Campus Schools by Ortiz Mónica;

Author:Ortiz, Mónica;
Language: eng
Format: epub
Publisher: Rowman & Littlefield Publishers

Chapter 4

Under New Management

Campus Logistics and Operation

As the school leader, the principal makes the final decision on anything and everything that goes on in their school, from curriculum to books to programs. They determine how to best allocate funds to support school priorities, whether it’s hiring new teachers or purchasing new equipment. Even in the most collaborative schools where there is evidence of shared leadership among the faculty, the principal is ultimately the final decision maker.

The principal’s job is challenging, but being a principal in a campus setting requires a new set of skills. It requires the ability to collaborate with peers and to skillfully negotiate campus resources. To this end, the Principals’ Council was created to foster a collaborative approach to decision making with regard to campus management. However, this was a challenge for the principals in the campus building as they try to balance the responsibilities of starting and developing their new schools with those of the campus.

The Cuomo Campus, consisting of six principals, and the Marin Campus, consisting of five principals, were now responsible for running two large buildings. Under consideration were overseeing safety and security personnel, coordinating the use of shared space, and managing a non-existing budget. In theory, the principals understood what they had to do. Unfortunately, it was the practical aspect of logistics and operations that was difficult. Complicating this problem was the lack of cohesiveness in the Principals’ Council.

Shared Expenses and School Budget

In the absence of an operations manual and with limited guidance from central administration, the council had to figure out how to deal with the logistics of campus operations. The one-school management model that was familiar to principals was the traditional operations model of large schools. In large high schools there were at least two assistant principals of administration: one for operations and one for security. Unfortunately this model was not going to work for the campus because none of the small schools would be able to afford to hire two administrators.

Most of the campus schools modified the model to substitute the assistant principals for a campus manager. This is the most expensive staff member on a campus, so much so that many campuses have forgone the luxury of having one. The campus manager is responsible for many of the duties that would have been handled by two assistant principals of administration in a traditional school: everything from mail distribution to crisis management. The campus manager relieves the principals of these administrative duties and concerns so that they can focus on their schools.

The logistics of running a campus cannot be understated. Something as simple as mail delivery can get complicated. The U.S. Post Office does not deliver mail to the individual schools; it must be delivered to a central location, sorted by school, placed in bins, and then picked up from the individual schools. Delivery of equipment and supplies is not any easier. Often goods go to the wrong school.

The campus manager is also responsible for the use of shared space.

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