EDLD 5342 School Finance WEek 5 Part 3 Final Reflections

I believe that reflection is the key to continuous improvement.  I do a mental reflection daily, but at the end of any major task, I will typically take time to write down what didn’t work and what worked well.  I may not look at it until the same task rolls back around, but it serves as a great improvement tool. This is a practice that I have my campus do frequently. 

When I think about my strengths in administrative leadership, I find that regardless of the topic, I am clearly more comfortable in certain areas.  For example, as I review competencies 8 – 10 in regards to budgeting, personnel, resource utilization, etc., competencies that involve collaboration, basic management, policy development and implementation, and organization are strengths.  If I review other competencies that have these characteristics, that is a strength within them as well.  My weakest areas are the areas where I have a lack of basic knowledge or specific procedures.  In finance, that would be account auditing and monitoring that complies with legal requirements and revenue forecasting and enrollment forecasting to address personnel and budgetary needs accurately.  I can see how that would be fairly simple in smaller districts, but in a large district, especially a transient area (like a military area), forecasting would be quite a challenge.  I feel competent in many areas but will continue to strive to make them a strength.  If I have procedures for budget planning and management, I have the ability to follow the procedures.  The way this will become a strength is to not only follow these procedures, but understand them and work to improve them.  I can best do this through collaboration and teamwork. 

As I reflect on this course, I find myself thinking of many descriptive words!  How about I just say,  “WOW!”  (I know, not the word you were expecting!)   I knew that the world of school finance was very involved and tedious, however, it is more than that.  It is not just a bunch of numbers dedicated to certain programs and areas.  A superintendent must develop a budget that has focus, one that aligns to the district goals and provides processes and action plans to help achieve these goals.  He or she must have a deep understanding of day-to-day financial resource activities, and continuously monitor this goal driven budget in order for the district to improve. 

Financial integrity is also vital to the success of a superintendent  and the district which he or she serves.  In week 4 lecture, our professors state that, “The superintendent has to be equally concerned about district ratings by both AEIS and the FIRST systems.”    The superintendent has such a vast amount of varied responsibility, he must carefully surround himself with highly qualified, ethical staff who offer support in many specialty areas.  Some of these areas are finance, human resources, public relations, curriculum, maintenance, and the most important, staff who maintains a focus on student learning.

I think the most frustrating part of this class was glitches in the technology and misunderstandings. I think the most challenging part of this class was grasping an understanding of the crazy variables that determine the amount of revenue allocated to the school districts by TEA.  I am very thankful that there are ready made templates that help figure the WADA, compressed WADA, revenue target, projections, and so on.  I am also thankful for my classmates, especially my GROUP 4!  The calls, emails, and amazing collaboration helped solve problems and create teams.  I feel confident that as we all venture into the world of the superintendency, collaboration and networking are vital skills to have.

I look forward to my next learning adventure and working closely with a fantastic cohort.