Topic 2 - Clinical Field Experience A - Program Leader Interview

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Clinical Field Experience A: Program Leader Interview Rosa I. Diaz-Martinez Grand Canyon University EAD-510-O500: Education Finance Dr. Rice February 14, 2023

My Clinical Field Experience A: Program Leader Interview was conducted with the Athletic Director, Graduation Enhancement Coach who is also the Extended Day Coordinator, and my principal mentor. I interviewed the Athletic Director, who is also an ELA teacher, in her classroom during her planning period. Her classroom was very warm and inviting and made it comfortable to interview and have a very informative meeting. The Graduation Enhancement Coach was interviewed in my classroom during my planning period, and it was easy as she is also my teacher mentor. The principal mentor was interviewed in his office, a bit difficult at times with the amount of interruption that needed his attention. My interview with the Athletic Director was as informative as it could be. She is recently new to the position and is still working in the shadows of the previous director, but it was great to hear her new thoughts and ideas for the upcoming school year. She currently oversees the Athletics Program which takes up a huge part of the budget since it must deal with all the athletics expenses that are involved (uniforms, equipment, repairs & maintenance, contingency, etc.). The director determines how the funds are allocated and spent with the guidance of the principal. The budget amount was shared by the director, and it fluctuated each year depending on the needs of the athletics. The budget amounts are determined by the expenditures of the year before and the current inventory on hand. The only restrictions are that orders must be placed with companies on the bid list. Fundraisers for each sport are organized throughout the school year and donations from the community add a great deal back to the budget. The budget is highly aligned with the school’s mission and vision because it adds extra curriculum activities for students that need something to focus on that will enable them to keep their grades on track. The budget allows students who are not able to pay for the mandated fees to use the monies in a hardship account that is available to students. The reconciliation process is fairly easy and is monitored by the school bookkeeper who gives monthly reports for each sport and the monies available. My interview with the Graduation Enhancement Coach was very well planned and provided a wealth of knowledge. The program that she oversees is the Extended School Day Program. The district office have the responsibility of how the budget works for the program. Her responsibility is to determine how the needs will be assessed and analyzed, what the purchase to help students, make sure it is aligned with the schools mission and values, and 2

provide the timesheets for teachers that agree to do the program. The program has been very successful in previous years and they will continue to do it as long as it continues to work for the best interest of the students. The results from my needs assessment survey showed that it is important that students feel they are rewarded for their accomplishments even though they understand that doing what needs to be done is what is expected. As you display to students that it is important to you to show them you care, it is something that will boost their self-esteem as they continue to move forward in their academic journey. The results also showed more interest in being involved with the program that will enable the store to be open more days and receive donations from the community, but also within our school. With the information obtained from my survey one each of the departments collaborated to do a quarterly drawing for students to receive a Nintendo Switch from the purchase of a raffle drawing and they were able to use their points obtained from the program. The one thing that I enjoyed most about each of my interviews was that each staff member was able to incorporate one of the PSEL in their interviews. It allowed them to display and speak about the important things that matter when conduction program and managing budgets for a school that may or may not always receive the funding, they desire, but will find alternative ways to make sure that all programs can be provided and implemented with minimal to no cost to families within the community. Standard 8: Meaningful Engagement for Families and Community, Advocate for the school and district, and for the importance of education and student needs and priorities to families and the community. i) Advocate publicly for the needs and priorities of students, families, and the community. j) Build and sustain productive partnerships with public and private sectors to promote school improvement and student learning. Standard 9. Operations and Management, Institute, manage, and monitor operations and administrative systems that promote the mission and vision of the school. b) Strategically manage staff resources, assigning and scheduling teachers and staff to roles and responsibilities that optimize their professional capacity to address each student’s learning needs. c) Seek, acquire, and manage fiscal, physical, and other resources to support curriculum, instruction, and assessment; student learning community; professional capacity and community; and family and community engagement. d) Are responsible, ethical, and accountable stewards of the school’s 3

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monetary and nonmonetary resources, engaging in effective budgeting and accounting practices. (NBEA 2015) National Policy Board for Education Administration, Professional-Standard for Educational Leaders, (2015), https://www.npbea.org/wp-content/uploads/2017/06/Professional-Standards- for-Educational-Leaders_2015.pdf Survey link: https://www.surveymonkey.com/r/9YFY78M 4

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