Goal Driven Budgets

     I have always said it is important for people to have goals of where they want to get to.  How are we supposed to know how to get somewhere if we don’t know where we are going.  The same is true for a school district, as a Superintendent we are the leader and need to ensure that it is clear to everyone in our school district knows what our goals are, how we plan on accomplishing these goals, and what their role is helping achieve these goals.  More specifically surrounding the budget a goal driven budget is using our money in a way that helps achieve the goals of the district, and each campus within the district.  As Dr. Arterbury mentioned in the lecture if a goal is directed at effectively teaching math then we should spend money on teachers and materials to assist in the teaching and learning of math. 

     Once we have established a district belief in a goal driven budget then we have to put the plan in place to ensure we have procedures in place to ensure that happens.  As mentioned earlier goals are important and before beginning the budget preparation process we need to seek input from the school board, as they set the district goals, which I feel is extremely evident in my school district.  As a small district the board members are well aware of what is going on in the school district and no financial decisions are made without the information getting out to the public.  Since we recently had three new board members elected the Superintendent scheduled a team of 8 training aimed specifically at budgeting.  This training helped the new members, and remind the old members of the board understand how to look at the budget as well as their roles in the development process.  Shortly after this meeting the board came up with goals for the district.  Once this was completed we had a district leadership meeting in which the Superintendent shared with us the direction we were headed and we had a three day meeting to revise our district goals.  It was at this time that we settled on improving our professional development  program, and improving writing across the district.  Next, we returned to our individual campuses and revised our campus plans to ensure they were aligned with the district goals and improvement plans.  When all this was completed then we were able to provide the CFO with a list of budgetary needs for our campus to adequately meet the needs of our students and accomplish the district and campus goals. 
     Overall being able to be involved in this process has been a learning experience no textbook could have done for me.  As with anything else this only part of the process and there is always unforeseen events that cause changes in the budget.  Therefore, my Superintendent said he is always consulting with the school board of what is happening in the district and incidents that may require financial support to accomplish.   It was a coincidence that two days before I met with the Superintendent we had a pipe break in the high school library and a decision had to made as to fix it immediately or wait for the insurance company to offer a claim settlement.  This required a special called board meeting and discussion where it was evident the board respects the Superintendent as he was able to share his opinion and they were supportive of a plan to repair the damage allowing students to use the classrooms and not be displaced.  The budget is always a touchy subject and I am fortunate to have been involved in the development of the district budget. 

Leader Interview

Overall this was a tremendous learning experience for me because I did not know how much my Superintendent does outside the district to advance the needs of the district.  This was the answer that stuck out the most to me, regarding budgets and needs.  He feels it is necessary to be aware of all tax rates and how they impact the district.  One of the things he does is attends all the tax meetings in Johnson County.  By his own admission he is the only Superintendent in the county that attends these meetings.  It seems to serve him well as he is aware of issues before they become regulation and he can go back to the district and meet with the CFO to see how they will adjust what we are doing.  This stuck out to me because this is not something he has to do but definitely something that helps our school district know what is happening and how it affects us.  As a leader I want to go above and beyond with things like this to show care and concern for all aspects of the district.

The second response that stuck out with me dealt with building relationships with the school board.  These are people you have to work with to advance the district.  However, they are also the people who decide your future when they are dealing with your contract, so it doesn’t hurt to make an investment in a positive relationship.  One thing he has done everywhere he has been is to make weekly visits to the homes of the board members and leave them a packet of information of what is going on in the district.  He cautioned me to balance the positives with some negatives.  It is unrealistic to believe that they think everything is going well every week and they will hear through gossip some of the happenings of the district so be up front and honest with them regarding events.  I am not sure if this is an activity that will work in larger districts where everything is spread out more as he said it takes about a half a day Friday to do this.  I would like to see if this is a feasible activity for me as a Superintendent in working to build positive relationships with others.

Next, my Superintendent talked to me about having proper support for the needs of the district.  He visits all campuses daily and takes a minimum of 20 pictures a week.  This could include areas that need to be addressed or areas of achievement.  It is important to share our successes with everyone in the school district.  Likewise, when there is a pressing need in the district having photographic evidence of the need can help convince others of the need.  I know a lot of people see his constant visits as a pain, but it is clear that this is a way he can keep a good handle of what is happening.  In addition, I think it helps keep people on task and completing their jobs as no one wants to go a few weeks without addressing a concern of his.  I am working with him now on identifying some pressing areas of need within the district and developing plans to adequately address them.

 The fourth response that stood out to me was dealing with how to remain ethical.  I don’t say this was stuck with me because he said it is difficult to remain that way.  It had to deal with how he has to deal with educators who do not follow the code of ethics.  He has had a growing number of instances where educators have used work email to communicate in some inappropriate manner with others and have had to be confronted.  With increasing technology comes increased responsibility and it is critical that there are clear policies in place.  He also let me know that when they are confronted and angry it is often best to try and get them to resign and sign then so, but often times their anger overcomes the sensible decision.  As a leader I know this will often be some of the more uncomfortable positions to be in, but we must always put students first and hold our staff to a high standard of behavior and when they don’t meet the expectation we have to be willing to part ways with them.

The final thing that stuck out with me and it was not necessarily one of the questions, but came up in our conversation was how to handle social relationships with people you work with.  He said it is often difficult to maintain relationships with people you work with outside of work because they may try to use that to their advantage or it will appear to others that they receive favoritism.  This is hard since you spend so much time with these people during the week and they often come to know you very well.  He recommends limiting personal relationships and interactions outside the workplace.  As a people person who enjoys helping others this may be hard for me at times but I know it will be for the best of my long term success.  I am glad I have a Superintendent who is willing to take the time to help me improve and advance my career, I know he was busy but this activity was a great help for me as I begin this program.  

Superintendent Interview

Overall this was a tremendous learning experience for me because I did not know how much my Superintendent does outside the district to advance the needs of the district.  This was the answer that stuck out the most to me, regarding budgets and needs.  He feels it is necessary to be aware of all tax rates and how they impact the district.  One of the things he does is attends all the tax meetings in Johnson County.  By his own admission he is the only Superintendent in the county that attends these meetings.  It seems to serve him well as he is aware of issues before they become regulation and he can go back to the district and meet with the CFO to see how they will adjust what we are doing.  This stuck out to me because this is not something he has to do but definitely something that helps our school district know what is happening and how it affects us.  As a leader I want to go above and beyond with things like this to show care and concern for all aspects of the district.

The second response that stuck out with me dealt with building relationships with the school board.  These are people you have to work with to advance the district.  However, they are also the people who decide your future when they are dealing with your contract, so it doesn’t hurt to make an investment in a positive relationship.  One thing he has done everywhere he has been is to make weekly visits to the homes of the board members and leave them a packet of information of what is going on in the district.  He cautioned me to balance the positives with some negatives.  It is unrealistic to believe that they think everything is going well every week and they will hear through gossip some of the happenings of the district so be up front and honest with them regarding events.  I am not sure if this is an activity that will work in larger districts where everything is spread out more as he said it takes about a half a day Friday to do this.  I would like to see if this is a feasible activity for me as a Superintendent in working to build positive relationships with others.

Next, my Superintendent talked to me about having proper support for the needs of the district.  He visits all campuses daily and takes a minimum of 20 pictures a week.  This could include areas that need to be addressed or areas of achievement.  It is important to share our successes with everyone in the school district.  Likewise, when there is a pressing need in the district having photographic evidence of the need can help convince others of the need.  I know a lot of people see his constant visits as a pain, but it is clear that this is a way he can keep a good handle of what is happening.  In addition, I think it helps keep people on task and completing their jobs as no one wants to go a few weeks without addressing a concern of his.  I am working with him now on identifying some pressing areas of need within the district and developing plans to adequately address them.

 The fourth response that stood out to me was dealing with how to remain ethical.  I don’t say this was stuck with me because he said it is difficult to remain that way.  It had to deal with how he has to deal with educators who do not follow the code of ethics.  He has had a growing number of instances where educators have used work email to communicate in some inappropriate manner with others and have had to be confronted.  With increasing technology comes increased responsibility and it is critical that there are clear policies in place.  He also let me know that when they are confronted and angry it is often best to try and get them to resign and sign then so, but often times their anger overcomes the sensible decision.  As a leader I know this will often be some of the more uncomfortable positions to be in, but we must always put students first and hold our staff to a high standard of behavior and when they don’t meet the expectation we have to be willing to part ways with them.

The final thing that stuck out with me and it was not necessarily one of the questions, but came up in our conversation was how to handle social relationships with people you work with.  He said it is often difficult to maintain relationships with people you work with outside of work because they may try to use that to their advantage or it will appear to others that they receive favoritism.  This is hard since you spend so much time with these people during the week and they often come to know you very well.  He recommends limiting personal relationships and interactions outside the workplace.  As a people person who enjoys helping others this may be hard for me at times but I know it will be for the best of my long term success.  I am glad I have a Superintendent who is willing to take the time to help me improve and advance my career, I know he was busy but this activity was a great help for me as I begin this program.  

Vitae June 2013

Christopher Granger

155 Independence Ave, Venus, TX 76084

 (C) 210-385-0223; txtrnr1979@yahoo.com

 

Education/Certification

 

Ed. D                                      Educational Administration, Lamar University,

Beaumont, TX, Expected Completion (May 2015)

 

M.Ed.                                     Educational Administration, Lamar University,

Beaumont, TX, 2012

 

BS                                           Kinesiology, University of Texas, Austin, TX 2000

 

Principal Certificate                Texas

 

Teacher Certificate                  Classroom Teacher, Secondary Biology, Health, Texas

 

Administrative and Leadership

Experience

 

Assistant Athletic Director

Head Athletic Trainer

AVID District Director

Summer School Principal

Substitute Principal, Venus ISD

Venus Independent School District

Venus, TX 2012-Present

 

Ø  Responsible for evaluation, referral, treatment, rehabilitation, and administrative duties for all athletic injuries 

Ø  Responsible for overseeing the state mandated steroid testing program

Ø  Responsible for the upkeep of all medical records relating to student athletes.

Ø  Responsible for the recruitment, training, and supervision of all student athletic trainers.

Ø  Responsible for working with the Athletic Director on all requisitions, purchase orders or budgeting for the athletic department

Ø  Attend District Leadership and Director’s Meetings

Ø  Responsible for overseeing the Fitness Gram Program

Ø  Direct the district’s summer school program (PK-12)

Ø  Serve as the district director for the AVID program.  Ensuring compliance with AVID curriculum requirements

Ø  Oversee the AVID budget planning and implementation

 

Substitute Assistant Principal, Polytechnic High School

Fort Worth Independent School District

Fort Worth, TX 2011

 

Ø  Responsible for completing the duties of the Assistant Principal including discipline of students referred to the office, contacting parents and completing all required paperwork. 

Ø  Attended ARD meetings as the administrator.

 

Student Health Advisory Committee Member

Northwest Independent School District

Haslet, TX 2011

 

Ø  Served as a member of the Student Health Advisory Committee

Ø  Responsible for making recommendation for student health initiatives, curriculum and instruction for the school district.

 

Head Athletic Trainer, Polytechnic High School

Fort Worth Independent School District

Fort Worth, TX 2011

 

Ø  Responsible for evaluation, referral, treatment, rehabilitation, and administrative duties for all athletic injuries 

Ø  Responsible for overseeing the state mandated steroid testing program

Ø  Responsible for the upkeep of all medical records relating to student athletes.

Ø  Responsible for the recruitment, training, and supervision of all student athletic trainers.

 

Principal Intern, Brennan High School

Northside Independent School District

San Antonio, TX 2010-11

 

Ø  Responsible for conducting professional development in student health and safety

Ø  Completed research on student involvement in extra-curricular programs

Ø  Acted as a liaison between teachers and administration

Ø  Responsible for overseeing the state mandated steroid testing program

Ø  Responsible for helping maintain the administrative assignments for after school activities

Ø  Served as the administrator on duty at events to help maintain safety

 

 

 

 

 

Head Athletic Trainer, Brennan High School

Northside Independent School District

San Antonio, TX 2010-2011

 

Ø  Responsible for evaluation, referral, treatment, rehabilitation, and administrative duties for all athletic injuries 

Ø  Responsible for overseeing the state mandated steroid testing program

Ø  Responsible for the upkeep of all medical records relating to student athletes.

Ø  Responsible for the recruitment, training, and supervision of all student athletic trainers.

 

Approved Clinical Instructor,

University of Incarnate Word

San Antonio, TX 2007-Present

 

Ø  Evaluated the performance of college athletic training students on competencies set by the National Athletic Trainers Association

Ø  Supervised the day-to-day activities of the students in relation to their competency level

 

Student Health Advisory Committee Member

Judson Independent School District

San Antonio, TX 2004-2007

 

Ø  Served as a member of the Student Health Advisory Committee

Ø  Responsible for making recommendation for student health initiatives, curriculum and instruction for the school district.

 

Head Athletic Trainer, Judson High School

Judson Independent School District

Converse, TX 2005-2010

 

Ø  Responsible for evaluation, referral, treatment, rehabilitation, and administrative duties for all athletic injuries 

Ø  Responsible for overseeing the state mandated steroid testing program

Ø  Responsible for the upkeep of all medical records relating to student athletes.

Ø  Responsible for the recruitment, training, and supervision of all student athletic trainers.

Ø  Formed a parent lead booster club to raise funds to support the sports medicine program

Ø  Created a system to track the attendance, and standardized testing scores of the student athletic trainers

 

 

Teaching Experience

 

High School Health Teacher,

Brennan High School, San Antonio, TX 2010-2011

 

Ø  Coordinated the development of a department wide curriculum and syllabus

Ø  Integrated a variety of teaching methods, including the use of technology in the classroom to promote the success of all students

Ø  Maintained a good rapport with parents and students; while promoting open communication to contribute to the student’s success

 

High School Health Teacher,

Judson High School, Converse, TX 2002-2010

 

Ø  Coordinated the development of a department wide curriculum and syllabus

Ø  Assisted with Health Education textbook evaluation and selection

Ø  Integrated a variety of teaching methods, including the use of technology in the classroom to promote the success of all students

Ø  Maintained a good rapport with parents and students; while promoting open communication to contribute to the student’s success

Ø  Selected to “Who’s Who Among America’s Teachers,” 2004, 2008

 

High School Biology Teacher

Judson High School, Converse, TX 2001-2002

 

Ø  Maintained a good rapport with parents and students; while promoting open communication to contribute to the student’s success

 

 

 

Coaching Experience

 

Head Athletic Trainer, Venus ISD

Venus Independent School District

Venus, TX 2012-Present

 

Ø  Responsible for evaluation, referral, treatment, rehabilitation, and administrative duties for all athletic injuries 

Ø  Responsible for overseeing the state mandated steroid testing program

Ø  Responsible for the upkeep of all medical records relating to student athletes.

Ø  Responsible for the recruitment, training, and supervision of all student athletic trainers.

Ø  Responsible for working with the Athletic Director on all requisitions, purchase orders or budgeting for the athletic department

Ø  Attend District Leadership and Director’s Meetings

Head Athletic Trainer, Polytechnic High School

Fort Worth Independent School District

Fort Worth, TX 2011

 

Ø  Responsible for evaluation, referral, treatment, rehabilitation, and administrative duties for all athletic injuries 

Ø  Responsible for overseeing the state mandated steroid testing program

Ø  Responsible for the upkeep of all medical records relating to student athletes.

Ø  Responsible for the recruitment, training, and supervision of all student athletic trainers.

 

Head Athletic Trainer, Brennan High School

Northside Independent School District

San Antonio, TX 2010-Present

 

Ø  Responsible for evaluation, referral, treatment, rehabilitation, and administrative duties for all athletic injuries 

Ø  Responsible for overseeing the state mandated steroid testing program

Ø  Responsible for the upkeep of all medical records relating to student athletes.

Ø  Responsible for the recruitment, training, and supervision of all student athletic trainers.

 

Head Athletic Trainer, Judson High School

Judson Independent School District

Converse, TX 2005-2010

 

Ø  Responsible for evaluation, referral, treatment, rehabilitation, and administrative duties for all athletic injuries 

Ø  Responsible for overseeing the state mandated steroid testing program

Ø  Responsible for the upkeep of all medical records relating to student athletes.

Ø  Responsible for the recruitment, training, and supervision of all student athletic trainers.

Ø  Formed a parent lead booster club to raise funds to support the sports medicine program

Ø  Created a system to track the attendance, and standardized testing scores of the student athletic trainers

 

 

 

 

 

 

 

Assistant Athletic Trainer, Judson High School

Judson Independent School District

Converse, TX 2001-2005

 

Ø  Responsible for evaluation, referral, treatment, rehabilitation, and administrative duties for all athletic injuries 

Ø  Responsible for the upkeep of all medical records relating to student athletes.

Ø  Responsible for the recruitment, training, and supervision of all student athletic trainers.

 

Additional Training/Professional Development

 

“AVID Summer Institute,” AVID, San Antonio, TX, July 2013

“7 Habits of Highly Effective People,” Covey Foundation, San Antonio, TX, June 2010

“Rigor and Relevance Framework,” International Center for Leadership in Education, San Antonio, TX, June 2009

“Response to Intervention,” San Antonio, TX, June 2008

 

Presentations

 

Granger, C. (2012, September). Health, Safety and Budgetary Policy and Procedure.  Presentation for Venus ISD, Venus, TX.

Granger, C. (2009, September). Preventing Injuries in Youth Sports.  Presentation at the Texas Youth Football Association Conference, San Marcos, TX.

Granger, C. (2008, August). Health and Safety Issues Affecting Coaches.  Presentation at the Judson Independent School District Coaches In-service.  San Antonio, TX.

 

Professional Affiliations

 

Alamo Area Athletic Trainers Association, 2000-Present

Texas High School Athletic Director’s Association 2013-Present

References

 

References will be provided if requested.