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Superintendents Case Study Essay

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Chapter 3: Case Study Discussion #5. If you were the superintendent, what factors would you consider before responding to Mr. Inglis? As superintendent, there are several factors I would consider before responding to Mr. Inglis. First, I would want to thoroughly examine all of the elements related to this matter. I would consult with my team to see if any of them were familiar with the climate audit process. Secondly, I would collaborate with outside agencies to see if they could assist in conducting the audit. In reference to the opinion survey, I would direct my team to gather more research on how we could speed up the return rate, and lower the cost. As the educational leader of the school district, I would express how important the two …show more content…

The authors note that in small districts, superintendents do not have a separate support staff operating the business division of the organization. To put it bluntly, they do not have the luxury to hire individuals who are skilled in school finance. Therefore, superintendents in small districts must acquire the knowledge to assume the role of the business manager. Superintendents in small districts must have a direct role in ensuring completion of activities associated with the annual budget as well as overseeing the distribution of resources in support of district priorities. These superintendents receive little to no help in developing contingency plans to address anticipated and unanticipated budgetary necessities. On the other hand, superintendents in larger districts have the necessary support staff to manage the business department. Superintendents in larger districts have a team of individuals who assist in providing regular financial and budgetary reports to the school board. Nevertheless, it is critical for all superintendents to understand the complexities of state and federal funding formulas and to stay abreast of the changes associated with fiscal

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Case Study 6 2. By appointing the ad hoc committee, has the superintendent undermined the authority of the assistant superintendent for business? When Dr. Davis wrote a formal recommendation to the former superintendent requesting centralized control of the principal’s activity funds, it was dismissed because there were many unanswered questions. Being a former principal in the district, Dr. Davis was fully aware of the mismanagement of these funds and continued to pursue the issue with the school board, despite the decision of the superintendent.

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Politics also play a part in this dynamic on a large and small scale, from the board members who must campaign for their position to individuals engaging in self-promotion in hopes of improving their position. Legitimate formal power and direction comes from the top of the pyramid on down through the ranks. Perched at the top of the power pyramid are five elected county school board members and the county superintendent of schools. Below them are five assistant superintendents and at the next level down are a combination coordinators and program managers. Lastly, all other staff make up the base of this formation, having the least amount of influence and dependent on mid-level managers for resources, information and approval of decisions.

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Administrative certificate aside, it is incredible the amount of tasks and duties administrator’s must handle while also being under a high amount of scrutiny. Administrators are ambassadors for their schools, with their actions, words, and appearance being constantly examined. Especially if the administrator lives in the district that they work in as does Mr. McCormick. Another eye-opening fact of this experience was just how much of an administrators job is kept separate from the day-to-day running of a school. Mr. McCormick talks about how most of the things he does are outside of school hours in anticipation of school events.

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School board business is public business and all official board action should be taken in open session. Personnel matters, matters affecting a student, discussions of confidential financial data, discussions of negotiations, and matter relating to the security of the board or the school are reasons for the school board to go into an executive session. The consultation with an attorney for the board, which would be deemed, privileged in the attorney-client relationship is another reason to go into an executive

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As leaders, it will be incumbent upon us to ensure these disagreements are handled fairly and equitably and to the benefit of all parties involved. We must weigh the evidence carefully, consider all options, and make the decision that is in the best interest of the school community. Sometimes, our choices may not be popular, but if they are made with integrity and purpose, we can get buy-in from all stakeholders. Staff members need to know that their concerns will be acknowledged, validated, and addressed.

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