Finding Savings Without Sacrificing Quality or Service: A Tutorial for Non Profit Organization CFOss
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Transcript of Finding Savings Without Sacrificing Quality or Service: A Tutorial for Non Profit Organization CFOss
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Sponsored by: A Service
Of:
Finding Savings without Sacrificing Quality or Service – A Tutorial for Non Profit Organization
CFO’s
John Reese and Phil Gross
April 2, 2013
Twitter Hashtag - #npweb
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How This Webinar Works
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Sponsored by: A Service
Of:
Finding Savings without Sacrificing Quality or Service – A Tutorial for Non Profit Organization
CFO’s
John Reese and Phil Gross
April 2, 2013
![Page 4: Finding Savings Without Sacrificing Quality or Service: A Tutorial for Non Profit Organization CFOss](https://reader033.fdocuments.in/reader033/viewer/2022060203/559e05be1a28abbe428b45e8/html5/thumbnails/4.jpg)
Sponsored by: A Service
Of:
Advising nonprofits in:
• Strategy
• Planning
• Organizational Development
www.synthesispartnership.com
(617) 969-1881
INTEGRATED PLANNING
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Sponsored by: A Service
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Today’s Speakers
John Reese Managing Director
Expense Reduction Analysts
Hosting:
Sam Frank, Synthesis Partnership Assisting with chat questions: Jamie Maloney, Nonprofit Webinars
Phil Gross Managing Director
Expense Reduction Analysts
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Finding Savings without Sacrificing Quality or
Service
A Tutorial for Non Profit Organization CFO’s
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~200 cost reduction experts across U.S. ~ 20% avg. implemented savings & benchmarks across 15,000+ projects category expertise across ~30 expense areas Success Fee model
About ERA…
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Today’s Agenda
• Perspective about challenges for today’s non profit organizations
• Common perceptions and misconceptions about procurement
• Opportunities and strategies for savings
• What to do next
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Perspectives on spending
Cash is tight for everyone
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Your Culture
• Expense control is a culture and mindset first; techniques, policies and procedures second!
•Does everyone spend money like it is their own?
•Does the team understand the effects savings could have on raises, bonuses and other performance incentives?
•Are savings ideas acknowledged – are suggestions encouraged and followed up on?
•Do employees understand the relationship between savings versus the quality of your services, i.e, savings are important but quality of care, etc. comes first.
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C-Level Exec’s (like Non Profit Executives) surveyed say:
Source: CFO Magazine
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Common misconceptions
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Common misconceptions
• Pricing from suppliers is applied evenly to similar customers.
• Your expertise in purchasing in one cost category will produce similar results in another.
• National pricing agreements (e.g., GPOs) are always better than local or regional agreements with the same company.
• Loyalty to a supplier translates into best pricing and service.
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The Opportunity
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Column1 Baseline
20% Cost Reduction
Funding $ 100 $ 100
Direct operating costs $ 35 $ 35
Labor costs $ 35 $ 35
Non-core indirect costs $ 20 $ 16
Net Contribution $ 10 $ 14
Cost reduction can be profitable
How many new donors would you need produce $4 M in funding?
How many new members would you need to produce $4 M in Membership dues?
How many more conference registrations would you need to produce $ 4 M in net contribution
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Typical cost reductions by expense category
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Waste Management
Uniforms and Linens
Temporary Labor
Telecommunications
Records Management
Payroll Processing Services
Office Products - Supplies
Merchant Card Fees
Medical - Lab Supplies
Janitorial Services - Supplies
General Business Insurance
Food Service
Employee Health Benefits
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Expense management challenges
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Expense management challenges
• Multiple suppliers and multiple order points.
• No internal benchmark data on purchases.
• Staff and management have limited time and resources to address non-strategic costs.
• Employees with limited purchasing experience are making buying decisions.
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Steps for expense reduction planning
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Expense reduction planning
• Identify components of non-core operating expenses starting with your General Ledger and a comprehensive supplier analysis
• Establish an overall strategy for cost reduction
• Develop a goal over a minimum threshold for each expense category – how much would you need to save to justify switching suppliers
• Establish expectations for each person who will participate in the process
• Measure results!
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Take a fresh look. . .
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Look at what you pay for the goods and services you buy.
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Ask your suppliers what you can do to reduce costs
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Look at processes
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Consolidate your purchases
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Ask your vendor to help you manage your spend
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Create a competitive environment
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Be an educated consumer
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The bottom line
To get best market pricing and terms:
• Use benchmark data (your own, plus market data)
• Utilize cost-category expertise (each category has its own pricing model, methodologies, jargon)
• Put yourself in the shoes of your suppliers
•Become a better customer to suppliers
• Keep suppliers competing for your business
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Questions you should ask to find savings in common expense categories…
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Office/Medical Commodities
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Office/Medical Products/Commodities
• Are you buying your office supplies (including ink/toner and break-room supplies) from one supplier (who)?
• Do you have purchasing policies for office supplies including minimum order size, contract item list, who can order items not on the contract list, etc.?
• How do you control product price increases?
• How do you audit office supply transactions to insure there are no overcharges or substitutions without your approval?
• Are you receiving incentives/rebates for electronic ordering, average order size, or your annual volume?
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Merchant Card Processing Fees
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Merchant Card Processing Fees
• Is your current fee structure optimized for your business?
• Up to 95% of the cost of processing a transaction is dictated by process, not pricing. Are you fully compliant with the rules and conditions required to obtain the optimum card association rates?
• The card associations offer beneficial rates for specific industries or card types. Could you be eligible?
• Are you confused by the various platforms, gateways and myriad of options available to process merchant card transactions?
• Do you have the tools and reports needed to manage this whole area of expense properly?
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Insurance
& Risk
Management Telecommunications
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Telecommunications
• Have you done a comprehensive review of your voice, data and wireless communication services?
• Can you reduce the number of suppliers to achieve greater discounts?
• Can you leverage new technologies to reduce costs?
• Have you audited historic invoices in order to obtain credits for incorrect billings?
• Service, Billing and support issues cost you money – are these under control?
• Are you using all the services that you are paying for?
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Insurance
& Risk
Management
Small
Package
Freight
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Small Package Freight
• Are you using the appropriate service type?
• Ground services will generally deliver next day within 400 miles without a service level guarantee. Cost is likely to be less than local delivery services.
• Is 10:30 am delivery really required? Would 3 pm delivery be okay?
• Savings can be significant by using more flexible delivery times.
• Do you have written policies in place that guide associates use of these services?
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Insurance & Risk Management
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Insurance & Risk Management
• Is your organization maximizing the return on its insurance expenditures? Are you transferring risk appropriately?
• Have you completed a risk assessment/gap analysis and determined any gaps in coverage or overlapping or duplicative coverages?
• Is your broker or agent being compensated in a manner that puts them on your side of the table? Has the incentive of higher commissions been neutralized?
• Do you know the types of coverages similar companies are carrying and the premiums they are paying?
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Food Service
Food Service
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Food Service
• Are you leveraging your buying power by consolidating your suppliers or are you cherry picking each order, thereby increasing transactions and transaction costs?
• If I consolidate, how can I control price creep?
• How are you controlling price increases? How do you really know the pricing model your supplier is using?
• Can you retain quality while and still pay a lower price?
• Are you tracking your inventory, spoilage and other KPIs for your food service operation?
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GPOs --- One Size Fits All?
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Leveraging a GPO?
• We are members of a GPO(s), doesn’t that generate me savings?
• Does the GPO pricing reward you for the value of your spend or the average member’s spend?
• Does the GPO pricing take into account your specific requirements and purchasing profile?
• Do the GPO’s incentives conflict with your own needs?
• GPO commission from the suppliers.
• Manufacturer rebates – do I benefit from these?
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Examples of Recent Nonprofit Projects
Alaska Alaska SeaLife Center Saves $19,000+ a Year
A Scientific and Public Aquarium reduces merchant card fees by more than 39%
Category Savings
Merchant Card Fees $19,700
Virginia Nonprofit Military Officers Association of America salutes ERA's expertise
MOAA reduces merchant card fees and cuts treasury costs -- with incumbents
Category Savings
Banking (Treasury Management)
50%
Merchant Card Fees 39%
California Helping nonprofits in Marin County (CA) reduce food services expenses
The Cedars saves 28%; Homeward Bound saves 12.5%
Category Savings
Food Services 28% (The Cedars) & 12.5% (Homeward Bound)
Illinois Albany Park Community Center (APCC) in Chicago achieved savings
14 % Insurance savings with current broker by reducing premimums and improving coverage
Category Savings
Insurance 14%
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Examples of Recent Nonprofit Projects
California Vista Community Clinic saves $310,000+
Hidden funds used to upgrade exam equipment, hire additional staff and strengthen balance sheet
Category Savings
Telecommunications 29% ($64,600)
Janitorial Services & Supplies
29% ($56,200)
Medical Supplies (Pharma & Medical
9% ($144,100)
Office Supplies 21% ($25,700)
Payroll Processing/HR Admin
20% ($20,700)
Washington YMCA of Greater Seattle saves $341,000+
Category
Savings
Suppliers Savings %
Cleaning Services & Cleaning Supplies
$188,500 Incumbent & New
21.00%
Food Services $29,500 Incumbent 5.70%
Chemicals (pool) $22,275 Incumbent 53%
Maintenance Supplies $31,000 Incumbant 28%
Office Supplies $47,900 New 18% +
Landscaping $22,000 Incumbent & New
31%
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Examples of Recent Nonprofit Projects Texas North Texas Food Bank saves $200,000+
Offers Community Kitchen and Food 4 Kids
Category Savings
Food 12.5% ($120,000)
Packaging 38% ($80,000)
New York ERA cuts costs for Little Flower Children & Family Services
Experts find average 20% savings for Long Island/New York City nonprofit organization
Category Savings
Medical Supplies 18%
Office Supplies 23.50%
Washington DC ERA helps Associations in DC area find hidden funds
Clients include NASP, SPI: The Plastics Trade Association, and the National Association of Home Builders (NAHB)
Category Savings
Merchant Card Fees NASP - 25%
Merchant Card Fees SPI - 42%
Merchant Card Fees NAHB - 15%
Bank Services NAHB - 41%
New York Vocational rehabilitation and training center Food and beverage savings help close budget gap
Updated technology played a role in savings
Category Savings
Food Services 22%
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Next Steps
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Action Plan
1) Develop an overall cost-management strategy
2) Develop cost-reduction goals for each category
3) Set expectations for each person who will participate in the cost-management process
4) Set a timeline for results
5) Audit savings on an ongoing basis
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Review
• Added perspective about business challenges and solutions to address them
• Common perceptions and misconceptions about procurement
• Opportunities and strategies for savings
• What to do next
Cost reduction/containment has to be driven from the top down. It must become part of your culture!
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John R Reese (415)-380-0753 [email protected] Philip J. Gross (301)-467-4832 [email protected] Expense Reduction Analysts
Thank you
We welcome your comments & questions
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Sponsored by: A Service
Of:
Find listings for our current season
of webinars and register at:
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