Consequences of Budget Cuts
GCA Education Services
“Consequences of Budget Cuts” November 17, 2014 www.gcaservices.com
Introduc)ons Dr. Patrick Miller, Superintendent Greene County Schools
Russell Leboff Regional VP Sales
Fred Clark, Senior VP Sales & Marketing
Donnie Cherry, Senior Sales Director, Western, NC
Michael Johnson, Senior Sales Director, Eastern NC
2
About GCA
♦ #1
Rank
among school districts (3,000+)
♦ 48
States & Puerto Rico
♦ 98%
Retention record
♦ 300+
Education Partners
3
What Your Neighboring States Are Doing
17 6 42
17
4
GCA Partnerships
5
5
Budget Challenges
6
Reality of Budget Cuts ♦ Drop in property taxes ♦ Reduced local, state and federal funding ♦ County commissioners not willing to support current budgets or long range capital needs
♦ This makes it all the more important for you to find areas to reduce spending that don’t nega@vely impact student achievement.
♦ What happens aDer you have made all the easy cuts, Are There Any Easy Cuts?
7
Consequences of Budget Cuts ♦ Funding levels @ 2008 levels ♦ Reduc@on in teachers & teacher assistants
♦ BeLer teachers leaving the state or the profession altogether
♦ Reduc@on in custodial, maintenance and grounds staff
♦ Moving opera@ons staff to 10-‐11 month employees
♦ Inability to maintain facili@es and purchase capital equipment
8
Consequences of Budget Cuts
Have you considered that… Cuts to facility services can have an indirect, yet significant negative effect on your educational goals?
9
WHAT YOU NEED TO ACCOMPLISH Reduce maintenance and operations costs while improving quality
1 Find cost savings to invest where it matters
2 Delegate facilities tasks distracting you from your core
3 Measure and improve your program performance 10
1
2
3
WHAT IF … ? What if you don’t have to sacrifice programs or compromise your core mission to meet financial constraints? 11
With GCA, you can shrink your maintenance and operations costs by 20% and use those savings to make investments that will reach your core goals. Plus, you won’t sacrifice quality, you’ll actually improve it.
12
1
2
3
1 WHAT IF … ? What if you could find cost savings to invest where it matters?
13
Common Threads to All ANri)on Models
♦ Current employees keep their jobs ♦ District determines employees that move to GCA’s payroll based on tenure
♦ District determines what wage and benefit package current employees receive
♦ GCA supervises all employees ♦ GCA ensures all district staff follow HR protocol ♦ Reduces District’s workers compensa@on premiums and claims
♦ Implementa@on of Quality Assurance Program
14
Maintenance Program Objec)ves
♦ Implement a proac@ve maintenance program
♦ Implement an effec@ve preven@ve maintenance program
♦ Control Cost (stewardship of district’s budget)
♦ Reduce facili@es related demands on school administra@on
♦ Implement Computerized Maintenance
Management System (CMMS) School Dude
♦ Asset inventory and tagging ♦ Complete review of third party contracts, typical savings 20+% 15
Custodial Program Objec)ves
♦ Provide a dedicated management team to your district 24/7/365
♦ Improve cleanliness levels, standard cleaning specs across district
♦ Provide training to all employees ♦ Purchase state of the art equipment package and provide ALL supplies
♦ GCA responsible for all equipment repairs and replacement
♦ Implement Green Cleaning program in support of sustainability
♦ Implement “Customer Sa@sfac@on” Surveys ♦ Principals becomes a customer of the custodial program – not the manager
16
Grounds Program Objec)ves
♦ Create “Curb Appeal” at all district facili@es ♦ Determine cut schedule, example 7day ♦ Dedicated grounds manager for your district ♦ Provide training to all employees ♦ Purchase new grounds equipment package and provide ALL supplies
♦ GCA responsible for all equipment repairs and replacement
♦ Purchase exis@ng equipment when possible 17
Quality Assurance Inspec@ons and Work Order Management ♦ Site Managers are required to proac@vely inspect schools; we inspect our work
♦ Tablets u@lized to complete
Quality Assurance Inspec@ons for Maintenance, Custodial and Grounds Services
♦ All areas of the schools are inventory and inspected
♦ Data indicates staff training and development opportuni@es
♦ Proac@vely inspec@on of schools
leads to increases in self-‐generated work orders 18
Quality Assurance Inspec@ons and Work Order Management
19
Customer Sa)sfac)on Survey
Facilities Custodial Operations Services and Maintenance
Monthly Report Monthly Card Report Card
Please rate each cPlease ategory rate with each a letter category grade wtith hat ar lepresents etter grade your that perception represents oyf our the p services erception received of the services received ("A" being the highest ("A" score being possible) the highest score possible)
♦ Customer provides feedback monthly ♦ Ac@on plan development ♦ BeLer communica@ons ♦ Ensures accountability ♦ Improves service levels
Building / School Name Building / School Name
Completed by
Completed by
Date
Date
1
Rate the professionalism Did you off ind the the Custodial "Maintenance Staff. WCere all-‐In they Line" in uaniform; nd/or w eb requestor to be 1 B A were they courteous; user eftc? riendly?
C
A D
EB
C
D
E
2
Rate the professionalism Rate the op f rofessionalism the Management of sthe taff. Repair Did they Technicians. sign in/out Did of they sign in/out of 2 B A the building; were the they building; courteous; were did they they in fuollowup niform; awppropriately; ere they courteous; etc? etc?
C
A D
EB
C
D
E
3
Rate the professionalism of the Management staff. Did they sign in/out of 3 B A Rate the cleanliness of the Athletic Facilities. the building; were they courteous; did they followup appropriately; etc?
C
A D
EB
C
D
E
4
4 Rate Rate the cleanliness of the rCesponse afeteria. time to repair requests.
A
B
C
A D
EB
C
D
E
5
5 Rate Rate the cleanliness of tChe lassrooms. quality of work completed by the maintenance staff.
A
B
C
A D
EB
C
D
E
6
6 Is tohe Rate the cleanliness f Hcallyways. limate appropriate (air conditioning / heat)?
A
B
C
A D
EB
C
D
E
7
Rate the maintenance department's ability to resolve problem / overcome 7 B A Rate the cleanliness of Offices. challenges.
C
A D
EB
C
D
E
8
8 Rate Rate the cleanliness of tRhe estrooms pro-‐active (stock nature of so oap f maaintenance nd paper). department.
A
B
C
A D
EB
C
D
E
9
9 Rate Rate the cleanliness of tShe chool overall Perimeter. functionality of building systems.
A
B
C
A D
EB
C
D
E
10
Rate the overall 10quality Rate tohe f coustodial verall quality services. of maintenance services.
A
B
C
A D
EB
C
D
E
Average score
4.00
Average score
4.00
Comments Comments
Signature of client liaison Signature of client liaison
Date
Date
20
Joint Review CommiNee Mee)ng (JRC)
♦ JRC’s are held quarterly with GCA team and district administra@on
♦ Ensures the services are mee@ng and exceeding district expecta@ons
♦ Results of previous goals are reviewed
and new goals for the upcoming period are established
♦ Over a period they serve as a ‘record of stewardship’ regarding the services GCA is providing
21
Employee Appreciation
22
Employee Recogni)on
♦ Employee of the Month for each service line ♦ School of the Month for custodial services ♦ Employee of the Year for each service line ♦ School of the year for custodial services ♦ Recogni@on & team-‐building events ♦ Opportunity for promo@ons and advancement
23
Greene County Schools
♦ Partnered with Greene County Schools in June 2012
♦ Dr. Miller protected district employees ♦ GCA filled open posi@ons and supervises all employees. Fill vacancies through aLri@on
♦ Provide Custodial & Grounds Services ♦ Improved custodial quality and created “curb appeal” at all facili@es
♦ Customer sa@sfac@on average is 93+%
24
Pender County Schools
♦ Partnered with Pender County Schools in November 2007
♦ Provide custodial services ♦ In 2005, district went with low bid in RFP process and first two vendors failed.
♦ GCA has provided services for the last 7 years ♦ BOE approved a five year extension without an RFP process in 2012
♦ Five custodians remain on district payroll ♦ Customer sa@sfac@on average is 93+%
25
Stafford County Schools
♦ Partnered with GCA in 2007 with handful of loca@ons, others with SSC
♦ Provide custodial services ♦ Quickly recognized as premier provider – now their only provider
♦ Staff aLri@on model – added schools annually – now up to 30
♦ Very sa@sfied partner ♦ Renewed contract in 2012 for 5 more years ♦ Example of savings, efficiencies and staff-‐centric plan
26
Why GCA is the Best Solu)on for Your District ♦ Transi)on experience – assisted over 80 school district convert their programs. Ability to tailor a program specifically for your district
♦ Most experienced – most partners, approximately 4 @mes more partners than next closest compe@tor
♦ Leadership that is experienced, proven and ready to start ♦ Improvements in safety, cleanliness, appearance, consistency, reduc@on of equipment failures, increased energy efficiency, protect life expectancy of equipment
♦ Your District goals are our goals ♦ We can grow with you… many others can’t. We can also do … — Long range capitol planning — Energy Management
27
Q & A
28
“Consequences of Budget Cuts” November 17, 2014 www.gcaservices.com
Introduc)ons Dr. Patrick Miller, Superintendent Greene County Schools
Russell Leboff Regional VP Sales
Fred Clark, Senior VP Sales & Marketing
Donnie Cherry, Senior Sales Director, Western, NC
Michael Johnson, Senior Sales Director, Eastern NC
2
About GCA
♦ #1
Rank
among school districts (3,000+)
♦ 48
States & Puerto Rico
♦ 98%
Retention record
♦ 300+
Education Partners
3
What Your Neighboring States Are Doing
17 6 42
17
4
GCA Partnerships
5
5
Budget Challenges
6
Reality of Budget Cuts ♦ Drop in property taxes ♦ Reduced local, state and federal funding ♦ County commissioners not willing to support current budgets or long range capital needs
♦ This makes it all the more important for you to find areas to reduce spending that don’t nega@vely impact student achievement.
♦ What happens aDer you have made all the easy cuts, Are There Any Easy Cuts?
7
Consequences of Budget Cuts ♦ Funding levels @ 2008 levels ♦ Reduc@on in teachers & teacher assistants
♦ BeLer teachers leaving the state or the profession altogether
♦ Reduc@on in custodial, maintenance and grounds staff
♦ Moving opera@ons staff to 10-‐11 month employees
♦ Inability to maintain facili@es and purchase capital equipment
8
Consequences of Budget Cuts
Have you considered that… Cuts to facility services can have an indirect, yet significant negative effect on your educational goals?
9
WHAT YOU NEED TO ACCOMPLISH Reduce maintenance and operations costs while improving quality
1 Find cost savings to invest where it matters
2 Delegate facilities tasks distracting you from your core
3 Measure and improve your program performance 10
1
2
3
WHAT IF … ? What if you don’t have to sacrifice programs or compromise your core mission to meet financial constraints? 11
With GCA, you can shrink your maintenance and operations costs by 20% and use those savings to make investments that will reach your core goals. Plus, you won’t sacrifice quality, you’ll actually improve it.
12
1
2
3
1 WHAT IF … ? What if you could find cost savings to invest where it matters?
13
Common Threads to All ANri)on Models
♦ Current employees keep their jobs ♦ District determines employees that move to GCA’s payroll based on tenure
♦ District determines what wage and benefit package current employees receive
♦ GCA supervises all employees ♦ GCA ensures all district staff follow HR protocol ♦ Reduces District’s workers compensa@on premiums and claims
♦ Implementa@on of Quality Assurance Program
14
Maintenance Program Objec)ves
♦ Implement a proac@ve maintenance program
♦ Implement an effec@ve preven@ve maintenance program
♦ Control Cost (stewardship of district’s budget)
♦ Reduce facili@es related demands on school administra@on
♦ Implement Computerized Maintenance
Management System (CMMS) School Dude
♦ Asset inventory and tagging ♦ Complete review of third party contracts, typical savings 20+% 15
Custodial Program Objec)ves
♦ Provide a dedicated management team to your district 24/7/365
♦ Improve cleanliness levels, standard cleaning specs across district
♦ Provide training to all employees ♦ Purchase state of the art equipment package and provide ALL supplies
♦ GCA responsible for all equipment repairs and replacement
♦ Implement Green Cleaning program in support of sustainability
♦ Implement “Customer Sa@sfac@on” Surveys ♦ Principals becomes a customer of the custodial program – not the manager
16
Grounds Program Objec)ves
♦ Create “Curb Appeal” at all district facili@es ♦ Determine cut schedule, example 7day ♦ Dedicated grounds manager for your district ♦ Provide training to all employees ♦ Purchase new grounds equipment package and provide ALL supplies
♦ GCA responsible for all equipment repairs and replacement
♦ Purchase exis@ng equipment when possible 17
Quality Assurance Inspec@ons and Work Order Management ♦ Site Managers are required to proac@vely inspect schools; we inspect our work
♦ Tablets u@lized to complete
Quality Assurance Inspec@ons for Maintenance, Custodial and Grounds Services
♦ All areas of the schools are inventory and inspected
♦ Data indicates staff training and development opportuni@es
♦ Proac@vely inspec@on of schools
leads to increases in self-‐generated work orders 18
Quality Assurance Inspec@ons and Work Order Management
19
Customer Sa)sfac)on Survey
Facilities Custodial Operations Services and Maintenance
Monthly Report Monthly Card Report Card
Please rate each cPlease ategory rate with each a letter category grade wtith hat ar lepresents etter grade your that perception represents oyf our the p services erception received of the services received ("A" being the highest ("A" score being possible) the highest score possible)
♦ Customer provides feedback monthly ♦ Ac@on plan development ♦ BeLer communica@ons ♦ Ensures accountability ♦ Improves service levels
Building / School Name Building / School Name
Completed by
Completed by
Date
Date
1
Rate the professionalism Did you off ind the the Custodial "Maintenance Staff. WCere all-‐In they Line" in uaniform; nd/or w eb requestor to be 1 B A were they courteous; user eftc? riendly?
C
A D
EB
C
D
E
2
Rate the professionalism Rate the op f rofessionalism the Management of sthe taff. Repair Did they Technicians. sign in/out Did of they sign in/out of 2 B A the building; were the they building; courteous; were did they they in fuollowup niform; awppropriately; ere they courteous; etc? etc?
C
A D
EB
C
D
E
3
Rate the professionalism of the Management staff. Did they sign in/out of 3 B A Rate the cleanliness of the Athletic Facilities. the building; were they courteous; did they followup appropriately; etc?
C
A D
EB
C
D
E
4
4 Rate Rate the cleanliness of the rCesponse afeteria. time to repair requests.
A
B
C
A D
EB
C
D
E
5
5 Rate Rate the cleanliness of tChe lassrooms. quality of work completed by the maintenance staff.
A
B
C
A D
EB
C
D
E
6
6 Is tohe Rate the cleanliness f Hcallyways. limate appropriate (air conditioning / heat)?
A
B
C
A D
EB
C
D
E
7
Rate the maintenance department's ability to resolve problem / overcome 7 B A Rate the cleanliness of Offices. challenges.
C
A D
EB
C
D
E
8
8 Rate Rate the cleanliness of tRhe estrooms pro-‐active (stock nature of so oap f maaintenance nd paper). department.
A
B
C
A D
EB
C
D
E
9
9 Rate Rate the cleanliness of tShe chool overall Perimeter. functionality of building systems.
A
B
C
A D
EB
C
D
E
10
Rate the overall 10quality Rate tohe f coustodial verall quality services. of maintenance services.
A
B
C
A D
EB
C
D
E
Average score
4.00
Average score
4.00
Comments Comments
Signature of client liaison Signature of client liaison
Date
Date
20
Joint Review CommiNee Mee)ng (JRC)
♦ JRC’s are held quarterly with GCA team and district administra@on
♦ Ensures the services are mee@ng and exceeding district expecta@ons
♦ Results of previous goals are reviewed
and new goals for the upcoming period are established
♦ Over a period they serve as a ‘record of stewardship’ regarding the services GCA is providing
21
Employee Appreciation
22
Employee Recogni)on
♦ Employee of the Month for each service line ♦ School of the Month for custodial services ♦ Employee of the Year for each service line ♦ School of the year for custodial services ♦ Recogni@on & team-‐building events ♦ Opportunity for promo@ons and advancement
23
Greene County Schools
♦ Partnered with Greene County Schools in June 2012
♦ Dr. Miller protected district employees ♦ GCA filled open posi@ons and supervises all employees. Fill vacancies through aLri@on
♦ Provide Custodial & Grounds Services ♦ Improved custodial quality and created “curb appeal” at all facili@es
♦ Customer sa@sfac@on average is 93+%
24
Pender County Schools
♦ Partnered with Pender County Schools in November 2007
♦ Provide custodial services ♦ In 2005, district went with low bid in RFP process and first two vendors failed.
♦ GCA has provided services for the last 7 years ♦ BOE approved a five year extension without an RFP process in 2012
♦ Five custodians remain on district payroll ♦ Customer sa@sfac@on average is 93+%
25
Stafford County Schools
♦ Partnered with GCA in 2007 with handful of loca@ons, others with SSC
♦ Provide custodial services ♦ Quickly recognized as premier provider – now their only provider
♦ Staff aLri@on model – added schools annually – now up to 30
♦ Very sa@sfied partner ♦ Renewed contract in 2012 for 5 more years ♦ Example of savings, efficiencies and staff-‐centric plan
26
Why GCA is the Best Solu)on for Your District ♦ Transi)on experience – assisted over 80 school district convert their programs. Ability to tailor a program specifically for your district
♦ Most experienced – most partners, approximately 4 @mes more partners than next closest compe@tor
♦ Leadership that is experienced, proven and ready to start ♦ Improvements in safety, cleanliness, appearance, consistency, reduc@on of equipment failures, increased energy efficiency, protect life expectancy of equipment
♦ Your District goals are our goals ♦ We can grow with you… many others can’t. We can also do … — Long range capitol planning — Energy Management
27
Q & A
28
