Title
Shaping School Culture by Living the Vision and Mission PowerPoint Presentation 12 Slides
Carefully creating a schools vision and mission statements, then seeing that those vision and mission statements are visible and provide a foundation for all school-related decision-making and actions, are key to creating a stable, supportive school culture. The purpose of this assignment is to demonstrate strategies for promoting and communicating the school mission and vision through collaborative implementation.
Acting as a school leader, outline a plan to collaboratively promote a school’s vision and mission, embedding it in all aspects of the school’s presence and operations.
Create a 12-slide digital presentation for your leadership team that explains your plan. Incorporating information gathered from the Clinical Field Experience B observations include the following:
The name of your school and grade levels
Vision and mission statements for your school
At least 10 strategies that embed the mission and vision within the school, across a variety of school participants
Provide 3 strategies for communicating the mission and vision statements to various stakeholder groups (e.g., leadership team, faculty, staff, students, parents, guardians, and community members).
Supporting rationale for each strategy presented and how it will help to purposefully shape the schools culture.
Include a title slide, reference slide, and presenter’s notes.
Support your plan with 5 scholarly articles. APA format.
RUBRIC
(5) Name of School, Grade Levels, Vision and Mission Statements: are clearly presented.
(20) Strategies that Embed Mission and Vision: Presents 10 creative strategies for embedding the mission and vision within the school, across a variety of school participants.
(20) Strategies for Communicating Mission and Vision: Presents 3 insightful strategies for communicating the mission and vision to various stakeholder groups.
(25) Supporting Rationales and How it Helps School Culture: A convincing supporting rationale is presented for each strategy proficiently describing how it will help to purposefully shape the schools culture.
(20) Visual Appeal & Sources The slide digital presentation is visually pleasing for the audience. There is a good variety and use of graphics, colors, and fonts. The arrangement of material is logically organized for presentation. Sources are completely and correctly documented, as appropriate to assignment and style. Format is free of error. Budgetary Changes
When School Districts Override Initiative Failed
1. Reviewing Current Spending and Projected Enrollment
2. Reviewing List of Duties and School Vision
4. Communicating Budget Cuts &
School Mission
3. Analyzing Data and Needs Assessment
This strategic plan begins by reviewing the current spending and proceeds to identify teachers who had more than one paid duty. By reviewing the list of duties of each teacher, it becomes easier to evaluate where budgets could be cut to align school vision. Analyzing the data that supports the needs assessment allows the principal and team to determine how they can keep the integrity of the school mission and vision (Reston, 2015). This decision is then communicated with the affected persons and then to all teachers in an ethical and fair manner which supports the continuous improvement plan (Reston, 2015). PSEL Standard 10a encourages leadership teams to communicate the desired effects that are associated with a budget cut to figure out whether the return on investment is worth the money being spent (Frank & Hovey, 2014).
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Strategic Planning
The Budgetary Development Process
The budget development process will involve school administrators, school boards, school employees and community members at a local/district level. At the state and federal levels, governors, legislatures, and educational agencies are involved with the budgets. These teams will be given the mandate of creating a fiscal management activity calendar which indicates the activities to be done by the fiscal year. Leaders claim that the budget calendar provides a good platform for setting financial goals which are realistic and use forecasting strategies in long-term school financial planning (YouTube, 2020). These teams will gather data which will be used to forecast and monitor the future spending.
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Assembling the Budget Team
Creating the Budget Calendar
Setting the Financial Goals
Building the Budget
Monitoring the Budget
Major Budget Components
Besides the salary of the computer tech, the other major budget components consist of instruction, student services, and media costs, which encompass the organizational expenses of the computer teaching position. The total instruction entails classroom supplies and materials (YouTube, How School Budgets are Made). Student services consist of teaching and learning activities. Lastly, the media requires computer software, books, and periodicals as needed in a financial year. Proficiency scores help guide the proposed budgetary allocations at Northridge Elementary. Each classroom has individual Chromebooks which promote the PSEL standard 8f to improve efficiency in meeting district, state, and federal testing standard scores (Reston, 2015). Therefore, having an additional computer teacher is not needed, and eliminating this position with help meet the financial obligations due to decreased student enrollment.
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Total Instruction
Student Services
Organization
Income
Media
Budget Planning Cycle
Needs Assessments
The budgetary plan for this school will be defined using the four-step process which begins by reviewing the teacher to be released. At this initial step, the assessments are made on the budgetary cuts that can be made. In this case, the budgetary forecast is on meeting the 10% budgetary cut by releasing a teacher. Once the budgetary forecasts and reviews are approved, the implementation stage begins. This stage involves cutting costs on supplies and fees charged for computer services in order to decentralize spending. Lastly, an evaluation plan will be established to evaluate the allocation and management of resources (Needs Assessment Guidebook: Supporting the Development of District and School Needs Assessments).
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Budget Review
Budget forecast
Initiate
Budget
Monitor
Budget
Northridge Elementary Annual Budget
Expense Account
Current Proposed % Variance
Teaching Staff $1,567,439.00 $1,617,575.00
Support Staff $603,561.00 $633,739.00
Technicians $254,985.00 $259,786.00
Admin Staff
Expense Account Current Proposed % Variance
Teaching Staff $1,567,439.00 $1,586,248.00 1.2% Increase
Support Staff $603,561.00 $609,596.00 1.0% Increase
Admin Staff $499,673.00 $497,811.00
Computer Tech $90,174.00 $0.00 Teacher cut
Regular Aide Ed $60,576.00 $30,288.00 50.0% Decrease
Special Education $159,886.00 $160,986.00
Student Services $26,559.00 $23,904.00
Transportation $144,665.00 $130,199.00 10.0% Decrease
Food Services $70,458.00 $67098.00
Other Resources $169,063.00 $84,531.00 50.0% Decrease
Classroom Supplies $78,236.00 $70,413.00 10.0% Decrease
Energy $75,749.00 $76,090.00
Trust Land Funds $78,063.00 $70257.00 10.0% Decrease
TOTAL EXPENSES $3,824,102.00 $3,407,421.00 11.0% Decrease in Site Budget
Cutting the budget will affect the computer service allocations because the homeroom teachers will need to aid by individually teaching computer skills (Stakeholders Report 2019-20200). Base-resourcing decisions will be used to ascertain the total value of the move. The approach strategizes classroom activities that prove to be cost-effective since it minimizes the costs associated with computer services delivery (ISTE Standards for Education Leaders).
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Justification for the one teacher to release
The Computer teacher will be selected for the release
The cut will eliminate 1/2 out of each teacher’s prep time
Homeroom teachers will compensate the gap left
By releasing the computer teacher, there will be a increased burden to homeroom teachers that comes with the compensating loss of hour of prep time. The salary and benefits that come with this position can be replaced by homeroom teachers who will be required to teach the computer lessons. Cumulatively, this release will take away half of the teachers prep time. Building a balanced school budget while staying focused on the school vision, requires using vision-lens and is a vital part of the principals duty (Sorensen & Goldsmith, 2018).
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Plan Promotes Continual and Sustainable School Improvement
Plan meets the multi-year strategic plan
Plan maintains the student-teacher ratio
Aims at facility improvement
The decisions to allocate the funds are defined by the mission, values and visions of the school. The school aims at meeting the needs of the students while at the same time meeting the resource allocation plan. This plan lowers the ratio of the teacher prep time, but stays in line with the plan of keeping the same class size ratio. By decreasing prep time, the teacher-student ratios stay the same, and the school will keep the integrity of the school mission and vision (Great Schools, 2014).
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Promotes the Values of Democracy, Equity, and Diversity
Decentralizes the spending culture
Promotes accountability
Reallocates resource for school improvement
This budgetary plan supports the values of democracy, equity and diversity by connecting budgetary spending and outcome. Meta-analysis done by Romano (2016) indicate that budgetary spending should be able to promote accountability by decentralizing spending. The budgetary cut can be used to reallocate the resources for purposes of improving teaching and learning activities.
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How The Plan Efficiently Uses Human, Fiscal, And Technological Resources To Manage School Operations
Links budget planning to educational objectives
Directs school funding to where it matters
Making the best use of limited resources
Investing in teacher quality
The budgetary plan efficiently uses the human, fiscal and technological resources to manage the school improvement plan. By maintaining the teacher-student ratio but cutting one teacher, Maier, Daniel, Oakes, & Lam (2017) believe that equipment, materials, resources and personnel will be reduced. The use of limited resources will help the school to focus the saved money on teacher quality.
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How the Plan Proposes the Mobilization of Diverse Community Resources to Support Areas Cut In the New Budget
Resource mobilization and allocation
Shift from access to quality and retention
New areas of capacity development
This plan mobilizes and allocates resources in a way that supports the allocation and management of resources in the community setting. Maier, Daniel, Oakes, & Lam (2017) believe that this forum creates a resource planning platform that effectively manages budgetary cuts. Eventually, the plan supports the new areas of capacity development in areas that contribute to the mission and vision of the organization.
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How the plan advocates for student needs
Plan aims at improving student outcome
Sets plans for achieving the student goals
Aligns student learning with the staffing changes
By introducing budgetary cuts in computer services, this plan aims at targeting student-based budgeting. This initiative aims at empowering the school to meet the interests and needs of the student. By aligning the student learning with the staff needs, the plan distributes the funds in a way that drives the student achievement.
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How the Plan Responds To Current Political Initiatives
Impeding reforms boost student achievement
Leveling-up to overcome inequalities
Redistributing the education expenditure
This plan corresponds to the political initiative because it aims at boosting student achievement by leveling-up and redistributing the budgetary allocations. Through this political initiative, the school will be able to establish a free system of public schools with quality standards. Romano (2016) claims believes that in school fianc politics, there has been a shift towards equalizing the educational opportunities.
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Emerging trends
This plan is driven by data
Resource allocation is driven by student outcomes
Takes a long-term perspective
In the emerging trends, budgeting and management calls for data driven budgeting. In this case, the budgetary allocation calls for a 10% cut. This score influences the allocation and management of the assets. By reducing the number of employees, the school has been able to maintain and replace the facilities. This plan is designed to provide long-term perspective to support the financial decision.
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Monitoring and Evaluation
Listing the financial goal
Aligning the budget with the financial goals
Monthly assessments
The monitoring and evaluation will begin by listing the current financial goals based on the budgetary allocations. Subsequently, the budget should be aligned to the specific sectors that need improvement. Through constant adjustment of the budget the goal of improving student outcome while factoring in resource allocation will be achieved. Lastly, the monthly reviews will help in forecasting the budgetary allocations.
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Conclusion
Categorically, the decisions to allocate the funds are defined by the mission, values and visions of the school which aims at meeting the needs of the students while at the same time meeting the resource allocation plan. This budgetary cut can be used to reallocate the resources for purposes of improving teaching and learning. Ideally, the plan distributes the funds in a way that drives the student achievement.
Reference
ELCC. (n.d.). Retrieved from http://npbea.org/nelp/
Frank, S., & Hovey, D. (2014). Return on Investment in Education: A System Strategy Approach. Distributed by ERIC Clearinghouse.
How School Budgets are made. YouTube. (n.d.) Retrieved from https://www.youtube.com/watch?v=_8jcJeeG5Hs
ISTE Standards for Education Leaders. URL: http://www.iste.org/standards/for=administrators
Maier, A., Daniel, J., Oakes, J., & Lam, L. (2017). Community schools as an effective school improvement strategy: A review of the evidence.Palo Alto, CA, Learning Policy Institute.
Lepori, B., Usher, J., & Montauti, M. (2013). Budgetary allocation and organizational characteristics of higher education institutions: a review of existing studies and a framework for future research.Higher Education,65(1), 59-78.
Needs Assessment Guidebook: Supporting the Development of District and School Needs Assessments. (n.d.). Retrieved from https://statesupportnetwork.ed.gov/system/files/
Reston, V.A. (2015). National Policy Board for Educational Administration. Professional Standards for Educational Leaders.
School Budget vs Strategic Financial Planning. YouTube. Retrieved from https://www.youtube.com/watch?v=hy2b3S4OVUI
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