School Business Official
Recruitment and Selection Guide
At a time when resources are limited, hiring a capable and
qualified school business official (SBO) is a solid investment in
the success of your organization.
Superintendents are experiencing increased pressure and
emphasis to focus on student achievement, teacher evaluations and a host of other mandates. At the
same time school districts are working with increasing demands on their financial resources. With these
factors in mind it is essential that part of the leadership team in a district include someone with a focus
and expertise in financial management. This dedicated partner helps the superintendent focus on
organizational and instructional leadership.
Another major role of a school business official (SBO) is to coordinate with the superintendent, board of
education and community to support the vision and mission of the district. The SBO brings a long-range
financial vision and perspective to strategic thinking that is valuable to complement the superintendent
who often comes from a primarily educational background.
The superintendent looks to the SBO to provide financial strength, vision and guidance. The board of
education looks to the SBO to make the complicated formulas and regulations understandable and help
lead them through the long-term ramifications of their decisions.
Iowa ASBO is committed solely to provide programs and training to ensure the continued success of
your SBO in realizing their potential. They will have access to conferences and workshops directly
related to their responsibilities and connect to a network of supportive fellow professionals.
HOW TO USE THIS GUIDE
This resource is meant as a starting point to help you determine what specific skills you are looking for
as you begin the search. The process is divided into the following steps:
STEP ONE: DETERMINE THE ROLL OF YOUR SBO
Begin by filling out the Task and Function Checklist on the next page to understand the scope of duties
you are seeking for your SBO to perform. That will provide a framework to refer to as you continue the
next steps in the process.
STEP TWO: DETERMINE TITLE, QUALIFICATIONS AND SALARY RANGE
Based on the decisions about what you would like the SBO to do and how they fit into the leadership
team, use the chart of typical titles and qualifications on page 3 to help guide these decisions.
STEP THREE: CREATE A JOB DESCRIPTION
Use the Job Description Template included with this guide as a starting point to create a description that
is tailored to the tasks and functions you have identified for the SBO.
STEP FOUR: FIND A QUALIFIED CANDIDATE
You may choose to conduct an external search or “grow your own.” Iowa ASBO provides a free career
posting service to school districts in addition to advertising through other local mediums. Posting on the
IASBO site only requires the submission of the ad to www.iowaasbo@gmail.com where it will be posted
for three weeks.
STEP FIVE: INTERVIEWING AND SELECTION
Determining when a candidate is an appropriate “fit” for your district can come down to asking the right
questions. The compiled list of sample interview questions is provided to be an aid as you narrow down
to the right candidate.
STEP SIX: COMMIT TO THEIR PROFESSIONAL GROWTH
School Business Officials must complete an average of 20 contact hours per year of approved
professional develop education sessions to maintain their State of Iowa Authorization to serve as an
SBO. The average number of hours earned by SBOs in 2012-13 was over 36. The rate of change in the
accounting and reporting standards imposed by state, federal and GASB sources has increased greatly in
just the past 5-10 years. The SBO is responsible for the prudent and legal management of nearly half of
most local property taxes and half of the State of Iowa general fund budget as they come to the local
school districts. You DO need to have a competent and currently trained professional in that role.

All documents identified above are available at no cost from Iowa ASBO by emailing the request
to: iowaasbo@gmail.com
STEP ONE: DETERMINE THE ROLL OF YOUR SBO
WHAT IS THE SCHOOL BUSINESS OFFICIAL TO DO?
Task and Function Checklist
check all that apply and add items unique to the position.
FUNCTIONS
TASKS
Perform Specific
Direct , Oversee
Key Decision Maker
Tasks (i.e. payroll) and/or Supervise
and/or Evaluator
Financial planning / budgeting
Accounting & Finance Systems
Debt Service & Capital Fund
Management
Auditing
Purchase & Supply
Management
Facility Planning Construction
Facility Operations
Insurance / Risk Management
Cost Analysis
Reporting & Compliance
Collective Bargaining
Data Processing
Cash Management &
Investments
Food Service
Legal / Policy
Office Management
Categorical Program
Management
Community Relations
Property Management
Facility Security
Staff Development
Student Activity Funds
Health & Safety
Transportation Management
STEP TWO: DETERMINE TITLE, QUALIFICATIONS AND SALARY RANGE
Common Titles for the School Business Official in Iowa:
 CFO – Chief Financial Officer – heavily focused on policy and global finance issues
 Executive Director of Business and Finance – primarily focused on fiscal operations policy
 Director of Finance and Support Services – responsible for financial and operational area(s)
 Finance Director – primarily focused on managing finances and office staff
 Business Manager – more “hands-on” responsibilities for budget and accountability
Desired Qualifications:
o Possess or ability to qualify for School Business Officer authorization


Basic criteria include a minimum of an associate’s degree in business or accounting or 60
semester hours of coursework in business or accounting of which 9 semester hours must be
in accounting.
Applicants must have successfully completed an Iowa division of criminal investigation and
national criminal history background check. The background check fee will be assessed to the
applicant.
o Successful Experience as an Iowa Public School Business Official
o Undergraduate degree in __________
Compensation:
This is often a difficult area to resolve as compensation varies greatly depending on preparation,
experience, scope of responsibilities, etc. Some superintendents compare with surrounding districts or
districts of comparable size and responsibilities, and comparable positions with the community. Others
consider the range of compensation of a beginning teacher to a teacher with experience and advanced
education, and then correlate that nine month position to the SBO twelve month position. The salary
packages for SBO vary about as widely as that for Superintendents.
STEP THREE: CREATE A JOB DESCRIPTION
Use the Job Description Template included with this guide in addendum A as a starting point to create a
description that is tailored to the tasks and functions you have identified for the SBO.
STEP FOUR: FIND A QUALIFIED CANDIDATE
You may choose to conduct an external search or “grow your own.” Iowa ASBO provides a free career
posting service to school districts in addition to advertising through other local mediums. Posting on the
IASBO site only requires the submission of the ad to www.iowaasbo@gmail.com where it will be posted
for three weeks.
STEP FIVE: INTERVIEWING AND SELECTION
Determining when a candidate is an appropriate “fit” for your district can come down to asking the right
questions. The compiled list of sample interview questions is provided in Addendum B to be an aid as
you narrow down to the right candidate.
STEP SIX: COMMIT TO THEIR PROFESSIONAL GROWTH
School Business Officials must complete an average of 20 contact hours per year of approved
professional development education sessions to maintain their State of Iowa Authorization to serve as
an SBO. The average number of hours earned by SBOs in 2012-13 was over 36. The rate of change in the
accounting and reporting standards imposed by state, federal and GASB sources has increased greatly in
just the past 5-10 years. The SBO is responsible for the prudent and legal management of nearly half of
most local property taxes and half of the State of Iowa general fund budget as they come to the local
school districts. You DO need to have a competent and currently trained professional in that role.
Addendum A Job Description Template
School Business Official
“Job Description”
or
“Position Responsibility”
Sample Template
__________________ COMMUNITY SCHOOLS
Assignment Description
(add / delete as appropriate to assignment)
Position Title:
Reports to:
_______________________________
Superintendent of Schools and Board of Education
Degree of Authority:
This position has the authority to decide or act within major areas of accountability
subject to established guidelines.
Desired Qualifications:
o Possess or ability to qualify for School Business Officer authorization
 Basic criteria include a minimum of an associate’s degree in business

or accounting or 60 semester hours of coursework in business or
accounting of which 9 semester hours must be in accounting.
Applicants must have successfully completed an Iowa division of
criminal investigation and national criminal history background check.
o Successful Experience as an Iowa Public School Business Official or similar
field
o Undergraduate degree in finance, business, accounting, or related areea
Annual Service: 12 month contract
Major Areas of Responsibility:
Financial Planning and Budgeting
1. Prepare certified and operating budgets in a timely manner.
2. Prepare enrollment projections, long range plans and projections pertinent to the
financial needs of the district.
3. Prepare multi-year projections of revenues and expenditures.
4. Oversee implementation of grants and categorical funded projects.
5. Ensure compliance with bond and debt related issues.
6. Provide regular counsel and advice to the board and program administrators on
fiscal and operational areas.
7. Optimize the handling of bank and deposit relationships and initiate strategies to
enhance cash position and ensure appropriate investment of district funds as
prescribed by Iowa Code and District policies.
8. Administer the continuous maintenance of property records.
9. Direct and implement an effective system of internal financial controls.
10. Oversee the maintenance of finance and business related records, reports and
district files as determined by district policy and state laws.
11. Ensure district compliance with pertinent state and federal regulatory programs
(i.e. AHERA, ATA)
12. Communicate district budget and operational status to the community as needed.
1.
2.
3.
4.
5.
6.
7.
8.
Accounting and Finance Systems
Ensure accounting procedures meet state requirements for all accounts.
Provide timely payment of bills and other accounts payable, prepare payroll.
Prepare monthly reports for the Board and program administrators highlighting
variances in revenues and expenditures.
Investigate operations through appreciate internal audit procedures
Complete, monitor and report activities applicable to state and federally funded
programs.
Maintain liaison with appropriate county and state officials as related to the fiscal
operations of the district.
Arrange and coordinate preparation of documents for the annual financial audit
Implement audit suggestions regarding corrections, adjustments, internal controls
and segregation of duties in the business office.
Purchasing and Supply Management
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•
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•
•
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Supervise and evaluate Business Office personnel and budget
Oversee the district’s employee benefit program, including the district self-insurance
program (if applicable) for medical/dental, workers compensation, life and disability
insurance.
Ensure that payroll checks are issues to all district employees on a timely basis.
Make timely payments of employee withholdings to appropriate government and
retirement systems.
Monitor compliance with 403B rules.
Submit required State and federal payments and reports.
Periodically gather comparison data on salary and benefits for negotiations.
Plan and coordinate the development of statistical, financial and management
information related to employee relations.
Responsible for personnel and human resource operations, insurance and medical
benefits.
Risk Management / Insurance
1. Manage the district insurance program related to property, worker compensation,
liability, district-owned vehicles and employee health benefit programs
General Administration
2. Operate within the policies of and implement regulations developed by the
District.
3. Establish annual personal and professional development goals focused upon
effective leadership characteristics and specific job performance target areas.
4. Participate in workshops, conferences and / or other activities designed to
maintain knowledge and skills regarding educational management, employee
supervision and other matters pertaining to effective management.
5. Develop proposed policies relating to financial management for Board
consideration.
6. Perform additional duties and responsibilities as assigned by the Superintendent
of Schools
Community Relations
1. Prepare enrollment projections and assist the superintendent in projecting staff
requirements
2. Participate in local, regional, state and national professional / educational
organizations to stay current on school finance and related issues.
3. Regularly confer with building principals and administrators regarding problems /
solutions related to district operations.
4. Work with commissioned architects in the construction and remodeling of
facilities to ensure compliance with district requirements and economy.
5. Review all contracts between the district and outside contractors prior to board
review.
6. Serve as an Officer of the Board as Board Secretary with related duties and
responsibilities.
Office Management
1. Oversee the day-to-day operations of the district finance and business functions.
2. Recruit, interview and recommend qualified personnel for approved staff
openings.
3. Establish orientation and staff development programs
4. Evaluate subordinate staff and make employment recommendations to the
Superintendent.
1.
2.
3.
4.
5.
Maintenance & Grounds
Supervise Buildings and Grounds staff.
Coordinate a system of preventive maintenance and duty schedules.
Develop plans of compliance with safety regulations for school facilities.
Make recommendations to the Superintendent and Board ofr needed repair and
maintenance items that should be included in the budget.
Ensure appropriate maintenance, grounds keeping, security and housekeeping
requirements for each building and site are accomplished.
Food Service
1. Supervise the manager or contracted service provider
2. Direct the general operations and financial procedures of the food service
program.
3. Mange the free and reduced price federal lunch program component.
4. Supervise the health and safety standards compliance of the food program
5. Approve pay requests for services / products provided.
Transportation Service
1. Supervise the maintenance and safety inspection of school transportation
equipment
2. Develop systems for reporting accidents, travel and service information.
3. Work with transportation supervisor, or contractor, to develop bus routes to
provide safe and efficient services.
4. Approve pay requests for services / products provided.
Applicable School Business Official standards & criteria (delete as appropriate to
assignment)
Iowa School Business Official Standards
281—81.7(256) School business official knowledge and skills standards and criteria.
Specific criteria within each standard may be located at
https://www.legis.iowa.gov/DOCS/ACO/IAC/LINC/8-21-2013.Rule.281.81.7.pdf
Standard 1. Each school business official shall demonstrate an understanding of
Uniform Financial Accounting, governmental GAAP accounting, and statutory
concepts.
Standard 2. Each school business official shall demonstrate the ability to
implement
effective internal controls and accounting processes.
Standard 3. Each school business official shall demonstrate an understanding of
and
compliance with federal, state, and local reporting requirements.
Standard 4. Each school business official shall demonstrate compliance with
applicable federal, state, and local laws.
Standard 5. Each school business official shall demonstrate competence in
technology
appropriate to the school business official position.
Standard 6. Each school business official shall demonstrate appropriate personal
skills.
Standard 7. Each school business official shall engage in professional growth.
Standard 8. Each school business official shall fulfill professional responsibilities
established by the school district.
Standard 9. If a school business official is also employed as the secretary or
treasurer of the school board, the school business official shall perform those
stipulated functions.
The above description is an outline intended as a guide and should not be taken as a
complete itemization of all facets of any job.
I have read and understand this general description for the above job.
_____________________________
signature
____________
date
Addendum B Interview Template
School Business Official Interview
Sample Questions
To Add to Local District Process to
Secure the BEST Candidate for Your District
GENERAL
1. What have been some of the highlights in your professional career?
2. Why are you interested in the _____ position in our district?
3. The responsibilities of the _____ is a demanding job. What are some of your favorite activities
outside of school that enable you to maintain balance and fulfillment in your life?
4. As you reflect on your current job assignment, what do you do exceptionally well?
5. What should we know about you that would help convince us that you can effectively perform
the duties of the _____?
6. Why are you interested in this position at this point in your career?
7. What have you done in your current position to enhance educational opportunities for
students?
8. As you reflect on your current job assignment, what do you need to do to become more
effective or efficient?
9. What is the best workshop or conference you have attended in the past two years? In what
specific ways has this experience helped you in your current job assignment?
10. What would be the first three things you would do during your first week of work if you got this
position?
11. What are your priorities and goals in adapting to a new administrative position?
12. In summation on this area, what can you offer this district to make it better?
13. How do you respond when you differ with the Board or Superintendent decisions?
COLLECTIVE BARGAINING
1. What is your experience and expertise managing union and non-union working agreements?
2. Describe you experiences with collective bargaining
FINANCIAL PLANNING, ACCCOUNTING & CASH MANAGEMENT
1. Accounting for, managing, and investing the school district’s financial resources are important
responsibilities. What has been your experience in these areas?
2. Explain the timelines and procedures you take to prepare the annual certified budget and the
operating or line-item budget.
3. Tell about a serious financial situation you have been involved in during your professional
career. What was it, how were you involved and how was it resolved?
4. Explain your concept and understanding of appropriate internal controls and segregation of
duties in the area of school business finance.
5. A principal comes into your office in August with a proposal to spend $10,000.00 on musical
instruments. While this expenditure was not accounted for when the line item budget was
being prepared, it is an excellent proposal with significant cost savings to the school district.
How would you respond to the principal?
6. Describe your experience with special education finances.
7. What is your experience working with grants and other forms of categorical funding to ensure
the dollars are spent appropriately?
8. If you have been involved with the issuance of bonds / debt at a school district explain your
work with a Bond Underwriter or Financial Advisor to complete the process.
COMMUNITY RELATIONS
1. School finance is a complicated and often confusing topic for new Board members. What have
you done in the past that has helped these new Board members better understand the financial
side of operating a school district?
2. The position requires occasional interaction with various boards and groups in the community.
What in you past would suggest that you will be successful in interacting with these bodies?
3. It’s the first day of school. Your office assistant receives several phone calls from irate parents
complaining about the location of a bus stop in their neighborhood. They want you to change
the bus stop. How would you respond?
4. What have you done in your prior work to develop a sense of trust and confidence in the
accuracy of the financial reporting and forecasting you provide the Board, employee groups and
community?
5. Give an example of a time when you were publically challenged on facts, data or conclusions
you provided to the Board of Education. How did you respond and what resulted?
OFFICE & PERSONNEL MANAGEMENT
1. Describe your style of communication and the ways you connect with the office staff who report
to you.
2. If we walked into your office today, what would we see and what kind of impression would the
appearance of your office likely make on us?
3. Of the supervisors in your past experience, please share what you most appreciated in how they
worked with you. What could past supervisors have done differently to make your work more
productive.
select only those support program areas included in the position responsibilities
SUPPORT PROGRAM MANAGEMENT
1. Describe your experience managing a school transportation department.
2. Describe your approach and rationale in determining weather conditions that would dictate
delaying or cancelling classes due to weather conditions.
3. Describe your experience working with a school food-service program.
4. Describe your experience in the area of technology operations (e.g. computer networking phone
communications, building security, HVAC).
5. What is your experience operating a school operations department (custodial, maintenance,
ground, security)?
6. What is your experience with facility planning and school construction?
7. What is your experience in working with school architects, engineers and construction
managers? Do you have a preferred method of building and renovating?
8. What will be your performance expectations of staff that report directly to you? In turn, what
can the district expect from you regarding the day-to day operations of the departments in your
charge?
CLOSING
1. What items do you not fully understand about the requirements and expectations of the
position?
2. What questions do you have for us?
3. Why are you the most well-suited person for the assignment?
4. Please notify us if you decide to be withdrawn from consideration.