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Unfortunately, IS personnel who might be able to design and <br /> implement a more efficient system, are too busy with <br /> everyday problems to engage in this effort. <br /> Moving the purchasing directly to the schools without central <br /> office participation would overcome the above problems. It <br /> does however, require that the budgeting proposals that follow <br /> be implemented. <br /> 3.4 Budgeting/Finance <br /> All budgets will be local to the schools, bottom up and zero based <br /> and will include: purchased supplies, maintenance and repair, food <br /> supplies (if required), capital equipment and all personnel in the <br /> school. <br /> The budgets will be totally controlled by each individual school with <br /> overall total available funds controlled by central office. Account <br /> transfers will be done at the local level as needed to maintain <br /> budget integrity. Information on budget status will be uploaded to <br /> the host computer at central office as needed to assure proper <br /> reporting as required by the state and overall control by central <br /> office. <br /> In today's modern school system the role of the Principal has <br /> broadened to include not only the leadership of educational effort <br /> but also the "Chief Operating Officer' of the school. The <br /> development of the School Governance Committee puts them in the <br /> position of the "Board of Directors" for the school. <br /> The Principal must be measured on a variety of operational <br /> performance characteristics including budget management. <br /> 3.4.1 Problems Overcome <br /> • The current budgeting process and budget procedures provide <br /> little or no incentive to analyze and improve spending. Budgets <br /> are primarily carry-on budgets with no zero base activity that <br /> would call each account into question each year. <br /> 11 <br />