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ROLE OF SCHOOL BUSINESS OFFICIAL

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Title: ROLE OF SCHOOL BUSINESS OFFICIAL


1
ROLE OF SCHOOL BUSINESS OFFICIAL
  • Karen Lusk-Smith
  • Mountain Brook Schools
  • Mountain Brook, Alabama
  • April, 2008

2
DUTIES AND RESPONSIBILITIES
  • Maintain an accounting system in accordance with
    GAAP and GAAS.
  • Maintain a school payroll accounting system in
    accordance with applicable laws and regulations
  • Prepare financial reports annually and at other
    times as requested by the local school
    superintendent, the board of education, and other
    agencies.
  • Prepare reports as required by other agencies.
  • Maintain an adequate system of internal controls
    including property and inventory.
  • Maintain a sound system of cash management
  • Maintain a sound accounting system in the
    individual local schools.
  • Maintain a system of contracting and purchasing
    procedures.
  • as appropriate.

3
DUTIES AND RESPONSIBILITIES
  • Maintain the financial operations of the child
    nutrition program and other special programs in
    accordance with state and federal requirements.
  • Coordinate the preparation of the annual budget
    and any amendments as appropriate.
  • Carry out all assigned responsibilities in
    accordance federal, state, and local laws and
    with applicable rules and regulations.

4
ADMINISTRATOR FOR BUSINESS
  • Budgeting
  • Accounting and Finance
  • Maintenance and Operations
  • Purchasing
  • Transportation
  • Capital Facilities
  • Strategic Plan
  • Multi-Year Forecasting
  • Risk Management
  • CNP and Federal Programs

5
BUDGETING PROCESS
  • Site Based
  • Justification Sheets For Specific Needs
  • Proposed Budget Is Easy-To-Read, Understandable,
    and Concise Format
  • Procedures and Implementation Process for How to
    Handle Reductions, When Necessary

6
ACCOUNTING AND FINANCE
  • Cash Management
  • Investment Practices
  • Recording, collecting, adjusting, and reporting
    receivables
  • Employees compensation and benefits
  • Analyze, evaluate, monitor and report debt
    financing alternative
  • Monitors and reports grant activities

7
ACCOUNTING AND FINANCE
  • Internal auditing function to provide assurance
    that internal control processes are adequately
    designed and functioning effectively.
  • External audit and uses the audit to improve its
    operations
  • Controls for effective management of capital
    assets
  • - Asset acquisition
  • - Recording cost of facilities to board,
    public, or grantors

8
ACCOUNTING AND FINANCE
  • Established controls to ensure financial
    resources are properly managed
  • Records and reports financial transactions in
    accordance with prescribed standards
  • Financial reports are prepared and distributed
    timely

9
MAINTENANCE AND OPERATIONS
  • Guidelines and procedures are in place for daily
    operations
  • Bid process is in place
  • Analyze data YTD budget analysis
  • Scheduled ongoing maintenance and replacement
    needs
  • Certifications are kept active
  • Follow FLSA for over-time

10
PURCHASING
  • THE DISTRICT HAS ESTABLISHED A DEFINED PURCHASING
    FUNCTION WITH CONTROLS OVER REQUSITIONING,
    AUTHORIZING, AND THE RECEIVING FUNCTIONS
  • Segregation of duties
  • Established controls for authorizing requisitions
  • Established authorization controls to ensure that
    goods and services are fair, competitive, and
    reasonably consistent with acceptable quality
    performance
  • Established controls to ensure that goods are
    received and meet quality standards

11
PURCHASING
  • Established controls for processing invoices to
    ensure quantities, prices, and terms coincide
    with purchase orders and receiving reports
  • Established controls to ensure disbursements are
    properly authorized, documented, and recorded
  • Established controls to ensure payables/encumbranc
    es (obligations) are properly authorized,
    documented, and recorded

12
TRANSPORTATION
  • Written guidelines are in place for policies and
    procedures
  • 10-year fleet program for funding
  • Regular inspections of fleet
  • Certification class for employees
  • Dual jobs-FLSA
  • Field trips

13
CAPITAL FACILITIES
  • The district uses state and local educational
    facilities construction funds to meet its five
    year facilities work plan in a lawful and cost
    effective manner.
  • Funds are used appropriately, lawfully, and in
    accordance with its adopted five year plan
  • Incorporate factors to minimize the maintenance
    and operations requirements of the new facility

14
CAPITAL FACILITIES
  • Plan is based on an evaluation of the physical
    condition and ability of facilities to meet
    educational needs.
  • Planning and prioritizing construction needs
  • Construction program complies with current law
    and building codes
  • Board ensures responsiveness to the community
    through open communication about the construction
    program and the five year facilities work plan.

15
CAPITAL FACILITIES
  • Facilities planning committee that includes broad
    base of school district personnel, parents,
    construction professionals, an other community
    stakeholders.
  • Established authority and assigned
    responsibilities for facilities planning
  • Provides budgetary plans and priorities based on
    a master plan and input from the facilities
    planning committee.
  • Plan is based on demographic study and enrollment
    projections.

16
STRATEGIC PLAN
  • ACTION PLAN OBJECTIVE
  • Goals should be result oriented goals
  • Describe the end
  • Describe an output
  • Aims productivity improvements
  • Involves projected outcomes
  • Identifies improvement target
  • Secure financial resources necessary to achieve
    our goals and use the best management practices
    to ensure fiscal responsibility

17
STRATEGIC PLAN
  • Once you have result oriented goals, explore how
    to make them SMART goals.
  • SPECIFIC AND STRATEGIC
  • MEASURABLE
  • ATTAINABLE
  • RESULT-ORIENTED
  • TIMEBOUND

18
MULTI-YEAR FORECASTING
  • Anticipate financial impact of potential problems
  • Allow for time to plan and respond and not just
    react to a budget crisis
  • Show citizens, legislatures, and others that you
    are not just focused on today
  • Helps Boards stay focused on the big picture from
    a financial perspective

19
MULTI-YEAR FORECASTING
  • Make clear what your assumptions are- many people
    are not educated about budgets
  • Get people involved in the process
  • Use funds, categories and programs just like your
    budgets so people are not having to relearn
  • Make sure it accomplishes the reason/goal

20
RISK MANAGEMENT
  • The District has established procedures that
    identify various risks, and provide for a
    comprehensive approach to reducing the impact of
    losses.
  • Process to set objectives for risk management
    activities, identify and evaluate risks, and
    design a comprehensive program to protect the
    District at a reasonable cost.
  • Policies and procedures relating to purchasing
    and reviewing insurance coverage.
  • Monitors and evaluates its self-insurance program
    to ensure its feasibility.

21
CHILD NUTRITION PROGRAM
  • Food Services Program has a clear direction of
    and control over resources and services
  • Identify barriers to student participation in the
    school meals program and implement strategies to
    eliminate barriers.
  • Cost-efficiency benchmarks based on comparable
    industry standards.
  • Implement improvements to increase revenue and
    reduce costs.
  • The programs budget is based on departmental
    goals, revenue, and expenditure projections.

22
CHILD NUTRITION PROGRAM
  • Financial control process includes an ongoing
    review of the programs financial and management
    practices.
  • Account for and report meals served by category.
  • Evaluate purchasing practices to decrease costs
    and increase efficiency.
  • Inventory control system that is appropriate to
    the size of the school CNP

23
CHILD NUTRITION PROGRAM
  • System for receiving and storing food, supplies
    and equipment.
  • Long-range plan for the replacement of equipment
    and facilities that includes preventive
    maintenance practices.
  • Safety and environmental health practices and
    guidelines.

24
FEDERAL PROGRAMS
  • Understand the Federal laws and guidelines.
  • Coordinate with the instructional programs
  • Communicate with your coordinators

25
DIFFERENT ROLES OF THE CFO
  • Manage the business operations for the school
    district
  • Supervise and direct departments and programs
  • Coordinate with instructional programs
  • Advisor to superintendent and board
  • Represent the school district

26
  • The key to a leaders impact is sincerity.
    Before he can inspire with emotion, he must be
    swayed by it himself. Before he can move their
    tears, his own must flow. To convince them, he
    must himself believe.
  • Winston Churchill

27
REFERENCES
  • OPPAGA and the Auditor General, Best Practices
    and Indicators
  • Conzemius, Anne and ONeil, Jan (2001) Building
    Shared Responsibility for Student Learning.
  • Finney,Larry(2005)Are You A Highly Effective
    School Business Official? Mobile, Alabama
    Southeastern Association of School Business
    Officials.
  • Smith,David(2002)The Role of School Business
    Official. Tuscaloosa, Alabama Alabama
    Association of School Business Officials.
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