Analysis Of The Legislative Joint Auditing Committee Audited

Two of the three partners of the firm that performed the audit for the district had 55% ownership in the company that sold the district its financial management software “finance manager”. The partners’ role as vendors violated the general standard of independence under generally accepted government auditing standards. Also the auditors received a commission from the sale of another software called “student manager” and receiving commissions is prohibited by the AICPA. Also there were fundamental problems with their audit planning and efforts to test financial records. The CPA firm work that was so flawed and so far below professional standards that it failed to identify the millions that were stolen.

The gap between the nation’s best and worst public schools continues to grow. Our country is based on freedom and equality for all, yet in practice and in the spectrum of education this is rarely the case. We do not even have to step further than our own city and its public school system, which many media outlets have labeled “dysfunctional” and “in shambles.” At the same time, Montgomery County, located just northwest of the District in suburban Maryland, stands as one of the top school systems in the country. Within each of these systems, there are schools that excel and there are schools that consistently measure below average. Money alone can not erase this gap. While

In corporate America, the expectation for a CEO is to increase profits and to project a positive public image for the corporation. The role of the 21st century public school Superintendent often mirrors that of a corporate CEO. The superintendent is responsible for a multi-million-dollar budget, the management of a large employee pool, and the expectations for high stakes profits are in the form of standardized assessment scores. Just as the CEO is expected to produce an increase in profits, the school Superintendent is accountable for, and is expected to produce, a yearly increase in test scores.

What is the role of public schools? Who should be governing public schools? This paper will address each side of these educational issues as well as offer a position statement and an action plan.

The text states that it is essential that superintendents and school board members communicate effectively to find the best solutions to problems. Effective communication requiring everyone to be heard in an honest and forthright exchange of viewpoints has proven to be best for children. Therefore report on Curriculum by Dr. Byron Haynes and reports on start of the year were given by Principal J. Griffin, Principal B. Cleark and Principal M.

There are many ‘actors’ in addition to the parents and community members involved with the Fairfax County Public School budget. These are the school board, superintendent’s office, department of financial services, and the office of the budget services. The Fairfax County School Board is composed of twelve members with the charge by the statutes of Virginia and the regulations of the Virginia Board of Education to provide and operate the public schools in the county. The school board has the task of setting general school policies, and establishing guidelines to ensure the proper administration of the county school program. The superintendent’s office serves to provide leadership and direction in conjunction with the school board to the school district.

When a school receives a negative or unsatisfactory rating it will be important that as an administrator we do not hide but rather face the problem head on. If we try to dodge those who are concerned it will only lead to more anger and fractured relationships. It is important that we focus on maintaining and improving upon our relationships. We need to capture the communities and parents trust through our actions toward improvement which can be supported by data. Per, Maze of Mistrust Parents, Educators, and the Challenge of Public Engagement business groups, local government officials, taxpayers, and civic organizations were sometimes clamoring for change and often mystified by what the schools were up to. Now is the time that we must

This article was created to inform member in the South Loop community and the National Teachers Academy members, about the actions of Chicago Board of Education that will affect the future of public education in the area. The author attempts to expose how Chicago Public Schools decision to transform a high achieving predominantly low income elementary school to a high school and build an additional elementary school to satisfy the demand of wealth residents in the area. However, David Matthews uses his text to update the public of the adjustments that CPS had made regarding the decision to close the school. The writer used statistics regarding the cost of this project, as well

This information was gathered in an interview with Andrea Williams, Principal of Theresa Bunker Elementary. In the past three years that Mrs. Williams has been principal of this school she has brought a strong focus onto using data to make appropriate instructional decisions as well as execute strategic planning to help the school progress. The implementation of the PLC process has helped the teachers to gain an understanding of how valuable data collection and analysis can be for their teaching practice. Looking at data also helps the school attain the yearly goals laid out by the district’s strategic plan. One of the first steps taken in developing a strategic plan for the school is to gather and analyze data in order to find the school’s strengths, weaknesses, opportunities for growth as well as any threats to the progress of the school. Early in the year the strategic planning team will review quantitative data collected from student achievement scores, attendance rates, discipline trends, financial records, transportation reports, and so forth. Depending upon the specific issue addressed in the planning process, these types of quantitative data serve to inform decision-making processes. The collection of qualitative data is also an integral part of best practices in development of a strategic plan. Qualitative data collection includes use of surveys, focus groups, and interviews with key stakeholder groups. It is important and useful to

Arizona has failed to provide proper funding for education. This in turn has led to schools not having the proper tools necessary to help their students succeed. In fact, evidence shows that “Despite nearly 20 years of lawsuits that forced the state to provide more-equitable funding for poorer school district. the gap between "have" and "have not" districts is growing again” (Bob Ortega). Fortunately, there are solutions that can help with the Arizona Education Funding crisis.

One of the hottest debated topics discussed all throughout the country is funding for education. Many schools experience budget cuts at the district and state levels. The U.S. government makes tough decisions on where and how the taxpayer’s money should be spent. Americans who rely on the public school system do not support budget cuts. Writers all across the country have the same sentiment.

At a town hall meeting during the March 11th California Association of African-American Superintendents and Administrators (CAAASA) annual conference, panel members openly spoke about the transformation to the way California would fund education for the nine million public school students it serves. This panel discussion offered various stakeholder viewpoints around the Local Control Funding Formula and the Local Control Accountability Plan. Each member of the panel contributed honestly about LCFF and LCAP as it relates to the states vision of moving forward in trying to close the achievement gap for all students.

With the many financial scandals that have occurred in schools districts across the United States, it is imperative that proper accounting and auditing procedures are implemented to avoid the inappropriate use of educational funds. According to Guthrie, Hart, Ray, Candoli, and Hack (2008), financial accounting and auditing data are important components of the lifeblood of the school organization p.247. Therefore, without its existence, the school organization will not be able to survive financially because appropriate data is not maintained to balance statements and justify spending.

This paper examines the ways in which a single school within the Miami-Dade School District as a way of explicating the budgeting process, a process that has both formal and informal aspects to it and depends as much on personal power and influence as it does on official regulation. Such an examination is important for several reasons, the most significant of which is that everything that affects the quality of education must be open to strict scrutiny. Such scrutiny is especially important given the perilous state of school financing (as well as other public financing) during the current recession.

The role of internal audit is to provide independent declaration that an organization’s threatadministration, governance and internal control processes are functioning effectively. Internal auditors deal with concerns that are essentially important to the existence and success of any organization. Unlike external auditors, they aspect beyond financial possibilities and statements to reflect wider problems such as the organization’s reputation, development, its power on the location and the approach it treats its organizations.In summary, internal accountantssupport organizations to thrive.