The Philadelphia School District has a five-step program of site-based-management prerequisites for schools: (1) absolute support from the top administration; (2) clear and fair allocation formulas on which each school's budget is to be based; (3) universal understanding of any restrictions, rules, or guidelines; (4) full explanation of budget…

Opening the communication lines among a school district in Derby, Kansas, and two other local governmental units--the city of Derby and the Derby Recreation Commission, led to a multitude of cooperative efforts that were fiscally responsible and beneficial for the entire community. (MLF)

If appropriate planning occurs, business officials can support site-based management. Districts need to develop new working relationships that appropriately balance the responsibility of the business office for district finances and support services with more site-based management at the school level. (MLF)

Delineating the current costs and quality of service of pupil transportation provides a basis for evaluating alternatives. With this, districts can identify the opportunities to (1) provide the current service more efficiently; (2) modify the current service parameters; and (3) provide service under a more efficient operating system. (MLF)

Indicates the advantages under school-based management of transferring funds to the individual schools in a lump sum with minimal encumbrances, along with the freedom to transfer funds within the school budget. Transferring money to the schools, along with corresponding decision-making powers, enhances responsibility and accountability. (MLF)

Longitudinal study of how school districts allocated resources, focusing on expenditures and staffing, during a 6-year period in the 1990s, a period that saw the implementation of state standards and accountability initiatives. Finds, for example, that school districts did not appear to spend more on instruction, but did hire more instructional…

Describes differences between Canadian and American experiences with the implementation of accountability systems. Compared with the U.S. experience, school accountability is limited in Canada. Unlike the in the U.S., for example, Canada currently has no performance-incentive plans, personnel practices tied to achievement, value-added assessment,…

The author proposes a new curriculum sequence for elementary and secondary education. (MCG)

Briefly describes the first 40 years of Title I of the Elementary Secondary Education Act. Describes significant changes in Title I under the No Child Left Behind Act of 2001, including school-choice options for students in failing schools, supplemental educational services for at-risk students, and the hiring of highly qualified teachers. (PKP)

Three school districts are working successfully with a private contractor to reduce the operating costs of lunch programs, while increasing participation and maintaining nutrition standards. The facilities department of the fourth school is producing higher quality work and greater accountability under the direction of a private contractor. (MLF)

The need for programmatic cost information, data compatibility, and understanding input/output relationships are sparking efforts to improve standards for organizing and reporting educational-resource data. Unlike accountants, economists measure resources in real terms and organize information around service delivery, using a resource-cost model.…

Title I, concerned with providing equal learning opportunities for disadvantaged students, is the 1965 Elementary and Secondary Education Act's centerpiece and has been institutionalized in U.S. schools. Recent reauthorizations have allowed local districts and schools to determine which type of program will best serve students' needs. (18…

Describes the basic concepts and suggested procedures for introducing zero base budgeting. (Author/MLF)

Briefly looks at some of the basic principles of accountability and internal control as a review of present accounting system procedures to aid administrators to ensure reliable financial records. (MLF)

School-district central-office administration is responsible for creating the structure and framework for school staffs to work in the interest of their students. The district needs to establish strategic priorities for the use of funds. Schools should be held accountable for deploying the resources and controlling expenditures. (MLF)