that “this is the way we’ve always done it.” Be prepared to lead toward change.
Every action is a learning opportunity. You already know what you know; gather new information by listen- ing and observing. When stakeholders ask questions or challenge your decisions, don’t take offense; acknowl- edge that their questions reflect their thoughts, values, and concerns.
Create Trust Through Transparency
When communicating with stakeholders, be as trans- parent, open, and honest as possible. Communicate in layperson’s terms so that they understand the actual message. If a stakeholder challenges or questions you, embrace it. Consider it a teaching and learning opportunity.
If you want to be an effective change agent, don’t accept the explanation that “this is the way we’ve always done it.”
Share your reasoning and invite feedback. Feedback provides perspective from shareholders that guides a leader in making needed adjustments. In our roles, we must be brave enough to listen to criticism, whether positive or negative. Apply what you learn toward the betterment of the district.
Paint an accurate picture of the finances and opera-
tions. Build and maintain community trust by providing the most up-to-date information possible. Be realistic rather than overly optimistic or pessimistic.
Ron O’Connor is assistant superintendent of business services for Community Consolidated School District 59 in Elk Grove, Illinois. Email:
Oconnor.ron@
ccsd59.org
Do not be afraid to say, “I’ll get back to you” if you cannot answer a question. A school district has many moving pieces, so it is understandable if you don’t always have the answer. Providing inaccurate informa- tion can quickly erode trust; do your research and report back with the facts.
Host Regular Meetings
Regular finance committee meetings are essential for two-way communication. Begin your presentation with a cash flow update and a treasurer’s report. Anticipate questions, which should become items on the meeting agenda. Most successful meetings set the table for the next board meeting; leave the board and community members with ideas for discussion and action.
Forge Relationships with Other Municipalities and Community Organizations
Establishing relationships and collaborating with local organizations and neighboring districts can multiply resources and leverage the brainpower of more people. Success as a school business manager is predicated on working with the community. Families trust the district to keep their children safe while providing the best edu- cation possible. The community, as a whole, wants to be a part of the educational institution; demonstrate how the district is fulfilling its mission thanks to community involvement.
The formula for school business success lies within the community. Although the business office often works behind the scenes, we are in the people business. Our stakeholders are our community, and it’s important to forge a strong, positive relationship built on trust and transparency.
Partners in Education: A Dual Capacity-Building Framework fork Family-School Partnerships presents a framework for designing
FOSTERING SCHOOL-FAMILY PARTNERSHIPS l
l
family engagement initiatives to support student success. Visit www2.
ed.gov/documents/family-community/partners-education.pdf
asbointl.org
SCHOOL BUSINESS AFFAIRS | JULY/AUGUST 2021 13
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48
