• 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.