Maintenance & Operations recommended business model is managing objectives.
Departmental objectives must be set to achieve a combination of district goals and to maximize available staff efficiency.
While Staffing has historically been a result of available funding, this objectives-based approach alters the staffing model to be a result of a chosen service level instead. This is a more descriptive way of communicating how budgets and staffing are interrelated.
Future budget based decisions that may impact staffing will be defined as a service level increase or reduction in services.
Staffing (good-or-bad) should be evaluated via school surveys to derive and define the actual current “level of service.”
This “level of service” will act as the benchmark measure of worker productivity.
With objectives created to improve performance, address deficiencies, reduce expenses, and achieve district objectives, these will frame our everyday focus for setting priorities.
We daily manage the objectives through supervision of staff and setting of priorities.
We monitor objectives every week by reviewing work order productivity data; compiling weekly achievements; reviewing our prior month’s results, and reviewing our month-to-date achievement of objectives — all of which ensure we are on task.
On a monthly basis, all objectives (some have multiple metrics/rubrics) are tallied, reported, and reviewed to keep everyone focused on achievement to provide opportunity to seek input for improvement; to alert us to any wayward items that require more attention; and provide an opportunity to adjust objectives to ensure a process of continuous improvement.
What are Performance Metrics?
Modified on: Fri, 5 Jun, 2020 at 11:44 AM