Agenda - Council Work Session - 09/11/2012

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Important Service - Specific Considerations Suggested Applications CPM 101 Annual Report: FY2011 Facilities Management /16 • Staffing —In -house and contractual staff may both be responsible for maintaining different aspects of the same square footage. • Mixed -use buildings — Several facilities have multiple uses, such as office and industrial. As a result, some jurisdictions' data may not easily be broken down into the categories requested. Broadly speaking, the physical, political, and demographic characteristics of each reporting jurisdiction also influence performance: • Examples include unusually good or bad weather, new state or federal mandates, significant changes in state or federal aid, major budget cuts, and median household income. Citizen preferences, council or board priorities, local tax resources, and state - imposed spending limits cause additional variation in the funds, equipment, and staff available for providing facilities management services. A list of additional considerations applying to all service areas is included in the introduction to this report. Please review it before reporting, analyzing, or otherwise using the information in this report. • Examine your performance compared to peers and mean and medians. If you're performing above the norms, check in with ICMA if you'd be willing to share what you're doing to achieve high performance. Your practices may be suitable for write -up that can be shared with others If you find that you'd like to improve performance in any areas, check the analysis and effective practice case studies posted on the CPM 101 group on the ICMA Knowledge Network. The studies are full of examples of how local governments have used performance measurement to find improvement targets and boost performance —and to promote ongoing high performance. You can also check out the What Works Case Studies posted on the performance measurement topic page. • Evaluate your policies. If you find that custodial expenditures per square foot are higher than desired, consider a review of staffing policies. Does the operation utilize in -house staff, contract staff, or both? If both are used, do in -house and contractual staff have overlapping assignments? Regardless of staff composition, are custodial staff available throughout the day, or do they only work after hours? What is the complete list of tasks that custodial staff are responsible for? Could changes to the complement and /or frequency of tasks reduce costs? Consider approaching custodial staff members themselves to request ideas for maximizing efficiency and effectiveness. • Prepare a report for your supervisor, manager, elected officials, or others. Using the data you have evaluated and the goals you are hoping to achieve, write a report to be shared with the manager, elected officials, the public or others. It is important that results and goals are communicated clearly to those in the jurisdiction. Check out CPM's public website (icma.org /performance) and click on the Certificate Program link to view samples of reports prepared by participants in the CPM Comprehensive program. OCMA Center for Performance Measurement""