improve their residence.  For example, landscaping. 

                When this conduct is found out the person in authority will either have to resign or pay the school back.  Conduct of this kind can be avoided by employees saying no to this behavior and being educated on how to handle this behavior and auditing the whereabouts of employees and school purchases.  The superintendent knows how to exhibit understanding and implement policies and procedures that promote district personnel compliance with The Code of Ethics and Standard Practices for Texas Educators

Standard 1.3. The educator shall not submit fraudulent requests for reimbursement, expenses, or pay.

                Many times on school trips educators must turn in receipts for their expenses.  In order to get paid more reimbursement, the educator may turn in an earlier leave time and later return time to get paid more money.

                In many of these cases this practice is not ever proven.  Schools may audit this type of activity  by making employees take school vehicles.  Time sheets would allow for a good checks and balances.  Many times employees are caught they must pay the money back.  Also, the ability to take trips may be revoked.  The superintendent knows how to model and promote the highest standard of conduct, ethical principles, and integrity in decision making, actions, and behaviors.

Standard 1.12. The educator shall refrain from the illegal use or distribution of controlled substances and/or abuse of prescription drugs and toxic inhalants.   

                Unfortunately, an employee was seen and caught smoking marijuana while driving a school bus back to the bus barn.  Thankfully, no students were present.  This employee was immediately cited for being under the influence and arrested.

                This employee was charged with a felony and was terminated.  Terminating the employee is an absolute when the employee is charge with a felony.  The district may need to put the employee on leave during the investigation but termination is a must when the employee is charged.  I am  not sure how you can prevent behavior like this other than make sure your employees have good references and back ground checks.  The superintendent knows how to apply laws, policies, and procedures in a fair and reasonable manner.

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.

                As an administrator, personnel decisions should be considered confidential.  When you terminate an employee in the best interest of the district it should be kept as confidential information.  The administrator should not discuss those types of decision with other employees.

                  As a professional you should not speak negatively about another employee.  Integrity for the position and power of the position should be a natural part of your character.  Usually, I find administrators are usually great at keep matters of this nature confidential or they are not.  When an administrator breaks the ethical standard they are usually privately reprimanded.  The superintendent knows how to interact with district staff, students, school board, and community in a professional and ethical manner.

Standard 2.4. The educator shall not interfere with a colleague's exercise of political, professional, or citizenship rights and responsibilities.

                Many times employees get involved in local political races.  Their right to exercise their belief and support in a candidate should be kept separate and away from school.  Employees have the right to join in our democratic society.  However, their beliefs and opinions should be kept out of the classroom.  The employee must represent all sides if it is discussed in the classroom. The employee may express their opinion when specifically asked but that exercise would be warned and or cautioned against. 

Employees are usually called into the administrator’s office and given a refresher on political outspokenness.  If the behavior continues more formal reprimands may be given.  Most times professional development is given to combat this type of behavior.  The superintendent knows how to serve as an advocate for all children.   

Interview with the LISD Director of Finance on Financial Audits

Interview with the LISD Director of Finance on Financial Audits

The Livingston Independent School District Board of Trustees has decided to use an external auditor for the purpose of financial audits for the school district.  The board goes out to bid every three years for a new auditor.  The auditing company is usually a Certified Public Accounting Firm that will come in and spend a week in the district in the summer conducting an interim audit.  Then the firm will come back after the close of the fiscal year in September or October for a final audit.  The chosen accounting firm will give a final audit report to the Board of Trustees at the regular board meeting in December.   The results are submitted to TEA and the district’s financial advisors.  The financial advisors usually publish the report to a national data base so those investors may see how the district is doing financially.

Understanding Personnel Salaries in District Budgets

Understanding Personnel Salaries in District Budgets

The Livingston Independent School District TOTAL budget allocates 79% of its expenditures on salaries.  A small percentage (5-10%) is allocated to discretionary funds.  The other percentage of the budget is left to pay the bills: for example, electricity.  As you look at the percentages you realize the campus and department budgets we analyzed earlier in this class were such a small portion of the overall budget.   It is yet to be determined if our district will give a percentage raise this year as it did last year to cover the increase in insurance.  Money is so tight it will be interesting to see the decisions that will be made.

The positive impact of a salary increase is it raises morale.  However, the negative impact is that a raise is a commitment to the budget for years to come.  It is difficult to substantiate that decision when unknown decisions of state legislatures affect the budget.  Having a 5% raise across the board gives a larger amount of money for those with a higher salary.    That is why many times you see a variance in a raise so that the amount of increase may have as equal affect as possible on everyone’s salary.