The Role of the Superintendent in the Budget Process

Summary:

     After reading the material regarding the role of the superintendent in the budgeting process, and interviewing my superintendent about this topic, I have come to the conclusion that the budgeting process is the most important (and probably most stressful) role he/she has.  As the preparer of the budget, the superintendent must be knowledgeable in many areas of education: legislation, budgeting guidelines, economic trends (local, county, regional, state, and national), and most importantly, education/instruction.  The superintendent must take all of the information and data gathered from each of these sources and apply it to the development of the budget. 

   The good news is that although the superintendent is responsible for the preparation of the budget, he/she is not alone in the process.  According to the text, Learning from the Best: Lessons from Award-Winning Superintendents, effective superintendents begin the budget process by gaining unanimous support from the board.  When the superintendent and school board begin the process on the same page, there is less chance of disagreement when it comes time to adopt the budget.  Board members must trust their superintendent to make effective and efficient budgetary decisions.

     The superintendent must also work hand in hand with the school district business manager.  I have always heard that “the most effective leaders are those who surround themselves with effective people.”  This is extremely important when it comes to hiring a business manager.  Hiring someone with integrity, values and work ethic is imperative.  According to my superintendent, hiring an effective business manager is just as important as hiring effective principals.  In the same way principals have an immediate impact on student performance, the business manager has an immediate impact on the district’s financial state. 

    Finally, in the role of budgetary preparer, the superintendent must be an effective communicator and have excellent collaboration skills.   This was emphasized in the text and also in my interview with the superintendent.  According to Mr. Hartgraves, involving stakeholders, including those taxpayers who no longer have children in school, in the budgeting process will help build support for the budget.  Communication can make or break the school district budget.  Being open to input and suggestions will give stakeholders ownership and encourage their support.  This can be accomplished by communicating budget information and regularly monitoring the budget throughout the school year.

Reflection:

    When I reflect on the role of the superintendent in the budgetary process, one thought comes to mind, “OMG!”  J In all seriousness, I believe this part of the superintendency must be the most stressful part of the job.  Knowing that you are responsible for every penny that passes through the school district seems like such a daunting task.  However, as I interviewed Mr. Hartgraves, it became clear to me that the superintendents who effectively manage the finances of their school districts, do so by relying on the resources around them:  Networking between superintendents, region service center professionals, auditors, lawyers, business managers, etc.  In order to survive the stress of this position, you have to realize that you are not alone…and that you do not know everything.  Your willingness to call and ask questions, research best practices of other districts and use the resources available will be the key to your success.