The Issues of Religion in the Public Schools



Supervisor Interview on District Policy

Andrea Roberts

ED7542 The Politics of K-12 Education

Capella University

420 Decatur Ave.

Orange, Texas 77630

Telephone: 409.284.9427

Email: andrpatte1908@

Instructor: Professor Shirlan Mosley-Jenkins

Introduction

For this assignment, an interview with a school district administrator was conducted, analyzed, and discussed. The interviewer asked a series questions and documented the interviewee’s responses. This interview was conducted via a phone conversation on November 15, 2010.

Interview with Dr. Timothy Chargois, Assistant Superintendent for Research, Planning and Evaluation

Question #1: What is your name, what is your role in the Beaumont Independent School District, and what are the demographics of this district?

My name is Dr. Timothy Chargois, and I am currently the Assistant Superintendent for Research, Planning and Evaluation for the Beaumont Independent School District, which is located in Southeast Texas. BISD currently serves approximately 20,000 students of various cultural and economic backgrounds. Our district employs nearly 2,500 faculty and support staff that help us to facilitate 3 high schools, 7 middle schools and 16 elementary schools, 1 head start center, 2 alternative schools and we are in the process of creating a pre-kindergarten center to educate 3 and 4 year old students. We are an ever growing district and are currently building and re-building several educational facilities so that we can effectively and successfully meet the needs of our students.

Question #2: Since you currently oversee research, planning, and evaluation, what is a state policy that has been implemented in BISD, and what were the results?

I guess I would have to say the preparation and implementation of the district’s budget would be a state policy utilized within BISD, since our budget is designed to directly correlate with state mandated guidelines.

Question #3: How does budgeting affect the function for the district?

That’s a really good question. BISD targets its spending on the needs of our students. At this time, approximately eighty-five percent of the budget is expended on staffing, which is the most effective way to make sure our students are getting what they need to be successful. The other fifteen percent is used to fund all other aspects of running the school district. These expenditures are the result of district planning (DEIC), educational programs and curriculum, transportation needs, security, facilities and technology.

BISD funds our schools through the Texas School Foundation, as well as local property taxes and public and private grants. Currently we operate on an annual budget of nearly $200 million. We spend close to $10 million on monthly expenditures and we currently have about $35 million in our fund balance, which is 3 months of operating expenses. We use these funds in case of emergencies such as the recent hurricanes we experienced. Even though we were not in attendance in school due to the mandatory evacuation, we were able to pay every employee their regular salary. In addition to operational funds, BISD is in the process of a major capital improvement project that is funded by our Bond program. Our bond program adds nearly $400 million in additional revenue to build new facilities and upgrade many older campus buildings. Our bonds are at the most profitable rates ever.

Question #4: Do you know of any funding challenges that BISD has encountered or may encounter in the future?

One example of a funding challenge is finding funds to place about 30 staff members that recently worked on a grant funded program called the “Reading First Initiative”. BISD received in excess of $20 million dollars over a 6 year period. Our challenge was to keep all staff employed at the level in which they were being compensated during the grant. Another challenge is being prepared if and when we experience another hurricane. Staff was paid even though we did not attend school for over 20 days, in 2008. So it is those kinds of instances that may cause potential challenges, and have to be included in our budget.

Question #5: What are the comparable budget practices between BISD and other similar districts?

The funding we receive from the state or federal government has what is called an “intent code”, which means that these funds must be spent directly and intently in and on certain areas within the district. This is across the board and I guess that would make us like most districts near us. That is a common practice with most districts that are our size.

However, the one thing that sets the Beaumont Independent School District apart from other districts is our ability to bring in additional funding via private grants and competitive grant opportunity offered by the Department of Education. Another thing that sets us apart from other districts is that our budget is driven by our needs assessment. We believe that a best practice as it relates to budgets is to spend the funds efficiently and effectively. If we do that, we are not saving, but we are putting the funds where the need is. That has proved to be beneficial to our students, teachers and community.

Another difference between BISD and other neighboring districts may be our ability to network and partner with local businesses and industry. We have wonderful partnerships with several business partners and outside agencies such as Exxon Mobil, Christus Hospital network and the Michael and Susan Dell Foundation. These business partners are very influential in helping to meet the needs of the students in our schools.

Question #5: How is budget accountability & evaluation assessed within BISD?

The way we account for our expenditures is through student achievement. It is really the best indicator that funds were spent efficiently. But, we realize that we must also be accountable to our funding sources such as the federal government, the state, local tax payers and private grantors. The governor of Texas has implemented what we call a 65% rule. This means that 65% of the budget must be spent in the classroom. This is done by assigning each area to an intent code. This is comparable to the chart of accounts. An intent code is assigns a numerical identification to each line item of the particular code. Other ways that we measure accountability is through our ratings as a district. Currently 19 of our schools are rated by Texas Education Agency as recognized or exemplary, so the performance is there to substantiate the spending.

Another, more sophisticated way of measuring our accountability is through the Financial Integrity Rating System of Texas or FIRST, in which we have the highest rating given. We also have a Comprehensive Annual Financial Report, or CAFR Report, in which we rate superior. We also conduct an annual audit by an outside firm.

We produce a written report to our constituents each year. This report includes our financial and academic ratings for the school year. It also describes the progress of many of the initiatives we are facilitating. This information is distributed via the website, letters to the parents, news publications, the districts’ informational television station, and monthly board meetings to name a few.

I hope the information I have shared with you will assist you in understanding how we use the dollars we are entrusted with. Good luck in your studies.

Conclusion

Findings and results:

The information gathered from this interview taught the value of effective budgeting and how it can affection the functioning of a school district and a school community. As a future administrator, it is important to carefully evaluate whole picture of the district, schools, and school environments, when developing and submitting a proposed budget for district and school operations.

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