Abstract
The purpose of this qualitative, narrative study was to investigate the perceptions of successful small-school superintendents in regard to maintaining or improving district efficiency and financial status. Face-to-face interviews were conducted with seven purposefully selected small-school superintendents. Findings suggest that in their efforts to increase revenues, these superintendents are seeking to understand and to navigate the state’s funding system to its maximum potential and to the greatest benefit for their districts. They are looking outside their districts for expert advice in their efforts toward improved revenue projection. Additionally, they are accepting out-of-district transfer students to generate revenue. Other areas of improved efficiency include personnel considerations, reducing district expenditures through purchasing and energy use.
Highlights
Background of the Texas Funding StatusOn December 1, 2008, the National Bureau of Economic Research officially confirmed that the US was in a recession that started in December 2007
According to a survey released in November 2008 by The American Association of School Administrators (AASA), 67% of superintendents from 836 responding U.S school districts said their school programs were inadequately funded
Texas Education Agency (TEA) performance data and Public Educational Information Management System (PEIMS) data were used in selecting a purposeful sample of seven superintendent participants
Summary
On December 1, 2008, the National Bureau of Economic Research officially confirmed that the US was in a recession that started in December 2007. While the federal government attempted to do what it could to bail out the financial industry and some sectors of the manufacturing industry, the recent economic downturn has threatened the progress and stability of our nation’s education system (Calvey, 2008). 74% of the superintendents who responded worked in schools that had already proposed implementing a reduction in staff. They suggested that personnel cuts might only get worse as many schools were already turning down thermostats, eliminating unnecessary travel, and deferring maintenance as part of cost reduction strategies. Many superintendents were contemplating freezing outside professional service contracts and eliminating staff development consultants (AASA, 2008)
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