Strategies
Glaster & Associates Business Methodology when Conducting Budget Reduction Strategies:
Performance Based Budget Reduction Strategies - Managed Competition and Operational Non-instructional Support Services
The Balancing of Classroom Sizes with Students and Teachers - Alignment to the Adopted Budget
Glaster & Associates Statement to Clients who are Engaged in Budget Balancing Activities
Glaster & Associates Business Methodology when Conducting Budget Reduction Strategies:
I. For each budget reduction strategy we will complete a detailed analysis that includes key performance indicators, time lines to implement strategies and measurable costs.
II We will document the financial and political cost of implementing new cost saving/budget balancing strategies; and the cost for not implementing the strategies.
III. We will establish specific timelines to complete the cost savings strategies; and the potential disruptions to the organization while achieving the budget balancing goals.
IV. We will provide of support to the organization to balance potential grievances and discord from employees, the external education community and elected and appointed boards when executing budget reduction strategies.
V. We will provide a final report that shows how much the organization can save by implementing the cost saving/budget balancing strategies and a timeline for achieving these savings.
Performance Based Budget Reduction Strategies - Managed Competition and Operational Non-instructional Support Services
I. Transportation Services
- Cost comparisons are made between in-house and external support services to assure the best price.
- Priority points for RFP respondents’ hiring of displaced employees from within District.
- Selection criteria points given for RFP respondent companies to partner with local companies.
- Encouragement of RFP respondents’ to work with employee unions when establishing service models.
II. Food Services
- Cost comparisons are made between in-house and external support services to assure the best price.
- Analysis of building infrastructure and equipment, including replacement cost and reserve policy’s.
- Selection criteria for the purchase of local services and products.
- Encouragement of RFP respondents’ to work with employee unions when establishing service models.
III. Custodial Services
- Cost comparisons are made between in-house and external support services to assure the best price.
- Priority points for RFP respondents’ hiring of displaced employees from within District.
- Selection criteria points given for RFP respondent companies to partner with local companies.
- Encouragement of RFP respondents’ to work with employee unions when establishing service models.
IV. Maintenance and Landscape Services
- Cost comparisons are made between in-house and external support services to assure the best price.
- Priority points for RFP respondents’ hiring of displaced employees from within District.
- Selection criteria points given for RFP respondent companies to partner with local companies.
- Encouragement of RFP respondents’ to work with employee unions when establishing service models.
V. Security Services
- Cost comparisons are made between in-house and external support services to assure the best price.
- Priority points for RFP respondents’ hiring of displaced employees from within District.
- Selection criteria points given for RFP respondent companies to partner with local companies.
- Encouragement of RFP respondents’ to work with employee unions when establishing service models.
VI. Nursing and Psychology Services
- Cost comparisons are made between in-house and external support services to assure the best price.
- Special Education Impact study.
- Encouragement of RFP respondents’ to work with employee unions when establishing service models.
VII. External and Internal Audit Services
- Analysis of scope of current contract and services.
- Legal supplementation of costs paid by the General Funds to other funds.
- Goal setting to reduce current cost of services.
VIII. Development of Request for Proposal (RFP) Control Process
- Complete review and analysis of services and/or goods of the prior product in the development of any new RFP.
- A goal setting process that establishes a measurable reduction percentage of current cost.
- Establishment of specific cost parameters of key areas/functions to assure cost savings.
- Inclusion of special features; pricing guarantees; and flexibility.
- Ground work to assure generating of enough competition in the RFP process where a company will be willing to take less profit to win the bid.
IX. Policy Modifications to Control and Reduce Costs
- Revision of In-district mileage and travel policies.
- Review of treasury and banking service practices and policies.
- Review of energy consumption policy.
X. Printing and Reproduction Equipment Services
- Cost comparisons are made between in-house and external operations to assure the best price and services.
- Priority points for RFP respondents’ hiring of displaced employees from within District.
XI. Payroll and Operational Services Review
- Review to validate authorized employee compensation.
- Analysis of mailing costs and labor distribution of checks.
- Research of time and attendance processes to determine efficiencies and cost savings.
XII. Workers Compensation Claims Administration Review
- In-house and third party administrator performance and cost savings analysis.
- Development of effective return to work policy and procedures.
- Analysis of workers compensation actuarial report.
XIII. Information Technology Efficiencies
- Assessment of E-rate opportunities.
- Reduction of telephone costs.
XIV. Space Consolidation and School Closing Opportunities
- Cost benefits analysis of space utilization efficiencies.
- Review of classroom and portable classroom space.
- Analysis of long-term student demographic reports.
XV. Analysis and Re-negotiation of Major Contracts
The Balancing of Classroom Sizes with Students and Teachers - Alignment to the Adopted Budget
I. We will develop process to balance classroom sizes at the beginning of the year and being maintained throughout the school year. Use of combination classes, grade level mixes, and transfer strategies. Process to determine the actual class size and to provide a financial variance report. This procedure is very emotional and trying, but is essential to keeping your budget on track and the budget reductions away from the class room
II. Our processes will include Internal auditing of the number of teachers in each school and teaching each class. The process will include aligning the number of teachers to adoption budget levels and provide a financial variance report.
III. We will assist your organization with the change management of the employees who are your most important assets. We will provide budget variance reports associated with classroom size management activities that are the single most cause for exceeding budget projections. We will execute the plan and tremendous effort it is going to take to balance the classrooms and achieve these cost savings opportunities.
Glaster & Associates Statement to Clients who are Engaged in Budget Balancing Activities
I. One of the key missions of Glaster & Associates LLC is to provide high level fiscal technical support in helping organizations to balance their budget in these difficult financial times. The area of an organization’s budget where savings may be derived without impacting instructional or key programs is the timely review of organizations essential non-instructional key services. We will provide your organization with solid options to complete the actions necessary to balance your budget. We guarantee you will know the actions necessary to achieve your fiscal goals.
II. The great news is your organization can engage in this budget balancing cost savings initiative for a minimal investment. We utilize tested cutting edge solutions that provide amazing results. Our strategies include the following:
- I. A refined Request for Proposal (RFP) process.
- II. A key performance indicator decision matrix.
- III. Various productivity guarantee solutions.
- IV. Utilization of non-binding negotiation methods.<
- V. Use of your organizations professional employee infrastructure to include but not be limited to contracting, procurement, legal and business office services. A pure cost reduction strategy in itself.
- VI. We will lead the process to complete the cost savings initiatives; and we will coordinate all final reports.