Standard 3 Overview:
Standard 3 represents the district leader's ability to manage the resources, policies and procedures required for the operation of a public school district.  An effective superintendent has the ability to use district resources to efficiently meet the strategic goals of the board and maintain focus on improving opportunities for student achievement in the classroom.  

Functions:

1. Candidates understand and can monitor and evaluate district management and operational systems.
2. Candidates understand and can efficiently use human, fiscal, and technological resources within the district.
3. Candidates understand and can promote district-level policies and procedures that protect the welfare and safety of students and staff across the district.
4. Candidates understand and can develop district capacity for distributed leadership.
5. Candidates understand and can ensure that district time focuses on supporting high-quality school instruction and student learning.

Evidence of Mastery: 
​The financial health of a school district is critical for short-term gains and long-term success. One of my leadership objectives is to exercise physical and fiscal efficiency while increasing individual streams of revenue. 
Budget Implications: This document is an analysis of the district's budget and enrollment projections as well a plan to address budget excess and shortfalls. This is evidence of an ability to analyze the district's budget status as well as create a pathway to financial stability based on said budget. 
Crisis Management Review: Student safety is imperative to maintaining a strong school district.  District's must have a comprehensive and updated Crisis Management Plan.  Additionally, the superintendent must ensure directors and building administrators have trained their students and staff in appropriate emergency response scenarios.  
Audit Response Plan: The ability to read and respond to an auditors' report is a skill all superintendents must possess.  
Facility Review,  Capital Improvement Project: I work significantly with with superintendent and board members on the creation of a Major Maintenance Capital Improvement Project Grant Application.  The application was re-categorized and denied. Subsequently, we petitioned re-evaluation and lobbied our legislators for significant CIP funding changes at the state level.  
​School Budget Blog:  This three part series (hosted on this website November-December 2016) is an example of my understanding of the Alaska Foundation Formula as well as the district budget process.