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Current spending status is not quickly and continuously <br /> available to the individual schools and departments since <br /> • updates are infrequent and reports often are produced long <br /> after the spending occurs. Consequently, many of the schools <br /> keep separate budget systems on stand alone computers to <br /> manage the budget information effectively. The support from <br /> central office is inappropriate to the current task of budget <br /> management. <br /> The timing of funds of course, is always a problem as is the <br /> knowledge of how much will be available in any given school <br /> year. In general the rank and file employee is only vaguely <br /> aware of the budgeting process or the provision of funds from <br /> state and county. This leads to uncertainty and occasional <br /> frustration. <br /> We believe that zero based, locally controlled budgets will <br /> maximize communication, provide real time control and create <br /> accountability at a new level of importance. <br /> 3.5 Maintenance/Custodial <br /> Maintenance will be a central office direct line responsibility <br /> function but custodial help will ultimately be hired by and report <br /> directly to each school. <br /> • <br /> Maintenance requests will be entered electronically from the <br /> schools to the maintenance system (ACT 1000) and work orders will <br /> be generated by the ACT system and prioritized by maintenance <br /> personnel. Scheduling will focus on timely response to maintenance <br /> problems while minimizing down time due to travel from site to <br /> site. In this regard, the ACT 1000 system provides additional <br /> capability. <br /> In addition, history files of maintenance will be accumulated at <br /> central office by the system to support and enable predictive and <br /> • preventive maintenance. Information concerning upcoming major <br /> 12 <br />