Resources for schools to prepare for and recover from crisis

Resources for schools to prepare for and recover from crisis

FEMA Institute Emmitsburg, MD - District Officials received current safety/security training on Multi-Hazardous conditions to include, "ACTIVE SHOOTER"

Below:  Paul Sears, SHS Principal, Myself, Business Administrator, Christopher Cotter, City Administrator, John Dougherty, Lt. Police, Angelo Palumbo, Manager of B&G, and Eric Evers, Btln Fire Commander


City of Summit EM Planning Group - April 2012

This course provided a comprehensive review and analysis of the importance, construct and need for planning, practice, training and testing of our comprehensive Emergency Management Plan (EOP).

Our cohort included groups from Unalaska, Alaska (aleutian islands-Dutch Harbor); Humble,Texas; Aurora, IL; and Stevens Point, WI, presenting a broad based perspective on emergency planning.


In order to maintain a high state of readiness to ensure life safety, Incident stabilization and preserve property, we need to put the plan into action through ongoing practice of drills, tabletops and full scale exercises.

BASIC SCHOOL SECURITY PROTOCOLS

In the wake of the recent tragedy experienced in Newtown, CT involving another school shooting, I am posting some basic security protocols that should be in place for all schools.  Unfortunately, these and other measures such as perimeter checks and risk assessments of our buildings and grounds will not eliminate the potential for this unspeakable violence; however, they can and have worked to prevent, deter or minimize the loss of life.

SECURITY PROTOCOLS

1.   NEED TO KNOW BASIS:  If parents or public ask you questions about our safety policies and procedures, please do not get specific. Specifics about safety procedures only need to be known by students and staff.  Please do generally communicate that we do have safety procedures in place, and that we take safety and security very seriously.

 

2.   CHALLENGE All Persons or groups within the building and redirect to the main office if unaccompanied or without an official visitors pass.

3.   ACCURATE ATTENDANCE EVERY SINGLE DAY.  Accurate attendance is one of the most important things you do each day. It is essential.

4.   REVIEW SAFETY PROCEDURES:  It is your responsibility to continuously review safety procedures.  Lock downs, fire drills, and evacuation procedures are something we all need to know backwards and forwards. 

5.   CLASS ROSTERS:  Always bring class rosters with you during ALL evacuation drills and take attendance. 

6.   TAKE DRILLS SERIOUSLY!  When we do drills, take them seriously and do all you can to get the students to do so as well.  There should be NO talking or sounds coming from classrooms during lockdown drills.

7.   NEVER prop exterior doors open, or let someone come in through a non-main-entrance door, unless they are first responders or accompanied by a staff member.

8.   IF YOU SEE SOMETHING…SAY SOMETHING:  REPORT violations of safety protocols, emergencies, and anything suspicious to the building Principal.

Longevity's Time has Expired

Nothing drives me crazier than dealing with longevity in labor agreements!  Many collective bargaining agreements (CBAs) in the public sector both municipal and educational, have employees that receive contracted adjustment increases each year based on a flat amount or percentage of their salary.

While longevity made sense in its day as a method of acknowledging years of service and more importantly serving to entice the employee to stay in lower paid public sector jobs vs. leaving for a more lucrative opportunity in the private sector; its rationale is gone.

In the words of Gene Raskin who put English lyrics to the Russian romance song "Dorogoi dlinnoyu," "Those Were the Days" ... "we though they'd never end," ... apparently they didn't!


Data based on research surveys from the
International Association of Administrative Professionals
 (IAAP) and/or other sources as noted

1975
Average Salaries (National Secretaries Association membership survey)
$9,000-$11,000 32%
$11,000-$13,000 17%
$13,000-$15,000 7%
$15,000 and over 4%
60% reported salaries of $9,000 or more.

The worst part of this lopsided initiative is the fact that at inception the percentage method agreed to by governing bodies seemed harmless as the salaries of the day were ranging from the low to mid teens in the 70's and administrative salaries were closer to forties.  Therefore, even at 5% the yield could range from $450 - $750.  Not very alarming on a salary of $11,000 that received a total adjustment after say a 3% raise to $11,897.

Compared to today, that secretary is closer to $60,000 and probably looking at a 2% raise with the same 5% longevity costing $3,000 bringing the total salary to $64,200. 

The real issue is ...given the state of the economy in the private sector with salary freezes, downsizing and cuts/elimination of benefits, these employees are not going anywhere.  Longevity has been stopped in many contracts by grandfathering existing staff; however, given the fiscal constraints of tighter budgets one must consider the need repeal and abolish the practice, especially the percentages as the dollars sky rocket as the base has more than doubled or even tripled since the practice began.  In some cases you can have a six figure salary receiving a 5% or more longevity stipend which yields an instant $5,000 increase before even considering a raise.

NJASBO School Development Authority Committee Work

NJ School Development Authority

Trenton Office

Over the past eight years I have been planning and managing facility projects through state facility grants.  The reimbursement process for all section 15 grant agreements going back as far as 2004 and carrying through into the current RODs (Regular Operating District's)Grants established in late 2008 2009 have proven to be an effective way to address critical facility needs at a significant savings of forty cents on the dollar or 40% from the state through direct reimbursement of final eligible costs (FEC) as determined by the NJDOE Office of Facilities. 

 

While impressive and vital to the continuation of these projects, the reimbursement process is best described as arduous requiring a paper chase of duplicative and labor intensive clerical work that often delays the actual receipt of the much needed funding.

 

With reimbursable grants, districts and or municipalities in Type I districts typically bond only the "local share" or 60% of the final approved project and issue short term notes for the "state share."  In reality, since reimbursement is only made after major milestones of project completion, this could roll into years as a typical project can span two or more fiscal school years as construction must be planned around the school day.

 

Recognizing and experiencing this fact with many of my colleagues the discussion became a focus area at our NJASBO (Association of School Business Officials) state meetings leading to the formulation of the SDA Committee with me as chair at the suggestion of  John Donahue, Executive Director NJASBO.

 

Over the past four months we have met with Marc D. Larkins, CEO; Jason E. Ballard, Chief of Staff; and Andrew D. Yosha, Vice President Chief of Operations.

The committee’s goals are as follows:

1.    Streamline the approval process to effectuate prompt payment to districts for RODS grants

2.    Simplify the process by converting PDF documents to Word and or Excel

3.    Improve communications between the SDA project specialists and district representatives throughout the process

4.    Address the need for information sharing between the NJDOE Office of Facilities and the NJSDA in an attempt to eliminate duplicative requests for information from districts on approved projects.

Concerns about Outsourcing Payroll

"XXXXXX XXXXXXX" <x@xxxxschools.org> writes:

Does anybody outsource their payroll?

Outsourcing leads to loss of control and direct oversight

 

I recently got an email from a colleague asking about outsourcing payroll.  In these tough economic times with a 2% CAP on tax levy increases in New Jersey for public schools, many boards and administrators continue to search for savings that often lead to questions about outsourcing various functions of the operation.  Payroll is no exception as the there are a myriad of companies out there willing to take on the function at a savings to the client.  As with this or any outsourced function, keep in mind “business is business” and nothing is free.  Often I speak of “opportunity cost” in addition to actual dollars expended as the decision impacts your ability to retain direct control over the activity.  With payroll, having the ability to meet, discuss and review critical issues in real time vs. coordinating phone calls and follow up with individuals who are not familiar with the personnel or circumstances puts you at a loss.  Likewise, you lose the ability to brainstorm and create back up spreadsheets and calculations needed in negotiations, budgeting and on site verification of tax issues or employee deductions.   

  

Outsourcing payroll is really not a great option since you still are required to compile, calculate and prepare the payroll input prior to handing off to an outsourced company such as ADP.  The processing, printing and distribution is actually the easy part.

 

Not to mention the loss of control with respect to errors, compliance and proper remittance of taxes, look what happened a few years ago when municipalities and boards of ed got burned through an embezzlement of agency funds that were earmarked for tax remittance. 

 

“Even though you forward the tax payments to the third party to make the tax deposits, you—the employer—are the responsible party,” the IRS cautioned. “If the third party fails to make the federal tax payments, the IRS may assess penalties and interest. The employer is liable for all taxes, penalties and interest due. The IRS can also hold you personally liable for certain unpaid federal taxes.” (SEE BELOW)

  

http://www.accountingtoday.com

 

IRS Warns Employers about Payroll Outsourcing Fraud

 

Washington, D.C. (September 2, 2011)

By Michael Cohn, Accounting Today

 

The Internal Revenue Service issued advice on Friday to employers who outsource their payroll duties to third-party service providers.

 

In a tax tips email, the IRS referred to recent prosecutions of individuals and companies that pretended to be payroll service providers and instead stole funds intended for payment of employment taxes. The IRS noted that the employer is ultimately responsible for depositing and paying federal tax liabilities.

 

“Even though you forward the tax payments to the third party to make the tax deposits, you—the employer—are the responsible party,” the IRS cautioned. “If the third party fails to make the federal tax payments, the IRS may assess penalties and interest. The employer is liable for all taxes, penalties and interest due. The IRS can also hold you personally liable for certain unpaid federal taxes.”