EDLU 5399 - Discussion Board

ED 5399 –Discussion Board –Week 2

Looking into the future is always exciting. I have been a part of my district for 20 years and look forward to many more. As I continue to look into my future, my classes have prepared me for my current position and for future positions, if desired.  In making my career plan, and seeing myself, in a superintendent position, I have a better understanding of what that leadership position entails.  As a current principal, there are many similarities between the positions just on different scales.  It was interesting putting the goals and objectives together to project future plans. By creating my career plan by day, week, month and year, each step on the timeline helped me plan and project what I will do and how I will achieve it. This process allowed me to truly focus on what the big picture of the leadership role as superintendent will truly be all about.  The true test will be in assuming that position and applying what has been learned and what will be learned along the way. 

In writing my reflections on the domains and the competencies of a superintendent, I truly have grown in knowledge and understanding of what is expected of a superintendent.  The key role of that position is leadership.   Education covers so many avenues and the superintendent is the person who influences how those avenues should be traveled.  The activities and opportunities that I have been a part of through these classes have helped me develop a totally new perspective of what the position of superintendent represents. What I have learned has also helped me become a stronger leader in my current position.  The transfer theory is definitely present for me.  I will continue to learn and grow in my profession.  Learning is a lifelong opportunity, and improving my skills to make me better in whatever educational position I hold is my personal challenge.  I now have a much better understanding of what a superintendent needs to be successful in her/his role as an educational leader.

Reflections, Career Goals and Leadership Goals - 5399

Reflections:

In reflecting on my post assessment, I truly believe I have learned a great deal. I have grown in so many areas.  I have a deeper knowledge of each of the competency areas.  In six of the ten areas I have developed into the strength category.  In the remaining four areas I feel competent with the knowledge and skills.  There are still some indicators that I can improve my knowledge and skills, but overall I believe I now have a working knowledge of what is truly expected of a superintendent and the leadership that this role will require. In Domain I, Leadership of the Educational Community, I made the greatest improvement in Competency Areas 2 and 3. Communication is one of my strengths, and I have learned how important this tool is in the area of educational leadership.  In the second Domain, Instructional Leadership, the areas of curriculum, assessment, accountability, professional growth and performance are now comfortable. I know the importance of each and will work to continue to become more learned in each.  Domain Three, Administrative Leadership is the domain of which I still need to improve.  District budgeting, financial management and technology applications are areas I still need to expand my understanding and applications. I will continue to challenge myself in the indicators within this competency.  The many activities what I have been required to complete and the knowledge that I have acquired from my superintendent, central office staff, faculty, community, cohort group and Lamar staff has provided me with a true working knowledge of what leadership entails and I look forward to the opportunities that are ahead.

Career Position:

 Education has been my career for over 25 years.  I began as an elementary classroom teacher, and then I helped design, implement and teach the gifted and talented program.  After teaching for 18 years, I began my administration road. I was an elementary assistant principal for 7 years and am now in my first year as an elementary principal. I believe that each position I have held provided me with experiences that continue to make me better at what I do today. Each position contained roles that needed communication, community relations, professional development, curriculum, budget management, and building maintenance. All these areas are necessary in the positions of leadership.  As I moved from one position to another, I continued to learn and grow.  In my current leadership position, the classes for superintendent have provided many connections and opportunities to develop and expand my leadership skills.  I am very excited about my current leadership position.  I have already implemented much of the knowledge that I have learned through my classes.  I can see many correlations between campus leadership and district leadership.  I have always been able to communicate and have a style that makes people comfortable yet accountable. In looking into my future, I see myself developing into a strong building principal. I want to continue to challenge my staff and students to be all that they can be. I like to celebrate the best in others. As for a central office position, the Director of Human Resources is one position of interest to me. I enjoyed learning more about this position. I am a people person and believe I could be a good leader in this position. The position of superintendent holds much responsibility. I observed that to be a good leader it is important to also have a qualified team that works with you.  That team means everybody! We are doing a book study on the book called the Energy Bus (Gordon, 2003) that focuses on teamwork and ways to be your best in whatever you do. Each position we hold helps us learn and grow. I believe our experiences teach and prepare us on how be better for the next experience.  I love my district and have worked here for 20 years.  I will continue to contribute my all to whatever position I hold. I look forward to each day and will continue to challenge myself to be all that I can be. In turn, I will also lead and challenge those around me to do the same.

Leadership Goals:

•  One of the reasons I chose to participate in the superintendence certification program was to develop my skills in the area of leadership.  This is my first year as a building principal and the skills of leadership through the program have helped me see the overall role as a leader.  I have truly been able to apply the transition theory. All the areas of competencies have provided me with exposure to all the different areas of leadership that a superintendent needs to apply. It has also shown me that any area of leadership requires many of the same needs and responsibilities. In my role as a leader, no matter what title the leadership role holds, my greatest accomplishment will be guiding others to be all they can be in whatever position they hold.  I believe in education and have dedicated over 25 years to this profession.  I continue to search for ways to improve the areas of education that I have the privilege to be involved. One of the areas that I see as strength is the ability to listen. To me, that is one of leader’s greatest assets. I also have a heart for encouragement. I want those who work with me to be risk takers. I want them to strife to offer each and every student the best education we can offer each day by offering the best of themselves.  I, in turn, will do the same.  I am a lifelong learner.  I challenge myself to learn, to grow, to create, to motivate, to enrich, to achieve, to succeed. As a leader, I will challenge others to do the same. One of the best pieces of advice I have ever received came from a 90 year old gentleman who was making a speech to one of my kindergarten classes.  He told us if you want to be successful you have to know how to get along with people. That truly is one of the key factors of being a true leader for me…no matter what position you hold.

EDLU 5342 Week 5 Part 1 Reflections

Ethics is very important especially in the role of education and leadership.  We have many ways to help make sure all the rules and standards are followed from local to state. Yet we continue to have violations of these policies and procedures. Ethical leadership should be modeled from the top down.  If we lead by example it helps to develop a since of trust. In looking at the processes we have in place to be sure ethics are carried out and practiced I appreciate all that my district does to help educate and implement what is expected from their employees. I also appreciate the role of SEBC in holding all educators accountable for their actions.

EDLU 5342 Week 5 Part 3

EDLD 5342

Week 5 Part 3

Final Reflections on Lessons Learned Overview

Competency 8 states that the superintendent knows how to apply principles of effective leadership and management in relation to district budgeting, personnel, resource utilization, financial management, and technology applications.  There have been ways presented in this course to help me become more aware of exactly what this competency entails. Learning about the history of school finance and my interview with Dr. Creel allowed me to have a better working knowledge as to why and where we are today in school finance.  Our current financial situation, I believe, will have a major impact of the future of school finance as well. I look forward to keeping current of the law suit that is being created at this time. It was very informative to visit with Dr. Creel and his involvement in the Orange Grove suit.  I have gleamed a better knowledge of the importance in the development of the district plan and all that is involved in utilizing a goal driven budget.  I appreciate the involvement of all the stake holders and committees that are a part of this process and look forward to continuing to develop my understanding in how all of this correlates to a successfully run district. I look forward to working with my campus site-base as well as my district site base to continue to provide what our students need.  The Texas Education Agency Summary of Finance Template was a source that helped me to understand the magnitude of all that budgeting process. This tool will be something that I plan to keep close by as I continue to study, learn and grow.  When learning about the Maintenance and Operations Program Funding, Revenue Targets, WADA, and types of students enrolled, I realized there was much to be looked at in regard to where all the moneys are derived and just how each program affects the overall financial status of the district.  This has helped me to better understand the financial picture for my own district and campus.    In regard to issues impacting expenditures for the district, I have a much better working knowledge of the components and accountability of FIRST.  Having only taught in two districts in my educational career, economy of scale was helpful for me to analyze and compare. I plan to utilize some of the knowledge that I acquired in the differentiated staffing.  The area of staffing has been influenced during these difficult financial times and I look forward in continuing to create different ways to utilize my staff to their fullest potential.  In examining the Annual External Financial Audit, I can say I never fully appreciated all the steps that my district takes to make the audit successful.  Several years ago, we had to implement many changes of how things were purchased, reported, processed, etc.  I now see the wisdom in revamping what had been done to what is now being done. I plan to continue to become more proficient in the area of budget and finance. In interviewing my district’s Financial Officer, it became very clear that he truly has a gift for numbers and putting all the pieces in place to help our district be financially successful.  My superintendent carries the financial knowledge as well and also the implementation from the educational side. It takes all stake holders to be involved in the financial success of a district.

              Competency 8 Self-Assessment- throughout this course my knowledge was strengthened. In looking over all the parts of this competency, I believe this to be my biggest challenge in understanding all the components involved, but I also believe it to be one of the most interesting. I have never had to plan a budget to date, but now as I look to the future better understand all that will be needed to be successful. I can see how it is important not only to have a working knowledge of my campus but of the district as a whole.  I look forward to working with my teachers to help them implement expenditures that are necessary and relevant to today’s financial situation. Our district now implements EDPRO to help with financial accountability. I better understand the importance of how this can be helpful in keeping up with the financial side and providing documentation for the audit procedures as well. I will continue to utilize this tool.  In examining the funding sources and the management of how those sources are spent, I will be able to correctly purchase what is needed in the utilizing the correct funding source.  In learning more about how and where the money is appropriated I truly know have a much better feeling what I need to do. The management of time will always be a challenge to me, but seeing the importance how it affects all those involved from campus to district, will continue to help me look for better ways of time management for all.  Technology is continuing to make everything more efficient and effective.  Technology although ever changing is here to stay and I plan to continue to embrace the knowledge and lead my staff in area we have not been before.  The legal concepts, regulations, and codes have always been an area I want to keep current in and understand.  I definitely understand from the financial point how important it is to know how to effectively manage the financial side of a campus and district.

The lectures, interviews, reading and resources were very beneficial in this class.  I learned a great deal from the knowledge presented in the lectures.  I always start with the lectures and then read the transcripts. One of the points, Dr. Lu made was that this is to expose us to the materials.  I appreciated the fact that we were not going to be experts after the end of this course.  There is so much to learn in this area and I know it will come when working first hand with those who are already there. The interviews are always helpful, because I learn first-hand from a source. I am grateful to Dr. Creel for his insights to this topic and am glad my conferences were scheduled during this class. I now I have another source to use as needed. My finance officer was very helpful and of course knows this topic well. His expertise will continue to aid me in my journey of knowledge.  I plan to continue to work with him as I learn how to run my campus and help the district. I gleaned much insight from the suggested reading in the School Leadership Internship text. The explanations of the three levels of decision making skills were right on in where I feel I am in this topic. I plan to use this information to my staff as well in relating to our new STAAR testing. We all must first learn about something to learn how to use it to be able to fine tune it.  The resources provided are wonderful sources to have at my fingertips.  The websites will be a great tool to access as needed and to keep me informed of the most current events in education.

              Our weekly assignments were very challenging to me.  The comparison activities to help us see economy of scale and funding sources aided me in seeing the big picture of how school districts are so different.  We have been working on ways to improve our attendance at our school. I think seeing the overall picture of how it affects not only our campus, but our district will be a good strategy in the overall importance.  I enjoyed the goal drive budget assignment and seeing how all the stakeholders are so very important in the budgetary process. I look forward in continuing to implementing our campus plan and district plan, but now with an even better overall understanding of the total process that is affected.

              The web conferences with Dr. Creel have been very beneficial.  He has provided me with much information that will help as I continue to develop my leadership skills and abilities. I am becoming more confident in using the blogs and wikis.  The exchanging of information in this way provides a faster delivery of information.  I learned many facts by reading other cohort members comments and experiences. I found it interesting as we compared our districts to see the similarities and differences. It was good to work with specific people. I now have professional administrative sources that I look forward to continuing to learn from. The one thing that I found difficult was the time. Schedules were not always the same and trying to get together was not always easy, but the concept is fascinating.  I am planning a book study for my staff and am looking at the possibility of doing it thorough a campus blog. I can see the future of how this can be used.

EDLU 5342 Week 5 Part 1

Week 5 Part 1

Rule 247.2 Code of Ethics and Standard Practices for Texas Educators

Section one – Professional Ethical Conduct, Practices and Performances

Standard 1.2 – The educator shall not knowingly misappropriate, divert, or use monies, personnel, property, or equipment committed to his or her share for personal gain or advantage.

Example – Educator requests career tech department to make bookcase on school time using school equipment and school materials for personal use.

Action taken- Educator has to pay for all the materials that were used in the making of the bookcase. Policy is reviewed by teacher, career tech personnel and administrator. Teacher is reprimanded.

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

Example- Educator goes to conference out of district. Money is designated for specific meals need at conference. Meals are to be time stamped.  Attendee leaves before the end of the conference and returns to district, but meal ticket was turned in from local restaurant for the last meal.

Action Taken- Reimbursement for meal designated for conference is reimbursed to district by educator. Clarification of policy for meal expenditures is reviewed.  Policy explanation with educator is reviewed for clarification and understanding so inappropriate financial expenditures are not repeated.

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.

Example-Curriculum Personnel attend conference, all expenses paid by vendor. This action is used to influence the district’s choice and purchase of specific products.

Action Taken- The action is reviewed by Central Office. Policy is reviewed and procedures are followed for violation of this action.  Educator is given the opportunity to resign.

Section Two –Ethical Conduct

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.

Example – A person is hired a job but does not have the qualifications necessary as a favor to community member.

Action Taken – To meet the standards of HQ policy needs to be reviewed and personnel moved to area of qualification.

Standard 2.5- The educator shall not discriminate against or coerce a colleague on the basis of race, color, religion, national origin, age, gender, disability, family status, or sexual orientation.

Example – Two candidates are considered for the same job.  Both qualified but age is considered in the application process.

Action Taken – Human Resources intervene in the interviewing process to be sure all procedures are followed and policies carried out

In order to better educate and carry out these standards, my district has several steps in place. When changes are made to the state or local policies central office inform the administrators and in turn the administrators inform the staff. Our district updates the policy book each year and it is on line for all to be able to reference.  Procedures for not following the standards are very clear. Depending on the situations, different levels of correction can be followed.  These levels can go from discussion all the way up through reporting to SBEC for consideration of permanent removal of certification. Criminal charges might result depending on the circumstance.

The competencies below correlate to each of the hypothetical situation presented and provide a guideline for how a superintendent should act in regard to addressing areas of concern.  Financial issues are extremely important to all and the delegation of how public money is spent is a trust that should not be broken.

Competency 1- The superintendent knows how to act with integrity, fairness, and in an ethical manner in order to promote the success of all students.

              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

SF Week 4 Part 5

District Leader Interview Regarding Financial Audits

In discussing this process with my Financial Officer he stressed the importance of the duty of the school board to oversee the use of the taxpayers' dollars. One of the most important ways this can be done is through the annual audit. The audit process evaluates the district's financial statements, determines the district's accuracy of providing financial information to the state through the Public Education Information Management System(PEMIS) and the results are also reflected in the Financial Integrity Rating System of Texas (FIRST). TEA provides the FASRG (Financial Accountability System Resource Guide) that provides directions for how the audition process should occur. He said the district's audit process is addressed in the TASB policy CFC(LEGAL).

How are external auditors selected?
The Board and Administration work together to hire auditors on the basis of their competencies and qualifications. The auditors must be certified public accountants. They cannot select on the basis of competitive bids. The auditors present their proposals. Then the Board reviews what is presented. He stressed the it is important for the Board to select the auditors that are best for the district. The auditors will work directly for the Board.

How does the auditor conduct the audit?
Mr. Johnson said he helps provide the information, documents, processes and procedures to the auditors that they will need to conduct the audit, but he is not involved in the audit itself. The auditors examine all the necessary documents, purchasing procedures, bank balances, financial statements,etc. to see if everything is accurate for the fiscal year being audited.

What does the audit conclude about district financial procedures and actions?
The audit is used to determine if the financial procedures and actions truly represent the district's financial position and if those policies are being done. If there is an area of concern they indicate that as a material weakness. Mr. Johnson referenced the last year's audit information on line and I looked it up. The firm also listed the government auditing standards which required them to communicate information under the following topics: significant audit findings, other audit findings or issues, qualitative aspects of accounting practices,difficulities encountered in perfomring the audit, corrected and uncorrected misstatements, disagreements with management, management representations, and management consultaions with other independent accountants.

How are the results are communicated?
The auditors provide a report to the board when they are finished. They will usually present a letter at the first that states the general opinion of the audit followed by the report. They usually discuss this report orally with the board.This gives the board the opportunity to ask questions about the audit. If there are material weaknesses, then the board and auditors will discuss to help determine how to correct the concerns. Once they approve the audit the district then files a copy with TEA.

This was very enlightening for me because I truly did not understand the statement, "the auditors were coming" like I do now. In the past several years my district has implemented new ways of accountability from our pre acqusitions to purchasing and funding. We have implemented EDPro to help us in tracking and approving our pre-acqs and other financial reports. This program is new to me this year, but I can already see the value in this technology. Our Financial Officer came into our district at a time when accountability was being redesigned. He and our superintendent have done a magnificent job in restructuring our procedures and processes to make our financial accountability system more successful for our district.

Week 4 Part 4

Understanding Personnel Salaries in District Budgets

In reviewing the total personnel salaries in my district's budget the amount is $25,665,983.00. The percentage of personnel salaries in relationship to our total budget is approximately 83.4%.

Analysis and insights regarding the district's total personnel salaries as a percentage of the total budget-

Personnel salaries is a tremendous percentage of our total budget. In the past 3 years we have been reducing our staffing through attritation, knowing that the budget moneys were being affected. Several years ago, I was fortunate to be the first elementary assistant principal hired in our district. We then built several additional elementary campuses and other assistant principals were hired. This position however, was later divided between campuses to help with cost. However, it was analyzed and duties were reassigned with the counselor and full time assistant principals were put on all campuses. This is just one example of how districts have to analyze the positions needed, the duties performed and the results accomplished. My district did a program reduction in the spring. Many programs were dissolved and positions ended. Reassignments were made where possible, but this process effected the total budget and district personnel salaries. In looking at all the areas of the budget that could be cut, the district personnel salaries was one that provided money adjustments for the district.

The positive and negative impact associated with a five percent salary increase for all personnel-

Salary increase is always a moral booster. But sometimes it is not the amount of money that you are increased, it is the statement that the increase represents. The action acknowledges you for what you do and why you do it. In education, money is usually not the driving factor for our job choice; however, it has become increasingly better over the years. But a pay raise at all levels says we are a team and the team is important. I can remember one year our district did not give any raise at all, but the custodians all had new uniforms paid for by the district that year. Now needless to say this was no fault of the custodial staff, but some feelings were ruffled because it looked like the district had "Robbed Peter to Pay Paul". The negative impact was felt the rest of the year. This past year our district was looking at a tremendous loss in funding as were many districts. As our superintendent was analyzing what might need to be done,one of the options was to let all our 1-3 year probationary teachers go. Many of our district employees voiced that they would take a 10% pay cut to be able to keep all our staff. This was truly a gesture of compassion from our "education" family. However, our district did not do that. Our probationary teachers were let go...and that was very difficult on our school and community. But our superintendent, central office staff and board worked very hard during these last few months on the financial situation of our district. They have hired back most all the people that were let go, but there was no raise for this year. Looking at the calculation of what might have been if we had increased the 5% compaired to having a job, I believe I can speak for almost all the district in saying I am glad to have a job. Sometimes it is not all about the money.
But looking at this activity 5% overall can be a substantial amount when trying to find the funding for all staff. It is a tremendous responsibility for the superintendent and board to make a committment to raising salaries. It is not always as easy as it sounds. These ecomonic times are showing us that.