Budgeting for Mean, Lean Times Part 3

3. I understand the concept that school district budgets are a “zero sum” game.

There is only so much money to be distributed.
In light of the current political climate about taxes, those of us in public education should revisit David Lewis’s Eight Truths about budgeting. His first Truth is just as applicable now as it was when published in 1991: “It is a zero sum game.” When talking about public library budgets, he explained: “There is no more money...The important truth is that those who provide the cash...will not give the library any more. They can’t because they don’t have it.” Schools, as well, seem to have reached a level of funding that the public is unlikely to substantially increase (if not decrease).

Does this mean no additional funds for your media or technology program?

Getting more money for your program means spending less money elsewhere in the school.
Mr. Lewis suggests a way that middle managers (like librarians and technology coordinators) can get more money for their programs: “You can take it away from somebody else. If you believe in what you are doing, you have an obligation to try this.” Gulp.

I think this puts an awful lot of us outside our comfort zone. Aren’t we really “givers” of resources, skills, information, time, and effort? Fighting for an adequate budget, especially if it means butting heads with co-workers like department chairs, band directors, coaches, custodians, or union reps, certainly feels like being a “taker.” Want to make an enemy? Threaten the funding of a program that is owned by another educator.

But look carefully at the second part of Mr. Lewis’s statement - “If you believe in what you are doing, you have an obligation to try...” Folks, we better all believe deep in our hearts what we are doing is in the very best interest of our students and community, that spending what is necessary for an effective library and technology program is better than buying new textbooks or violins or smaller class sizes.

You have to believe in your mission.
So here’s the deal. You really need two psychological weapons when fighting to make your program a budget priority: a thick skin and a deep-felt mission. Without them, you’ll get eaten alive; with them, you can accomplish anything.

Strong feelings and fearlessness are of course greatly helped by a strong rationale for your budget. Today’s budgeting committees really need to be asking questions like:

• What programs teach the skills that will be vital to tomorrow’s citizens?
• What programs, skills and attributes does your community believe are important?
• How many teachers and students will benefit from a particular spending decision?
• Are there other sources of funds for activities which could be considered “non-essential?”
• How might a budget decision affect the school’s climate? the school's goals? the school's mission?
  
• Is there research to support the effectiveness of a program or specific spending decision?
• How much budgeting is being done out of respect for sentiment or tradition?

As librarians and technology coordinators, we need to do our homework. Our budgets must be specific, goal driven, and assessable. They must be both accurate and easy to understand. And I hope our budgets are supported by research and sound reasoning. It’s up to us to let other educators know what the Colorado study (among others) found out about the impact of libraries on student achievement, about Krashen’s research on how libraries help improve reading scores, and what research says about the impact computer technology has on teaching and learning. It is up to us to know and understand the curricular aims and objectives of the entire school and how we can help teachers meet them,

Finally a last quote from Mr. Lewis, something to think about when you have a few quiet moments: “It is unacceptable for others in your organization to misuse resources that could be better put to use by you.” Thanks, Mr. Lewis, for helping us see that we need to learn to be effective “takers” if we want to be good “givers.”

Lewis, D. “Eight Truths for Middle Managers in Lean Times”. Library Journal, Sept. 1991.



Comments

[Andrew Pass]

Doug,

To some extent I agree that budgeting is a zero sum game. However, we need not look at the funding of technological development in a vacuum. Technology is only meaningful if it is used in meaningful ways. Within a school system, meaning only comes from the advancement of teaching and learning. I'd argue that the most important learning comes within the core subject areas. This means that technology is most meaningfully used when it supports core subject area learning. Consequently, rather than budgeting in a vacuum, I strongly advocate the importance of developing partnerships, within districts, so that funds can be used to support multiple objectives at the same time.

Just a thought.

Andrew Pass
http://www.lessontech.blogspot.com

[Doug Johnson]

Hi Andrew,

I don't disagree in the least. But money spent on technology (and libraries) is money that is not spent on other parts of the educational process - smaller class sizes, field trips, etc. And we better be doing this because we think it is in the best interest of children - not as some form of gamesmanship. I worry...

All the best and happy holidays,

Doug

[Staff Development for Educators]

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