- Develop a strategic plan collaboratively. The district must have a strategic plan to guide it toward its common goals. If the current district plan is outdated, or doesn’t exist at all, it’s time to develop an effective one.
Reviewing the strategic plans of other districts may offer some direction, or hiring a firm that specializes in this type of work might be practical. Regardless of the direction chosen, it is important to involve a variety of stakeholders in the process, including certified staff members, classified staff members from several departments, district administrators, school principals, students, members of the community, and members of the board of education.
Once the board has formally adopted the strategic plan, it should be displayed prominently on the district website and in other high-profile areas, such as in school buildings and in district publications. Update the plan every year or every other year, depending on changes in leadership, district growth, and other factors.
- Align department goals to the strategic plan. Align the department goals to the strategic plan and regularly update the district leaders on the progress toward goal implementation. Update the board at least annually.
- Ensure that decisions and activities are in line with the district’s vision, mission, values, and strategic plan. It is easier to discuss a new contract, new employees, anticipated spending, or an unpopular process improvement with the superintendent and the board when the program or proposal aligns with the district’s goals.
- Review and understand all board policies, with an emphasis on those related to finance activities. Establish a time frame to review and update all finance policies. Gather input on policy revisions from legal counsel, state school board associations, state ASBO affiliates, board members, principals, and other executives within the district.
- Solicit suggestions from the board and superintendent regarding specific items to be discussed in reports to the board. Develop a schedule for the business office and other departments that are involved in specific programs to ensure that you are prepared to discuss those items with the superintendent and the board. Provide them with timely, accurate reports on a regular schedule.
Here are some examples of reports and their suggested timing:
- Yearly: Table of organization, full-time-equivalent employee counts by building or position, audit report and findings, activity account balances, bank depository authorization, enrollment trends, free and reduced-price lunch rates, and special population trends
- Quarterly: Updates on audit report findings and closure status, grant-funded positions, and status of grants
- Monthly: Fund balance by fund, purchasing card expenditure activity, budget to actual, revenue by fund, expenditures by fund, donations by building and fund, ACH (Automated Clearing House) transactions by bank account, status and financials of self-insured insurance programs
- Establish a finance committee that meets monthly before the board meeting. This committee—which can consist of board members, the superintendent, the finance director, and others—could require a quorum or not, but it should be posted as a public meeting for transparency purposes. The agenda should be consistent from month to month and should be posted publicly according to your state’s laws.
Prepare for this meeting by discussing current finance issues with committee members. On the basis of their input, establish meeting agenda items, such as financial reports and trends, new business, contracts, and vendor changes.
An effective finance committee provides the finance department with guidance and advice, encourages open communication and feedback from board members, and facilitates a smoother board meeting, as school board members should feel comfortable with the agenda items.
The sooner the board members learn about the district and about their role on the board, the better able they will be to advocate on behalf of staff , students, and the community.
- Determine with your board or finance committee how they would like the budget process to look. Would they like input from taxpayers, parents, and teachers? Or would they prefer to handle the budget process solely at the board, committee, and cabinet level? In many states, a school district tax levy is the largest levy on a tax statement. Follow their lead to ensure that they are comfortable with the levy setting and budget process.
- Be prepared to answer questions from your board and superintendent in a timely, unbiased manner. When questions arise that require follow-up or additional research, respond quickly.
- As a trusted adviser to the board and superintendent, stay current on your knowledge and continue to learn.
- Read and understand new legislation in your state and be prepared to share this information with your board.
- Take an active role in your state’s ASBO chapter and ASBO International to take advantage of training, conferences, publications, networking, mentoring, and other support. Your state ASBO office can help organize communication with state departments of education on school finance-related issues on behalf of the schools; ASBO International can do the same on the national level.
- Join your state’s school board association for training, policy primers, legislation updates, and advocacy opportunities.
- Consider additional learning opportunities from payroll and human resource associations, software vendors, your district’s general counsel, and other local entities.
- Identify community volunteer programs that align with the district’s vision, mission, and goals as an opportunity to give back and to develop a stronger relationship with the community.
Be prepared to answer questions from your board and superintendent in a timely, unbiased manner.
- Offer an orientation for new board members. School board elections can significantly change the makeup of the board. The number of board members can increase or decrease, and the political makeup of the board can change every few years as each board member brings a unique background and perspective. The sooner board members learn about the district and about their role on the board, the better able they will be to advocate on behalf of staff, students, and the community.
A helpful orientation packet might include information on how and where your district receives funds, property tax rate history, enrollment trends, a virtual tour of buildings, and an overview of programming. State school board organizations often have training opportunities for new school board members to give them an overview of governance, explain their role, and provide them the opportunity to meet and network with other new school board members in the state and to meet legislators.
The school finance official and superintendent can also attend these conferences as a way to build relationships with new board members.
- Communicate effectively. Communication is crucial to establishing a good relationship with your Do you have important issues slated for the board agenda in the next few months? Give your board a heads-up regarding potentially controversial or costly issues. On a monthly basis, at least a quarter in advance, provide a calendar of events that includes a brief explanation of potential upcoming board proceedings, public hearings, or guest speakers. This calendar gives board members an opportunity to prepare for the meetings.
Earning Trust
The foundational relationship between a district’s school finance official and the superintendent and board of education is based on trust. Trust is earned through the variety of strategies discussed here.
According to an old saying, “Trust takes years to build, seconds to break, and forever to repair.” With proper strategic planning, communication, training, and thorough explanations of reports and issues, a school finance professional can build a trusting relationship with the board of education and superintendent that will in turn drive better outcomes for staff and students.