THE COST OF INNOVATION
Budget challenges in K-12 operations
Walk into any school in the Glassboro Public School District in New Jersey and you’ll find Superintendent Al Lewis, Ed.D., making the rounds. Asking questions. Sitting with students. Making sure teachers feel supported. Dr. Lewis’ people-first strategy runs parallel with his mission to build a future-ready district—one that at times must be structured on a finite budget.
Like many K-12 districts across the country, Glassboro faces the constant challenge of balancing rising costs across all areas—salaries, transportation, special education, facility maintenance—against relatively static and limited funding streams. Adopting new technologies or upgrading infrastructure cannot happen in isolation.
Dr. Lewis believes today’s educators must think about sustainability, training, long-term value and, above all else, people. “As we work to create people-centered learning environments that are safe, welcoming and future-ready, every investment must support not only the systems, but the people who rely on them. Building the kinds of partnerships that can ease the financial burden takes time and trust, which adds yet another layer to an already complex equation.”
That people-centered mindset is at the core of how Glassboro makes its financial decisions. Every investment—whether it’s a digital tool or a new HVAC system—is filtered through the lens of does this improve safety, equity, and access for our students and staff? “If a purchase can’t be maintained or scaled in the future, we reconsider it,” Dr. Lewis says. “Our job isn’t just to bring in new systems. It’s to build environments that are functional, empowering and built to last.”
One of the advantages Dr. Lewis has at the ready is the partnerships he has built within the community—a strategy that remains a key part of the district’s ability to innovate responsibly. Take Glassboro’s close collaboration with Rowan University, Dr. Lewis’s alma mater. What began as a local connection has become a powerful cost-saving and opportunity-expanding force.
“As we work to create people-centered learning environments that are safe, welcoming and future-ready, every investment must support not only the systems, but the people who rely on them.”
— Al Lewis, Ed.D., Superintendent, Glassboro Public School District
“By collaborating closely with the university, we have been able to share services, reduce costs and expand opportunities for students,” Dr. Lewis says. “We benefit from sharing resources and expertise in areas like technology and professional development, which supports both our people and our programs. This partnership does more than stretch dollars; it amplifies our collective impact.”
Glassboro also works closely with the borough’s mayor and his administration to secure funding for capital improvements such as security doors and fencing. “We are fortunate to have a highly supportive borough team that is genuinely invested in helping us create safe, nurturing and people-centered spaces for students, staff and families,” Dr. Lewis says.
In addition, grants and external funding also play a role in Glassboro’s innovation strategy. From instructional technology to wellness programs, the district actively pursues opportunities that align with its broader goals. But Dr. Lewis emphasizes that success is not about chasing every dollar—it’s about building internal systems that make applying for and managing grants a seamless part of district operations. “We’ve built strong relationships with state agencies, our education foundation, and institutional partners. That allows us to identify opportunities early, write strong proposals, and follow through with impact.”
For other superintendents facing similar constraints, Dr. Lewis offers simple advice: Start with your story. Be bold. Be creative. And don’t wait for perfect conditions. “Some of our biggest wins came from investing in relationships first. Lead with your values, center your people, and stay relentlessly focused on what your students need.”
Automate. Centralize. Create.
More than 1,500 miles away in Sugar Land, Texas, Rick Gay, CPPO, RSBO, RTSBA, has been applying those same principles—only with a different toolset. As Executive Director of Business Services for Fort Bend Independent School District (FBISD), Gay was on a mission to modernize how the district approached procurement. “We aren’t just trying to cut costs. We want to automate, centralize and create real visibility in how we spend every dollar.”
The result: a district-wide implementation of the Equalevel eProcurement Platform. Launched in January 2024, the system transformed FBISD’s purchasing operations—connecting to vendors like Amazon Business, Office Depot, Lowe’s and School Specialty and creating a more efficient, data-informed process for ordering supplies.
The numbers speak for themselves. In just 18 months, the platform processed more than 9,200 purchase orders totaling $3.82 million—a 113% increase over the previous year. And it didn’t just speed things up. It saved money. “Our cost savings and rebate revenues from the platform added up to $241,902,” Gay says. “When you subtract our $90,600 in startup and subscription costs, we ended up with more than $150,000 in net positive revenue.”
“We aren’t just trying to cut costs. We want to automate, centralize and create real visibility in how we spend every dollar.”
— Rick Gay, Executive Director of Business Services, Fort Bend Independent School District
That surplus went straight back into the district’s general operating fund—proving that strategic investments, even in backend systems, can generate significant returns. “This platform has made procurement budget-neutral, which is no small feat,” Gay says. “And it’s helping us improve compliance, reduce manual errors, and streamline our internal workflows.”
For the Sugar Land K-12 district, it’s not just about technology, but about enabling better financial planning across the district. The platform’s data tools provide real-time insights into spending trends and vendor usage, allowing FBISD to make smarter, faster decisions. “One way Strategic Procurement can drive ROI is by being proactive,” Gay says. “It’s not just a department—it’s a lever for innovation.”
Gay’s story is a reminder that operational improvements can fuel educational gains. When systems run better, resources go further. In turn, that allows school districts to reinvest in their people and programs.
Whether it’s building community partnerships in New Jersey or driving procurement efficiency in Texas, today’s school leaders are proving that progress through innovation is possible—even when every dollar counts.
SIDEBAR
5 ways to fund innovation without breaking the budget
1. Lean on Local Partnerships – Collaborate with nearby universities, city governments, or nonprofit groups to share services and reduce costs. In Glassboro, Rowan University’s support has helped the district save money and strengthen staff development.
2. Modernize Procurement – Like FBISD, districts can unlock major cost savings and rebate revenues by adopting eProcurement systems. Look for platforms that offer vendor compliance tools and real-time spending data.
3. Prioritize Long-Term Value – Don’t just chase new tech—evaluate sustainability, scalability and total cost of ownership. Focus on solutions that serve both short-term needs and long-term district goals.
4. Use Grants Strategically – Identify grants that align with your vision. Build internal systems to monitor, apply for and manage grants efficiently. Avoid using one-time funding for recurring expenses.
5. Tell Your Story Well and Often – Whether through community events or social media, transparency builds trust. When your community understands the why behind each investment, they’re more likely to advocate and support.Sources: Al Lewis, Ed.D., Superintendent of Schools, Glassboro Public School District; Rick Gay, Executive Director of Business Services, Fort Bend ISD
