Administration (Central) 1 2 3 4 5 6 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. 3 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 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 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 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 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 1 2 3 4 5 6 7 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. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 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 220.127.116.11. Set priorities for the lower-level discussions 18.104.22.168. Implements actions and communicates to lower level committees 22.214.171.124. Reviews proposals and recommends implementation (or approves ideas to be taken to the Board of Trustees for recommendation 1.1.2. Cabinet-level Committee 126.96.36.199. Collaborates on ideas that are proposed by lower levels that could affect entire district 188.8.131.52. Forwards recommendations to Executive Committee 184.108.40.206. Relays information from the Executive Committee to lower level committees 1.1.3. Cluster/Department Committee 220.127.116.11. Relays information from the Executive & Cabinet-level committees 18.104.22.168. Accumulates and evaluates ideas from campuses & departments 22.214.171.124. Designates representatives to the Cabinet-level committee 1.1.4. Campus Committee 126.96.36.199. Allows for every employee to submit cost-savings ideas 188.8.131.52. Educates employees of approved changes 184.108.40.206. 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) 220.127.116.11. Hiring freeze, excluding teachers • Details included in Attachment A 18.104.22.168. 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 22.214.171.124. Re-assess all approved 2008-2009 Priority 2 non-staffing Additional Allocation Requests • Sixty-five (65) items approved totaling $3,009,746 126.96.36.199. 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 188.8.131.52. Eliminate A/B scheduling & teaming (at least $8.5M) 184.108.40.206. Eliminate the $1500/3% Retention Supplement (approx. $8.8M) 220.127.116.11. Approve Priority 1 AARs only 18.104.22.168. 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 22.214.171.124. Look for ways to eliminate waste • See presentation in Attachment B 2.2.2. Ideas for other savings 126.96.36.199. Responses from August Leadership attendees • See listing in Attachment C 188.8.131.52. Responses from bookkeepers’ survey • See listing in Attachment D 2.2.3. Increasing revenues 184.108.40.206. Expand Community Education 220.127.116.11. Advertising Opportunities 18.104.22.168. 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.