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Mt. Lebanon
The extra-curricular activities carried on in Mt. Lebanon’s nine school
buildings were as impressive as they are diverse. The District encouraged a
positive student scholastic attitude by making the school facilities the hub
of community activity.
Aside from competitive athletics regularly scheduled in a stadium complex
many colleges would envy, there were staff “in service” courses, PTA
functions, and family social events such as picnics, winter carnivals and
bake sales. The children's little league soccer, baseball, basketball and
football registrations, tryouts, practices and games, utilized the
District’s facilities, as did district band and orchestra performances and
various shows. Also the school buildings hosted meetings of local Girl
Scout, Cub Scout and Boy Scout troops, adult educational and recreational
programs and numerous art exhibits and presentations. With all this going
on, the cost, organization, staffing and management of those who maintain
the buildings and grounds quickly became a major concern.
The District wondered whether it was getting the highest level of
performance in return for its financial commitment, whether the large amount
of overtime was truly necessary, whether it was more economic to perform all
of these services in-house or contract with outside vendors for the labor
and/or management services. If all or part of the services were to remain
in-house, the District wanted recommendations as to how it could unction
better, what equipment and technological tools could be provided to the
staff to increase productivity. There were also questions as to whether the
in-house staff was sufficient to provide the requisite services, and how
changes in the maintenance and custodial departments would affect
relationships with the union?
The first step in Value Management Consultants’ unique methodology was an in
depth review of the staff. Using its own Work/Time formulas, VMC compared
the staffing requirements against the existing staff size, and then provided
recommendations for allocating the personnel among the various building
locations and assignments. In this way the District was able to visualize
the staffing levels necessary to maintain the facilities and grounds to the
optimum standards of cleanliness.
Each alteration from the existing order rippled throughout the District. VMC
foresaw that efficiency improvements would impact against the Union’s
Collective Bargaining Agreement, and structured new language which would
create an acceptable environment for performance.
Then, when the proper footing for optimum staff utilization had been
established, the inevitable question arouse as to whether someone else could
provide acceptable service at a significant cost reduction. In the
comparative process, VMC assisted the District in securing quotes from
vendors, having already aided in phrasing questions which would ensure that
apples were not compared with pomegranates.
The end of the study justified its intent, as the District was contented
that sufficient data had been organized and presented so that it could make
the appropriate decisions. What were they? The one right for Mt. Lebanon’s
school district of course.
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