Most Chief Business Officials (CBOs) know what school finance looks like from the cabinet table. Susana Lopez also remembers what it looks like from the accounts-payable desk.

Her unusually broad perspective is one reason her colleagues pay attention when she talks about budgets, leadership or the future of California school finance. Lopez began her career as a student worker and clerical substitute in Corona-Norco Unified School District, then moved through a succession of increasingly complex roles: account clerk, accountant, accounting supervisor, fiscal services director, assistant superintendent and CBO. Along the way, she handled everything from attendance reporting and categorical programs to cash-flow projections, labor negotiations and districtwide operational strategy.

In other words, Lopez didn’t simply learn how to maintain a district budget. Instead, she’s learned how decisions travel through an organization and affect the people responsible for carrying them out.

Today, as the CBO for Moreno Valley Unified School District, Lopez oversees a $676 million general fund budget; a division of more than 500 employees; and operations ranging from fiscal services and purchasing to transportation, nutrition, facilities, risk management and maintenance. But her results point to something broader: A leader who sees financial stewardship not as an end in itself, but as the structure that allows schools to serve students well.

That service-minded approach extends beyond her district. Lopez has held multiple leadership roles within CASBO, including her current position as Eastern Section vice president- network. She also teaches other school business professionals, leading courses in budgeting, school finance history, school accounting and resource allocation.

Her participation in CASBO’s Business Executive Leadership (BEL) program reflects a sustained commitment to developing the next generation of leaders.

Her real mission is not to help find numbers but to help colleagues understand the numbers, explain them plainly, build sound systems and help others become capable enough to lead. Even her recent professional presentations at CASBO Con focused on using data to tell a story and connect financial information to better decisions.

We sat down with Lopez to explore that message.

What’s something you thought you knew that you found out you were wrong about?

I thought the job would get easier over time! Even though I gained experience, there are still challenges to face on a regular basis.

You serve as the CBO for Moreno Valley USD, but you also wear several other influential hats, including CASBO Eastern Section vice president-network. How do these regional leadership roles inform your daily work at the district level?

I’m a big believer and advocate for relationship-building and networking. This position allows me to stay connected with colleagues and has helped me build a large network of resources.
I have been involved with CASBO for over 20 years at many levels. Staying connected through CASBO and through the relationships I’ve built at a regional level gives me confidence because I know I have a broad support system in place.

You’ve led the CASBO School Business University (SBU) Budgeting Basics 101 course. Why is a foundational grasp of California school finance so critical right now, even for nonfiscal administrators?

Many districts are dealing with challenges that put a strain on budgets, including declining enrollment, aging facilities and overall rising costs. Budget Basics 101 is a great introduction to school budgeting, and can also be a solid refresher course. Fiscal stability is a shared responsibility between fiscal and nonfiscal administrators; having a strong budget understanding is essential because budget decisions directly impact student outcomes. This course ensures that participants leave with tools not only for budget development, but for monitoring and communicating it. Fiscal stability is needed to ensure that our programs are sustainable and aligned with our student needs.

District budgets are moving targets with constant regulatory updates. What’s your advice for business office staff on how to stay compliant, while remaining agile when monitoring financial projections against actual results?

Don’t wait until reporting periods arise to review your budgets. Instead, monitor them constantly so that you know where you stand and can report to your team if adjustments are needed.

The SBU course emphasizes the “history of school finance” as a learning objective. How does understanding where California school funding has been help school leaders make better, more strategic decisions for the future?

Understanding the history of school finance in California helps us better prepare for the future. Funding has always been cyclical. When the state economy does well, district revenues do well, but when the economy slows down, district revenues slow down.

One of the session topics covers budget documents and presentations. School finance can feel like a foreign language to parents, community members and even school boards. What is your secret to translating dense fiscal data into a clear, transparent narrative for stakeholders?

Budget discussions need to take place consistently – they shouldn’t only take place during budget adoptions or interims. I focus on breaking down complex numbers and incorporating visuals. Often, I ask nonbusiness staff to review presentations to get feedback and check for clarity and understanding.

Consistency is really the key to presenting fiscal information.

The Local Control and Accountability Plan (LCAP) ties funding directly to student outcomes, making collaboration between the business side and the educational side essential. How can CBOs better bridge the gap between budgeting and LCAP goals to ensure fiscal stewardship actually drives student success?

Ongoing collaboration with your educational services team is a must! In our district, we spend a significant amount of time working together. We attend county LCAP meetings as a team to ensure we’re aligned and hearing the same information. We joke about adding workstations for our educational services team in the business department because we work so closely together. It truly is a tight partnership, based on an understanding that budget and LCAP go hand in hand.

Your upcoming course promises to give participants a step-by-step road map they can apply immediately in the workplace. If you could give a new CBO or administrator just one foundational rule for building a resilient budget development process from start to finish, what would it be?

I’m a firm believer in transparency. When it comes to budgeting, you can’t have any surprises. Be completely transparent about the assumptions you are using and what multi-year projections look like, even going beyond the required third year. Keeping the board, superintendent and cabinet well-informed every step of the way is essential because clear, consistent communication is the key to a successful budget development process.

You’re also an instructor for CASBO’s Business Executives Leadership Program (BEL), leading content related to the Local Control Funding Formula (LCFF). What was behind your interest in being involved in this professional learning opportunity? Why do you recommend it to colleagues?

I have always had a passion for teaching. When I was approached by one of my mentors about this opportunity, I accepted without any hesitation. Being involved with the program allows me to contribute to future CBOs foundations.

The greatest reward from my involvement is seeing individuals I mentored be promoted to directors and CBOs.

That’s an ongoing joy of this work. I recommend the BEL program to colleagues because it truly prepares you for the job. The sessions show you what being a CBO is really like by working through real-life situations. Best of all, you walk away with a strong network of peers and mentors who are there to help you every step of the way.