business plans for next year

[Zoe Girl]

While looking for a job I also am planning ahead for a more successful next year, starting now. Apparently we do not have any policies or procedures that make sure our extra enrichment programs don't lose money. One example is if a provider has a class and we have 12 people sign up, 2 kids don't pay or drop last minute, who adjusts? And how long before the class starts can the family cancel without being charged (after all the provider in some cases has already planned program and materials). It is hard to keep changing how many students attend so that we are charging correctly to parents and paying provider while running programs. So I want to pull on my business side and put a suggested set of questions and possible answers. I already learned that apparently I was supposed to be adding a 10-15% for administration to all my classes. I may have questions here about all the things to think about from business people.

[iris lilies]

Ah, costing, something I know about.

How do you now figure costs of a program? I mean, what elements are you supposed to tally when you determine that a program doesnt “lose money.”

My guess is that you have never been responsible for figuring costs of the physical plant in totals.Is it just
1) personnel
2) materials

that you track? When figuring personnel costs, do you consider benefits? If the staff are shared between programs, how do you account for this?

My guess, anotherone, is that personnel or lsbor costs represent your largest cost category, so the more specifically you can capture those costs, the closer you will be to accuracy.

These are just issues that leap to the forefront of my mind.

[Zoe Girl]

Thank you, I am mostly thinking about outside providers and the scope of work I do. It is a small part of the process, however I have struggled this year to get an answer on some things. One was if we add a percentage to the actual cost, yes 10-15%. I got that answer too late to put in place this year but am planning on it next year. I am thinking about when a cancellation is allowed and when they are still obligated to pay. Also when the provider gets the roster that they charge based on. I was thinking that 3 days before the start of class for roster and cancellation. And the payment is due before the first class, I will need to figure out how the department will process refunds. This year I was told no refunds, but I know that other people have mentioned refunds. If they pay in advance then they need to have possibility of refunds.

Some of my programs are a teacher or paraprofessional who teaches the class and then I figure the cost of staff, 1.5 hours paid for every hour of class to cover their planning and prep. It is all overtime so I calculate it that way. Then there is a percentage that I don't recall right now that we add for our contribution for benefits which is nice that is figured for us. Then each 6 week class gets $50 in supplies maximum. I don't need to pay for space.

[razz]

Just curious about the role of the organization in setting up cost parameters across all programs offered under its umbrella.

If I was in your position, I would have assumed that there was a form set up by the organization that I simply filled in the numbers each year based on the current year's expenses. The overhead for each program offered, the staffing costs, material costs, etc., should be established from year to year with a simple percentage increase to cover the cost of inflation, should it not? Of course there would be a spot to add variables like an increase in highly dependent participants requiring extra manpower and resources in general. There sure seems to be a lot of management responsibilities involved that you are dealing with. Meanwhile, back to the OP.

[iris lilies]

Just curious about the role of the organization in setting up cost parameters across all programs offered under its umbrella.

If I was in your position, I would have assumed that there was a form set up by the organization that I simply filled in the numbers each year based on the current year's expenses. The overhead for each program offered, the staffing costs, material costs, etc., should be established from year to year with a simple percentage increase to cover the cost of inflation, should it not? Of course there would be a spot to add variables like an increase in highly dependent participants requiring extra manpower and resources in general. There sure seems to be a lot of management responsibilities involved that you are dealing with. Meanwhile, back to the OP.

I agree, I find it weird there is seemingly only a general system approach to capturing costs and addressing payments for parents who withdraw their children. As a parent, if
I go to Zoe’s school to register there is one refund policy, but there is another refund policy at another school in the same system.

I hope Zoe runs all of these plans by her supervisor while they are still in draft form, before any registrations begin.

[Zoe Girl]

Oh yes! I am going to put together a draft, give it to my supervisor, and then based on what I have learned so far in therapy let go of the outcome. Whew, that was a (painful) insight that I need to let go of what happens to my great ideas. It is crazy that there are no policies on these things, however it is likely there are some best practices that my supervisor has simply not told me about. The proposal will be a chance for him to find out what is already in place as well.

If nothing else it is a chance to build some business skills to move onto other work. After the massive teacher walk outs last week I am thinking many of us are ready to change. I think there will be change and I am not sure I can wait it out.

[iris lilies]

So, to the topic: ”who adjusts” if 2 kids drop out. I dont see how you can suddently raise the costs of an advertised class on the remaining participants, that makes no sense. You have to build into your pricing structure a typical drop out rate.

And when/ if to issue refunds— Really, this should be guided by your organization, since that centralized business office will have to issue the refunds. You say you all have been discouraged from issung refunds. Well, no kidding! It costs to do those transactions.

I would be careful about blowing this analysis as a “business skill” in your mind, this isnt that.

[Zoe Girl]

Okay, not much of a business skill but more than a lot of education.

I was not going to raise the rate on other students if one drops out, but if I give the provider a roster of 12, 2 drop out, then I would assume they can only invoice me for the 10. It is simply not spelled out. Often they will take the roster and use that for their invoice so it may be that I need to communicate more with them.

And discouraged from refunds, yes. Not allowed or have any process for refunds, no.

[sweetana3]

Beware. What you are dealing with is complex and could have involvement of state law, school district written rules, contract law, etc. For example, the agreements you have with providers should be based on a written contract that lays out what they provide, what they charge, and how it will be structured(refunded, reduced, increased, etc.). What does the contract state they will provide? If there are no written contracts with providers, I would not touch the issues at all. The suggestion from me would be to formalize agreements.

As an accountant, anything dealing with dollars, in any form, is a mine field. It only takes one problem that an accountant type cannot "fit" into the system they have set up and the s**t will flow downhill. I totally understand no cash or, if it has to be allowed as a payment type, only touched at a central receipt location. It is possible that they were not able to reconcile cash records and are making changes.

Dollars should have rules and specific forms of tracking. Cash is almost the worst thing to deal with because it can go missing accidentally or deliberately causing all kinds of issues.

Not to keep you from making suggestions, but dont go to fast because I do not think you have enough information to make sweeping suggestions at the present time. Good to point out blocks to efficient work, bottlenecks, crisis situations, etc.

[Zoe Girl]

okay thank you, I am just at the point it is hard to get my job done. I really don't want to get into too much, I write a scope of work for my providers and that is all. In that I can spell out some things such as when they should arrive and what the basic expectations are.

Maybe I should just chill and keep looking for another job more,

[JaneV2.0]

That seems like a job skill to me; i'd certainly fit it into my resume', along with all the other ten thousand fiddly little chores you're expected to cram into your job description.

[Zoe Girl]

Thanks Jane, Yes it IS too complicated. I want a grant site again, I know grants better than business. I just want to show off that I am really capable, and then get the h** out with confidence.

[JaneV2.0]

Can grant writing be part of your skill set? I think people do that for a living.

[mschrisgo2]

It seems highly unlikely to me that these things have not already been laid out as policy. I suspect you are dealing with at least a couple of layers of ineffective management, or maybe the turnover has been so high that these things haven't been passed on or really come to the surface, and because you've been there a while, you see them, but no one else does.

Really, it seems like you need to get your hands on the policy manual. Seeking and using a policy manual is the kind of thing that makes you very valuable in school organizations. So the question becomes, What is the Policy? not, How can I change this? Subtle difference, but really important to the health of the organization and the people who work in it and are served by it.

[razz]

ZG, I agree that there should be a policy book developed by the organization to CYA more than anything else. Grants, alternative funding, fee management etc. When the final report at the end of the grant period is submitted, what evaluations are required, from whom, by whom? Who submits grant applications and final reports and who is held accountable for the funds obtained? It surely cannot be all your doing. No one has that big a job or liability. Most money situations require two signatures in business. After-school care is a business like any other but non-profit in nature.

Your caring nature is perfect especially for kids that need that kind of support so it is not a bad fit for you as much as a murky job description of roles and responsibilities. Would an organizational flow chart be available somewhere that might help?

[iris lilies]

ZG, I agree that there should be a policy book developed by the organization to CYA more than anything else. Grants, alternative funding, fee management etc. When the final report at the end of the grant period is submitted, what evaluations are required, from whom, by whom? Who submits grant applications and final reports and who is held accountable for the funds obtained? It surely cannot be all your doing. No one has that big a job or liability. Most money situations require two signatures in business. After-school care is a business like any other but non-profit in nature.

Your caring nature is perfect especially for kids that need that kind of support so it is not a bad fit for you as much as a murky job description of roles and responsibilities. Would an organizational flow chart be available somewhere that might help?
If I am reading this thread correctly, the OP’s current concerns are about a pay-for-service class, not a class coveted by a grant.

I guess, in her situation, I would look to the source that clued her in to the knowledge that she is supposed to charge 10-15% as an administrative fee. That souce appares to have a mine of information about the process of setting a fee.

At my former workplace the process was:

1) Zoe-person planned the program, contacted the person(s) who would be leading the classes for their fee, evaluated the fairness of that fee, and wrote a scope of work that included a “not to exceed ” amount of $
2) our Business office took the scope of work document and reviewed the fee, and turned it all into a contract which had to be signed by the provider
3) Zoe-person reported to Business office when class(es) was complete, and work compleyed to satisfaction of our organization
4 ) any invoice provided to Zoe-person was forwarded to Business office for payment