School Business Insider

Episode: Operational Excellence in Practice: ASBO NY and ISBL’s New Pilot

Host: John Brucato
Date: January 6, 2026

Episode Overview

This episode explores the launch of the Operational Excellence (OPEX) pilot program, a new initiative born from collaboration between ASBO New York (ASBO NY) and the Institute for School Business Leadership (ISBL). The episode highlights the philosophy underpinning OPEX, practical applications in school business management, the critical needs and challenges of school business officials in New York, and how this innovative program aims to support and transform the profession. Insights from a robust state-wide survey and details on participant engagement offer a clear picture of why OPEX is both timely and essential.

Key Discussion Points & Insights

1. What Is Operational Excellence (OPEX) and Its Relevance to Schools?

Guest: Steven Morales (ISBL)
[01:46–07:40]

• OPEX is a disciplined, human-centric approach to consistently delivering value while using resources wisely and pursuing continual improvement.
• "It's not a single tool ... See [OPEX] more as a culture rather than a framework ... It's definitely not a cost-cutting exercise." – Steven Morales [03:00]
• OPEX originated in postwar Japanese manufacturing (Toyota), evolving into approaches like Lean and Six Sigma. Though industrial in heritage, its focus is people and clarity of purpose.
• In education, OPEX has helped improve financial systems, procurement, facilities management, HR, admissions, and administrative processes in the UK.
• Five pillars underpin OPEX: culture, people, productivity, systems/data, continuous improvement.
• Importantly, OPEX is meant to foster a calmer, more humane, and trust-based working environment—not to "make schools more corporate."

2. OPEX in the School Context: Serving the Whole Organization

[07:40–08:57]

• OPEX applies across the entire school system—not just the business office.
• It requires buy-in from both instructional and non-instructional staff, forming a culture of shared improvement and accountability.
• "This only works where the interaction between every stakeholder ... understands the philosophy and will lean into it." – Steven Morales [07:59]

3. Why OPEX for New York—And Why Now?

Guest: Amanda Wing (ASBO NY)
[08:57–13:34]

• ASBO NY partnered with ISBL after recognizing a gap in professional development for mid-career school business officials—those needing more than foundational training.
• This decision was informed by their robust State of the Profession survey, which aimed for true understanding of member needs rather than relying on anecdote.
• The survey’s 50% response rate underscored practitioner engagement and the critical demand for targeted support, particularly at the leadership level.
• "We now have programming and a partner ... that can come alongside us and provide programming to our members at a level that we wouldn't have necessarily been able to provide in house." – Amanda Wing [12:40]

4. The State of the Profession Survey: Key Findings

Guest: Ally Stoian (ASBO NY)
[13:34–22:18]

A. Stress & Turnover

• 72% of SBOs report high professional stress (7 or above out of 10), with personal stress rates distributed normally, emphasizing workplace causes.
• 60% cite staffing shortages/turnover as a major challenge (higher than concerns like the state electric bus mandate at 52%).
• Nearly half (46%) know colleagues planning to leave; top reasons are stress (77%) and work-life balance (69%), not just compensation.

B. Dedication & Satisfaction

• Despite work pressures, 90% of SBOs are somewhat or very satisfied with their jobs.
• "A very dedicated, fulfilled professional who actually enjoys a good challenge ... they're definitely being taxed right now in terms of their time." – Ally Stoian [18:53]

C. Professional Growth Priorities

• SBOs rate themselves low in time management, stress management, and achieving work-life balance.
• Key desired leadership skills: difficult conversations (54%), conflict resolution (40%), negotiation, staff management, delegation, and strategic planning.

5. OPEX as the Solution for Mid- and Late-Career SBOs

[22:18–26:21]

• There's a marked need for PD focused on advanced leadership and management skills—not just operational basics.
• The OPEX pilot embraces the successful cohort model used in other ASBO NY programming, emphasizing peer connection and support.
• "It's piled on and piled on and piled on ... Where's the release valve?" – Amanda Wing [24:07]
• OPEX (and the cohort format) aims to provide a "release valve," creating communities that help members feel connected and supported as they build capacity.

6. Early Response to the OPEX Pilot

Guests: Amanda Wing & Rebecca Sheehan (ASBO NY)
[26:21–28:19]

• Strong interest: 18 SBOs joined the interest list almost immediately, nearing the target of 20–30 participants even before the holidays.
• Members worry it may be "sold out," signaling pent-up demand.
• "People are reading through it and they're like, this thing has to be sold out already, which I think is also very telling." – Rebecca Sheehan [28:05]

7. OPEX’s Strategic Impact for ASBO NY

Guest: Brian Cheknicki (ASBO NY)
[29:03–32:02]

• OPEX supports ASBO NY’s mission of continuous improvement, both for members and within the association itself.
• It recognizes the limited control ASBO NY has over external pressures, but affirms its ability to help SBOs make their processes more manageable.
• "Are we finding ways to help SBOs free up time ... so those things that we can't do anything about ... maybe there's ways that the business office can be talking with some of the other offices ... and maybe that will actually free up some time and stress." – Brian Cheknicki [31:04]

8. Piloting OPEX at the District Level: The Briarcliff Manor Model

Guest: Steven Morales
[32:02–37:30]

• OPEX is also being piloted within John Brucato’s district (Briarcliff Manor), focusing on an organizational baseline and holistic cultural assessment across the entire admin team.
• Self-diagnostic work makes teams more aware of their starting point and cultural alignment.
• "Achieving an authentic baseline shouldn't be something to be afraid of ... that's the thing we need to get excited about." – Steven Morales [35:12]

9. Building a Culture of Reflection and Openness

[37:30–40:29]

• The pilot in Briarcliff Manor shows early promise as leadership embraces the opportunity for cultural change and vulnerability.
• "There was a real openness ... to hear about a framework ... that could take you to the next level ... you've already got a very strong sense of self." – Steven Morales [38:23]
• The biggest challenge elsewhere may be fostering this openness and vulnerability among admins.

10. Logistics and How to Participate

Guests: Amanda Wing & Rebecca Sheehan
[41:23–45:07]

• The initial pilot is capped at 30 SBOs, with plans for future sessions, including opportunities to bring more leaders from each district.
• The program is cohort-based, including in-person networking and ongoing community forums for support.
• Pilot kickoff: February 23rd, 2026, at ASBO NY’s new office in Latham, NY. Includes a welcome happy hour and a full-day workshop.

11. Success Metrics and Long-Term Vision for OPEX

Guests: Brian Cheknicki & Steven Morales
[45:07–50:28]

• Success in year one is defined by:
  • Continued/expanding interest.
  • Evidence of real-world benefits and capacity gains for participants.
  • Increased confidence and control among SBOs.
  • Shifting from "firefighting" to reliable systems design.
• OPEX in the UK has produced demonstrable results; for example, Dixons Trust invested £700,000 and realized £1.4 million in savings in the first year and expects £1 million annually thereafter.
  • "You're looking at 20 to 30% capacity gains ... once those principles are embedded." – Steven Morales [49:49]
• Capacity gains and staff headroom are as important as monetary savings.

Memorable Quotes

• Steven Morales (ISBL) [03:00]:
  "Operational excellence ... is a culture rather than a framework ... it is not a cost-cutting exercise. Now, you will make savings and you will gain capacity, but ... it's really a way of thinking about how work gets done, how decisions are made, how people across organizations contribute."

• Ally Stoian (ASBO NY) [18:53]:
  "A very dedicated, fulfilled professional who actually enjoys a good challenge ... they're definitely being taxed right now in terms of their time."

• Amanda Wing (ASBO NY) [12:40]:
  "We now have programming and a partner ... that can come alongside us and provide programming to our members at a level that we wouldn't have necessarily been able to provide in house."

• Brian Cheknicki (ASBO NY) [31:04]:
  "Are we finding ways to help SBOs free up time ... so those things that we can't do anything about ... maybe there's ways that the business office can be talking with some of the other offices ... and maybe that will actually free up some time and stress."

• Steven Morales (ISBL) [49:49]:
  "You're looking at 20 to 30% capacity gains ... once those principles are embedded."

Important Segments with Timestamps

• OPEX Introduction & Philosophy [01:46–07:40]
• OPEX Relevance for Entire School Organizations [07:40–08:57]
• Why OPEX, Why Now [08:57–13:34]
• Survey Findings: Stress, Challenges, Satisfaction [13:34–22:18]
• ASBO's Cohort Model and Member Response [22:18–28:19]
• Organizational Impact and Continuous Improvement [29:03–32:02]
• District-Level OPEX Pilot: Setting Baselines [32:02–37:30]
• Leadership Openness and Cultural Change [37:30–40:29]
• Logistics and Next Steps for Cohorts [41:23–45:07]
• Success Indicators & International Examples [45:07–50:28]

Tone & Takeaways

The episode remains collegial, optimistic, and deeply practical, grounded in data and lived professional experience. The speakers repeatedly affirm the challenges faced by SBOs but focus on solutions, learning, and connection. OPEX is framed not as just another initiative or PD session, but as a transformative mind shift supporting both professional and organizational wellbeing. The strong initial response signals both need and hope for positive change across New York schools.

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