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1. FCPS Vacant Central Office Positions – $7M
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Freeze nonessential central office vacancies and permanently eliminate long‑unfilled administrative positions; reassign duties within existing teams where feasible.
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Brings the budget in line with actual staffing levels and mirrors County and FCPS emphasis on “efforts toward greater efficiency” and limiting new resource requests, achieving savings without reducing current services or classroom staffing.
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2. FCPS Nonessential Consultant Contracts – $6M
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Scale back or cancel non-mandated consultant contracts in professional development, strategic planning, communications, curriculum consulting, and IT modernization; shift appropriate work to internal staff.
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Targets a known cost driver—contractual and professional services—while following the FY 2027 direction to implement agency-level savings that offset required increases, protect classroom instruction, and build internal capacity instead of relying on recurring consultant spend.
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3. FCPS Software & Licensing Consolidation – $4M
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Eliminate redundant or underutilized HR, analytics, workflow, and training platforms; consolidate licenses and negotiate enterprise pricing; delay noncritical upgrades 12–24 months.
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Responds to ongoing IT operating cost pressure by focusing on consolidation and smarter procurement, consistent with County and FCPS efforts to manage license and support costs while preserving essential instructional and information security systems.
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4. FCPS Administrative Facilities & Leases – $3M
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Reduce leased administrative office space through consolidation and expanded telework; pursue energy-efficiency improvements and right‑size office footprints.
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Aligns with the County’s broader push to rebalance facilities spending toward capital renewal and maintenance, shifting dollars from dispersed administrative overhead to higher‑priority needs without affecting classroom space.
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5. FCPS Training, Travel & Internal Programs – $2M
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Limit central office travel and conferences; shift professional development to virtual or in‑house formats; pause nonessential pilot initiatives.
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Uses the same first‑line savings tools the County is applying (reductions in travel, training, and discretionary programs) to generate modest, targeted reductions that protect school-based training required by law or contract and maintain direct services to students.
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6. Countywide Consultant Reductions (Non‑FCPS) – $5M
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Freeze new consultant contracts in non‑public‑safety agencies and reduce the scope of existing planning, analysis, and communications engagements; prioritize internal capacity.
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Supports the County Executive’s strategy to implement a sizable reduction package while keeping the tax rate flat, by focusing cuts on back‑office consulting rather than on core public safety or human services, and moderating overall budget growth.
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7. County Administrative Overhead (Non‑FCPS) – $3M
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Reduce administrative travel, training, internal program budgets, and noncritical technology upgrades; freeze nonessential hiring in non‑public‑safety departments.
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Extends the County’s documented approach of trimming administrative overhead (printing, equipment, training, personnel savings based on actuals) to realize savings with minimal service impact, helping balance the budget and prioritize high‑impact programs.
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8. Montessori Pilot at Great Falls ES – Transparency Request
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Seek clarity on site selection (including whether Title I schools were considered), long‑term local funding after grant expiration, impacts on existing resources, and success metrics; request ongoing community input.
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Reflects FCPS and County commitments to transparency, equity, and data‑driven decision‑making by ensuring a partially grant‑funded initiative is evaluated against clear criteria, equity goals, and budgetary tradeoffs in a year when both FCPS and the County face structural pressures.
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