Association of School Business Officials International - … · Association of School Business...

Association of School BusinessOfficials International

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Benefits OOf AASBO IInternationalMembershipAt the very core of the ASBO Internationalexperience is the vast amount ofknowledge that can be gained throughprofessional development opportunities.ASBO recognizes top-performing schoolbusiness officials through a variety ofrecognition programs. Each month, ourfull-color magazine is packed with in-depth articles on vital issues. Our onlinenewsletter serves as the prime vehicle fordelivering up-to-date information abouthappenings in the profession. Our Annual Meeting & Exhibits,regional workshops, and online coursesare of unparalleled value and cover alllevels of school business management.

Professional DDevelopmentMany look to ASBO International forexpertise and a better understanding ofthe business side of schools. Many of ourprograms are changing the way schoolsoperate. Through its 14 ProfessionalCommittees that address everything fromaccounting to transportation andmanagement techniques, ASBOInternational offers all school businessofficials vital, up-to-the-minuteinformation and an opportunity to getinvolved, voice their opinions, and havean impact on the profession.

Membership BBenefitsNews and Information Specifically for School Business OfficialsResources and Tools for School BusinessAnnual Meeting and ExhibitsProfessional Development andRecognitionNetworkingLeading the ProfessionMember Discounts and Savings onClasses, Online Training, Books, andMuch More.

Association of School Business Officials International

Join AASBO IInternational ttoday!(application fform ppage 225)

2006 BBOARD OOF DDIRECTORS

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PresidentMelody E. Douglas, RSBOChief Financial OfficerKenai Peninsula Borough SDSoldotna, AK [email protected] M. Rowan, RSBOCFO/TreasurerTalawanda School DistrictOxford, OH [email protected] PresidentJerome E. Brendel, RSBASuperintendent/TreasurerWoodridge School District No. 68Woodridge, [email protected] Past PresidentJohn W. Frombach, RSBAPittsburgh, [email protected] DirectorAnne W. Miller, Ph.DASBO InternationalReston, [email protected]

Director: 2004 – 2006John D. Musso, RSBAChief Financial OfficerDistrict of Columbia Public SchoolsWashington, [email protected]: 2004 – 2006Neil A. Sullivan, RSBO, CGFMExecutive Director of FinanceSpokane Public SchoolsSpokane, [email protected]: 2005 – 2007Bruce Moltzan, RSBASecretary TreasurerPeace River SD 10Peace River, AB [email protected]

Director: 2005 – 2007Angela D. Peterman, RSBSExecutive DirectorOregon ASBOSalem, [email protected]: 2006 – 2008Erin K. Gauthier-Green, MBA, RSBADirector of Business ServicesGreendale School DistrictGreendale, [email protected]: 2006 – 2008Terry K. Haas, CPAFinance OfficerRutherford County SchoolsForest City, [email protected]

PROFESSIONAL SSTANDARDS DDEVELOPMENT CCOMMITTEES

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Professional SStandardsCommitteePam S. Deering, Ph.D. , ChairAssistant Superintendent

Fiscal ServicesMidwest City-Del City Public SchoolsMidwest City, [email protected] L. Abner, Ed.D.ManagerOklahoma Center for School Business

ManagementCollege of EducationOklahoma State University Stillwater, [email protected] Cavazos, CPAAssistant Superintendent BusinessLackland Independent School DistrictSan Antonio, [email protected]

Clark J. Godshall, Ed.D., RSBADistrict Superintendent Orleans-Niagara BOCESMedina, [email protected] Rita M. Hanna, Ed.D., RSBADirector of Fiscal ServicesWinslow Township Public School

DistrictBlue Anchor, [email protected] A. Jacoby, Ed.D.Superintendent Geneva Community Unit School

District 304Geneva, [email protected] R. Lloyd, CSBOSecretary-TreasurerFoothills School Division 38High River, AB [email protected]

Kenneth R. Stevenson, Ed.D.ProfessorUniversity of South CarolinaCollege of EducationColumbia, [email protected]

Professional DDevelopmentCommittee (Revised this document in 2005)Charlotte J. Miller, ChairBusiness Manager/ClerkHarlowton School District 16Harlowton, MT [email protected] L. Abner, Ed.D., Vice ChairManagerOklahoma Center for School

Business ManagementCollege of EducationOklahoma State University Stillwater, OK [email protected]

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Dolores M. CramerCFO/TreasurerMarysville Exempted Village

School DistrictMarysville, OH [email protected] C. Evans, RSBOExecutive Director of FinanceRio Rancho Public School

District No. 94Rio Rancho, NM [email protected] GreenDirectorMcHenry County Cooperative

for Employment EducationWoodstock, [email protected] J. Klein, RSBOTreasurerOhio SchoolsPerrysburg, OH [email protected]

Brian L. MeeAssistant Superintendent for

Business ServicesPendergast Elementary School

District No. 92Phoenix, AZ [email protected] D. Peterman, RSBSExecutive DirectorOregon ASBOSalem, [email protected] A. Sullivan, RSBOExecutive Director of FinanceSpokane School District No. 81

Spokane Public SchoolsSpokane, [email protected] SummersonBursar Programme DirectorNational College for School LeadershipNottingham, [email protected] Weber, Staff LiasionDirector of Professional DevelopmentASBO InternationalReston, [email protected]

2005 EEthics DDocument Review CCommitteeWalter J. Brasch, CPAPartnerWiss & Company, LLPIselin, NJ [email protected] C. Evans, RSBOExecutive Director of FinanceRio Rancho Public School

District No. 94Rio Rancho, NM [email protected] T. Hartman, Ph.D.ProfessorPennsylvania State UniversityUniversity Park, [email protected] NagelDirector of Administrative ServicesCaroline County Public SchoolsDenton, MD [email protected]

George A. PerryExecutive DirectorNew York State ASBOAlbany, [email protected] M. Raucher, RSBAExecutive DirectorMD/DC ASBORockville, MD [email protected] A. StefkovichProfessor, Head of the Department

of Education Policy StudiesPennsylvania State UniversityUniversity Park, [email protected] E. White, M.S.Executive DirectorMichigan ASBOLansing, MI [email protected]

Ad HHoc CCommittee MMembersFor TThe 22005 RRevisionPam S. Deering, Ph.D.Assistant Superintendent, Fiscal ServicesMidwest City-Del City Public SchoolsMidwest City, OK [email protected] R. Johnson, Ed.D.Assistant Executive DirectorIllinois ASBODeKalb, [email protected]

Editing aand PPublications SStaffSiobhan McMahonDirector, Membership, Marketing,

and CommunicationsASBO InternationalReston, [email protected] GeorgeEditor, School Business AffairsASBO InternationalReston, [email protected]

Alejandra GarzaProject ManagerASBO InternationalReston, [email protected] BellefeuilleDesignerASBO InternationalReston, VA

ASBO International, the ProfessionalStandards Committee, and theProfessional Development Committeewould like to thank those whocontributed to this publication:ASBO International Board of DirectorsASBO International Past PresidentsASBO International CommitteesASBO International MembershipASBO Affiliates

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2006 Board of Directors . . . . . . . . . . . . . . . . . . . . . . . .ii

Professional Standards Development Committees . . .iii

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

I. The Educational Enterprise . . . . . . . . . . . . . . . . . . .4A. Organization and Administration . . . . . . . . . . . . . .4B. Public Policy and Intergovernmental Relations . .5C. Legal Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

II. Financial Resource Management . . . . . . . . . . . . . .6A. Principles of School Finance . . . . . . . . . . . . . . . . .6B. Budgeting and Financial Planning . . . . . . . . . . . .6C. Accounting, Auditing, and Financial Reporting . . .7D. Cash Management, Investments,

and Debt Management . . . . . . . . . . . . . . . . . . . . .7E. Technology for School Finance Operations . . . . .8

III. Human Resource Management . . . . . . . . . . . . . . .9A. Personnel and Benefits Administration . . . . . . . . .9B. Professional Development . . . . . . . . . . . . . . . . . .9C. Labor Relations and Employment Agreements . .10D. Human Relations . . . . . . . . . . . . . . . . . . . . . . . . .10

IV. Facility Management . . . . . . . . . . . . . . . . . . . . . . . .11A. Planning and Construction . . . . . . . . . . . . . . . . . .11B. Maintenance and Operations . . . . . . . . . . . . . . . .11

V. Property Acquisition and Management . . . . . . . . .12A. Purchasing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12B. Supply and Fixed Asset Management . . . . . . . . .12C. Real Estate Management . . . . . . . . . . . . . . . . . . .12

VI. Information Management . . . . . . . . . . . . . . . . . . . .13A. Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . .13B. Instructional Support Program Evaluation . . . . . .13C. Instructional Program Evaluation . . . . . . . . . . . . .14D. Communications . . . . . . . . . . . . . . . . . . . . . . . . . .14 E. Management Information Systems . . . . . . . . . . . .14

VII. Ancillary Services . . . . . . . . . . . . . . . . . . . . . . . . .16A. Risk Management . . . . . . . . . . . . . . . . . . . . . . . . .16B. Transportation . . . . . . . . . . . . . . . . . . . . . . . . . . . .16C. Food Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

ASBO’s Code of Ethics and Professional Conduct . .18Works Consulted . . . . . . . . . . . . . . . . . . . . . . . . . . . .21ASBO Membership Application . . . . . . . . . . . . . . . . .25

TABLE OOF CCONTENTS

PREFACE

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The Association of School BusinessOfficials (ASBO) International expressesits thanks to the Professional StandardsCommittee and its chair, Dr. Pam Deering,for continuing to improve this importantdocument. ASBO International also extendsits thanks to the many professionals whoreviewed the work of the committee atvarious stages. Their comments andrecommendations made a positive impacton the final version of this work.The professional standards presented inthis document are intended to

a) assist those currently working inthe profession of school businessmanagement to perform theirduties as expertly as possible,

b) delineate the content of both thepre-service and professionaldevelopment experiences of thoseentering or seeking growth in theprofession,

c) provide a framework forestablishing accreditationstandards for higher educationinstitutions involved in trainingschool business officials,

d) present a model from which tobuild certification standards forthe profession and aid localdecision makers in seeking andsecuring the best person for theschool business official position.

...school ddistricts ccannot mmeet tthechallenges oof aan iincreasingly

demanding aand ddiverse cclientelewithout aan efficient and effective

business aand ffinancial fframework...

INTRODUCTION

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The revised standards (2005) evolvedfrom a combination of existing standards(2001), the knowledge base in the field,and the input of highly trained and well-recognized school business officials. Thestandards represent the best thinking ofthe profession in addition to decades ofstudy and research ASBO Internationalhas conducted regarding the role of schoolbusiness officials and their importance tothe overall educational management teamon national and international levels.While presenting the best thinking at thispoint and time, the standards presented inthis document need to be viewed asdynamic. In our highly complex andquickly evolving society, standards suchas these require regular review andrefinement.Today, school districts cannot meet thechallenges of an increasingly demandingand diverse clientele without an efficientand effective business and financialframework within which to operate. Well-prepared and dedicated school businessofficials, working in tandem with othermembers of the administrative team, can

better assure that such a framework is inplace. The revised standards presented inthis document have been developed toassist training institutions, accreditingagencies, certifying entities, and membersof the school business profession to defineand achieve educational excellencethrough the work of the school businessofficial.ASBO International considers professionalstandards for school business officials akey to gaining and maintaining the trustof policymakers and citizens. TheAssociation has been actively developingand disseminating standards for theposition of school business official fornearly five decades. Throughout thoseyears, ASBO International has operatedunder the principle that public trust isbuilt when written standards are in place,professional development supports thestandards, and the performance ofmembers of the profession are judged inconcrete terms against the standards.Being judged as “professional” is criticalto the school business official. The termengenders an image of expertise, trust,

and dedication. ASBO Internationalbelieves all school business officials todaymust strive for this image. In so doing,these standards address: The EducationalEnterprise, Financial ResourceManagement, Human ResourceManagement, Facility Management,Property Acquisition and Management,Information Management, AncillaryServices, as well as the Code of Ethics.

THE EEDUCATIONAL EENTERPRISE

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The public is giving more attention to therelationship between a school’s soundbusiness practices and the qualityeducation of students. Legislativemandates, such as the “No Child LeftBehind Act” in the United States, from alllevels of government have drawn morescrutiny to the utilization of resources inschools. School business officials havebeen recognized as being central to thesuccessful operation of the educationalenterprise. School business practicespermeate the entire school district. Thelocal education enterprise often maintainsthe largest budget in the community.Therefore, due to the public’s increaseddemand for accountability, transparency,and independence; the challenge to domore with less; and the needed expertiseto manage the financial resources of theschool, the school business official mustendorse certain standards in organizationand administration, public policy andintergovernmental relations, and the legalframework of our public school districts.

A. OOrganization AAndAdministration

The school business official understandsand demonstrates the ability to:

Identify and apply variousorganizational leadership modelsIdentify techniques for motivatingothers, delegating authority, decisionmaking, information processing,planning, and allocating resourcesExamine methods of assigningpersonnel and resources to accomplishspecific goals and objectives and toutilize scheduling techniques for thecoordination of tasks to maximizepersonnel and resource utilizationIdentify problems, secure relevantinformation, and recognize possiblecauses of conflictUtilize questioning techniques, fact-finding, categorizing information, andretention of relevant data

Apply concepts of change, groupdynamics, interpersonal relationships,and effective problem solvingDelegate and assign responsibilities tostaff; collect, analyze, and evaluateinformation to generate contingencyplans; and apply basic concepts oforganizational developmentMaintain a positive workingrelationship with all staff.

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B. PPublic PPolicy AAndIntergovernmental RRelations


Develop and apply the policies androles of all relevant educationauthorities and local and nationalgovernmentsIdentify the role of special interestgroups (public and private) within aschool district and their ability toinfluence those who approve districtpolicyAnalyze the political and legislativeprocess as it relates to local boardelections, municipal governments,state/provincial legislatures, and othergovernmental jurisdictionsUse the skills necessary to interpret andevaluate local school board policies andadministrative procedures to ensureconsistent application in the dailyoperation of the school district.

C. LLegal IIssuesThe school business official understandsand demonstrates the ability to:

Identify the local and nationalconstitutional rights that apply toindividuals within the public andprivate education systemReview and analyze appropriatestatutory and constitutional authorityregarding the administration of publicand private schoolsReview and analyze significantstatutory and case law relative tofinancial resource management, humanresource management, facilitymanagement, property managementacquisition, information managementincluding freedom of information andprotection of privacy, and managementof ancillary servicesApply the highest values and ethicalstandards as they relate to the entireprofession of school businessadministration

Protect all stakeholders’ interests withrespect to responsibility and financialintegrity.

FINANCIAL RRESOURCE MMANAGEMENT

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School business officials must be able todemonstrate, understand, andcomprehend the principles associatedwith school finance, budgeting, financialplanning, accounting, auditing, financialreporting, cash management, investments,debt management, and technology forschool business operations.

A. PPrinciples OOf SSchool FFinanceThe school business official understandsand demonstrates the ability to:

Apply economic and financialmarkets/theories

Recognize and forecast the majorsources of revenue available to theschool district from local and nationalgovernments and other sourcesInterpret the relevant governmentalfunding modelAnalyze the impact of shifts in local andnational funding and the effect on localspending plansApply multiple techniques foridentifying expenditures across costcenters and programsExplore alternative and innovativerevenue sourcesRecognize and analyze significantsocial, demographic, and economicchanges that may impact the financialplan of the district.

B. BBudgeting AAnd FFinancialPlanning


Prepare a budget calendar to meet thetime constraints of budget preparation

Use multiple approaches to determinereliable enrollment and personnelprojectionsForecast anticipated expenditures byprogramIdentify various methods of budgetanalysis and managementApply statistical process controltechniques for budgetary analysisApply the legal requirements forbudget adoptionPrepare revenue projections andestimates of expenditures for schoolsites and district-wide budgetsRecognize and explain internal andexternal influences on the budgetMaximize state/provincial/national aidsfor the districtCommunicate the relationship betweenprograms, revenues, and appropriationsof the school district to the stakeholdersDevelop multi-year budgets that serveas a communications tool for thestakeholders

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Develop a financial model to monitor a school district’s financial healthAnalyze comparable data of otherschool districts.

C. AAccounting, AAuditing, And FFinancial RReporting


Obtain the services of an internal andexternal auditorEstablish and verify compliance withfinance-related legal and contractualprovisionsCommunicate the relationship betweenprograms, revenues, and appropriationsof the school district to the stakeholdersPrepare, analyze, and report financialstatements and supporting discussiondocuments to the board of educationthroughout the fiscal yearPrepare a corrective action plan fromthe information conveyed in the annualaudit report to improve financialtracking and reporting and internal

controls and guide the implementationof the planApply concepts and standards ofaccounting relevant to the district’slocation Adhere to the accounting standards-setting governing body and preparefinancial statements in accordance withthe most current standards as issued bysuch bodyReport the financial status of the districtto the appropriate state/provincialagency in the appropriate regulatoryformat, which may be on a generallyaccepted accounting basis or on acustomized/regulated basis ofreporting.

D. CCash MManagement,Investments, AAnd DDebtManagement


Select professional advisors/contractorssuch as bond counsel, rating agencies,financial advisors, and underwriters

Use lease purchasing and partner withother jurisdictions such as municipalities,counties, and other school districtsDevelop/recommend investmentpolicies for the governing board toinclude investment objectives such asmaximizing investment income andpreserving the investment principalDevelop specifications for the selectionof banking and other financial servicesApply the concept of compensatingbalancesComprehend procedures and legalconstraints for cash collection anddisbursementCalculate the yields and understand the risks of various investment optionslegally available to a school districtApply various methods of cashforecastingApply appropriate types of short-termdebt financing instruments available to school districtsAnalyze monthly internal transfers and loans

Analyze the legal constraints andmethods of issuing long-term generalobligation bonds, including the bondrating process and the role of thebonding attorney and rating servicesAnalyze the implication of arbitragerules that may apply to the issuance of long-term general obligation bonds;provide for arbitrage payable whenappropriatePrepare a cash flow analysis, includinga fund balance report, for the board ofeducationReview accrued receivables andunderstand permitted collectionprocesses.

E. TTechnology FFor SSchoolFinance OOperations


Keep current with technologyapplications and programsAssess the district’s needs related toavailable budget dollars for technology

Ensure that the district technology planis designed to meet the district’s goalsDevelop an operational plan to meet thedistrict’s financial goals and objectivesApply economic and financialmarkets/theoriesRecognize and forecast the majorsources of revenue available to theschool district from local and nationalgovernments and other sourcesInterpret the relevant governmentalfunding modelAnalyze the impact of shifts in local andnational funding and the effect on localspending plansApply multiple techniques foridentifying expenditures across costcenters and programsExplore alternative and innovativerevenue sourcesRecognize and analyze significantsocial, demographic, and economicchanges that may impact the financialplan of the district.

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HUMAN RRESOURCE MMANAGEMENT

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In the education sector, the criticalimportance of human resourcemanagement is the administration andmonitoring of personnel, benefits,professional development, labor relations,employment agreements, and thefostering of human relations.Human resource management, whileinvolving many day-to-day practicalconsiderations, also requires anunderstanding of both theory andpractice, recognizing that theory oftendetermines practice. School businessofficials cannot fulfill their humanresource management role efficiently andeffectively without being aware ofrelevant management concepts andtheories as well as local and national rulesand regulations.

A. PPersonnel AAnd BBenefitsAdministration


Coordinate the development andmanagement of an appropriate

personnel database to provide seamlessintegration with payroll and otherschool district functionsManage and continually evaluate theeffectiveness of the school district’spayroll operationsAdminister employment agreementsincluding interpreting contractlanguage, considering the concepts of“past practice,” “just cause” provisions,and grievance proceduresAssist with the processes related to therecruitment, selection, orientation,assignment, evaluation, and terminationof school district personnelEnsure the selection and hiring of themost qualified individuals for positions,adhering to all local and national rulesand regulationsResearch and explain variouscompensation arrangements includingsalaries and wages, employee healthcare benefit programs, and retirementoptionsCoordinate the procedures for

termination of employment includingthe concept of “due process” and anawareness of the procedures, usuallygoverned by collective bargainingagreements, with respect to reduction inwork force.

B. PProfessional DDevelopmentThe school business official understandsand demonstrates the ability to:

Conduct needs assessments to identifyareas and content for training anddevelopmentBuild a professional developmentsystem, based primarily on adultmotivation research, to improve theperformance of staff members and toassist staff in meeting the educationalobjectives of the school districtEnsure all staff meet training andcontinued education requirements tocomply with local and national rulesand regulationsIdentify appropriate procedures for themanagement and evaluation ofprofessional development programs

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Involve all school district staff indetermining their professional dev-elopment needs that can significantlyenhance the effectiveness of employeetraining and development programs.

C. LLabor RRelations AAndEmployment AAgreements


Analyze jurisdictional andgovernmental laws and regulationswith respect to employment agreementsContinually conduct and analyzebenchmark surveys to assess the cost ofcurrent salary and employee benefitpackages and proposalsAnalyze current employment contractsand/or collective bargaining agreementsand develop comparative reports withlocal and national agreementsIdentify and monitor compliance withthe grievance procedures as set out inemployment agreements and local andnational law

Review local and national laws andregulations with respect to impasseprocedures such as mediation,voluntary arbitration, and bindingarbitration.

D. HHuman RRelationsThe school business official understandsand demonstrates the ability to:

Diagnose, maintain, and whennecessary, improve organizationalhealth/morale, including increasingfocus on employee wellness programsDevelop policies and procedures for themanagement of school districtpersonnelDevelop employee assistance programsand evaluate their impact on the schooldistrict’s staff moraleFrequently monitor performancethrough constructive evaluations,including a comparison of standardsand goal-setting to ensureaccountabilityIdentify and implement procedures for

conflict resolution and team building toenhance morale and productivityHelp create a high performance worksystem by fostering opencommunication and feedbackthroughout all levels of the districtRecognize and promote compliancewith standards of ethical behavior andstandards for professional conductapplicable to all school district staffStay current with management theoryand leadership styles includingconcepts of behavioral science,organizational structure theory,developing and maintainingorganizational culture, and managingorganizational change.

FACILITY MMANAGEMENT

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Research on learning has validated the effectof environmental stimuli on the learner.Factors such as sound, light, temperature, andthe design of space affect the ability ofindividuals to learn and work. Hence,effective and efficient facility managementcontributes to the educational process byproviding the environment in whichinstructional programs are delivered.Expertise in areas such as physical plantplanning, accountability for capital resources,and administration of the substantial publicinvestment in schools are basic performancecompetencies for school business officials.

A. PPlanning AAnd CConstructionThe school business official understandsand demonstrates the ability to:

Develop a long-range facility plan thatincludes demographic data and serve asan integral member of the planning teamDevelop a working knowledge of fundingsources and issues related to schoolconstruction, including bond ratings, therating process, and bond election processesDevelop appropriate procedures forselecting architects, engineers,

construction managers, and otherprofessionalsApply the steps and procedures involvedin developing and using educationspecifications for selecting school sitesReview the legal and administrativeresponsibilities for advertising,awarding, and managing constructioncontractsRecognize the impact of energy andenvironmental factors on the learningprocessMeet the requirements of local andnational agencies regarding constructionand renovation of school facilitiesCommunicate financial implications ofunanticipated issues during the con-struction process to appropriate personnelin order to guarantee project solvencyInvolve appropriate existingdistrict/agency personnel who haveexperience with local energy demands,materials choices, and contractorregulations to share their concernsduring construction job progressmeetings.

B. MMaintenance And OOperations


Administer procedures required to keepschools clean, safe, and secure througheffective custodial services andpreventive maintenanceManage energy consumption andenvironmental aspectsDetermine resource allocation formaintenance and operationsDevelop a crisis management planMaintain a positive working relationshipwith staff, contractors, and suppliersBe knowledgeable of sources ofalternative revenue (other than debt ortax levies) such as grant revenue tomeet facility needsBe able to effectively form partnershipswith the private sector to enhanceresources available to the district inregard to facilities and equipmentUtilize technology to improve facilitiesthrough data management.

PROPERTY AACQUISITION AAND MMANAGEMENT

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Effective acquisition of property, materials,equipment, and services requires a syste-matic purchasing system, operated byestablished procedures, and managed bycompetent professionals. Acquiring theproducts and services needed for the edu-cational enterprise is an integral part of theinstructional program. Accountability ineducation begins with the procurement ofschool property and materials. Effective,efficient, and proper procurement of pro-perty, materials, equipment, and servicessupports accountability in education. Schoolbusiness officials coordinate the economic, theefficiency and cost-effectiveness of propertyacquisition and management according toappropriate laws and ethical practices.

A. PPurchasingThe school business official understands anddemonstrates the ability to:

Develop and implement an integratedpurchasing process that complies with allgovernment regulationsAdhere to a strict code of purchasing andprocurement ethics

Develop and implement a bid pro-curement system that complies with all government regulationsAnalyze and, if feasible, implement an e-procurement system that complies withall government regulationsObtain good value for each procurementProperly and effectively apply the rules,regulations, and statutes that governschool procurementDetermine and produce the mostappropriate method of source selection for each procurementFormulate competitive procurementsolicitations that are fair and reasonableand that promote open competitionConduct all procurement without conflictof interest, impropriety, or any attempt toobtain personal gain.

B. SSupply AAnd FFixed Asset MManagement

The school business official understands anddemonstrates the ability to:

Develop and implement a system tomanage and track supply inventoriesand distribution

Develop and implement a program forthe effective current and long-range acquisition, maintenance, and repair of equipmentDevelop a system to reallocate and/ordispose of surplus, scrap, and obsoletematerials and equipmentDevelop and implement a system for the proper valuation, classification, anddepreciation of fixed assetsDevelop and implement a system to adequately control and account for capital assets.

C. RReal EEstate MManagementThe school business official understands and demonstrates the ability to:

Coordinate with other governmentagencies regarding zoning, land use, and other real estate issuesDevelop and implement procedures forthe acquisition and disposal of land andbuildingsDevelop and implement a use of facilitysystem that complies with all governmentregulations.

In a technological environment whereinformation flows to and from schoolorganizations in gigabytes per second,the prerequisite competencies to direct,protect, analyze, and update thisinformation has become a primary focusfor school business officials. Ultimately,information management is more thansimply overseeing technical data; it alsoinvolves the presentation and articulatecommunication of information to keydecision-making individuals and groupsin the school environment.

A. SStrategic PPlanningThe school business official understandsand demonstrates the ability to:

Participate in administrative andemployee teams in the identification ofshort- and long-term goals in all aspectsof school district activitiesAssist with the development and com-munication of a vision of the preferredfuture of the school district, drawingfrom current research and best practice

Assist in the development of a strategicplan that will move the district towardthe achievement of its mission and goalsAssist in providing the data required tofacilitate the strategic planning processAssist in the implementation,monitoring, evaluation, reporting, and revision of a strategic plan.

B. IInstructional SSupportProgram EEvaluation


Apply a practical and research-basedknowledge of the components and skillsto evaluate programs and business services

Identify various economic and costfactors inherent in program operationand evaluationDevelop and apply procedures for thesystematic evaluation of instructionalsupport programsAnalyze, develop, and apply variousmethods of measuring instructionalgoals and program effectivenessEffectively manage a change processwhen evaluation determines thatinstructional support programs must be improved.

INFORMATION MMANAGEMENT

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C. IInstructional PProgramEvaluation


Support the components of theinstructional programs within theschool district

Participate in the planning andimplementation of instructionalprogram improvementAnalyze the various economic factorsassociated with the delivery andevaluation of instructional programsDevelop procedures for the evaluationand reporting of the cost effectiveness of

instructional programsUtilize evaluation data toward thedevelopment of instructional programchangesEffectively participate in the changeprocess when instructional programsmust be improvedAssist in directing and facilitating theallocation of resources within the schooldistrict toward the improvement ofinstructional programsAssist in directing and promoting theallocation of resources for professionaldevelopment leading to improvedinstructional programs.

D. CCommunicationsThe school business official understandsand demonstrates the ability to:

Comprehend effective communicationstrategies and techniques related tomass and interactive communications Identify the primary components ofpublic information management andpublic relations

Develop a clear understanding of themajor constituencies within the schooldistrictPresent financial data to various schooland community groups in written, oral,and multi-media formatsAssist in the development of a plan fora positive school community relationsprogram for the business office and theschool districtAssist in the development of proceduresfor the management of publicinformation programs and departmentsthat relate to school–communityrelations.

E. MManagementInformationSystems

The school businessofficial understandsand demonstrates theability to:

Direct or develop managementinformation systems

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Apply the most current technology to the storage, analysis, and commun-ication of data (fax, electronic mail,administrative and educationalcomputer systems, etc.)Evaluate the cost benefits andorganizational value of producinginformation Develop, maintain, and validate arecords management system usingappropriate technology that complieswith all legal requirementsDevelop and maintain an accuratedatabase to facilitate managementdecisions using current informationmanagement techniques

Administrate a computerizedmanagement information system

Ensure that appropriate data securityand privacy of records are maintainedAssist in the integration and gatheringof information for public relationspurposesAssist in and coordinate the gatheringand reporting of information forgovernment reportsMaintain and protect the historicalrecords archive of the school districtAssist in the development andimplementation of technology in thebusiness office and the classroomenvironmentMaintain a working knowledge of thetechnology and software available forschool and business office useDirect or develop specific plans forsecure student and employee access tothe InternetEvaluate the cost of Internet accessoptions for the school districtEvaluate and apply various technologytools for use in the school and businessoffice

Assist in the development of long-rangetechnology planning for the schooldistrictPromote and assist in the developmentof technology training for all staff Allocate appropriate resources towardthe purchase and installation of tech-nology and technology infrastructuresin the business office, the school office,and the classroomDevelop appropriate specifications forpurchasing technology and contractingfor technology infrastructure for theschool district.

A. RRisk MManagementAll schools risk suffering loss or damageto their property, personnel, andreputation, which may affect their abilityto deliver services. Risk management andcontingency planning can be used toanticipate and limit those risks that mayaffect the activities of the school.Risk management also plays a role indeveloping standards of benchmarking,best practices, and performance meas-urement. Financial standards such asclaim statistics and cost-of-risk analysisare important measures of efficiency butare not true measures of risk managementeffectiveness when used alone. Otherareas that need to be measured includestrategies to contain costs of workers’compensation, litigation management,employee relations, loss control, and cost containment.The school business official understandsand demonstrates the ability to:

Ensure that a comprehensive riskmanagement program is in place

Ensure the riskmanagementprogramaddresses safetyand securityAssess risk management programs andrecommend changes consistent withdistrict needsIdentify and apply models for theevaluation of potential risk managementprogramsIdentify and evaluate alternativemethods of funding and managing riskCommunicate the risk managementprogram to all stakeholdersDirect the process ofselecting/employing an insuranceconsultant or risk managerAdhere to legal requirements forinsurance coverage.

B. TTransportationThe transportation of children is a majorlogistical task for all school districts. Inaddition to getting the students to and

from school, educational visits are anadditional responsibility. In the UnitedStates, it is one of the largest public masstransportation systems. With the volumeof vehicles, passengers, and milestraveled, problems are inevitable. The school business official understandsand demonstrates the ability to:

Support and maintain a studenttransportation program that adheres toall legal requirementsEnsure (where appropriate) that theschool bus maintenance andreplacement program is established andmaintainedMonitor the student transportationprogram for its safety, security, andefficiency and make adjustments asneededAnalyze alternative methods availablefor providing transportation

ANCILLARY SSERVICES

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Ensure (where appropriate) an efficientand comprehensive routing system isdeveloped and maintainedEnsure a comprehensive plan is in placethat includes an analysis of what tran-sportation requirements are and thebasic features of a system to providepupil transportation, and where appro-priate, arrangements for screening,training, re-training and retaining busdrivers, paraprofessionals, and otheressential transportation personnelDevelop and maintain open and clearlines of communication with parents,staff, administration, state/provinciallegislatures, and the public for thepurpose of conveying the responsi-bilities, needs, and expectations of all stakeholders.

C. FFood SServiceInternational studies confirm that childrenwho eat nutritious meals perform betteracademically, show improved behavior,and are physically healthier. Culturally,school districts use different approaches

to ensure children are receiving nutritiousmeals/snacks. Breakfast programs, lunchprograms, and after-school meals/snacksare provided through contracted orprovision of services. Funding of foodservices is nationally peculiar to thecountry and local governmental unit.The school business official understandsand demonstrates the ability to:

Establish procedures for theimplementation and operation of thefood service programAdhere to the legal requirements,including local and nationalgovernment guidelines of the foodservice programMonitor the food service program andmake adjustments as neededEnsure the management systems fortracking meals and inventories are inplace and identify participant statusManage and control inventories andprocurementEnsure compliance with requirednutritional value is in place

Analyze the methods available forproviding food service and identify andrecommend the most beneficialmethods for a given situationInterface with nutrition and regulatoryagencies relative to planning, conduct,and reporting of catering serviceprograms within the schoolEnsure effective cash handlingprocedures and internal controls.

Association of School BusinessOfficials International’s

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Basic BBeliefsMembers and associate members of theAssociation of School Business OfficialsInternational, including its affiliates, arecommitted to conducting themselveswithin the highest standards ofprofessional and personal ethics, tocontinuing ongoing professional growthand development, and to developingthese beliefs in others with whom theywork. Members assume the responsibility forproviding professional leadership in theirschools, communities, and organizations.This responsibility requires members tomaintain standards of exemplary personaland professional conduct. To these ends,members subscribe to the followingstandards.

Ethical SStandardsIn all activities, members and associatemembers in good standing of ASBOInternational and its accredited affiliatesshall: 1. Make the well-being of all students,

staff, and fellow members afundamental value in all decisionmaking and actions

2. Fulfill professional responsibilities withhonesty and integrity

3. Support the principle of due processand protect the civil and human rightsof all individuals

4. Obey all local, state, and national laws 5. Implement the policies and admin-

istrative rules and regulations of theemploying organization (school district,private school and/or associatedorganization)

6. Pursue appropriate measures to correctthose laws, policies, and regulationsthat are not consistent with this code of ethics

7. Not tolerate the failure of others to actin an ethical manner and will pursueappropriate measures to correct suchfailures

8. Never use their positions for personalgain through political, social, religious,economic, or other influence

9. Honor all contracts until fulfillment or release.

Ethical CConductIn all activities, members and associatemembers in good standing of ASBOInternational and its accredited affiliatesshall demonstrate their adherence to thestandards set forth above by: 1. Actively supporting the goals and

objectives of the educational institutionwith which they work

2. Interpreting the policies and practicesof their employer to the staff and to thecommunity fairly and objectively

3. Implementing, to the best of theirability, the policies and administrativeregulations of their employer

4. Assisting fellow members, as appro-priate, in fulfilling their obligations

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5. Supporting a positive image of theeducational institution with which they work

6. Not publicly criticizing board members,superiors, administrators, or otheremployees

7. Helping subordinates achieve theirmaximum potential through fair andjust treatment

8. Maintaining confidentiality of data andinformation

9. Accurately and objectively reportingdata, in a timely fashion, to authorizedagencies.

Expectations OOf PPersonal And PProfessional IIntegrityIn the conduct of business and thedischarge of responsibilities, eachmember will:1. Conduct business honestly, openly, and

with integrity

2. Avoid conflict of interest situations by not conducting business with acompany or firm in which the officialor any member of the official’s familyhas a vested interest

3. Avoid preferential treatment of oneoutside interest group, company orindividual over another

4. Uphold the dignity and decorum oftheir office in every way

5. Never use their position for personalgain

6. Never accept or offer illegal paymentfor services rendered

7. Not accept gifts, free services, oranything of value for or because of anyact performed or withheld

8. Support the actions of colleagueswhenever possible

9. Actively support appropriateprofessional associations aimed atimproving school businessmanagement, and encourage colleaguesto do likewise

10. Accept leadership roles andresponsibilities when appropriate.

Failure of an ASBO member tosubscribe to and implement theabove Ethical Standards andConduct may result in loss of“member in good standing”status, as set forth in the ASBOInternational Policies andProcedures.

WORKS CCONSULTED

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American Association of School Administrators.(1993). Professional Standards for theSuperintendency. Arlington, VA: Author.

Association of School Business OfficialsInternational®. (1991). Guidelines for the InitialPreparation of Chief School BusinessAdministrators. Reston, VA: Author.

Association of School Business OfficialsInternational (1991, August). Guidelines for theInitial Preparation of Chief School BusinessAdministrators. Submitted to the Specialty AreasStudies Board of the National Council for theAccreditation of Teacher Education.

Association of School Business OfficialsInternational. (1998). Meritorious Budget AwardsProgram Criteria. Reston, VA: Author.

Association of School Business OfficialsInternational. (2000). Certificate of Excellence inFinancial Reporting Program Self-EvaluationWorksheet. Reston, VA: Author.

Association of School Business OfficialsInternational. (2001). Code of Ethics & Standards ofConduct. School Business Affairs, 67 (3), 18.

New Jersey Association of School BusinessOfficials. (1997). NJ ASBO’s® State CertificationProgram: The Model Training Program for NewSchool Business Officials. Bordentown, NJ: Author.

Texas Association of Pupil Transportation. (1999).Professional Certification Program Catalogue.Buchanan Dam, TX: Author.

Texas Association of School Business Officials.(1999). Professional Certification ProgramCatalogue. Austin, TX: Author.

Texas School Food Service Association (1998).Professional Certification Program. Austin, TX:Author.

Albert, L. (2000). Cooperative Discipline. New York,NY: McGraw-Hill.

Cohen, M. (1997). John Dewey: Experiences andEducation. New York, NY: Simon and Schuster.

Cooke, K. (2000). School Governance: EffectiveSchool Boards. The Board, 8-10.

Everett, R. E., Lows, R. L., & Johnson, D. (1996).Financial and Managerial Accounting for the SchoolAdministrator. Reston, VA: Association of SchoolBusiness Officials International.

Glass, T. E., Everett, R. E., & Johnson, D. R.(1998). Survey Results: Preparing School BusinessAdministrators. School Business Affairs, 64 (9), 19-23.

Hanson, M. E. (1996). Educational Administrationand Organizational Behavior. University ofCalifornia, Riverside, CA: Allyn and Bacon.

Heifetz, R. (1997). Leadership Without EasyAnswers. Cambridge, MA: Belknap Press ofHarvard University Press. 29

Johnston, R. C. (2001). American Educators FaceWoes. Education Week XIX (26), 14.

Kremer, M. C. (2001). Systemic Reform: TheHardest Work You Will Ever Do. Superintendent’sJournal, 8(8), 4.

McGuffey, C. W. (1980). Competencies Needed byChief School Business Administrators. Reston, VA:Association of School Business OfficialsInternational.

Odden, A. & Goertz, M. (1999). School-BasedFinancing. Thousand Oaks, CA: Corwin Press.

Picus, L. (2001). In Search of More ProductiveSchools: A Guide to Resource Allocation inEducation. Eugene, OR: ERIC Clearinghouse onEducational Management.

Smith, R. P. (1998). Improving Fiscal Administrationin Texas Public School Districts: Development ofStandards of Performance for School BusinessOfficials. Richardson, TX: Education Service CenterRegion 10.

Smith, R. P. & Bertstein, G. (1998). SchoolBusiness Official Competencies: A Review of theLiterature. Richardson, TX: Education ServiceCenter Region 10.

Schwahn, C. J. & Spady, W. G. (1998). TotalLeaders Applying the Best Future — FocusedChange Strategies to Education. Arlington, VA:American Association of School Administrators.

Stevenson, K. R. & Tharpe, D. I. (1999). TheSchool Business Administrator. Reston, VA:Association of School Business OfficialsInternational.

Stevenson, K. R. & Warren, E. (1996, April).Weathering the Future: The Changing Role of theSchool Business Official. School Business Affairs,62 (4), 35-38.

Tharpe, D. I. (1995). A Comparative Study ofthe School Business Manager’s Responsibilities

in School Divisions of 5,000 Students or Less inthe Commonwealth of Virginia. Unpublisheddissertation, Virginia Polytechnic Institute andState University, Blacksburg, VA.

Thompson, D. C. & Wood, R. C. (2001). Moneyand Schools, Second Edition. Larchmont, NY: Eyeon Education, Inc.

Wasley, P. A. & Legr, R. J. (2001). Small SchoolsReal Gains, Educational Leadership. Larchmont,NY: Eye on Education, Inc.

Wood, R. C., Thompson, D. C., Picus, L. O., &Tharpe, D. I. (1995). Principles of School BusinessManagement. Reston, VA: Association of SchoolBusiness Officials International.

Internet SSitesAmerican School Food Service Associationwww.asfsa.org

National Association of State Directors of PupilTransportation Serviceswww.nasdpts.org

Risk Insurance Management Societywww.rims.org

School Transportation Newswww.stnonline.com

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YOU CCAN’T PPASS UUP TTHESE MMEMBERSHIP BBENEFITS!

2233

News AAnd IInformation For PProfessionals

School Business Affairs monthlymagazineAccents Online bi-weekly online news digestScholastic Administrat@r magazinewww.asbointl.org

Resources TTo HHelp YYou DDoYour JJob EEffectively

70% Discount on Web Seminars(Continuing Education Credits earned)20% off Books from the ASBO BookStore20% off Educational Research ServiceProducts10% off Agent K-12 Job Postings

Professional DDevelopmentProfessional Registration ProgramRegional Workshops Annual Meeting Annual Leadership ConferenceASBO Encounters Web SeminarsProfessional Standards and Self-AssessmentOnline Resource CentersContinuing Professional EducationCredits and Continuing Education Units

Recognition PProgramsMeritorious Budget Awards ProgramCertificate of Excellence in FinancialReporting ProgramDoctoral Scholars Program in SchoolBusiness Leadership through NovaSoutheastern University

Eagle Awards ProgramPinnacle Awards ProgramBridges to the Future ProgramFacilities Masters Award Program

Founded in 1910, ASBO International is THE professionalassociation for school business professionals. We provideprograms and services to promote the standards of school

business management practices, growth, and the effective use of educational resources. ASBO is a network of prof-essionals providing knowledge, influence, and solutions.

Apply oonline ttodayand sstart eenjoying

your mmemberbenefits iimmediately

www.asbointl.org

Leading TThe PProfessionThe Voice of School Business at theFederal LevelProfessional Standards and EthicsLeadership Opportunities on the ASBOBoard of Directors and ProfessionalCommittees

Networking14 Professional CommitteesAnnual Meeting and ExhibitsRegional Conferences Members-Only Web Site, Forum, and DownloadsOnline Member Search

DiscountsIndividual and Group Health InsuranceDiscountsProfessional Liability InsuranceDiscountsLong Term Care Insurance DiscountsGEICO Auto Insurance DiscountsUp to $15 off Hertz Car Rentals

MEMBERSHIP BBENEFITS

2244

MEMBERSHIP AAPPLICATION

Please ssupply tthe iinformation bbelowMs. Mrs. Mr. Ph.D. Ed.D. Other_______

Name:

Title:

School/Business:

Address:

City:

State/Province: ZIP/Postal Code:

Phone:

Fax:

E-Mail:

Please sselect mmembership ccategoryFor eligibility please see page 26

ACTIVE MEMBER: INDIVIDUAL Fee: $135 per year

ACTIVE MEMBER: SCHOOL Fee: $135 per year

ASSOCIATE MEMBER Fee: $200 per year.

CORPORATE MEMBER Fee: $495 per year.

STUDENT MEMBER Fee: $85 per year.

PUBLICATIONS MEMBER Fee: $85 per year.


Please sselect ppayment mmethod

Total Amount Due:

Check or Money Order Enclosed

Invoice School Invoice Me

Credit Card: Visa MasterCard American Express

Exp. Date:

Card No.

Signature

Dues cover a 12-month period. Benefits begin when full payment isreceived. Payment must be in U.S. dollars or equivalent. Duesinclude a $55 subscription to School Business Affairs magazine anda $30 subscription to Accents Online newsletter.

Please mail or fax form to ASBO International,Membership Services or call Theresa Boulwareat 866/682-2729 ext. 7080.

ASBO International11401 North Shore DriveReston, VA 20190-4200

P 866/682-2729F 703/708-7060www.asbointl.org

MEMBERSHIP CCATEGORIES

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Active MMembership Eligibility: Individuals employed or independently contracted by a school, college, or university to perform business functions.College or university faculty in school of business or educationaladministration. Elected, appointed, or employed individuals ofstate/provincial/national department of education or research laboratory.

Benefits: Listed on pages 23-24

choose either:

Active Individual: Individual membership. Non-transferable.

Active School: Individual designated by a school. Transferable.

Publications MMembershipEligibility: Institutions, students, school board members, orindividuals who want to support the Association and receivepublications.

Benefits: Monthly publications and 10% discount on ASBO books.

Student MMembershipEligibility: Students attending a college or university.

Benefits: Same as Publications membership.

Associate MMembershipEligibility: Individuals or businesses commercially interested inschool business management, including exhibitors, engineers,architects, and CPAs.

Benefits: Monthly publications. Discounts on ASBO books, CDs.Discounts on exhibitor rates. Access to professional committees,Member-Only Internet access. Advertising and sponsorshipopportunities.

Associate CCorporate MMembershipThe membership provides a company with one primaryAssociate member and up to four additional individuals whoreceive Publications memberships.

11401 North Shore DriveReston, Virginia 20190

P 866/682-2729F 703/478-0805

www.asbointl.org


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