Administration (Central)
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Administration (Central)
Reduce refreshments for meetings.
Reduction central office professional and paraprofessional staff
positions according to standard staffing ratios for various
employee classifications, including reducing the number of
administrative secretaries assigned to director or supervisory
positions.
Reduction in miscellaneous supplies, travel and other costs in
targetedl areas.
Switch from paper pay checks to payroll pay card for cost
savings of $15,000
Create an active program to monitor employee absences in
excess of employee leaves, and dock the employees with
excess leaves. Our district actively manages that area and
consistently saves about $150,000 per year.
Reduce capital outlay equipment purchases for the central
administration. Eliminate multiple printer purchases. The idea is
to reduce the total number of personal printers and provide
"printing stations". Potential savings include: 1. Reduction in
repair, ink cartridges and service costs. 2. Reduce individual
waste by minimizing or eliminating "personal printing" jobs.
Administration (campus)
1 Allow open enrollment for students that reside
outside district boundary
2 Attendance Incentives resulting in a 1% attendance
gain across district. Gain in revenue was $220,000
and cost of incentives was $30,000.
3 Online registration permits families to complete
enrollment at the school with minimal delays. Users
save time by jumping online to complete the online
registration form. Data entered into the form is
saved to a database for campus staff to access and
confirm the registration process.
Athletics
1 Reduced stipends for coaches
2 Charge student fee to play athletics. $50 at
middle school level and $100 at high school
level.
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4 Reduce athletic banquets at high school for a
savings of $1,500
5 Reduce subsidy for district letter jackets -
50/50 model for a cost savings of $6,600
6 Athletic revenue should NOT stay in their
budget only. It should be the school's revenue
because the whole community is paying for
those tickets...not just the athletic department.
Plus, there are more students there than just
the athletes on the field...band, drill team,
cheerleaders, and trainers are also there.
7 Delayed athletic uniform purchases
Child Nutrition Program
1 Review meals served per employee hour
for efficiency
2 Apply the non-restricted indirect cost rate to
the Child Nutrition Program to reimburse
the General Fund for various indirect costs.
This results in a reclassification of federal
CNP revenues from the CNP Fund Code to
the General Fund.
4 Food Service reimburse general fund for
electricity cost in the kitchens
5 Food Service reimburse general fund for
maintenance labor
Contracted Services
1 Reduce contracted services for Finance & Support
in targeted areas, including certain professional
fees.
2 Prepare all TAKS data in-house vs. external
consultants for a cost savings of $7,000.
Cooperatives or Shared Services Arrangements
1 Maximize participation in shared services
arrangements
Custodial
1 Our district decided to send our custodial services out for bid.
After doing a lot of research, we decided to oursource our
custodial services. This decision saved our district about
$25,000.00. We are a small 2AA district so this was a
significant savings for us.
2 As a last resort, our school district is considering reducing
custodial staff by having teachers, support staff and
administrators clean their own classrooms and offices by
emptying their own trash, dusting and even vaccuuming. This
amount of money is not huge but could save 1 - 2 teaching
positions per campus.
Energy
1 Expand energy savings projects
2 Entered into energy performance contract to reduce utility
costs
3 Install HVAC upgrades to reduce electricity budget.
4 Raise termperature setting on cooling system by one
degree.
5 Schedule HVAC system shut down one hour earlier in
afternoon
6 Schedule HVAC system startup one hour later in morning
7 Our district in an effort to reduce energy consumption has
initiated a districtwide contest among campuses. We
have collected energy consumption data for the previous
fiscal year for each campus. The campus with the biggest
% reduction in energy consumption (kW hrs used) per
month will receive a Smartboard/Whiteboard. This
challenges the campuses to be looking at their energy
consumption and the monthly winners receive a valuable
classroom instructional tool. We hope this program will
save us a minimum of 5% in energy consumption.
8 The district now purchases gas futures while prices are
low instead of locking into a long-term energy contract.
Additionally we have integrated a comprehensive energy
plan and have state-of-the-art electronic energy
management system. Additionally, we retro fitted all
district's light bulbs to energy savings bulbs and ballasts.
9 Energy usage is one of the on going costs that continue
even when the students are not present. In an effort to
reduce energy consumption during the summer of 2010,
we reduced the number of summer school students to the
amount absolutely required by law and further
consolidated those classes on to only two campuses. In
past years, we had held summer school at all five
campuses. Then, we turned the air conditioner off at the
unused campuses leaving only the campus admin portion
of each building with air conditioning. This adjustment
saved our district about $ 8,000 in a one month period.
10 Install motion detectors to turn off lights After $10,000
investment to install system projected cost savings will be
$15,000 annually.
11 Sub-meter Food Svcs/update district-wide metering. FS to
pay 50% of FS utilities for cost savings in General Fund of
$90,000
12 Energy shutdowns for savings of $220,000
13 Retro-fit lighting with energy efficient equipment. Annual
savings of $75,000 after investment of funds from 2006
bond proceeds to retro-fit lighting fixtures.
14 Energy Management Software: Heaters/AC units not
turned on til 7am & turned off at 4pm, Thermostats to
stabilize/regular temps. Cost for implementation $160,000
and estimated annual savings after installation investment
costs of $120,000
15 Unplug Wellness/Fitness equipment when not in use for
savings of $2,500
16 Energy efficiency through people oriented,
mentor/protégé, energy efficiency and conservation
program, teaches the science of energy efficiency,
involves teachers, students and Professional Engineers in
the program, reducing energy cost, increasing available
capital to continue to fund teaching positions, maintain
existing budgets and improve the academic environment.
Equipment
1 Defer cycle replacement of fine arts
instrument replacements
2 Defer cycle replacement of vehicles.
3 Eliminate capital outlay including
technology equipment
Facilities
1 Close small enrollment campuses
2 Provide surplus land for development using ground leasing.
3 Collect facility usage fees.
4 Scale Back Summer School – Use only 1 building, TAKS
remediation and HS credit recovery only
5 Close a campus for two years. Closure will maximize use of
support and administrative personnel at remaining
campuses and lower overhead costs for operation. Positions
that will be reduced as a result of this closure: (1 of each)
Principal, Asst. Principal, counselor, nurse, Principal
secretary, receptionist, PIEMS clerk, Art teacher, Music
teacher, PE teacher, (these positions reductions will be
applied across the district not just at VHES)
Finance
1 Reduce non-campus budgets by 10%
2 Mandatory direct deposit for all employees (saves
money on checks, postage, staff time, etc. Must
give option of cash card)
3 Modify certain budget managers' authority to carry-
over a portion of unobligated budget balances in
targeted areas
4 Renegotiation of long-term contracts/leases
5 Reduce workers' compensation contribution
6 Zero based budgeting for all nonpayroll areas.
Teachers must specify items that are needed for
the new instructional year.
7 Require tri-annual finance audits of schools
recieving chapter 41 funds form other districts to
assure that no waste or overpayment is happening.
There are rumors...
8 Quit taking checks due to the lost revenue from
bad checks
Instruction
1 Eliminate block scheduling which often includes two
planning periods each day
2 Summer school reduction (reduced scope of
programs and grade levels served)
3 Reduction in hourly wage for tutorials
4 Expand virtual course offerings.
5 Reduce duplicate flyers and notices for siblings.
6 Implement district-wide student attendance campaign
with rewards and incentives and inform parents about
cost of missed school.
7 Charge student fee for fine arts. $50 at middle school
level and $100 at high school level.
8 Assign teachers to instructional duties during
additional conference period(s).
9 Reduction secondary teaching staff positions based
upon minimum class size standards for targeted
curriculum areas, including a absolute minimum class
size for certain non-special education programs.
10 Cancel Wrestling at HS (low-enrollment) (ended 2010
season - 10 wrestlers) for a savings of $40,000
11 Deletion of Community Scholars Program that only
supported two students annually for a cost savings of
$12,000.
12 Postponement/re-evaluation of district "School of
Music"
13 Cancel baseball & softball developmental programs
for cost savings of $5,000
14 Eliminated out of district field trips
15 Reduce the number of days of instruction through an
approved waiver with the Texas Education Agency
16 Initiate a tuition based all day Pre K program open to
all area parents.
Legal
1 Reduce Legal fees (by 20%) for a
cost savings of $16,000
Library
1 Reduce annual library book procurement
budget
2 Restructure district-wide librarians.
Library aides will be utilized and
supported by the remaining librarians.
The Librarians will be paired with library
aides.
Maintenance
1 Defer annual maintenance items
2 Reduction support staff positions
according to staffing standards per
square foot for various operational areas,
including custodial, and maintenance.
3 Reduced maintenance overtime
Purchasing
1 Move forward of purchase order cut-off date for
departments and campuses
2 Replace existing outdated copiers with digital
copiers. Reasons for savings: 1) new copier
state contracts are less costly than prior
contracts; 2) Reduce district toner and inkjet
purchases by setting up new digital copiers on
network and give each teacher access codes.
Teachers can send an item to the copier & mark
it private and then the next time they go to the
copier, they just enter their code and all their
items print out. Switch as much printing as
possible to the copiers located in each building
and print less items to laser or inkjet printers.
Most copiers have a maintenance contract that
supplies all the toner and consumables so
you've only got the monthly lease costs of the
copier, not the continual purchasing of toner and
inkjet cartridges.
3 Increase bulk purchases of commodities.
Staffing
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Consult with an attorney concerning certain cost reduction ideas listed below, includin
Establish and monitor staff ratios in all areas – compare ratios to
similar districts schedules to identify classes with low enrollment and
Review master
make adjustments
Change student teacher ratio to increase number of students in
classrooms
Freeze on district contribution for employee health insurance
No raises given for 2010-2011 school year except required step
increases
Freeze hiring for vacancies after Spring Break
Limit as many custodial staff as possible to 10-month contracts.
In the next school year, limit as many central office staff and
custodial staff as possible to 11-month service contracts that
currently incentive to employees that are eligible for retirement with
Offer an have 12-month contracts.
full benefits.
Reduce everyone's work calendar by an additional five (5) days (on
top of prior reduction of days) and reduce salary (where days of
service greater thanwork calendar by five (5) days and reduce salary
Reduce everyone's 187)
(where days of service greater than 187)
Reduced number of staff by combining administrative duties and
responsibilities custodian and maintenance positions
Staffing audit of
Every open position or new position request must be submitted to the
Executive Team (the superintendent and all associate/assistant
superintendents) for approval before posting.
Reduced overtime for auxillary staff
Reduction in salary for retire/rehire personnel.
Reduction in staffing through hiring freeze and attrition.
Eliminate lunch room monitors
Move from 26:1 to 27:1 student to teacher ratio at high school level
Reduce special education personnel
Reduce physical education (PE) teacher substitutes with aides at
elementary level
Hire more Licensed Vocational Nurses (LVN) in place of Registered
Nurse (RN) positions
Reduce assistant principal positions
Reduce hourly campus employee positions
Reduce campus administration positions
Reduce auxiliary support positions
Reduce superintendent central office positions
Reduce Human Resources (HR) central office positions
Reduce support central office positions
Reduce instructional central office positions
Eliminate middle school second planning period
Eliminate high school second planning period
Change to traditional instructional schedule with 8 periods
Raise high school student to teacher ratio
Raise middle school student to teacher ratio
Raise elementary student to teacher ratio
Reduce coaches days of service and reduce salaries
Reduce ROTC stafff days of service and reduce salary
Reduce Band Director days of service and reduce salary.
Reduce Career and Techical Education (CTE) days of service and
reduce salary.
Reduce counselor positions
Reduce Librarians positions
Reduce Central Office ‐ operation and salary budgets by 6%
Reduce Talented and Gifted (TAG) teachers
Increase elementary K 4th grade student to teacher ratios by 1
Increase high school student to teacher ratios for most instructional
settings byof excess food service workers (15). Combination of
Reduction 1.5
vacancies (5.5), part-time positions (9), seniority (5) - Includes
deletion of all part-time food service kitchen positions (9). Also
reduce all child nutrition program staff days of service by six days for
a savings vacant School Resource Tech position. Reduce all
Eliminate of $35,031.
information technology staff days of service by six days for a savings
of $9,315. transporation staff days of service by six days for a
Reduce all
savings of $19,705.
Reduce all maintenace staff days of service by six days for a savings
of $10,033. 2 excess hourly campus-based instructional aide
Reduction of
positions from 77 positions. Also reduce all instructional aide staff
days of service by six days for a savings of $46,035.
Reduction of 10 custodial positions from 49 positions. Also reduce all
custodial staff days of service by six days for a savings of $33,811.
Reduction of 3 excess hourly clercial positions from 60 positions:
campus clerical (1), central office clerical (2). 100% of these
reductions already accomplished through attrition (5). Also reduce all
clerical staff days of service by six days for a savings of $44,144.
Eliminate Associate Superintendent position for 2010-11 School
Year. Also reduce all non-classroom professional staff days of
service by six days for a savings of $296,469.
District Cell-phone stipend reduction - 20% of total allotted funds for
a cost savings of $6,240.
Increase Healthcare cost sharing $15 per employee on all High-
Deductible or Basic plans ($0-$15 monthly contribution) for cost
savings of $60,000 cost sharing $10 per employee on Standard
Increase Healthcare
Plan ($30-$40 monthly contribution) for cost savings of $47,280.
Discontinue year-end attendance bonus to educators (based on
personal absenteeism) for cost savings of $11,000
RN to LVN model: 1 Lead RN, 1RN at HS, 8 LVNs at campuses.
Attrition only: no projected savings in 2010-11 school year, savings to
accumulate as resignations occur
Eliminate Associate Superintendent position for 2010 - 11 School
Year
Eliminate vacant School Resource Tech position
PE teacher to PE aide model for savings of $120,000
Shutdown low-enrollment/cost-prohibitive program:Middle School
TLC for cost savings of $12,000
Shutdown low-enrollment/cost-prohibitive program: AVID (18
sections/classes) Includes teachers, fees, travel (teachers not
included in other cost reduction areas). for savings of $223,079
Reduce staffing in areas of: Regular Ed, Monolingual education, etc.
(14 of 34) Attrition only: reductions in these areas will be through
resignations/retirements and-or transfers/placements for savings of
$570,000
Reduce Excess teachers through attrition (34)
(retirements/resignations) Attrition only: includes processed
resignations, pending resignations, projected resignations for savings
$1,670,000
Reduce staffing in areas of: GT, At-Risk, SPED, STAR, Bilingual
Education (22 of 34) Attrition only: reductions in these areas will be
through resignations/retirements and-or transfers/placements for
savingsworking hours for school contract staff to extend to 5:00. This
Revise $1,210,000
would allow teachers to lesson plan, collaborate, and attend staff
development meetings at zero cost. Currently, teachers have a
planning period during student hours. By revising the time to outside
student hours, teachers would be available to teach additional
classes. This would allow school districts to decrease the number of
teachers needed. Additionally, school districts pay substitutes to
cover for teachers when they attend school district trainings. School
districts would save on substitute costs that are needed for teachers
to attend district trainings In order for this suggestion to meet the
legal requirment,work a 4-daywould week during the summer months.
School District's legislatures work need to revise current law to
By closing down all school facilities one day a week could save
thousands of dollars a day in fuel, utilities, and vehicle maintenance
costs.
Eliminate instructional coach position and stipends.
Partner with the local community college to share the cost of
teachers. Often times community colleges are willing to share costs
and instructional time with school districts. The teacher is hired for a
full-time position, and both educational institutions have the expertise
they need in a given subject area. existing staff
Absorbing enrollment growth with
Freeze on all hiring
Freezing all salaries, except mandatory step increases
Reducing administrative and auxiliary support positions
Modestly increasing class size in kindergarten through 4th grade
Replacing our high school A/B block schedule offering eight periods
across two days with a non-block schedule based upon a seven-
period day of the Retention Incentive Supplement
Reduction
Delayed Hiring
Stop matching the employee contributions to the 401(a) accounts
starting this plan year, effective July 1, 2009. This is a cost-saving
measure that is expected to keep an additional $3.3 million in the
district’s budget. The school board approved the decision on June 15
as part of the 2009-2010 compensation plan and operating budget.
The Employee Incentive Program was designed for all fulltime
employees, whereby the district contributed a sum of money to each
eligible full-time employee’s 401(a)days for campus staff
Reduced number of supplemental supplemental retirement account.
Eliminated employee wellness screening and flu shots
d below, including termination and reduction in force.
Student Transportation
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Student Transportation
Eliminate hazardous routes
Move from 2 mile ring to 3 mile ring
Eliminate Pre Kindergarten Routes
Eliminare displinary alternative education program (DAEP)
routes
Use 3 tiered vs. 2 tiered system for staggered start and
dismissal times at each elementary, middle and high school.
Change bell schedules to improve bus routing efficiency
Reduced field trips for agriculture science from 6 to 3 per
instructional year.
Decreased hours guaranteed for drivers from 7 to 5
Reduce student travel for field trips and other travel not
involving home to campus transportation.
Reduction in Bus Monitors
Reduce idling time - You can only idle your bus for X amount of
time. Reduces fuel cost. For example: Start buses only 15
minutes prior to route.
Increase route time and combine students on a bus to elimate
a route.
Combine student teams traveling to extra curricular events or
reduce the students that may travel
Work with the local metropolitian transit authority to develop a
co-op agreement to transport students to and from school. The
local transit authoirty in coordination with the school district can
develop a plan to remove the maintenance costs of school
buses, fuel purchasing, insurance and driver training and
development from the school district arena and pass it onto an
authority with experience and existing infrastructure. Although
the school district will still pay for these services, the local
transit authority can help reduce the overall execution and day-
to-day operations of managing a fleet of buses.
Reduce number of parts specialists at Transportation (3
positions)
Sell advertising on school buses
Change busing radius to 2 miles vs 1 mile
Substitutes
1 Reduce non-teaching staff through attrition if possible
2 Eliminate use of substitutes for nonteaching positions
to the greatest extent possible.
3 Reduce amount paid to substitutes by $5 or $10 per
day.
4 Make it a requirement that since the state gives 5
local days a year that are allowed to rollover to
unlimited amounts accured, then those who require a
substitue when absent would have to pay the full price
of that substitute (or at least after 3 absences a year).
Everyone is going to be ill at times, some much more
than others, but districts are going broke because
they are not only paying for staff while they are out,
but they are also having to pay for substitutes to be in
the classrooms as well. That adds up to millions for
bigger school districts, half a million for medium sized
districts, and thousands for small districts.
5 Require staff development to be done outside of
instruction hours so as not to disrupt instruction and
reduce need of substitutes.
Technology
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Technology
Defer cycle replacement of computers
Move budget for technology licensing to Fund Code 411,
Technology Allotment
In-house ERATE Management through School Resources
Department for a cost reduction of $74,000
Enter into articulation agreements with higher education
institutions to allow students to take college courses through
distance learning. In some cases, this is cheaper than employing
specialized teachers. For example, this could apply to dual
enrollment classes. Partnerships are presently in place in a
number of K-12 school districts in Florida to offer both dual
enrollment and remedial reading, writing, and math courses
online. In a presentation given at the University of Texas at
Austin, Martha Ellis, Associate Vice Chancellor for Community
College Partnerships with the University of Texas System,
emphasized that offerings for dual enrollment really need to
maximize state resources by decreasing time to graduation and
increasing retention. Evaluation of the content in these online
courses is important to ensure the delivery of a high quality
curriculum that facilitates the transition from high school into
higher education. Collaboration between institutions would be key
component in this endeavor.
Review the previous year's cost for school district issued cell
phones/pda's. Re-negotiate the cell vendor contract and consider
eliminating school issued technology and move to call
reimbursement only.
During this budget crisis, it will be critical for school district
officials to be able to assess the needs and see how we can
efficiently deliver instruction. For example, can we add additional
on-line courses for high school students that are more like "filler"
requirements? This will help aliviate the schedules of students so
that they can concentrate on their true academic plans.
Sale advertising on school district's web site.
Travel
1 Reduced travel budgets by 20%
2 Eliminate entirely
3 Reduce all non-student travel by 25%
including Teachers, Administration &
School Board for a cost savings of
$36,000
Other - Misc.
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Other - Misc.
Add one year to each textbook adoption cycle, where possible.
Eliminated personal professional membership dues unless saves
district staff development budget.
Eliminated cell phone allowance
Accelerate cell tower lease billing
Reduce staff travel budget
1. Create Austerity Committees
1.1. Four levels of committees
1.1.1. Executive Staff
1.1.1.1. Set priorities for the lower-level discussions
1.1.1.2. Implements actions and communicates to lower level
committees
1.1.1.3. Reviews proposals and recommends implementation (or
approves ideas to be taken to the Board of Trustees for
recommendation
1.1.2. Cabinet-level Committee
1.1.2.1. Collaborates on ideas that are proposed by lower levels that
could affect entire district
1.1.2.2. Forwards recommendations to Executive Committee
1.1.2.3. Relays information from the Executive Committee to lower
level committees
1.1.3. Cluster/Department Committee
1.1.3.1. Relays information from the Executive & Cabinet-level
committees
1.1.3.2. Accumulates and evaluates ideas from campuses &
departments
1.1.3.3. Designates representatives to the Cabinet-level committee
1.1.4. Campus Committee
1.1.4.1. Allows for every employee to submit cost-savings ideas
1.1.4.2. Educates employees of approved changes
1.1.4.3. Designates representatives to the Cluster/Department
Committee
2. Initial Executive Staff Actions
2.1. Broad changes implemented top-down, without input from lower
committees
2.1.1. Changes to evaluate for remainder of 2008-2009 (approve on
page 3)
2.1.1.1. Hiring freeze, excluding teachers
• Details included in Attachment A
2.1.1.2. Travel freeze
• Campus/department managed budgets reduced by average
amount of travel expenditures from the previous two years, not by
what is currently budgeted for travel
2.1.1.3. Re-assess all approved 2008-2009 Priority 2 non-staffing
Additional Allocation Requests
• Sixty-five (65) items approved totaling $3,009,746
2.1.1.4. Requests for Resources approved only when meeting AAR
Priority 1 criteria (excluding teachers)
• In 2007-2008, more than $5.5M in additional allocations were
approved above the $2.0M district contingency
2.1.2. Changes to evaluate for 2009-2010
2.1.2.1. Eliminate A/B scheduling & teaming (at least $8.5M)
2.1.2.2. Eliminate the $1500/3% Retention Supplement (approx.
$8.8M)
2.1.2.3. Approve Priority 1 AARs only
2.1.2.4. Assess compensation package
• Pay increases (approx. $3.4M for each 1% increase)
• Health insurance contributions (approx. $300K for each 1%
increase absorbed locally)
• Attendance incentives to retirement plans (approx. $3.3M)
• Limit other benefit increases ($555K of health benefits were added
in 2008-2009)
• Reduction of workdays for administrative employees
2.2. Create framework for lower level committees
2.2.1. $aving Green program
2.2.1.1. Look for ways to eliminate waste
• See presentation in Attachment B
2.2.2. Ideas for other savings
2.2.2.1. Responses from August Leadership attendees
• See listing in Attachment C
2.2.2.2. Responses from bookkeepers’ survey
• See listing in Attachment D
2.2.3. Increasing revenues
2.2.3.1. Expand Community Education
2.2.3.2. Advertising Opportunities
2.2.3.3. Recycling Opportunities
2.3. Create communication plan for Board, employees, media &
public
2.3.1. Press releases
2.3.2. Employee newsletters
2.3.3. Campus newsletters
2.3.4. Board presentations
1. Membership
In addition to selected citizens, we propose a committee that would
include two Executive Directors from each division, and the three
Campus Support Executive Directors in lieu of having principals on
the committee. This would give us 11 District participants. Other
Executive Directors could attend the meetings if they were a
stakeholder in the topic(s) of the day. Support staff (comptrollers &
HR) would also attend.
2. Committee structure including subcommittees (if any)
The Cost Containment Committee would include those outlined
above. We would have subcommittees as well:
i. Each division would have a subcommittee with meetings facilitated
by their respective Comptroller.
ii. Each cluster would have a subcommittee. Because each cluster
now has a representative from Finance, the Finance rep would
facilitate a CCC brainstorming session and discussion of other
topics at the cluster level. This could be done quarterly since time at
the cluster meetings is short.
3. Committee leadership
The CCC would lead by Co-chairpersons, the Executive Director for
Secondary Education and a Community Leader. The Director of
Budgets and Financial Control and a staff member from Community
Relations will facilitated and administrate to the Committee. These
two facilitators would not be voting members.
4. Integration with the budget process and proposed budget
calendar (including meeting times)
Monthly meetings would commence in October and run through
April. Because citizens would be invited, the meetings would have to
be in the evening. Subcommittees would meet a week or two prior to
the CCC meetings.
The CCC could become part of the budget process by doing the
following:
• Making specific recommendations for budget or program
reductions.
5. Proposed topics for discussion and analysis
The following could be discussed by the CCC:
• Basic education on the staffing process and methodology
• Reviewing recommendations from prior years
• Reviewing new recommendations from sub-committees
• Reviewing post implementation results
• Reviewing reports from Mindsphere and bench-marking analysis
on staffing levels and expenditures by function
6.Charge of the Committee
The CCC would make written recommendations to Board of
Trustee’s each year.
7.Format of meetings
Subcommittee meetings will be informal. CCC meetings will follow
parliamentary procedures. The first meeting will include basic
education and presentation of some recommendations. The second
meeting would include a vote on those recommendations with 30 to
45 minutes of discussion. The second part of the meeting would be
presentations.
The CCC members could be given access to a discussion thread on
the internet. They can discuss pros and cons of the issue. They can
post questions for the support team to research and respond to. We
can encourage the committee to read the posts before each
subsequent meeting. This should keep everything moving, and
should maximize productivity.
8.Basis of committee recommendations
Recommendations would be made based on simple majority vote.
However, dissenting opinions would also be presented to Executive
Staff. Recommendations will include a rating on the potential impact
to the mission of the District. Please see the attached scale.
Reduce department budgets
Reduce employee travel
Reduce maintenance of effort requirements in relation to total
spending. Certain districts are experiencing declining special
education populations, and yet are being "forced" to maintain past
spending levels in reference to total spending. Evaluate
maintenance of effort according to expenditures per special
education student to improve management of maintenance of effort
compliance, including strategies to legally reduce effort following
turnover in staff resulting in lower salary and benefit amounts, and
changes in special education instructional setting patterns resulting
from exit, graduation or transfers out of higher cost students.
Reduce printing services by increased reliance on and sharing
electronic documents.
Reduction in elementary student field trips.
Reduction in miscellaneous supplies, travel and other costs in
targeted program and operational areas.
Reduction in miscellaneous supplies, travel and other costs in
targeted program and operational areas.
Deletion of Board of Trustees yearbooks for a cost savings of
$1,000
De minimus food rules: cut free meals/snacks to staff & volunteers
by 33% for a cost savings of $10,000.
Cut down on District printing costs by 15%: Code of Conduct, etc.
(on-line) for savings of $6,000
Increase charges to students' parents for lost textbooks for cost
savings of $5,000
Shutdown all daycare svcs - transfer student services to headstart
(6 child care providers) for a cost savings of $220,000. Employees
may apply with Headstart Program. District/Headstart agreement to
take close look at all district applicants.
Eliminate practice of purchasing student meals when participating in
out-of-town events.
Implement a district-wide policy that requires a Contract Committee
to review and re-negotiate all vendor contracts. Before renewing, the
committee should ask for applicable cost savings and discounts.
I belive in partnerships. If an elementary, midle , or high school can
be adopted or partner with a community college or university or if the
higher education institution forms a club to adopt a school say for
future educators ot in technology. The students can do a social
service component of tutoring, clean up activities, athletics, and
technology. In community colleges many of the technical and trades
usually require a short internship of some type. Those students can
work under a master or lead in that technical, applied science, or
vocational profession and can do a project for their protfolio or for
service or experience which can lead to new job opportunitites and
be a win win situation for all. This is also how older students can
mentor younger students and also explain about higher educationa
and their choosen profession/career.
1. Review all service contracts to see if the district is able to
renegotiate with our service providers to realize additional savings
on our current contracts. We can also consider consolidating some
services within the district to be more effective in the use of
machines and services. 2. Review effective use of each campuses'
student capacity in a study to consolidate campuses for a more
effective use of utilities and to reduce the need for additional support
staff (1 per campus: nurse, Campus technologists, Music teacher,
Physical Education teacher, and custodians.) A study of
transportation cost will be necessary as well because more students
will require transportation.
Eliminated printing of school calendar
Provide district run campus after school care program at the two
middle schools.
Trademark school masot.