From Values to Value: Budget Habits of Effective Charter Leaders

About the Webinar:

Dana Vignale and Jonathan Gillen led a session titled “Values to Value: Budget Habits of Effective Charter Leaders,” focusing on how charter school boards and leaders can strengthen financial oversight while keeping student success at the center of decision-making. Vignale, drawing on her experience as a school leader and board treasurer, emphasized that governing boards are ultimately responsible for the use of public funds. She stressed the need for board members to understand financial statements, ask the right questions, and connect budgets directly to a school’s mission. Gillen, a finance professional with decades in education, reinforced the idea that budgets are not just numbers—they are the school’s story about its priorities and goals for students.

The presenters walked participants through revenue streams available to Florida charter schools, including state per-student allocations, capital outlay, federal entitlements (Title I, IDEA, and school lunch programs), and local referendum or millage funds. They cautioned boards to build budgets on stable, recurring revenues rather than relying on uncertain fundraising or one-time grants. Enrollment was highlighted as the single largest driver of revenue, making student recruitment, retention, and accurate FTE reporting critical. Vignale and Gillen encouraged leaders to monitor enrollment continuously, conduct exit surveys, and understand the competitive landscape created by expanded school choice policies.

The session also outlined best practices for budgeting aligned with a school’s mission. Leaders were urged to distinguish between “rocks, pebbles, and sand”—the must-haves, nice-to-haves, and extras—and to prioritize spending on programs that advance the school’s core vision. Strategic alignment means a STEM-focused school should invest heavily in technology, while a bilingual school must budget for additional instructional hours. The presenters underscored the importance of planning conservatively, setting aside reserves, and regularly reviewing financial performance against goals, especially after key enrollment counts in October and February.

Finally, Vignale and Gillen discussed cost-saving strategies and structural decisions. They recommended reviewing major vendor contracts annually, leveraging purchasing co-ops, and negotiating for savings that can be reinvested in students. Boards were also encouraged to consider whether functions like IT, food service, or security are more cost-effective in-house or outsourced. Above all, the presenters emphasized that effective financial management requires collaboration between finance staff, school leadership, and the board, with the shared goal of maximizing resources for student achievement.