Never a checklist, always complexity. (Michael Fullan)
The largest cost in academia is the staff.
To save 2% the too obvious target is cut 1 person out of every 50 = Saving made.
But if you know you work with complexity a single solution is unlikely to address complex concerns.
Get a moral compass.
Work out what your core business is, and what's bottom line.
Restructure or at least prune what's not core business.
Catalyze committment to the vision with efficiency
Differentiate between whats essential, whats nice, whats fiscal vs pedagological
eg not changing shape of assessments because they are financially sensible, they still have to be educationally sound also.
eg consider cost reductions of things expensive with value but is the cost worth the gain.
It cant be done without thoughtfulness. As Simone de Beauvoir said of ethics, it doesn't lend itself to recipes; thoughtfulness will be required.
Consider the costs of getting things done.
What does/does not pay for itself.
Eliminate low value activities that are not core business.
Consider where the core business is not cost effective and might be cut. Do it.
Redploy meeting times, shorten meetings, get rid of meetings that are not cost effective.Time is money, saving time, saves money:
Imagine a meeting of about 16 exceptionally well paid people. They discuss for 2.5 hours the need for the organisation to save money.
16 people x $45.00 an hour = $720
What I know is that's not working. There was not a single action point that resulted in a single cent being saved. A lot of hand wringing went on, a lot of air, both hot and frosty, got aired.
Following remonstrations to save money, I cannot help but think, cancel such meetings....and other meetings that could instead free up time for work.
Look for value added rather than value substract. (Seth Godin)
Not replacing staff when a position becomes vacant versus managing underperforming staff.
Depletion should not occur in the value base. (Hargreaves)
Look for enduring greatness. (Fullan)
Nurture relationships. The single factor common to successful change is that relationships improve. If relationships improve, schools get better. If relationships remain the same or get worse, ground is lost. (Fullan)
Offer leave without pay
Offer leave with redundancy
Gain control of miscellaneous spending
Paper: In Nov-Dec at a time when where i work has no students, photocopying was in excess of $2500..l
Leases on computers: Could these be for more than 3 years
Hourly paid: Marking, hourly paid tutorials,
Looki after the cents and the dollars just might look after themselves.