ORGANIZATIONAL MANAGEMENT
1. Demonstrate an understanding of organizational systems;
2. Define and use processes for gathering, analyzing, managing and using data to plan and make decisions for program evaluation;
The St. James Board of Education and committee of staff members embarked on gathering data and information for a Strategic Plan during the 2013-2014 academic year. This Plan was updated in the fall of 2014 and then was not addressed again until the middle of the 2015-2016 academic year. I updated the data and information for this purpose and presented the revisions to the Board of Education and community at a Board work session.
St. James Strategic Plan, revised fall of 2015 - Strategic Plan
St. James Public Schools was one of twenty Minnesota districts to work with the National School Climate Center (Colombia University, New York) to assess the School Culture and Climate with the assistance of the Minnesota Department of Education. The process involved: staff training, a Comprehensive School Climate Inventory (CSCI) survey of all 3rd through 12th grade students in the Fall of 2015, and a comprehensive survey of all ECSE-12 staff. Follow-up training in assessing the gathered data and planning for productive use of the data followed in November. St. James was the only district in Minnesota that implemented the final step of the process: surveying community members. I have facilitated multiple presentations explaining the study, process and data throughout our community. The final step, bringing together a coalition of school and community, was started in early June 2016.
Community presentation of the CSCI process, data and findings - CSCI Presentation
3. Plan and schedule personal and organizational work, establish procedures to regulate activities and projects, and delegate and empower others at appropriate levels;
4. Demonstrate the ability to analyze need and allocate personnel and material resources;
Each year, district administration determines additions and reductions. As I have served as a school administrator for five years, this process has become both more comfortable and purposeful. Understanding both the financial and curricular ramifications of this process is imperative to planning for the following year's focus and programming.
Additions and Reduction 2016-2017 - 2016-2017
5. Develop and manage budgets and maintain accurate fiscal records;
6. Demonstrate an understanding of facilities development, planning and management;
As an administrator, I have attended over two dozen community Feasibility Study Team meetings as the Board of Education put forth a failed referendum in February 2015 and then a successful vote in November 2015. These meetings were lengthy and often included uncomfortable conversations and disagreements; however, the community needed to feel heard and the Board and administration needed to remain open to all possibilities. In the end, it was administration who had the biggest decision-making voice in the process. That comes with the job, and a Superintendent needs to keep the education and access of all learners at the heart of decisions.
Example of Feasibility Study Committee Notes - Feasibility Notes
7. Understand and use technology as a management tool;
8. Demonstrate knowledge of factors that affect school finance, including sources of revenue, expenditure classifications, Generally Acceptable Accounting Principles, and local, state, and federal finance calculations.
Throughout the Feasibility Design process, campaigns for the February and November referendum and levy votes, Board of Education planning meetins, Project Oversight Committee meetings and numerous meetins with the architects and general contractors, I have learned much about financing a large construction project. The legal aspects of having all information verified and accurate, notices posted, bonds accurate assessed, bonds sold at best rates, building project bids reviewed and adjusted, final decisions and keeping within budget have had a lasting impact on my underestanding of school finance. Taxpayers and government officials trust that the Superintendent has her eye on the budget at all times. Accurate measures of accounting and practices are non-negotiable for a Superintendent.
Bid approval for building and renovation - Bid approval
1. Demonstrate an understanding of organizational systems;
2. Define and use processes for gathering, analyzing, managing and using data to plan and make decisions for program evaluation;
The St. James Board of Education and committee of staff members embarked on gathering data and information for a Strategic Plan during the 2013-2014 academic year. This Plan was updated in the fall of 2014 and then was not addressed again until the middle of the 2015-2016 academic year. I updated the data and information for this purpose and presented the revisions to the Board of Education and community at a Board work session.
St. James Strategic Plan, revised fall of 2015 - Strategic Plan
St. James Public Schools was one of twenty Minnesota districts to work with the National School Climate Center (Colombia University, New York) to assess the School Culture and Climate with the assistance of the Minnesota Department of Education. The process involved: staff training, a Comprehensive School Climate Inventory (CSCI) survey of all 3rd through 12th grade students in the Fall of 2015, and a comprehensive survey of all ECSE-12 staff. Follow-up training in assessing the gathered data and planning for productive use of the data followed in November. St. James was the only district in Minnesota that implemented the final step of the process: surveying community members. I have facilitated multiple presentations explaining the study, process and data throughout our community. The final step, bringing together a coalition of school and community, was started in early June 2016.
Community presentation of the CSCI process, data and findings - CSCI Presentation
3. Plan and schedule personal and organizational work, establish procedures to regulate activities and projects, and delegate and empower others at appropriate levels;
4. Demonstrate the ability to analyze need and allocate personnel and material resources;
Each year, district administration determines additions and reductions. As I have served as a school administrator for five years, this process has become both more comfortable and purposeful. Understanding both the financial and curricular ramifications of this process is imperative to planning for the following year's focus and programming.
Additions and Reduction 2016-2017 - 2016-2017
5. Develop and manage budgets and maintain accurate fiscal records;
6. Demonstrate an understanding of facilities development, planning and management;
As an administrator, I have attended over two dozen community Feasibility Study Team meetings as the Board of Education put forth a failed referendum in February 2015 and then a successful vote in November 2015. These meetings were lengthy and often included uncomfortable conversations and disagreements; however, the community needed to feel heard and the Board and administration needed to remain open to all possibilities. In the end, it was administration who had the biggest decision-making voice in the process. That comes with the job, and a Superintendent needs to keep the education and access of all learners at the heart of decisions.
Example of Feasibility Study Committee Notes - Feasibility Notes
7. Understand and use technology as a management tool;
8. Demonstrate knowledge of factors that affect school finance, including sources of revenue, expenditure classifications, Generally Acceptable Accounting Principles, and local, state, and federal finance calculations.
Throughout the Feasibility Design process, campaigns for the February and November referendum and levy votes, Board of Education planning meetins, Project Oversight Committee meetings and numerous meetins with the architects and general contractors, I have learned much about financing a large construction project. The legal aspects of having all information verified and accurate, notices posted, bonds accurate assessed, bonds sold at best rates, building project bids reviewed and adjusted, final decisions and keeping within budget have had a lasting impact on my underestanding of school finance. Taxpayers and government officials trust that the Superintendent has her eye on the budget at all times. Accurate measures of accounting and practices are non-negotiable for a Superintendent.
Bid approval for building and renovation - Bid approval
