 |
 |
Knowledge Categories
About Knowledge Categories
Web Links
|
|
|
 |
Resource Allocation and Incentives
State and district leaders must use strategies, incentives and policies that can result in more effective use of resources – people, time and money – to meet the academic needs of schools and students. State or district policies and incentives concerned with such issues as labor agreements, teacher hiring and compensation, budgetary decision-making and changes in H.R. may either enhance or restrict leaders’ abilities to make effective decisions.
|
|
 |
|
Allocating Resources and Creating Incentives to Improve Teaching and Learning
The third of six state-of-the-field reports, this paper reviews research, practice and theory related to resource allocation and its relationship to teaching and learning. A variety of current and emerging practices are explored and the challenges leaders face when making resource decisions at the state, district, and school levels are discussed. |
 |
|
 |
|
Inside the Black Box: School District Spending on Professional Development in Education
This is a compilation of excerpts from a 2004 article in the Journal of Education Finance on professional development spending in urban districts. The research team set out to create a standard way to define the components of professional development, describe their purpose and organization, and track and describe their cost. Applying these standardized methods in five different urban school districts, the authors discuss some lessons, findings and applications. |
|
|
 |
|
Actual Cost of Salaries Figures into Budgets for Oakland’s Schools
In the Oakland Unified School District, the actual amount of staff salaries counts against individual school budgets. So a more experienced employee—who has a bigger paycheck—eats up more of a school’s funding than does a less experienced one. This policy, now in its first year in Oakland, is in contrast to standard budgeting practices. Because schools that serve high-poverty populations often have teachers with less seniority, proponents say, their budgets go further under the model than do the budgets of schools with many veteran educators. |
|
|
 |
|
From Bystander to Ally: Transforming the District Human Resources Department
This report sheds light on how today’s school districts are rethinking this critical function of human resource departments. It provides an introductory look at the issues surrounding HR reform by considering three districts actively engaged in reshaping their HR offices: Houston Independent School District, Milwaukee Public Schools, and San Diego City Schools. A key conclusion: transforming the district HR function requires a combination of administrative reforms to increase the department’s capacity and close attention from district leaders. |
|
|
|
|
|
|
|