A publication of the Association of California School Administrators

Aligning resources to vision

A principal’s framework for making financial decisions

By Candice Adamson | January | February 2026

In today’s climate of declining enrollment, unpredictable state budgets, and shifting federal priorities, school leaders face one of the toughest balancing acts in education — how to sustain programs when funding is in flux. In my previous role at Sierra High School, an alternative high school in the San Bernardino City Unified School District, we discovered that fiscal stability doesn’t come from chasing dollars. It comes from anchoring every financial decision to vision and mission.

Budgeting for uncertainty When ADA dropped and state apportionments shifted midyear, we resisted the common temptation to slash programs indiscriminately. Instead, we asked a guiding question: Which initiatives directly connect to our mission, creating relevant learning experiences that lead to graduation while bridging the gap between health and wellness for all students? That question became our filter. It allowed us to preserve and grow the programs that mattered most, even when revenue was unstable.

One year, we were faced with a midyear adjustment that could have eliminated our wellness program. Instead of cutting it, we restructured other expenditures and leveraged multiple funding streams. By the end of that year, the program had not only survived, but student surveys showed an increase in feelings of belonging and hopefulness. That data point reaffirmed that aligning with vision always pays off.

Leveraging multiple funding sources Sustainability requires learning to braid, not silo, resources.

Grants and bonds: We applied for competitive grants that complemented existing efforts in wellness practices and school climate. Bond measures supported technology infrastructure, which we connected directly to CTE pathways, MTSS interventions, and core classrooms. Instead of treating those investments as “extras,” they became part of the instructional foundation.

Categorical programs: Title I, Perkins, and Local Control Funding Formula dollars were not kept in separate lanes. We intentionally aligned them around shared goals. For example, after-school tutoring was redesigned so it wasn’t just a drop-in service. It became embedded in CTE and general education projects, which meant students were earning credits while building hands-on skills. Teachers were trained across content areas to create dynamic, relevant learning experiences that blended academics with career readiness. The result was new curriculum integrating CTE and core standards in three of the four major content areas. Students benefited from CTE-style applied learning in their general classes, and our outcome data in the Schoolwide Plan for Student Achievement showed growth across multiple measures.

Community partnerships: Collaborations with nonprofits and businesses brought in mentors, internships, and equipment. These partnerships provided students with opportunities that we could never have funded alone, and they made the school a hub for community connection.

Declining enrollment and ADA pressures Declining enrollment meant fewer ADA dollars, a reality many schools face. Instead of cutting staff first, we used this pressure as a chance to strengthen student engagement and retention. We prioritized programs that connected students to real-world relevance, including career pathways, mentoring, and mental health and wellness initiatives. As those programs grew, absenteeism decreased and persistence rates improved. Every additional student who stayed engaged in school not only gained an opportunity but also stabilized revenue.

We also used LCAP dollars strategically to fund student interns and additional support staff. Those investments paid off. Students reported higher satisfaction with school, and the interns themselves gained valuable workforce readiness skills. This strategy created a cycle — students were more likely to stay enrolled, and the presence of interns helped build stronger connections between staff and students.

Responsible budgeting for long-term success To avoid the trap of one-time expenditures that disappear when funding ends, we built a systematic budgeting process.

1. Start with vision: Every expenditure had to connect directly to our mission and vision. Each project and program had clear, aligned goals. We braided funding sources where possible, and program leads met regularly to check alignment and adjust priorities.

2. Prioritize sustainable investments: We focused on people, not things. Professional learning, pathway infrastructure, and wraparound supports took precedence over flashy electronics or programs that would become obsolete in a year. Our motto became, “We invest in people, not things.” When staff are well-trained, they remain the strongest and most sustainable resource.

3. Plan for sunset and identify funding overlaps: Before launching new initiatives, we identified how programs could be sustained beyond initial funding. Shared goals and vision made it easier to maintain the overall work, even if one funding stream ended. We also look at all the restrictions and allowables of every budget and ensure that things that are allowed in multiple budgets are planned for in all areas, even if it’s in the possible future expenditure section.

4. Measure impact: We evaluated programs not only for compliance but also for outcomes like credit recovery, attendance, and engagement. When strategies didn’t deliver, we modified or discontinued them. Having a system of oversight was essential to staying fiscally responsible and avoiding the risk of running in the red.

This discipline turns budgeting into more than survival and compliance. It becomes a tool for long-term school success and strategic leadership. It’s the magic that unlocks the true potential of your school from a place of learning to a transformative opportunity for true growth.

When schools align their budgets with their vision, every dollar becomes more than a number. It becomes an opportunity to create relevance, foster a sense of belonging, and change the trajectory of students’ lives.

Advocacy and protection of education budgets Advocacy played a significant role in protecting programs. We worked intentionally to educate district leaders, board members, and community partners about the return on investment, showing how aligned dollars translated into measurable gains like higher credit completion, reduced suspensions, and stronger graduation rates. Through this model, we built credibility.

Lessons learned Our experience highlights several lessons for navigating fiscal challenges:

Anchor decisions in vision to avoid reactionary cuts.
Braid funds creatively to maximize impact.
Invest in engagement to counteract declining enrollment.
Plan systematically for sustainability.
Advocate boldly for the resources students deserve.

Fiscal uncertainty is inevitable. What must remain steady is the mission. When schools align their budgets with their vision, every dollar becomes more than a number. It becomes an opportunity to create relevance, foster a sense of belonging, and change the trajectory of students’ lives.

Remember, you, as the school leader, get to say yes. You get to be the visionary. The sky is the limit, as long as it’s allowable in the budget or grant and you’ve written it in your plan. So, get to know the folks at the district and county offices. Be creative and think differently about all your resources. If it’s possible, you can make it happen; you just have to keep asking questions. Happy budgeting!

Candice Adamson serves as one of the vice principals at Arroyo Valley High School in San Bernardino City Unified School District. With nearly 20 years of experience in education, she has led in both traditional and alternative high school settings.