businessnews california school
The Professional Development Issue
September 13, 2022
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District Leaders Request ESSER Guidance
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CBO Symposium Registration Now Open
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10 Leadership Skills for the 21st Century Workplace
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BECOME A PAYROLL EXPERT
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Attend an event in your CASBO Section.
California Association of School Business Officials The Foremost Authority on School Business
SCHOOLbusiness news DISTRICT LEADERS REQUEST ESSER GUIDANCE CBO / FINANCIAL SERVICES A letter to U.S. Education Secretary Miguel Cardona signed by nearly 700 school district leaders at the end of August requests that the Education Department expedite guidance regarding extension deadlines for federal Elementary and Secondary School Emergency Relief (ESSER) funding. The Education Department had said in May that it was allowing an 18-month liquidation extension, but school district leaders and school administration organizations said they need more guidance about how to apply for the extensions, according to a report from K-12 Dive. The district leaders said that without clarity, it will be difficult to plan for the “efficient and effective” use of billions of dollars in funds, which have been essential in paying for pandemicrelated learning recovery programs, building upgrades, mental health supports and more. The letter focuses on spending deadline for $121.9 billion for PK-12 in the American Rescue Plan, also known as ESSER III. Districts would still need to commit to spending those funds by the Sept. 30, 2024, deadline, but the extension deadline could allow them to draw down those funds until March 31, 2026. The obligation deadlines for ESSER I and ESSER II are Sept. 30, 2022, and Sept 30, 2023, respectively, although it is unclear if the 18-month extension only applies to ESSER III spending. In total, ESSER funding totals $189.5 billion. A July 22 letter to Cardona from national education advocacy and service organizations, referenced in the letter from district leaders, specifically sought clarification about: If the 18-month extension applies to ESSER I and ESSER II funding, in addition to ESSER III. Whether the Education Department would consider a streamlined application process where states could make a blanket request for extensions for all districts in the state, rather than on a case-by-case basis. If extensions for ESSER III liquidation activity could push beyond March 31, 2026, to Dec. 31, 2026, so funding would be available for the entire 2025-26 school year.
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September 13, 2022 The groups also asked the Education Department to confirm that extensions would be considered not only for school infrastructure projects but also for other COVID-19 recovery activities, such as tutoring supports and summer school programming. The advocacy director at AASA, The School Superintendents Association, said Education Department officials have told the organization they are crafting guidance. But with the ESSER I obligation deadline of Sept. 30 fast approaching, the guidance can’t come soon enough. In January, AASA and 31 other education, health, environmental, labor and industry organizations, requested flexibility on the spending deadline. At the time, the groups said it would be “nearly impossible” for districts to meet the deadline given the logistical and staffing challenges. Currently, no district or state has made a liquidation extension request because there is no process for applying. At this point, if districts have unspent funds by the liquidation deadline, those monies will be returned to the federal government.
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SCHOOLbusiness news STUDIES ATTEMPT TO MEASURE NUMBER OF SUPERINTENDENTS LEAVING THE ROLE CBO / HUMAN RESOURCES / PAYROLL The American Association of School Administrators (AASA) recently found that about 25% of superintendents across the country have left their jobs in the past year, a marked increase from previous years. That number is even higher in some states, such as Alaska, which AASA Executive Director Dan Domenech said is experiencing a turnover rate of about 50%. Another group, the Seattle-based National Superintendents Roundtable, released an eyepopping report about the pandemic-era struggles of its members, notes a recent report from Education Next. It carried the memorable subtitle: “Panic Attacks, Strokes, and Threats of Violence Meet Prayer, Exercise, Meditation, and Booze.” Culled from responses to a questionnaire returned by 400 district leaders, the report found that superintendents had encountered “abusive online behavior and physical threats, plus the whiplash of navigating ever-changing state and local policies” during a “coldly politicized” pandemic. As a result, the group found, nearly two-thirds (63%) of respondents said they had considered quitting during the 2020–2021 school year, though 83% eventually decided to stay in their jobs, at least for the time being. Other research calls into question the notion of an upward spike in superintendent departures. A RAND survey on the topic augmented the typical “Do you plan to leave?” survey with a new twist, capturing the leaders’ names atop 3,500 of the nation’s 14,000 school districts and comparing them to previous years. Researchers found turnover hovered around 13%, statistically on par with pre-pandemic turnover of 14% to 16%. But RAND and others cautioned that the survey didn’t capture departures announced at the end of the 2021–2022 school year. Asked about their plans in the RAND survey, half (51%) of superintendents said they would likely stay, while 26% said they’d likely leave soon. Another 24% were undecided. RAND found turnover higher – 17% – among superintendents in districts where a majority of the young people served are students of color.
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September 13, 2022 Another study by the ILO Group found that the pandemic had a “disproportionate impact” on female leaders across the 500 largest public school districts in the U.S. It found that 70% of districts that appointed permanent replacements placed male candidates in those jobs. Of the 51 female superintendents who have left since March 2020, 76% were replaced by men. Experts say conversations with school leaders about career trajectories inevitably boil down to one of three categories: they’re retiring early “because they can’t take it anymore,” they’re too young to retire but are quitting “because they can’t take it anymore,” or they’re in the process of being fired by their school board. The job, in other words, is getting more difficult to do effectively, and what two years of COVID lockdowns, quarantines, mask mandates and distance learning couldn’t accomplish, more recent battles over curriculum have. In school board meetings nationwide, superintendents are being threatened and harassed – taking a huge emotional toll on these leaders. In the best-case scenario, observers say, the long-term effect of all this turnover may well be a kind of renewal and refreshing of leadership, with younger and more diverse candidates stepping into the fray to lead school districts with new ideas and energy in a post-pandemic era. Others say what comes next might not be so attractive. While the number of openings nationwide is inching up, the number of applicants for those openings is proportionately down. Public battles between superintendents and school boards do little to help attract smart, young talent to a district, despite the politically exciting spectacle that plays out on public-access TV or Facebook. Research on superintendent turnover doesn’t necessarily point to negative outcomes for students. While one study found that high turnover can hamper teachers’ sharing of researchbased ideas and practices districtwide, others suggest the results aren’t so clear. A 2014 Brookings Institution study found that neither hiring a new superintendent nor keeping a long-serving one around longer translated into improved student achievement, at least in math and reading. While individual leaders may preside over impressive gains, the researchers found, those who have an “exceptional impact” on student achievement “cannot be reliably identified.” Ultimately, the study found, when academic achievement in a district improves or deteriorates, the superintendent is likely to be playing just one part in an “ensemble performance.” In other words, it’s the system, not a single district leader, that promotes or hinders student achievement. “Superintendents are largely indistinguishable,” they wrote. ANNUAL CONFERENCE
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SCHOOLbusiness news 9 WAYS TO ENCOURAGE IMPROVED REPORTING OF THREATS OF VIOLENCE CBO / RISK MANAGEMENT / FACILITIES Building staff and students’ confidence that threat reporting will lead to action are critical to K-12 leaders’ efforts to prevent school violence. Fortunately, new research offers guidance for school leaders working to create a culture where people feel safe speaking out about signs of potential danger. A range of conditions must be in place to create an atmosphere of vigilance, according to a report from District Administration. First, robust reporting cultures emerge when students and staff forge strong and trusting relationships. This makes students more comfortable about sharing concerns with an adult, according to new analysis of school threat reporting by the RAND Corporation. Students are also more likely to report threats if they can do so anonymously over their preferred methods of communication and if they can speak to someone trained in crisis communication. The latter lowers barriers for students or staff who are reluctant to talk to law enforcement, the analysis says. The RAND analysis offers several recommendations to leaders who are working to make students and staff more comfortable about reporting threats: 1. Give teachers and staff more opportunities to interact informally with groups of students outside the classroom. 2. Conduct regular training and outreach so students know what to report and when and how they should report their concerns. 3. Tailor training materials to specific school contexts and groups of students. Students can also conduct outreach to encourage their more reluctant peers to report threats. 4. Set up reporting systems that are widely accessible to students and other community members.
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September 13, 2022 5. Alert users of anonymous reporting systems when their anonymity could be forfeited. Or, schools using confidential systems could collect reporter information but keep it private. 6. Specialized staff should be available to support people reporting suicidal ideation or selfharm. 7. Publish regular reports to increase transparency around critical issues, such as when information is shared with law enforcement and when situations are left exclusively to school administrators. 8. Offer clear guidance and training so staff know their roles in the reporting process. Also, provide staff with teaching materials to increase students’ knowledge about reporting. 9. Train security personnel to work and communicate effectively with the school community. Ultimately, students are more willing to report threats if they see that administrators take the information seriously and school rules are enforced fairly and consistently. Communicating what happens when threat reports are received is critical to assuaging students’ fears about reporting, the report says.
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CASBOinsights DON’T MISS THESE SECTION EVENTS! PROFESSIONAL DEVELOPMENT OPPORTUNITIES CASBO sections host local events, such as workshops, conferences, luncheons and job fairs throughout the year. For your convenience, we’ve rounded up the current events available for each section:
Shasta Cascade Shasta Cascade Section Annual Fall Conference Pre-Conference Gathering Oct. 12 | 6:00 p.m. – 7:30 p.m. | Gaia Hotel, Anderson No RSVP Necessary Shasta Cascade Section Annual Fall Conference Oct. 13 | 7:45 a.m. – 3:30 p.m. | Gaia Hotel, Anderson Sacramento Sacramento Section 2022 Fall Conference Oct. 28 | 9:00 a.m. – 3:30 p.m. | Citrus Heights Community Center Certified School Risk Manager Classes Funding School Risks Workshop Sept. 28 | 7:30 a.m. – 4:15 p.m. | Online Administering School Risks Workshop - Registration Opens Late Sept. Nov. 16 | 7:30 a.m. – 4:15 p.m. | Online
Northern Free Social Event - Northern Section 2022 Octoberfest Fall Event Oct. 14 | 4:00 p.m. – 6:00 p.m. | Two Locations: Santa Clara and Pleasant Hill Central Central Section Annual Fall Conference Sept. 23 | 8:00 a.m. – 1:00 p.m. | Wyndham Hotel, Visalia Eastern Eastern/Southern Section Vendor Show Oct. 4 | 7:30 a.m. – 1:30 p.m. | DoubleTree by Hilton, Ontario Airport San Diego/Imperial San Diego/Imperial Section 2022 Fall Classic Oct. 27 | 8:00 a.m. – 1:00 p.m. | California Center for the Arts, Escondido 7
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CASBOinsights BECOME A PAYROLL EXPERT! CASBO CERTIFICATION Would you like to enhance your payroll career and become the recognized expert in your discipline? If so, CASBO’s Payroll Essentials Program will enable you to reach your career goals. The intensive two-and-a-half-day training event is designed for current and aspiring school business professionals. It’s ideal for those who want to get first-rate payroll skills or go the distance to become CASBO-certified. Attend Payroll Essentials and you’ll learn: Computation from gross to net; Federal, state and local statutes, rules and regulations; Education code, labor law and tax administration; and Retirement systems requirements. After training concludes, attendees must pass an open-book skills assessment test with a minimum grade of 70% to receive their certificate of completion. Fees are $1,185 for CASBO Organizational Subscriber Employee Members and $1,335 for non-members. Registration includes 25 CEUs, materials and resources, and the final exam. Learn more and register.
Complimentary upcoming CASBO Partner Events HEAR FROM TRUSTED ADVISORS.
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September 13, 2022 CBO SYMPOSIUM REGISTRATION NOW OPEN CBO TRAINING & LEADERSHIP DEVELOPMENT EVENT CBO Symposium, the premier professional development event for executive-level school administrators, will be held November 1718 in Monterey. The comprehensive program consists of engaging sessions from leading experts who will provide insights on the most pressing issues affecting education and CBOs. Attendees will leave the event energized and equipped to make a positive impact on their schools and students. Registration is now open for LEA leaders who have received an invitation. Questions? Contact Director of Conference and Events Lori Smith.
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LEADERSHIPtrends ELIMINATE THE "GOOD GUYS" DEFENSE WORKPLACE BEHAVIORS When women speak up about sexism or sexual harassment in the workplace, they’re sometimes met with the “good guy” defense, which minimizes, excuses or deflects the sexist or harassing behavior of a man by appealing to the utility of this commonly used phrase, write Resa E. Lewis, W. Brad Johnson, David G. Smith and Robin Naples in Harvard Business Review. Here are five ways we can begin to take back the term “good guys”: Improve your situational awareness. Learn how to identify sexist behavior — more specifically, harassment. Noticing and correctly labeling the behavior is a key first step. Men, in particular, can deliberately build gender intelligence by reading and learning the data through rigorously conducted reports, such as McKinsey’s Women in the Workplace 2021 and the Sexual Harassment of Women National Academies of Sciences Engineering and Medicine 2018 report. Start by checking in with the target of this behavior when you witness it. This validates her experience. For example, “I noticed that your manager dismissed you and the other women’s expertise in the meeting. It feels sexist to me. Am I reading this right?” Check your own impulse to gaslight. The next time a woman colleague reports a sexist or harassing encounter, be sure that nothing you say might lead her to believe she’s misreading the perpetrator’s behavior or blowing it out of proportion. Try something like: “I believe you. From what you’ve described, that behavior doesn’t sound appropriate. Can you tell me more, and can I team up with you to address it?” These responses offer support while allowing you to gather more information about the occurrence. Hold other men accountable. Active confrontation of other men for sexism, bias, harassment and all manner of inappropriate behavior may be the toughest part of male allyship. We call this the “carefrontation,” contextualizing confrontation as an act of caring on the part of a friend or colleague. Try: “That comment was inappropriate and demeaning. I found it offensive and it was clearly offensive to our women colleagues. I know you can do better.” Alternatively, you could say, “You and I go way back and we’re friends. I heard what you said/what you did. We don’t do that here. You need to make amends and be more respectful.” 11
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September 13, 2022 Use positive reinforcement. Reinforcing people – especially men – for desired workplace behaviors (e.g., disrupting sexism and harassment and holding others accountable) is a powerful motivator. Try: “I really appreciated it when you spoke up about our co-worker’s inappropriate and offensive joke. Everyone saw what you did, and it had a positive effect on the team.” Of course, reinforcement can have the added value of influencing others when done in public. For instance, “Thank you for saying that. I was also uncomfortable with that comment and I agree that’s just not what we do here.” Integrate these conversations into your organization’s culture. Where the “good guy” defense is prevalent, engage team members in discussions about the impact this phrase has on people. Encourage others to share their experiences with the “good guy” defense and why we should drop it. Include vignettes or examples of the “good guy” defense at training programs. Leaders throughout an organization need exposure and best practice refreshers regularly so they can better handle these situations. Inclusion in highvisibility programs demonstrates a commitment to improving workplace culture.
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LEADERSHIPtrends 10 LEADERSHIP SKILLS FOR THE 21ST CENTURY WORKPLACE MODERN LEADERSHIP With the all the changes to how we work, and from where, now is the perfect time to refocus on what good leadership looks like. Because, in our rapidly changing workplaces, leadership will apply to more people than ever before. Whatever your job title, this precious ability to bring out the best in people will be a vital part of success. Of course, being a good leader really requires us to polish up multiple skills at once. Here are 10 skills that are essential for leaders – with a few pointers on how to develop them, according Bernard Marr for Forbes. 1. Motivating others The ability to motivate others is all part of inspiring people to be the best they can be. So how can you better motivate others? Ensure people know how their role contributes to the organization’s vision. That their work matters, basically. Be clear on what you need people to do, why and when. But, importantly, give people the autonomy to accomplish those tasks their way. Show your appreciation and celebrate success. 2. Fostering potential Great leaders look for potential, not performance. Here are three ways to foster potential: Don’t fall into the trap of getting people to think and act like you. Encourage them to think and act like them. Let people know that it’s okay to fail sometimes. This is all part of inspiring people to take risks, step outside their comfort zone and test new ideas. Don’t let people grow complacent. Encourage them to develop their skills and think about the next stage of their career, whatever that may be. 3. Inspiring trust What makes a leader trustworthy? The following behaviors are a good start: Being ethical. This means being honest and transparent, keeping promises and generally making sure you don't say one thing and then do another. Making your values clear and, of course, living those values. Standing up for what you believe in. 13
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September 13, 2022 4. Taking on and giving up responsibility Good leaders take on responsibility, but they also know when to let go of responsibility and delegate to others. When doing this, try to: Play to the strengths of those around you and allocate responsibility accordingly. Ensure people have the knowledge, resources and tools they need to succeed. Decide how you'll monitor progress without micromanaging. For example, you can agree on how the person will report back to you and how often – as well as the best way for them to raise any questions. 5. Thinking strategically Strategic thinking requires leaders to take a wider view, so they can solve business problems and make a long-term plan for the future. To enhance your strategic thinking skills: Remember the difference between urgent and important. Urgent fire-fighting tasks can suck up a lot of your time and energy, leaving very little bandwidth for those things that are important from a big-picture perspective but not urgent. Constantly remind yourself of your priorities, and manage your time accordingly. Use critical thinking to gather data and find solutions to your most pressing strategic questions. For example, “Where will our growth come from in three or five years’ time?” Don’t rely on assumptions or gut instincts when answering such questions. 6. Setting goals and expectations for everyone Setting goals is a great way to drive performance. But have you considered a more dynamic way of setting goals? Instead of the traditional, top-down approach (where leadership sets strategic goals, then managers set goals for teams and individuals), you might like to consider the Objectives and Key Results (OKRs) approach. With OKRs, leadership sets some strategic OKRs for the business, then each team and individual designs their own OKRs that contribute to achieving the company's strategic OKRs. OKRs should be simple and agile. Forget annual goal-setting; OKRs are typically set on a monthly or quarterly basis. 7. Giving (and receiving) feedback Good leaders are able to give and receive feedback, both positive and negative (also knows as constructive feedback).
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LEADERSHIPtrends 8 PODCASTS TO WORK ON YOUR LEADERSHIP SKILLS ANYWHERE, ANYTIME THIS WEEK’S LIST If you haven’t entered the world of podcasts, now’s the time. Listening to podcasts is a great way to work on yourself even when you are on the go. Plus, there’s no easier way to get free advice from some of today's top leadership experts. Changecreator.com recommends these top leadership podcasts: 1. Take Command – A Dale Carnegie Podcast Dale Carnegie is famous for his book How to Make Friends and Influence People. It’s legendary. Now, you can listen in on “A Dale Carnegie Podcast,” where they uncover what leadership means in today’s world. Hosted by Joe Hart, CEO of Dale Carnegie, they will be talking to diverse leaders across various industries to help unlock your potential for success. Sharing real-life insights into leadership — which in turn can help spark the next level of your growth as a leader. 2. Coaching for Leaders – Dave Stachowiak Dave believes that nobody is born a leader. In this podcast, he teaches leaders the basics of leadership, leading by example, and how to bring the best out of the people you lead. 3. Dose of Leadership – Richard Rierson “Dose of Leadership” has interviews with leaders from all areas of life including military, business and even faith-based leaders. The show aims to teach leaders and aspiring leaders how to develop themselves and the organization they lead. 4. Engaging Leader – Jesse Lahey As the name suggests, the show centers on communication as the basis of modern leadership. Lahey and his interviewees discuss the various tactics you can use to communicate with your team effectively for improved productivity. 5. Accelerate – Andy Paul Paul started off quite badly as a salesperson but he managed to turn his fortunes around and become a leader in the field of sales. In “Accelerate,” he combines his experience and that of his guests to teach you how to become build successful teams for your organization to prosper. 15
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September 13, 2022 6. The LEADx Show – Kevin Kruse Kruse’s guests include some of the best leadership and business experts in the world. They will share with you tips on how to manage your team successfully and also how to advance yourself in different at your workplace each day. 7. This Is Your Life with Michael Hyatt – Michael Hyatt Hyatt wants you to lead your life with passion and focus, and his podcast teaches just that. He will also talk you to on how to harness that passion and apply it in your area of work to become a focused and influential leader. 8. Women’s Leadership Podcast – Sabrina Braham The podcast’s prime target is women, but anyone can benefit from the tips. It discusses ways you can achieve success and become a leader in your niche by living to your potential.
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September 13, 2022
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