Between this finance class and the current budget crisis, I have found myself inundated with budget discussions and opportunities to learn. I have been extremely impressed with the processes our district uses in order to do what we call “right and good for all” and keep the focus on student learning. Maintaining the focus on learning when this state induced budget crisis becomes very difficult when districts find themselves just trying to survive.
In LISD 65.05% of the budget is on instruction and related services. If I combine functions 11-36 and 95-99 which are direct student services it comes to 83.65% of the budget. This leaves 16.35% for school/infrastructure support (functions 41-71). If we were to give 5% raises across the board, it would cost the district around $5 million dollars. While this would greatly improve moral, it could be devastating to the district when the state has frozen so many funding avenues and not provided increases throughout the recent past.
As stated in our lecture, there is always pressure to provide annual salary increases. These pressures fall on the superintended and board. The pressures involved in salary increases are very diverse. Schools are public entities and supported by public funds. Many stakeholders think educators are already paid too much and of course those who are involved in the education world, feel simple cost of living raises are not only necessary, but due. There is much for a superintendent and board to consider when looking at proposed salary increases.
Sheri - I agree with you that the information in this course is currently being applied in all our jobs. I have never really evaluated salary increases in the way I have this year. I would love for all educators to have a finance class, not only would it help them understand what is happening, they might develop creative alternatives.
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