To gain empowerment to make informed decisions, a K-12 institution underwent a comprehensive assessment process that used a wide variety of methods and tools to align current capabilities and educational technology long-term desires. In this course, participants will learn how this process by analyzing, measuring, and documenting technology readiness, budget priorities, learning models, and internal skills revealed risks the district didn’t know existed and their journey to a stronger security posture for cybercrime prevention, risk mitigation, and asset protection. 

1        In this course, participants will learn about a process that analyzes and documents technology readiness and how it can reveal risks that are often undetected within their people, processes, and technology. Using this knowledge, school business leaders will develop a stronger understanding of how they can strengthen their security posture for cybercrime prevention, risk mitigation, and asset protection.

1        The course content will provide participants with the education on how a K-12 district strengthened their security posture and cybercrime prevention by identifying and remediating the vulnerabilities within their people, processes, and technology identified through a comprehensive assessment process. It is important to limit district liability and protect capital, financial, and data assets.

This course will cover an in-depth look at how to flow the budget into the 5-year forecast and use these processes/documents to show financial leadership in your district. The course will provide essential information to help school business officials tie their annual budget to their 5-year forecast and how to use these processes to help district administrators see the district as a whole and understand how to use the funds available to help meet district and building-wide goals.

1        Understanding the importance of how the annual budget should be built and how that budget should flow into a district’s cash flow planning and ultimately the 5-year forecast is essential to maintaining positive cash flow and when the district may need to reduce costs and/or ask voters for an additional levy.  Financial leadership should be used to help all district administrators learn how to use the budgeting process in their areas to work together to focus on meeting the goals set by the district.  Financial leaders should help others in their district understand the bigger picture rather than focusing on their own building and/or department needs.