Talk:Directing Technology/Fund

Group Members

Lifang Chang- Grant Section

Timothy McCann- E-rate Section

Michael Cavallaro- Budget Section

COMMENTS FOR GRANT SECTION:

Great job on this section. It was super easy to read and understand. I liked that you included links to websites to find grant opportunities.

Paige Hawkins 12-3-07

COMMENTS FOR E-RATE SECTION:

COMMENTS FOR BUDGET SECTION:

___________________________________________________________________

Great. Thank you. --Lifang 16:16, 29 November 2007 (UTC)

DONE! Lifang. --Timmccann 13:36, 29 November 2007 (UTC)--Timmccann 13:36, 29 November 2007 (UTC)

Sure I can fool with it today. No problem Lifang --Timmccann 13:32, 29 November 2007 (UTC)

Hi Tim, thanks for your good job on the reference section. Could you please help me to delete the first reference? The first one is the same with the 2nd one. Thanks.--Lifang 06:35, 28 November 2007 (UTC)

Sounds great I will check out the section tonight--Timmccann 00:41, 28 November 2007 (UTC)

I think I am done with the draft of grants section. Let me know your comments.--Lifang 18:38, 26 November 2007 (UTC)

Hmm, I am also wiki online now. :)--Lifang 23:41, 25 November 2007 (UTC)

Great I am glad the resources were helpful. I am just sitting down to get some work done (6:20 pm). At some point I will be manipulating content in the wiki to adjust some of the references. I looked over some of the other groups references and most are using a ref tag. The tag automatically puts information into the reference section and should help because I have a couple of books and articles to reference. TIM--Timmccann 23:26, 25 November 2007 (UTC)

I am fine with the grants section. I have looked through all related info about grants topic. Your links are really useful. Sure, I will email you tomorrow if I have any question.--Lifang 05:54, 25 November 2007 (UTC)

It will be great if you can reorganize our reference section. If you need any info in the working process, please let me know. Also,I am working on the wikibook all day on Sunday. --Lifang 05:54, 25 November 2007 (UTC)

I have also been fooling around with the reference/footnote stuff for wikibooks. I looked at alot of pages and the other pages from out class. I think we may need to change some things around in order to reference.I will be happy to do the referencing for the whole thing but I don't want to change things with out your approvals. TIM

Hey Lifang, I will be around all day on Sunday if you need any help with the grant section. Please contact me by email or I will be in the library after 10 am. TIM

I still need short descriptions under each point on proposals and tips. I will add them soon. If you have any suggestion with the samples part, I will be very appreciate.. --Lifang 22:43, 20 November 2007 (UTC)

Lifang, I dont know exactly how far you are in the grant section but I have some ideas on ways to get the content across if you have having a hard time (it is a difficult topic). I know you have been working on the section and I dont want to interfere with your progress. If you want we can talk at class tomorrow. TIM

I am adding content over Grants topic. Thanks, Tim. --Lifang 01:28, 19 November 2007 (UTC)

Nice Job last night for the presentation- I am going to continue Jazzing up my section and working on adding content to the Funding section- Lifang I will keep you posted on what I am working on so that their is no overlap--tim

I think my section is ready for the presentation on Tuesday. I added a dozen or so slides to the presentation. If you have any questions, email me. I'll be checking regularly. Mcavallaro 00:03, 11 November 2007 (UTC)

OK. I think I am done with the Budgeting section. Let me know what you think.Mcavallaro 23:22, 10 November 2007 (UTC)

Hi guys, I changed the sections around to conform with the exact chapter title. If that was out of order, we can change it back. I am almost finished with the Budgeting section. I need to expand on the 12 Principals and add more examples in the Budgeting code section. Give it a quick read and let me know what you think. Mcavallaro 20:29, 10 November 2007 (UTC)

TIM, I saw your kindly suggestion over the funding structure. I agree with your proposal. Then I would like add my thoughts over grants topics. Hope I can have a completed draft by this Wednesday. Michael, thanks your good jobs over budgeting topic. I have deleted the "terms" sub-division below the introduction of budgeting. Do you think the "budget account sample" needs to exist to our budgeting structure? Maybe it is not necessary? You already explain the budgeting process clearly. ---Lifang

I have some good stuff done for the erate section I will be posting it to the discussion page by our monday class. I am adding some graphics/charts that are taking some time... TIM

I will be emailing our prof about the presentation. I have sent you guys some more links on del.icio.us for the funding and erate section. Michale you did some great work thanks. I will be working more on the erate section if that is OK Lifang. TIM

Items to include:

Hi guys I would like to include under types of grants- entitlement grants and competitive grants- But I just don't want to change to much of the structure without your approval. It may also be good to change what we have listed as types of grants to instead grant agencies or grant funding sources, then subdivide into federal, state etc... I just dont want to fool to much with the structure without your approval. —The preceding unsigned comment was added by Timmccann (talk • contribs) 20:23, October 9, 2007.

Funding: General Fund Grants eRate

I am working tonight on some funding stuff hope to have at least some eRate stuff up tonight (10:00pm)!!TIM 10/9/08 —The preceding unsigned comment was added by Timmccann (talk • contribs) 19:03, October 9, 2007.

Budgeting Overview of GASB - 12 Principles Budgeting Account samples --Michael--

Should GASB (Governmental Accounting Standards Board)be written as a independent term? Alternatively, we explain the GASB rules (principles? tips?)in the budgeting process such as drafting, revision and final draft. I Need to know more about GASB... --Lifang 02:31, 2 October 2007 (UTC)

Yes, GASB should be written out at least once. We can discuss better once I have posted an outline on GASB. Here is some detail on the process of budgeting. The formatting of the tables is horrible so I will owrk on them.

Process of Budgeting The Technology Director is responsible for budgeting for all technology needs for the District. Budgeting is a time-consuming process that takes months to complete properly. An experienced Technology Director will rely heavily on the previous year’s budget during planning for the new year. There are many items that will help the director during planning. Let’s look at some of these items in detail.

Long Range Planning The budgeting process is made easier by how well the district long range technology plan was developed. The long range technology plan governs the overall direction of technology in the district. They often project years into the future so the director must always be aware of what is coming down the road. The plan must provide a clear vision of where the district wants to be all throughout the plan. A well developed plan will be as useful in its last year as it was in its first. The importance of a plan is clearly visible. The administration and the School Board rely on you to tell them where the district will need to be in future years. This will give the board an understanding of future budgetary needs long before they are needed.

EXAMPLE Let’s look at adding wireless to your high school. First adopters started installing wireless into schools as early as 2002. You are writing a long range plan in 2002 that lasts until 2007. You know the technology is there but aren’t sure if you will need it. Costs in 2002 show it would take at least $500,000 to complete the project. You estimate that there is a better chance than not that you will need to address this down the road. You decide to include it in your long range plan for the last year, 2007. As a result, the school board is aware of the plan. They know there will be a substantial cost to complete the project and they can plan for it. The end result is that you install wireless around the time the state releases its one to one plan. Had you not planned for it, it would have been much harder to secure funding for such a large project.

The more time you spend on the long range plan, the easier you make your budget process each year.

Documentation

A technology department relies on proper documentation to run. It isn’t the most glorious job but it is essential to many different areas such as disaster recovery and of course, budgeting. A district will have countless systems that carry annual maintenance contracts, have fixed terms, or need frequent replacement. Knowing these items will help you to know what is needed each year. Unfortunatley, as a new director, you need to rely on the documentation the previous director left. Hopefully, it is complete and accurate. If not, begin creating a new document immediately.

EXAMPLE Product	Description	        Term	Start Date	End Date	Cost	   Next Budget Microsoft SLA  Site License Agreement	1 year	7/1/2007	6/30/2008	$110,000 	2008

Cisco SmartNET	Maintenance Cisco gear	1 year	8/1/2007	7/31/2008	$48,000 	2008

SurfControl	Internet Fileter	3 Year	8/1/2005	7/31/2008	$35,000 	2008

Sophos AV	District Anti-virus	2 year	7/1/2007	6/30/2009	$30,000 	2009

CLIU	       Student Info System	1 year	7/1/2007	6/30/2008	$48,000 	2008

This document helps you plan the costs year to year. By looking at this, you can tell that you don’t need to worry about Anti-virus this year.

Replacement Schedule

In addition to the long range plan, a district should have well documented replacement schedule. A director should be able to tell what equipment is scheduled to be replaced this year in a matter of moments. A replacement schedule documents how long equipment will last before it needs to be replaced. This schedule will serve as a guide since technology is not always replaced on a one to one basis. Some equipment may not get replaced or will be replaced with something new when the useful lifespan has retired. An added bonus of replacement schedules it that staff will also know when their equipment is due for replacement, thus eliminating the constant questions of “when will my computer will be replaced.” Many organizations have classically used three to five replacement schedules. With the addition of Act 1, many districts have opted to move toward plans that span five or more years. Here is an example of a fairly simple replacement schedule..

EXAMPLE Product	Quantity	Schedule	Year Purchased	Year replaced Desktop	                 300	            5Year	      2006	    2011

Server	          5	            5Year	       2006	    2011

Switches	 15	            6year	       2006	    2012

Desktops	 400	            5Year	       2007	    2012

Laptops	         100	            3Year	       2007	    2010

Servers	          10	            5Year	       2007	    2012

Switches	  25	            6Year	       2007	     2013

Take note that the 300 Desktops purchased in 2006 may be replace with laptops once 2011 arrives.

All of these items help the technology director prepare to draft a budget. They serve as a point to start. There is still much work to be done towards presenting a complete budget. Inevitably, items will appear that are not in use and were not planned on in the long range plan. The tech director needs to evaluate them and determine if they should be included.

--Michael-- —The preceding unsigned comment was added by Mcavallaro (talk • contribs) 18:56, October 2, 2007.

12 Principles

(Need detailed descriptions)

1. Accounting and Reporting Capabilities

2. Fund Accounting System

3. Types of Funds

4. Number of Funds (maintain only number of funds needed)

5. Accounting for Capital Assets and Long-Term Liabilities

6. Valuation of Capital Assets

7. Depreciation of Capital Assets (follow IRS guidelines for equipment)

8. Accrual Basis in Government Accounting

9. Budgeting, Budgetary Control & Budgetary Reporting (LEA must prepare budget for general fund)

10. Revenue, Expenditure, Transfer & Expense Account Classification

11. Common Terminology & Classification (we must be consistent in budget terms and categories)

12. Interim and Annual Financial Reports

Michael

During the budgeting process, the technical director will find the budget going through numerous revisions. The budget starts as a draft and will certainly look much different once completed and approved. First Draft The first draft acts much like a wish list. It should include everything that you would like to fund for the upcoming school year. At this time, exact prices are not necessary. Instead, gross estimates should be made. When estimating, always be certain to estimate high. You certainly do not want to be in the position of underfunding a project as the budget gets revised. The document does not need to adhere to budgeting codes at this time, however, if the code is already defined, it should be included.

The draft should be separated into at least three sections. The first section should list your all recurring costs such as support contracts or licensing agreements. This is where your documentation becomes necessary. With proper documentation, you will ensure that all your recurring costs are covered and none are forgotten. If the district is experiencing growth in any of these contracted areas, be certain to account for this when estimating the new costs. Most, if not all of these items are required and therefore cannot be cut as the budget goes through revision.

The next section of the draft should list new projects or objectives the district may fund that are included in the long range technology plan. These items are not technically required, however, they have been taken from the long range plan. The techology director should strive to obtain funding for each item in this section, even if it means nothing from the last section makes the final budget. Once this section is complete,it is often helpful to compare the draft with the previous years final aproved budget.

The last section should list the projects that the district would like to fund but have not been accounted for already. This section will usually see the most cutting. Rarely will you be able to fund all three sections completely. This is where the process of revising becomes critical.

Revisions Once the "draft" budget has been completed,it should be reviewed and compared to the current year's budget. You should be able to speak with your Cheif Financial Officer or your Superintendent to determine how much,if any, growth will be allowed in the technology budget. Once you have this information, you will be able to begin the revision process.

Once the initial comparison is complete, the technology director should begin the process of obtaining official quotations on each item. If using PEPPM pricing, there is no reason to shop around for better pricing, however if PEPPM is not used, it is a best practice to obtain multiple quotes. At this point, the lowest price should be inserted into the budget.

Michael

Needs assessment How, as the technology director, do you decide what the district needs? Hopefully, you do not need to do this alone. The direction of the technology in a school district should be governed by a committee with representatives from the various groups of stake holders. This group should perform a needs assessment to help aide this process.

Michael

Under Revisions Once the technology director has real numbers, a more accurate picture of the budget begins to form. The director can compare his draft to the allowable budget. Now, items need to be prioritized to determine which projects or objectives will fit under the budget cap. From this point, the budget begins to get revised. The revisions mostly come by the way of cuts. Items that are low on the priority list are the first to be sacrificed. Eventually, a final proposed budget will be produced. This proposed budget needs to be aligned to the proper budget codes (reviewed later in this chapter) and then gets presented to the CFO and Superintendent.

The final revisions to the budget will be completed once the proposed budget has been reviewed by the district administration. The best possible outcome would be that the budget is approved with no cuts or modifications. Most likely, this will not happen. Instead, the technology director will be told either to cut projects or a certain dollar amount. Once the director makes the final revisions, the final budget is forwarded to the business office to be inserted into the district's operating budget to be approved by the school board.

Michael

I decided to add a new section - Budget Coding Structure. I think it is important to discuss briefly how the coding is done as well as show some examples.

(Pchu=Pei)Does anyone know how to create a link that opens a new browser?