Who makes the decisions about school-level resource allocation?

The governance structure of the school has the responsibility for allocating its resources. Many problems can be avoided, however, if the principal facilitates the involvement of other constituents, so that no one feels left out or "run over." This often requires much behind-the-scenes work. If the governing body or local school decision making group alienates the faculty and large groups of parents and community members, it will be the principal's problem to solve. As always it is better to prevent the problem than to correct it.

The school's faculty could be involved through some representative body. It is difficult for teachers to face budget reallocation decisions if the decision means eliminating the jobs of their peers. The consumer science teacher may be well liked in the school. Eliminating this position to provide more resources and time for mathematics may not be a popular decision. This is where the representative form of governance comes in. Emotional issues might be discussed more easily in a smaller group. It is advisable to have those representatives be elected. They then have to go back to their constituents, work through the issues, and then return to the committee for decision making. The cycle may have to occur several times before a decision can be made.

Union representatives are often involved in the process. Again, it is better to address the issues up front than to violate a contract and be tied up in grievance procedures.

The involvement of parents and community members is needed in the process. Here it is important to remember to bring in more than the normally active parents in the school. The parents of students not generally represented are also needed so that decisions are not lopsided, and the welfare of all students is considered.

Paul Castro, a principal at West Briar Middle School in Houston talks about How a Houston principal used budget limits to enlist his community.

In involving all groups, one always runs the risk of deadlock. No decisions can be made because everyone wants something different. The principal's formidable task is to get a agreement to move forward. Achieving the mission is a major task of leadership. The principal may wish to participate in professional development activities on facilitating group decision making before embarking on resource allocation.