Ideally, the next school business official will be waiting in the wings to pick up the school business torch and run with it. To ready that potential leader to make their way to the school business office requires effective succession planning, which includes
- Establishing the timeline for when the torch will be passed.
- Building a candidate pool.
- Presenting realistic career expectations to candidates.
- Preparing candidates for transition to the profession.
Although this list is not exhaustive, it is a good starting point for the planning and preparation process.
Establishing the Timeline
There is no magic formula, nor is there a perfect timeline for developing a succession plan; however, the longer the district has to plan for the transition, the better. Planned retirements and transfers allow for longer periods in which to plan for the departures. Ideally, there are in-house candidates who are qualified and interested in filling the positions as they become available. In such cases, a timeline may be based on a 12-month planning window:
- Month 1: Meet with potential in-house candidates to determine interest and capacity to take on the SBO role.
- Months 2–5: If an in-house candidate has been selected, begin the process of filling the position being vacated while gradually introducing the candidate to the work of the SBO.
- Months 6–12: Allow the successor SBO to gradually assume more duties while the current SBO serves as a mentor/trainer.
Although knowing 12 months in advance that the school business position will be open is ideal, that situation is not always realistic. Succession planning should be a fact of life. At a minimum, it means knowing the district staff members along with the qualities and career plans that would make them viable candidates for the position, regularly assessing their readiness to move to the next level.
Grow-your-own programs have become increasingly valuable in the field of education as a whole and can definitely help feed the SBO pipeline.
Succession plans must be kept flexible; even the best-constructed plans can hit roadblocks. For example, the intended successor may opt to take a position in another district or take his or her talents in another direction. And as we all learned during the COVID-19 pandemic, the best-laid plans may fall victim to circumstance. Be prepared by building a candidate pool.
Building a Candidate Pool
Given that so many school business officials are nearing retirement age, the profession itself will face a significant turnover in the next 5–10 years. Assuming the impact of a potentially reduced field of candidates, it is important to prepare next-generation SBOs to fill positions in school districts and in the profession generally.
The size of the school district affects the potential candidate pool. As such, smaller districts may need to explore a variety of strategies to deepen the pool, including providing professional development for internal candidates, as well as offering incentives to SBOs from outside the district.
Grow-your-own programs have become increasingly valuable in the field of education as a whole and can definitely help feed the SBO pipeline. Even in the absence of a formal grow-your-own-program, school business officials can establish one within their department or within their district with the assistance of the human resources team.
Ask potential candidates the following questions:
- What are your career goals?
- How comfortable are you with accounting principles, risk management, and legal issues?
- Do you have an interest in furthering your education in the area of school business management?
SBOs can ask their team members these questions in general conversations or during the annual evaluation process. Otherwise, they should consider having conversations with instructional or building administrative staff about possible candidates from their departments.
Regardless of the candidates’ backgrounds, share with them that SBOs come to the job with a variety of education degrees and experiences. Otherwise, potential candidates may assume that their lack of background in a specific area would disqualify them from holding the position.
Presenting Realistic Career Expectations
The SBO’s range of responsibility varies greatly depending on the size of the district. For example, in smaller districts, duties may include reconciling bank accounts, preparing and monitoring the annual budget, serving as the district’s transportation or food services coordinator, and more. SBOs serving larger districts are more likely to oversee staffs that perform those duties.
Regardless of the district’s size, SBOs are usually tasked with ensuring adherence to district policy regarding operations and staying abreast of changing legal requirements.
Many people assume that school business officials spend the day staring at a computer screen, crunching numbers, and building spreadsheets. Challenging that assumption and arranging for potential SBO candidates to shadow the school business officials as they work through their normal day are key to helping candidates have a more realistic idea of what the profession is all about. Presenting a realistic view of the role will mean that there are no surprises.
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I believe that most school business officials can describe their role as being ideal. No day is the same, which is part of what makes the profession so rewarding. Sure, there are tasks that must be completed with a great deal of accuracy and according to strict schedules, but many soft skills contribute to that success. So as we work to build the pipeline of the next generation of school business officials, how do we send the message that the position offers an opportunity to find satisfaction in demonstrating a balance of professional and soft skills?
Candidates need to know that being an SBO is just as much about relationships as it is about being task-oriented. The quality of relationships with the superintendent, district personnel, the board of education, and community stakeholders can sometimes determine success more than being a solid accountant can. Maintaining collaborative relationships with school community stakeholders and parent groups builds trust. The value of those relationships becomes increasingly evident during times of fiscal uncertainty or when community support is needed to pass a referendum.
Other soft skills are necessary for success:
- Effectively communicating to all stakeholder groups
- Managing conflict and resolution
- Accepting constructive criticism along with filtering out opinions presented as constructive criticism
- Remaining flexible and adaptable while working within best practices and established policies and procedures
Preparing Candidates for Transition to the Profession
Having identified future school business officials, cultivate their skills and knowledge through professional development. The professional development should focus in large part on leadership, which will supplement the professional job skills essential to the position. In addition, encouraging active candidates’ involvement with ASBO International and the state affiliate can build a network of peers.
Other opportunities exist for growth and professional development:
- Leadership and team-oriented book studies
- Relevant committee leadership to develop or build confidence
- Presentation opportunities during administrator team or board of education meetings
Engaging in a conversation about a career with those serving in SBO roles often includes a discussion of how unique and rewarding the profession is. Speaking from personal experience, I enjoy sharing the joys and challenges of the work with anyone willing to listen. I often encourage people who have an acumen for the work to consider making the leap if they are looking for a change.
As someone who “stumbled” into the profession, I firmly believe that many potential SBOs are out there who just need to be invited into the fold. Whether you are new to the profession or preparing for retirement, there is never a bad time to invest in preparing the next generation of school business officials. Keep realistic expectations and rewards of the profession at the forefront of conversations, and the profession—including the invaluable network of fellow school business officials—will do the rest.