Several linked components must be addressed when embarking on any significant curriculum shift. District leaders must consider which instructional models or standards they are transitioning to, how to prepare educators, what new programs or resources align with the shift, and how to communicate these changes to the board of education and community stakeholders.
These considerations also have significant financial implications. Without thoughtful coordination with the SBO, even the best curriculum plans can be delayed, underfunded, or derailed entirely.
Instructional leaders may drive the "why" and "what" of curriculum change, but the SBO enables the "how" and "when."
Bridging the Gap Between Vision and Operations
The SBO is a key partner in bridging the gap between educational vision and operations. Curriculum changes often require new textbooks, digital tools, assessment platforms, and other classroom resources, and many can have significant costs. The investment in professional development necessary to ensure teachers are prepared to deliver the new curriculum effectively is even more essential. This includes not only the cost of conducting professional development sessions and bringing in experts but also compensating teachers for their time if sessions are conducted during the summer.
Budget season may seem like a winter event, but conversations about major expenditures must begin long before final budget approval. The SBO plays a vital role in these early discussions, assisting the director of curriculum and instruction in mapping out cost projections, receiving multiple quotes, identifying potential funding (such as grants or federal programs), and supporting and navigating deadlines. Involving the SBO early ensures that the curricular goals are both pedagogically sound and financially feasible.
For instance, in Briarcliff Manor UFSD, we began planning a shift toward a more inquiry-based, student-driven math curriculum almost two years before its full implementation. As director of curriculum and instruction, I worked closely with our SBO from the start to outline the anticipated costs: new instructional materials, summer professional development stipends, and the hiring of a new instructional coach.
Additionally, while simultaneously working with building leaders, we created criteria for what we were looking for in a new program, scheduled visits to neighboring districts to see various programs in action, and scheduled introductory sessions for teachers to preview programs because teacher input is critical to any rollout.
Our SBO’s input allowed us to make informed decisions about what was immediately feasible, what could be phased in, and where we needed to find an alternative or additional funds. This level of planning ensured that our rollout was strategic and sustainable. Remember: A new program has costs for consumables beyond Year 1, which also need to be factored into the long-range plan.
The Why, What, How, and When
One of the most important lessons I’ve learned in this process is that curriculum leadership and business operations are not separate silos; they are two pieces of the same pie. Instructional leaders may drive the "why" and "what" of curriculum change, but the SBO enables the "how" and "when." Both roles must be aligned to secure board approval, stakeholder buy-in, and the successful implementation of a new curriculum.
Additionally, transparency and communication with the board of education are much smoother when the SBO is involved from the beginning. The board must understand the educational rationale and the fiscal responsibility behind major changes.
School business officials are not just behind-the-scenes figures in curriculum planning; they are strategic partners who ensure that their district's instructional vision can become a reality. Whether it's aligning the budget with pedagogical goals, timing purchases and contracts appropriately, or supporting professional development, the SBO holds the plan together.
This partnership is not optional; it’s essential to a district’s long-term curriculum planning success.