The First 100 Days (16 Weeks)—Superintendent Entry Plan



Week 1Information Needed:Are Contracts Signed and positions filled?Do we have any current capital projects underway or major technology initiatives underway? What is their status?Do we have enough cash reserves to meet our short-term financial obligations?Meet with the business manager to review and develop an understanding ofFinancial responsibilitiesInternal controlsLine-item budgetUnspent authorityEtc . . .Review current board/district goals.Begin to review overall financial health and practices of the district.Sources of Information:Business manager & board/superintendent’s secretaryIf possible, the outgoing superintendentPrevious board reports, CSIPBoard presidentPrevious audit reportsWeek 2Information Needed:Make sure the district is ready for registrationStudent fee’s set and permissible by state lawLunch, textbooks, activity, driver education, etc . .Review and establish board meeting responsibilities with the business manager & building administrators.Begin meeting with Support Services (head of food service, technology, transportation, and maintenance)Status of their departmentsMajor projectsMajor needsImmediate goals/needsBegin meeting with board members Perspective on the districtView of school/community relationsInfluential/political/financial community membersSources of Information:Business managerDistrict secretariesPrevious board reportsSchool website and audit reportsWeeks 3 & 4Information Needed:Review bid process and make sure all bids are completed for the upcoming yearContinue meeting with support servicesInformally visit with the administrative team and Association strength and relations with board/administrationMedia relationsBegin a more in-depth look at finances of the districtEnrollment trends and current enrollment figuresOpen-enrollment in and outStudent/Teacher RatioFund BalancesNetwork with influential community members informally and possibly develop a formal periodic processSources of Information:Business manager and business office staffCAR DataPast year’s board reports (secretary’s financial reports)Recapitulation reports for previous yearIowa Department of Education WebsiteWeeks 5 & 6Information Needed:Continue the in-depth review of district financesFund balancesProjected general fund revenues and expensesLook over previous Authorized Spending Authority WorksheetsSpecial Education students, weighting, and staffing needsReview taxation practicesHistory of taxingPhilosophy/perspective of board and communityCurrent leviesISLExpiration datesHistoryPPELExpiration datesHistoryDevelop an understanding of past status of relationships between superintendent and union, staff, support staff, administrative team, and boardContinue networking with influential community members Sources of Information:Business ManagerDepartment of EducationIowa Department of ManagementIowa School Finance Information ServicesIowa Association of School Boards Administrative teamWeeks 7 & 8Information Needed:Begin redefining or reinforcing superintendent relationships with union, staff, support staffContinue developing strong level of trust and shared vision with business manager and administrative teamContinue meeting with board members and influential community membersWith the business manager conduct a more in-depth review and discussion of internal controls for fundraising, activity accounts, and purchasing processes.Process any potential changes before making them.Sources of Information:Business ManagerAdministrative TeamBoard policies and procedures regarding activity accounts and fundraisingWeeks 9 - 11Information Needed:Closer look at special education numbers, weighting, associates, Medicaid, fund carryover, students served elsewhere, etc . . .Review Management FundEarly retirement policy, property & casualty insurance, workmen’s compensationSources of Information:Business ManagerSpecial Education Director/AEA personnelAid & Levy WorksheetISFISIASBWeeks 12 – 16Information Needed:Review any purchasing cycles Technology, transportation, office machinesReview PPEL & Technology 5-year plans. If they don’t exist, make them.Make sure all enrollment is calculated correctlyStudent counts within buildings,Non-public shared-time studentsOpen-enrolled in and outCPI Dual-EnrolledSpecial educationMake sure your At-Risk application is accurate and completeSources of Information:Technology director, transportation director, office manager, business managerAdministrative teamSpecial education director/AEAAYPOther thoughtsWith the business manager, review available calendars from various sources (IASBO, IASB, DOM, DE) and agree on responsibilities and timelines with the business manager,. This should allow for planning and meeting deadlines for all applications, submissions, etc . . .Seek and create a network of superintendents with whom you can collaborate and mutually support.Make Board goals—financial and otherwise—a part of regular correspondence with administrative team.Review recapitulation data on a monthly basis and meet with the business manager How are we doing?What should we be considering at this time?What is coming up?Any adjustments that need to be made?Always be positive, but realistic!Take advantage of the education opportunities like ISFLIC and ISBMA. Consider attending with business manager (as a team).Advocate with legislators regarding K-12 education funding ................
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