Prioritizing CFO Duties: What SBOs Advise

Not taking on additional tasks as their current workload is overloaded. 

Applying for grants to increase cash flow in the district.  

Looking at additional projects in the sense of taking on effective projects; those projects that support the strategic plan, efficiency, collaboration, and move the needle in a positive direction for students and staff with the resources provided.  

Taking on the additional projects/tasks not to stay busy, but to utilize opportunities for the district that are too good to pass up, and also if the task is required. Some respondents said they took on new projects to improve processes, move forward with district priorities, and address gaps the district currently does not have.  

Assisting other departments, depending on the time of year. Similar responses included offering to assist other department staff who are struggling with their workload to help make their roles more successful.  

Using free time to oversee the work in their department.  

Some expressed frustration that there isn’t enough time to do the additional projects they would like to do. However, most responded that they take on extra tasks as needed, not necessarily to stay busy, but to support the district's overall team, organization, and strategic plan.  

The best investment you can make is in yourself. Sometimes work on a template or new design pays off; sometimes it does not. It’s worth the effort to try to streamline the budget and assumptions, as well as staff tables.  

My advice is to stay highly organized with both scheduling and recordkeeping. I recommend keeping thorough notes on completed tasks, correspondence, procedures, and other key activities. This not only makes research, reporting, and audit responses much easier but also provides important protection and documentation for you.  

Hire staff not only based on their technical knowledge, but also on their proven record of working effectively and collaboratively with their colleagues for the betterment of the entire division.  

Create an environment where professional questions and feedback are encouraged to strengthen the organization for stakeholders.  

Encourage continuous learning and application of various software and AI platforms to help expedite the work.  

Network with school business officials within your state, region, and country through organizations such as ASBO, as these organizations provide a plethora of valuable insights and information.  

Key takeaways can be summarized into four points:  

In small districts, there is often a lot of pressure to be the one taking care of everything. I think it’s important to set up systems that support day-to-day work and allow some time to focus on the bigger picture. Working with neighboring districts to share services also helps – for example, two districts that each employ an administrator who is spread thin between finance and operations can share those roles so one individual can focus on finance for the two districts and the other can focus on operations.  

Work with a mentor early in your career. It takes a good 3+ years to fully understand the rhythm of this job and what each season brings to your workload. Stay organized to stay current with tasks.  

Add additional staff, if needed, to allow the CFO to oversee and have time to think and plan what the priorities of the department are. Take the time to learn about AI or macros/pivot tables in Excel, as these efficiencies can greatly improve your team's productivity.  

Cross-train your staff so they can help during crunch times. I always make time to learn about new things because it could benefit the district and/or save time.  

Assume responsibility for your tasks and do what is necessary to have the tools you need to accomplish them, i.e., education, technology, software, etc. Join professional associations to collaborate with others in similar roles and learn which tools are available to you.  

Maximize cross-training as much as you can with your staff. Teach your staff some of the operational workload that you are currently doing, so you can be more attentive to higher-level work for the district/agency. 

The size of the organization really matters. In a small system, where adding specialized staff will be difficult, I would look to augment tasks with outsourced support; target the needs with specific knowledge to get the work done. Look to a BOCES or Ed Services Provider to partner with other small districts. In a larger organization, you shouldn’t be doing administrivia — it isn’t a good use of your time. Look to partner with a different part of the organization to build some efficiencies to allow for position consolidation.  

I use computer workflow as often as I can to help with efficiency or imports, etc. I also maintain lists of duties and those that could be reassigned, should I have the opportunity. For example, we recently hired an E-Rate consultant and realigned duties between HR and Finance a few years ago. 

Don’t get lost in emails; set limits. Check them at a specific time of day.  

Maximize efficiency by leveraging technology, delegating where possible, and don’t be afraid to say “no” when appropriate.  

Investing time now to streamline processes and procedures to increase efficiency in the long run may seem like a daunting task, but it will pay off in the long run. Utilizing your existing software to the full extent to replace manual tasks — even if it means reaching out to see if something is possible — will help. Many times, there are things your ERP software can do that you aren’t even aware of.  

Use your calendar. Block out times for specific projects. Identify the priority tasks of each day and week.  

Surround yourself with a strong team. Make sure your support staff is well-trained and working to their full potential. They are the backbone of the Finance Department!  

Learning more about Excel each year and using those functions learned continuously to not lose the skill. 

Learning and investing in AI; finding efficiencies within our processes. 

Do budget/fund balance projections periodically. The top priority is to know your financial status at all times.  

Don’t focus on the small stuff just to check things off your list; be driven by deadlines and planning according to the workload necessary to complete a project (so you do not ask your staff for stuff you need ASAP because of poor planning). Definitely put time for yourself and your daily tasks on your calendar.  

Always ensure that there are checklists/procedures manuals and calendars of tasks to be accomplished to help you ensure you meet your deadlines, as well as prepare for proper succession planning.  

Setting a daily schedule or prioritized tasks. 

Always plan for the future as well as the present. 

Encourage staff in their professional growth so they can contribute in other ways. 

Early in my career, I definitely used the SBA calendar/handbook that Questar Ill puts together. It helped ensure that I wasn’t missing critical items. I would also highly recommend leaning on your counterparts in other districts. Our business officials’ group within my BOCES has been such a great support system. We reach out to each other with any questions or issues that arise. It’s a great way to get feedback, different perspectives, or to vent. Lastly, AI software is a game-changer. I still don’t use it as much as I could, but it makes life so much easier when I do. Newsletters, district correspondence, etc.  

I am working on creating a job tasks listing for myself. I have only been in this role just over a year, so I am learning as I go. Using AI software to an extent has helped tremendously, even just with wording memos and emails. I used to spend so much time articulating emails to ensure professionalism. We use Google Sheets and Excel. It is a must in any accounting role.