PUB DAM 183p. - ERIC · 2014. 3. 4. · janitorial contractin, it is always important to take a look at the orgwanization's internal and external environments. Though this book will

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Smith-, Christopher A.Contracting Janitoria3L Services. A Training andProduction Model.'Wisconsin Univ.-Stout Menomonie. StoUt VocationalRehabilitation Inst.Nov 83183p.Stout Vocational Rehak>ilitation Institute, Universityof-Wisconsin-Stout, Manomonie, WI. 54751.Guides Non-Classroomm Use (055)

MF01 Plus Postage. PC Not Available from EDRS.Adults; *Cleaning; *Ccx.ritracts; *Disabilities;Equipment Maintenancegr Hand Tools; *Job Training;Models; Normalization (Handicapped); ProgramDevelopment; Program 1:Implementation; RehabilitationCenters; *Rehabilitati_on Programs; Retraining;Supplies; *Vocational 31ehabilitation*Janitorial Services

AzsTRAcnrThis book provides a rrmodel to help facilities for

traininshandicapped persons to teach janitorial work and set up acontracting program for janitorial ser-vices. The book is organized inthree sctions. The first section outl_ines the training productionmodel, including hints on beginning thk,e venture, separation oftraininsand contracting functions, co-ntracting and traininginteraction, and the ancillary trainims program. In the secondsection, information on janitorial tra-ining is given. Topics includethe training program (with informatiom on choosing a site,curriculum, and instructors and purcha-sing and using equipment andsupplies), administering criterion cur-lricula, training for criticalvocational behaviors, and length of tr4aining. The final section ofthe book: contains guidelines for janit-prial contracting. Informationis incliaded on defining contracting, tlhe role of quality,competition, types of contracts, bids, selling services, quotations,legal dcuments, and keeping contracts - Sources considered to beuseful Eire listed. Appendixes include 3:Performance formulas,janitorial curricula, and bidding formmalas. (KC)

*** ***-*********** **** *************ft ********* **Reproductions supplied by EDRS areft the best that can be made

from the origina3L document******************ve ************ ****

1:=)J.L.1

CONTRACTING

JANITORIAL

SERVICES"PERMISSION TO REPRODUCE THISMATERIAL IN MICROFICHE ONLYHAS BEEN GRANTED BY

TO THE EDUCATION RESOURCESINFORMATION CENTER ERIC).-

A Training and Production Model

By: Christopher A. SmithU.s. DEPARTMENT OF EDUCATIONof Eoucahonal Research and improvement

E_ _CARONA!. P%ESOURCED INFORMATIONCENTER (two

This document has been reproduced asreceived from lhe person or organizationoriginating d

0 Minor changes heve been made to improvereefoduction quality,

points of view or opinions stated in this cloCU.mord do nof nine-away represent officialOERI position or policy

Materials Development CenterStout Vocational Rehabilitation

Institute

School of Education andHuman Services

University of Wisconsin-Stout

Menornonie, Wisconsin 54751

CONTRACTING

JANITORIAL

SERVICES

A TRAINING AND PRODUCTION MODEL

by

CHRISTOPHER A. SMITH

Materials Development Center

.Stbut Vocational Rehabilitation Institute

.School -f Education and Human Services

U.niversity of Wisconsin-Stout

Menomonie, Wisconsin

54751'

Copyright q) 1983 by

Materials Development Center

Stout Vocational Rehabilitation Institute

University of Wisconsin-Stout

All rights resrved. No part of this book may be

rePrOduced or utilized in any form or by any means,

electronic or mechanical, including photocoPying

' or recoHing, or by any information storage or

retriel.i'el system without permissfon in writing

frOm the publisher.

Acknowledgement

For six years Area Residential re ic.

DubuqUe, Iowa gave the author t ATityto:learn, experiment and grow im t i1er ofvocational rehabilitation, anato learkservicecontracting by building a program. (ireatfulacknowledgement it made to-Gary W...A.:rner andElarbara Dyer: for,theirsupport and encouragement

AUring those years as well: as to,the staff ofthe Servicesfraining Program and the manyA)ther 'staff members .ofArea Residential tare who-provide superlative services.

Christopher A. SmithMenomonie, WisconsinNovember, 1983

CONTENTS

Page

Ac owled e ntPr face .

Intriluction 1

The training rproduction model . 3The firs--t step . . . , . 5Separatiftson of training andcontraw.cti ng functions . , A 7

Contracting and training interaction 13Ihe anci 1 ary training pi ogram 17Starting the ancillary system , . 19

JAN TRIAL TRAAINING . . . 21The training wrogram

BetermirrHng a training site . , . 23Choosing a curri cul um . , . 25Choosing i nstructors . . . 26Bu mrchasig equipment and si.ippl* 27Bulk purg=hasingStripper 29Betergentilt . . , . 29Bowl cle-ners . 4 4 29Window cIj3 eanersBrocelair-n cleaners . . 30Garbage L-1-,liags . . . . . 30Germicidl and bactericidal c eaners 30Wipers . , . . 31Wet vacm_ams . .. 31Dry vacui_ims . . . 32Nep buckts and wringers 32Mop handUles . . . , 33Nop head 33Nop mainenance . 34

Conten s continued)

Page

Spray bottles . . . . . 34

Housekeeping carts . . 34

Buffers . 34, .

Buffing pads . 35

Automatic scrubbing machines. . . 35

Making a cost effective purchase. . 37

A note on suppliers . . . . . . 38

Obtain a subminimum certificgian 39

Client movement patterns . , .46

Administering two criterion currialms .. 51

Determining client productivity. . 53

Training for critical vocational behaviors 67

Length of training . . . . . . .73

JANITORIAL CONTRACTING. . .75

What is contracting. .77

The role of quality. ,

79

Fair competition . . 81

The contract types . . . . . .87

Learning about bid opportunities . .97

Selling your services . . . . .99

Determining the quotation price. 103

Determining direct labor cost ..05

Determining indirect labor cmts. 119

Determining other costs. I'122

. .

The legal documents. . , . . .131

Keeping the contract . .1374

Other concerns . . I . .141

A concluding remark. I i ,145

Good sources . . . . I .147

APPENDICESA - Normal performance formulas. . . . .153

B - Janitorial curriculums . - .181

C - Bidding formulas . . I m .187

Preface

.Whenever an organization moves into new areasoperation, it faces risks.

...Risk is also encountered by an orgnization thatdecides not to enter into new areasof operation.

-In_ our fast.changing,society, the risk of obsoles--cense is perhaps greater than the risk of failure

. in a.-new program.

Jhp shift of the labor economy outofassembly:intensive industrieS into.more -technologically -

-oriented positions may:force rehabflitation.facilities to look intonew training areas.for-their clients. ,Two primary areas now being

.

-.explored .by some .rehabilitation facilities-toprovide opportunities-for their clints are techno-logical: training 'and service training.. In addition,.:the-loss of assembly.ontrects in sheltered pro--dUction operations is,making serviu contrectingand,information,processing look mon attrectiVefrom a production income standpoint

This .book is en attempt to point mm road intothe contracting field and to help minimize theVentUre riSk.

Introduction

This book will give femIcilities with no experience injmitorial training or-- contracting a chance to developstrong programs. It wm-dill also give facilities thatahady have training programs in the janitorialfield a chance to expemnd into contracting. Finally,fadlities already engspaging in janitorial contractingmay find some of the mEmethods in this publication*table to their prcepgrams.

No matter where your C110 rganization begins to explorejanitorial contractin, it is always important totake a look at the orgwanization's internal andexternal environments. Though this book will mini-mize the risk of ventmaring into this new businessopportunity, only you can tell if janitorial con-tracting will be right ...-. n your facility andcommunity with your cl lents at the present time.

In this model , trainim-Ig and production are compatibleparts of the same proc.Aess. By interrelating the twoareas and introducing the new area of ongoing training,both production and tr;.-.aining aims are enhanced.

HALL PHASES OF THE TERAINING AND PRODUCTION PROCESS,THE USE OF COMMUNITY PWRFORMANCE STANDARDS IS STRESSED.Use of community standrds binds this process to thecommunity by allowing lients to be trained in skillsmecled by the communi -Om/. After training, the clientsan then apply their sikilis through service contract-ing that reflects commuinity performance standards tosurvilm.

THE TRAINING AND PRODUCT ON MODEL

10

THE FIRST STEP

Organizational planning is the I:ckbone of a successful,venture into a new operation. Tile completion of amarketing analysis is essential Lso planning. Organ-Izations'..exist . to provide goods 6=7,r services to membersor the. public 'and need to includ member and publicneeds. and Aesi res for goods Or srvices In the... .

organizational...planning process., Information gathered'--by Marketing analysis about your organization and ..'..communi ty will .guide deci sions azout the structure ofthe.-.new Janitorial training and c=ontracting :programs.The information may even indicat that your organiz-

.'ation should not enter the janitcm.rial field at thistime

Kotler. (1975), Rados (1981.), and Montana, (1978) have...each published tooks on not-for-p.rofit marketing..,i

Thei r books and 'other marketing exts ci ted in ..theresource _1 ist at the. end of thi s publ cati on may.

'help 'conduct marketing analysis.

....A...marketing analysis' begins with ..the. development of.organizational . mission statements_ moves into...the.development-of.' fact finding teams that help identifyorganizational resources, and thew) poses...questions.about .. the organization ' s .customer- , products and _operating, environments.. . The analsis, .completed by:intra-organizational teams someti wnes with theassi stance'of external.consultant, can- providefo undati on' information wi thout an expendi ture of-large sums of money for market re.earch.

The marketing analysis may indicate that your facilitycould successfully compete in the janitorial trainingand contracting market._ It may show that there is aneed in the community for trained janitors. It mayshow that there are enough businesses to supportanother janitorial contractor in the area. If theseconditions app,7tar, and you have enough clients inter=ested in janitorial work to start a program, thisbook can help you get started.

126

SEPARATION OF TRAINING AND CONTRACTING FUNCTIONS

Training can coexist with production in varyingdegrees. Separating the demands, budgets, andstaff time into "training" and "production" isthe most viable because the separation of functionsallows the emphasis in each area to stand out.Emphasis in the "training" program is placed onskill, knowledge and proficiency. Whereas in the"production" program emphasis is placed on workbehaviors. Though both areas of emphasis arefound in each program, their degree of importanceto the completion of the respective program'sobjectives for clients varies. This allows for:

(A) Prime attention to be given to attainmentof program objectives.

(B) Better evaluations of client abilities inrelation to program objectives.

(C) More flexibility to serve clients ofvarying abilities.

(D) Clear separation of times when clientis engaging in work that must be com-pensated by wages.

Interaction between training and production areas isimportant. Well defined procedures guiding theinteraction may lead to the provision of better

7

13

service by limiting confusion. Set proceduresgoverning the movement of clients between programsand discharge into the community are essential forobtaining client's referrals from third party payers.Client movement procedures are alsoessential togain Department of Labor certification to pay sub-minimum wages.

All persons_involved with the operation (socialworkers, clients, funding sources, management, anddirect client workers) of a training program needto fully understand training specifics and timeframes. It is important they know criterias.andprocedures governing client movement into otherphases of training or into job placement; each in-volved person needs to know how their client isprogressing.

It is sometimes difficult for all people involvedwith a client to agree on issues. Major disagree-ments occur over answers to questions like:

"When my client is engaging in productionactivity, is he still receiving training?"

"My_client has been engaging in productionactiyity for many months. Isn't my clientready for competitive job placement?"

These may be difficult questions to answer. However,your program can develop statements of procedure todetermine the answers and avoid the questions.

Procedural statements start with the.examination ofyour reason for entering the janitorial contractingfield. Likely, it is to give your disabled clients anormalizing training environment and a source ofincome. The trick will be to balance the trainingneeds of the disabled client with the expectanciesof the servico consumer.

14

Because completion of janitorial service contractsin a satisfactory manner will be paramount to thesuccess of the operation, the understandable temp-tation will be tu hold the best producing clientsas long as possible. Structures must be put intoplace to insure that this does not become a trapthat cheats the client and reflects the unfavorablelight of unethical conduct in labor relations onyour facility.

In part of this manual, criteria will be establishedfor the determination of the client's stay in thetraining program. Criteria must also be establishedfor the contracting area and these two criterion mustbe interrelated to assure a smooth transition forclients moving between programs.

This manual proposes the addition of an ancillarytraining program to the training and productionrelationship (see Figure 1). This will allow formore controlled client movement from referralthrough training and skill building to competitivecommunity job placement. It will provide clientswith the best possible training environment.

Including an ancillary program in the gap betweentraining and production programs enables a clear splitin tasks to occur. The initial training program canconcentrate on assessing and training new clientsentering the program. The janitorial service con-tracting program can concentrate on providing anormalizing work site for the client in need ofextended support as well as concentrating on provid-ing.quality service to the businesses_asking. forjanitorial service. Finally, the ancillary trainingprogram allows the training and_production programsto concentrate on their assigned tasks by providingfor completion of each program's non-emphasis clientservices that would otherwise be squeezed intoschedules aimed at meeting emphasis objectives.

REFERRAL

.nformationgathering

Informationassessment

AD SSION?Return forreferral

YES

TRAINING PROGRAM

Skill andbehavior eval.and instruct.

Short-term skilldevelo ment

NO

CONTRACTING PROGRAM

Long-term skilldevelopment

Skill maintainslong-termbehavior adj.

Refer forplacement

FIGURE 1: Model Janitorial Training and ServiceContracting Program, area function chart.(For decision making flow plan, see Figure 3.)

YES

ANCILLAR_ TRAINING

Skill and behaviorreevaluationand re-instruct.

Short-term skilldevelopment

Behavioraltroubleshooting

Job seeking skills

NO

Documentdischarge

YES

Refer forplacement

FIGURE 1: Continued.

11

CONTRACTING AND TRAIN_ G INTERACTION

Let us examine the tasks of each area:

Trainin

Skill and behavior evaluationSkill and behavior instructionShort-term skill development

Contracting_

Long-term skill developmentSkill maintenanceBehavioral adjustment

Skill and behavior reevaluationSkill and behavior reinstructionShort-term skill developmentBehavioral troubleshootingJob seeking skills

The tasks for the training and contracting areasappear to be separate. However, contracting programsmay also have to reevaluate skills and behaviors,reinstruct skills not utilized in the contracting

.

area but still needed by the potential employee,

13

18

and provide the initial training of new skills whenthey are needed. The contracting program ends upwith these tasks because:

(A) Moving the client back into the trainingprogram will leave the contracting crewshort handed.

(B) Moving the client back into the training_program will put pressure on the schedulingof new referrals into the training programby_tying g) an otherwise open spot for newreferrals.

In addition to these extra tasks, the contractingprogram may also end up with a client exhibitinga difficult behavior problem. Unable to deal withthe behavior problem and still provide qualityservice to the business customer and also unableto return the client to the training program, thecontracting program may dismiss the client fromthe program.

Further problems are encountered when the contractingprogram attempts to squeeze these extra tasks intotheir normal activities:

(A) The contracting area may find that byproviding these extra tasks of evalu-ation and training, less time can bedevoted to quality assurance on thecontract.

Because some of the jobs that-the clientlearned in the training program and needsto know to compete in the job market maynot be used regularly in provision ofcontract service and may, therefore, beforgotten by the client and not used bythe foreman, the contracting foreman maynot provide adequate training and thecorrect materials for training may not beregularly stocked.

14

1 9

These problems force_the contracting foreman toattempt to please only the source of immediatepressure. If the business is demanding attentionto the contract, the extra tasks are omitted fromthe service day. If the rehabilitation supervisorsare demanding that a client receive better service,the extra tasks are performed. The big loser is theclient.

A final danger exists in the provision of servicewithout an ancillary training program One of theextra tasks assigned to the contracting program isthe evaluation of a client's skill and behavior forthe determination of movement to competitive jobplacements. This leaves the lingering thought thatthe evaluation may be biased to keep the more pro-ductive clients in the program to make the provisionof contract services easier.

The ancillary traininu program used together withthe training and contracting programs eliminatesthese difficulties. Skill and behavior reevaluationand reinstruction, behavioral troubleshooting,and short-term skill development can all be performedon a regular basis without upsetting productionschedules or training referrals. As the ancillaryprogram provides the reevaluation service andmakes decisions regarding the movement of the clientinto competitive job placement, the charge ofretaining job ready clients for production comple-tion will have no grounds.

15

20

THE ANCILLARY TRAINING PROGRAM

The ancillary training program acts to supportand balance the training and contracting programs.As such, all of the evaluation and training that isprovided mirrors the evaluation and training usedin the training program and practiced by the con-tracting program. The ancillary program differsfrom the training program in that:

(A) The ancillary program is very short termin nature, with the primary emphasis onreevaluation of competitive janitorialjob skills.

(B) The ancillary program will see all clientsfrom the contracting program on a routinebasis as well as receive referrals on aneed basis.

(C) The ancillary program will have a flexibleschedule to allow for the emergency entranceof clients with disruptive behavior prob-lems.

To accomplish support and balance objectives, theancillary training program establishes a rotationschedule for each client in the contracting program.The frequency at which each client will rotate intothe ancillary training program for evaluation willbe determined by your organizational needs ancltheneeds dictated by your client population. No lessthan once every six months is recommended.

The regular rotation schedule will allow eachclient to move out of the contracting programinto the ancillary training program for reevaluationof competitive janitorial skills. If deficits arediscovered, the ancillary training program can

17

21

give short term reinstruction in the skills or devisea plan to allow the reinstYliction to be conducted bythe contracting program. The regular rotation schedulewill also allow the provision of specialized training,such as job seeking skills, that would be difficult toprovide in the contracting environment. Finally, theregular rotation schedule will allow the ancillarytraining program to provide the formal decisionsregarding client movement into job placement.

It is the ancillary training program staff that willnote a client's progress toward meeting communitystandards for janitorial job readiness. When thetraining needs are slight, they will "flag" theclient for close attention from the contractingstaff, the regular rotation will still recognizethe client's job readiness. Job placement and dis-charge can then be arranged.

One of the problems that made it undesirable toreturn clients to the training program for re-evaluation and instruction was the loss of a

. client laborer from the contracting crew. Animportant attribute of the ancillary trainingprogram is the use of the rotation system andfloating client.

18

STARTING THE ANCILLARY SYSTEM

To begin the ancillary system, you need to assign atleast two clients to the program. When a client fromthe contracting program enters into the ancillarytraining program for reevaluation, one of the assignedclients will take that place on the contracting crew.Thereafter, the rotation system will be in effect.When the ancillary program has completed its reeval-uation and training, the client returns to the con-tracting crew and another client from the crew rotatesinto the ancillary program. The effect is to keep thenumber of clients on each crew as static as possible.

The second client assigned to the ancillary programat the start-up is used to replace clients who enter-into the ancillary program in emergencies. Theemergency may be an incident of client_aggression ortemper tantrums. By allowing the problem to bedealt with quickly and off the contracting premises,incidents that may have resulted in client dischargescan possibly be resolved. This also takes the dis-ruptive behavior out of public scrutiny_protectingboth the contracting program and the privacy of theclient.

Before putting the ancillary program into operationboth the training and contracting phases of yourprogram must be in operation.

Since the not-for-profit goals of your facility and

19

its venture into the service contracting field willmost likely be written around the development ofjob training and assessment of vocational potentials,start the training program first. The trainingprogram must come first because you will need know-ledgeable workers to start and -o benefit from yourcontracting operation.

24 20

JANITORIAL TRAINING

THE TRAINING PROGRAM

You will need:

A training siteA training_curriculumInstructor(s)Equipment and suppliesWage and hour subminimum certificationMovement policies

Determining a training site

Botterbusch (1978) discussed: the needs to beassessed when choosing a location for the evalua-tion of job behavior. The site to be chosen shouldprovide the environment necessary for the gatheringof information needed to determine desired tasks andbehaviors.- Therefore, begin with an assessment ofthe skills and behaviors you wish to assess or train.Botterbusch broke the areas to be examined into:

(A) Assessment of work performance in theform of general work skills, specificperformance potential, and specificskill testing.

(B) Assessment of work behavior.

(C) Assessment of work environment in theareas of physical demands, environmentalconditions, and work tolerances.

23

Assessment of self-orientation to realwork, vocational interest, and realitytesting.

(E) Assessment of job seeking skills.

The training site is very important. An inadequatesite will distort the client's actual abilities andgive the client an unrealistic understanding of whatthey may be asked to do in a competitive job. Bothproblems can lead to failure after the placement ofclients in competitive situations. This creates thenegative psychological effects of failure and oftenmakes further placement difficult for the client.Negative effects on the way the program is perceivedby the competitive community may also be generated.With an adequate site, forecasting mistakes willstill be made, but they are less likely to be basedon false information gathering.

To make the decision on site 71cation, the number ofclients that will be served ml t also be taken intoaccount. Projected client cm ,:s will be a majorportion of the marketing assessment that precedesyour decision to enter the janitorial training andcontracting field. The number .of clients to be servedwill have a direct impact on the amount of spaceneeded for training. It may be possible to estimatethe ;lumber of referrals by discussing the labor marketfor janitors and housekeepers with Job Service. .You

will also want to talk with vocational rehabilitationcounselors and social serVice personnel in your areato see if clients are requesting training in janitorialareas.

Applying Botterbusch's assessment areas to thetraining needs of janitorial training sites indicatesthat you must locate your site in areas that:

(A) can be used as classroom and demonstrationareas;

(B) can be used to measure performance,quality, skill, and knowledge of tasks; and

(C) can simulate actual working sites so thatthe client's abilities may be observed inas close to normal situations as possibleand allow the client to experience thedemands of the potential occupation.

When an adequate site is located, choose an adequatecurriculum from which to train.

Choosing a curriculum

Most commercially available janitorial and house-keeping curriculum will have to be modified to thefacility and the instructor using them. To be useful,the curriculum must contain at least three elements:

(A) The curriculum must have set proceduresthat allow inexperienced instructors totrain without needing to develop materials.

It will take a lot of time to transform the informa-tion in the curriculum into step-by-step teachingsequences even if your instructors possess the organ-ization skills to develop the sequences. Procedurebased curriculums allow the novice or experiencedinstructor to quickly prepare lessons for their-clients. Modifications of the training procedurescan still be made to suit individual facility andinstructor needs.

(B) The curriculum must be based on taskanalysis.

Instruction should be in logical task sequence soeach step can aid in the learning of the next step.Your target clients (as determined through yourinitial marketing research) will dictate the stressyou put on this curriculum feature.

25

(C) The curriculum must allow you to train forknowledge and skill.

The first part of the teaching task is to presentknowledge of job performance. The second part ofthe teaching task is to insure the performance ofthe job acceptable quality and work pace standards.The curriculum must be based on standards reportedas the minimum acceptable score that the client mayreceive on a test of knowledge or performance andstill be said to have exhibited adequate skill andknowl_edge to perform the job by community janitorialstandards. These standards are usually called "passcriteria."

Choosing instructors

Instructors should have both a working knowledge ofthe disability population they are instructing anda knowledge of the janitorial field. The instructorshould also be familiar with teaching techniques andbehavior management procedures. It is essential thatthe instructor have strong scheduling skills to allowfor the best use of the training time involvingseveral clients at different points in their trainingcirriculum.

It is significant for us to realize the large impactpersonnel has on the operation from the very start.Your budget will probably Allocate 70% of the totalto the expenses of paying staff and clients. Withsuch a large portion of the expenses going intoemployees, you must be concerned with hiring competentstaff members and training them well.

Your personnel selection procedures must include athorough reference check. Experience is the bestindicator of probable success. If the prospectiveemployee has had previous successes, they have agood chance of succeeding again. If there is any

26

29

possibility to observe the prospective employee in asimilar position to the job opening, the observationshould be arranged. This may be accomplished bysetting up a mock training situation. Take enoughtime to be sure that you are hiring a competenttrainer. Then, spend enough time familiarizing thenewly hired instructor with your facility, thetraining program they will be part of, and_thecurriculum they will use. The instructor is the mostimportant part of the system for providing clienttraining service.

Purchasin ent and -u lies

The amount of equipment and supplies you will needis partially dependent upon the number of clientsthat you will be training each day and the skillsfor which you train. The following list shouldprovide an adequate start for up to 6 clients per day.

1 Wet vacuum1 Upright (dry) vacuum4 Mop buckets4 Wringers6 Mop handles1 Dozen mop heads for general use and oneexample of each of the various types of heads

2 Dozen spray bottles4 Housekeeping carts2 Window squeegees4 Pails2 Razor edge scrapers2 Corn brooms2 Push brooms2 Three-foot dust mop frames with handles6 Dust mop heads1 Carpet shampooer1 Buffer2 Buffer bonnets for dry process carpet-

cleaning

27

3 0

1 Dozen each of the stripping pads,scrubbing pads, and buffing pads

Assortment of brushes10 pounds of assorted wipersGermicidal detergentBactericidal sprayCleaning detergentWindow cleanerWax stripperWaxFloor sealerCarpet shampoo and defoamerBowl cleanerPorcelain cleanerGarbage bags.Scrubbing pads4 25-foot extension cords (3-wire, 12-guageAssortment of screwdrivers, pliers, and

other household tools

BuTk Rurchasing

Amounts for the consumable supplies have not beenincluded because negotiations with suppliers willdetermine the best price you can receive fOr thevolume purchased at one time. Wax, detergents, andstrippers are least expensive in 55 gallon drums.Wax is best purchased this way. Detergents may notprove to be cost effective in 55 gallon drums. Youneed several different types of detergents and thetime it takes to empty a 55 gallon drum (unless youhave a very large operation or share the drum withother parts of the organization) may be excessivelylong. If you cannot consume a 55 gallon drum insix months, purchase a smaller amount in five gallonpails. Though the per gallon rate is higher, you maysave money .by not having inventory tied up in the55 gallon drum. Some deteriorization can occur instorage. Wax and germicidal detergents do deteri-orate with exposure to air.

28

3 1.

Stripper_

Purchase the most powerful stripper available. Thiswill take some experimentation. Attempt to get dis-tributers to give you samples of their strongestproducts. Heavy-duty strippers are higher priced,but the expense for heavy-duty strippers pays offas many hours of the stripping process are saved.Weaker strippers do not provide a better trainingfor novice clients. In fact, the great amount offrustration_from hours of stripping because_of weakstrippers will be detrimental to the client'straining experience and may cause instructor strainas well. Do not attempt to save money on strippers.

PgIflutat

You should be able to save money on detergents. Mostdetergent claims to superior cleaning_aren't proven onthe cleaning floor. Only ammonia will make an apprec-iable difference, but ammonia will also destroy wax,so stock both ammoniated and non-ammoniated detergents.The less expensive brands do just as good a job astheir more expensive competitors. When ammonia isrequired, purchase ammonia separately.

Bowl cleaners

There are two types of bowl cleaners, either acid ornon-acid in action. Train for both acid and non-acideven if you only use the non-acid type in your facility.Many places use the acid variety. Therefore, you needto expose your clients to its proper use and storage.

29

Window cleaners

Window cleaners vary in quality. Obtain samples andcompare their effectiveness with your soil conditions_and climate. Consult the Consumers Report as articlesshow that buyers cannot tell by price which cleanermay work the best. The major problems with glasscleaners are streaking and smudging, freezing in coldweather, and weak solutions.

Porcelain cleaners

Porcelain cleaners are basically the same, so do notpay a premium. Include both abrasive_and non-abrasivecleaners in your training program. Also, train clientsin the use of cleaners made for plastic bathroom fix-tures. Shop carefully for the non-abrasive cleanersmade for plastic fixtures as scratching is a realdanger and prices vary considerably from brand tobrand.

Garba e baq

Prices vary considerably on garbage bags; therefore,check distributors for the best bargain. Bags comein a bewildering variety of sizes and comparisonsbetween distributors will be difficult. Be sure tocheck the size of the containers in which the bagswill be used as bags that are cheap but too largeor too small for the containers do not save money.

Germicidal and _bactericidal cleaners

Germicides and bactericides should be purchased withthe needs of the facilities in mind. Your stateboard of health will have requirements for germicidalor bactericidal treatment of bathrooms and kitchenareas. Guidelines will be given for acceptable

30

organism count and regeneration rate and will aidyou in the purchase of these items. Because know-ledge of these health requirements will be essential,contact your state board of health for the require-ments. Germicides aro usually required in patientor client bedrooms and public bathrooms. They killcontagious organisms. Bactericides are requiredwhere more sanitary conditions are required, such askitchens or nursing areas. Clients should knowthese requirements exist. Health codes may dictaterequirements for the usage and storage of thesespecial cleaning solutions. For instance, to beeffective in killing bacteria, a two bucket moppingmethod must be used with bactericides. Clients inyour program must be taught this procedure.

Wipers

Your facility may already have a source of cleaningwipers (rags). Some facilities that operate residen-tial treatment centers in conjuntion with vocational-programs may get wipers from cast-off clothing andlinen within the facility. Wiping material can bepurchased from suppliers. You may wish to considerpaper product wipers for some of your cleaning needs.The expense is far greater than the recyclable fabricvariety when their one time use is taken into account,but for heavy grease operations or when extremelydust free or germ free conditions need to be met, thepaper wipers may be more cost effective.

Wet vacuums

Wet vacuums may also be_used as dry vacuums by insert-ing filters into the collection drums. The onlydifference between a wet and a dry vacuum is the wetvacuums never allow the pickup to go through themotor. Vacuum motors must be protected from theinflux of liquids and switches must be of the heavy-

31

3 4

duty toggle variety and protected from moisture.Wheels and handles will tend to be broken first, soselect a moderately priced machine with sturdilyattached wheels protected from exterior damage anda similarly sturdy handle. Very small wet vacuumswill often prove to be inadequate. Very largemachines often prove to be wasteful of storagespace, difficult to maneuver, and not necessaryfor the cleaning tasks involved. Get a vacuum motorthat can be rebuilt when it fails as rebuilding themotor will save money over replacement costs. Quickmaintenance service is a plus when choosing a brand.

Dry vacuums

Dry vacuums can be purchased in many sizes and shapeswith or without attachments and in varying degrees ofdurability. Durability is the most important factor.Stay away from household vacuums as they do not standup to constant everyday use. Machines that allow thedirt to go through impellor blades are prone to ex-pensive accidents such as damage by metal objects,long cloth articles, or liquid. Purchase a machinethat produces suction around a bag so the foreignmatter does not get near the motor. Beater attach-ments are essential. Make sure that the beater drivebelt is easy to replace but strong enough to stand upto hard use. Buy grounded and heavy-duty cords withplug ends that are replaceable. 131ug ends will beyour most frequent replacement part with normal use,and_you should keep replacements on hand with thetools needed to replace them.

MoP buckets and wringers

Mop buckets can be purchased in many sizes and styles,with individual preference playing a big role inbucket purchases. Plastic buckets are just as durable

32

as galvanized aluminum or steel, so buy the leastexpensive bucket in the size indicated by the use.As in all purchases, there is a large differencein the price of the identical buckets betweensuppliers. It pays to shop around. Unlike buckets,inexpensive wringers will wear out quickly and causeheadaches. Buy the best wringer you can afford.

Mop. handles

The choice of a mop handle will affect the type ofmop head you will purchase. Two main types exist:screw lleads and binders. Screw mounted handlesafford the best attachment for mop heads but threadsquickly become stripped with use and will need to bereplaced more often than the binder type of handles.In addition, the types of mop heads available for usewill be limited in the screw-in variety. Many binderstyles are available, but the center_pole types tendto be the sturdiest and "wire around" varieties failquickly. Wooden vs metal vs plastic handles arechoices made by personal preference as they all aredurable and vary little in cost. Purchase the leastexpensive in the binder style you desire.

Mo heads

Mops-come in several sizes and materials. Differentmaterials are used for different applications andyou will need to buy types to meet all your moppingneeds. Cotton mop heads are best for waxing; theblends and polyesters are better for general cleaningoperations and are more durable. Sizes are presentedby-wtight, with 20 oz being the most practical.Smaller sizes do not get the jobs done quickly.Larger sizes cause wringing difficulties and userfatigue.

3 6

Mo maintenance

Mop heads must be given maintenance care in order tolast a long time. Maintenance means washing themout after each use, hanging them to dry at the endof the day, and machine washing them at least once aweek. More stringent cleaning conditions exist formops used in kitchens and hospitals or where you usegermicides and bactericides. It may be necessary towash mops used for these cleaning tasks after eachuse. These mops should be isolated foe special treat-ment. Because the weekly washing causes mop ends tofray quiclly, purchase mop heads that are tape boundor sewn together at the bottom. Unbound mops willfray and not last.

Spray bottles_

You will need spray bottles. They are basicallysimilar and there is little difference in durabilitybased on price, so search for the least expensivemodel. Purchase sprayers in bulk. They tend todisappear faster than they break.

Housekoing carts

Keep housekeeping carts functional and simple.

Buffers

Buffers are high ticket items. Most companies makeseveral models and prices vary as much as $500 be-tween companies on similar machines. Look for avery heavy-duty cord, a serviceable motor with goodtorque, and get an insta-lock head, even if youmust pay a premium. Try to get durability at alow cost. Like vacuums, the plugs will be the mostreplaced item.

34

3 '7

hffing pmoads are made by many cempues anc=i in severalcolor coc=ding systems. You will nedstripp=ing, buffingmd_scruCtbbing pads. Get the coarvststrip:oping padavailablr7r! to make the stripping teskinove c=quickly.Usually ti-the coarsest is coded black. A mec:Jium gritscrubber should be chosen and is ohm code5ad red ororange. Medium pads can also he_ugdas bi.Affers .hx becomr-nes shiney from the light colting F-tnd movementit experl-iences when being conditiuudwith a pad .

hffing pioads are made to create a Oght famrictiondthout iftearing the wax from the Or suritface.Watch theme pad for "loading" with yqked-of-Zr wax.Oen thiems happens the pad lose% itsefectFivenessQuickly Libecause it will tear at trowax on the floorrather tillhan creating friction, Allpds geat loaded

with old wax, so to increase the us0N1 iht.fe of yourpds, cheliange them daily. Use 4 elcmpad. After use,

place theme pad in a bucket full of ater ancd stripperand soak overnight. The next ClOyeriove lthe padsfrom the stripper solution and rirscthem 17thoroughlyund set t-them aside to dry. Uso tFicdry pac=d from the

previous day's soaking and repeat OeprocemPss.

btomatio.c scrubbin machines

kTubbina,!g machines are not on the halal 7trainingequipment-t list as they are too Ocrosive tc=o be usedsolely fcmor -training. AutomatiC meches tWriat laydown clea.aning solutions, scrub theflcor w--ith buffers,and then wet vacuum up the dirty solution 7.-1re useful .

hwever, the need for a scrubbing Whine trshould be.samined critically. If your tac-ilit-y posm=sesses a

scrubbin0-1 machine for facility cleting, tAnhe trainingprogram =may be able to time-sWe its use --for trainingOen it -is not being used for .cleeuilg. 1--.F your

facilitY needs a machine but dOes optpossmmess one,your building maintenance departMemay bmme willing

W share the cost and split it% Us;c, A sc7-1rubbing

35

machine will be needed to compete with other con-tractors in the contracting portion of the program,so consider purchasing a machine for training pur-poses that will be used in contracting later.

Scrubbing machines are available in two basic sizes,24" and 36" cleaning paths. The 24" will be adequatefor all but the largest operations. The scrubbingmachine is an item that you should not attempt toeconomize on. A thousand dollars extra in initialpurchase price will save you many thousands in repairbills, lost time, and good will from contractingbusinesses. Purchase heavy duty batteries and makesure they are well protected. Be sure the chargerfor the batteries is sel-regulating. The chargershould, after you turn it on, charge the batteriesand turn itself off when the proper charge has beenreached. Maintenance free batteries for the scrubberare a plus. The squeegee should be firmly mountedand eAsy to adjust. Except in cases where you maytravel over very uneven surfaces, get solid rubber,not pneumatic, tires. Be sure the vacuum motor iswell protected from water infusion and stay awayfrom chain drive scrubbers unless you need power togo up inclines. Purchase a model that has easilyaccessible pads. Purchase insta-lock pads to outfitthe drives. If you must purchase more features than_you want or need in order to have access to a reliablemaintenance shop, buy the features. A supplier thatstocks parts for your machine and makes repairsquickly will be a blessing well worth any extrainitial expense. The key to long life for a scrubbingmachine is cleaning maintenance and preventativemaintenance. Clean it after every use, grease andoil it regularly. Replace damaged parts promptly.

36

Plai effecti ve urchase

Two strategies for purchasing equiornnt and suppliescan be employed that will help streth your budgeteddol lars :

(A) Supplies and equipment can be obtainedat a discount by Conv1ncinj the supplierthat you will be a large ot-.- repeat buyer.

Ask for discount from all suppl-ier. Many respondwith a lower price.

When buying rnore than one item ask f.)!.- a discount forpurchasing both or all equipment and supplies fromthe same distributer.

For purchases involving multiples of the same item,ask for a discount by virtue of volurme.

These strategies can be supported by the promise ofrepeat business by forming agreement to purchasefuture items at prices_ set now. If t__he supplieris assuredof selling 10 barrels cr-, v.afax within ayear, he may fix a price for_ the entt re year toinsure that those orders will be pla=ed with hisbusiness. This is an inflation hedg as well asa discount opportuni ty.

Suppl iers are accustomed to deal i ng . If you dealwell and fairly, you will be respectd by thesupplier and because your supplier wi 11 likely alsosupply competitors after you begin tc- do servicecontracting, you want and need suppli er respect.

Be cautious in your deal ing. Take irL -to account:

(1) The lowest price on the wrorg eq uipment does notsave money.

37

(2) Deal with equipment suppliers that have reputableservice departments.

(3) Deal with suppliers that have strong reputationsfor honesty and fair play.

(B) Payment options can be good bargainingpoints.

A second strategy for lowering retail prices is toprovide payment by cash. Make the cash paymentoption known to the supplier. If the supplier willnot lower prices with the cash option, don't paycash. Make your money work for you. Weigh thecarrying charges for credit accounts with theinterest you can receive.

A note on suRelitnl

Your suppliers may have information about contractsthat may assist you when entering the contractingfield. Do not tell the supplier anything that mighttip your competitors to your operation after youbegin contracting. Though your supplier is in aposition to help you with information, the suppliercan also later work against vou. The supplier maynot be dishonest or unethical, but "loose lips sinkships" is a truism in the contracting field. Don'tpry information about.competitors from the suppliereither, but keep your ears open. Little clues onthe contracting business may give your operation agreat advantage in this very competitive field.

Suppliers usually have a great deal of technicalknowledge about the cleaning field. They will beknowledgeable of new product develoPments withintheir product lines. Suppliers also know how touse the products they sell. If the supplier isclearly unknowledgeable about the products they sell,

38

41

perhaps another supplier will serve you better. Youcan often obtain this knowledge of cleaning operationsat no cost. Ask your suppliers to conduct staff andclient training seminars. Because suppliers may seeseminars as advertising and public relations opportun-ities,- they will often be willing to donate theirtime and experience to your training efforts.Also,ask suppliers for opinions on problems. Usually, thesupplier's solution will include some specializedproduct in the supplier's inventory, but the suppliermay_provide solutions to your cleaning problems thatwould take you long years of experience to discover.You are never under obligation to purchase the product.

Obtain a subminimum certificatlon

The Wage and Hour Division of the Department of Laborwill need to investigate your neW janitorial program.Federal guidelines are very specific about how yourtraining clients must be paid. The Materials Develop-ment_Center has developed an overview of trainingcertifications in slide/sound presentation form."An Introduction to Sheltered Workshop Certificates"can serve as a good review of certificates and asource of certificate information. You will needto write_to the Department of Labor for applicationinformation. The Department will aid you in deter-mining the certificate you need. Keep in mind thatthe_disability group and type of facility you operatewill, to a large degree, determine what needs for--certificates you may_have. For instance, if you aretraining mentally ill individuals with no motorproblems, you may elect to pay prevailing wages forsimilar work in the community and forego a trainingcertificate. If you are training individuals withpsychomotor problems that will slow their work con-siderably, a subminimum certificate will be_needed.-Your subminimum certificate requirements will helpyou structure and time frame your training program.The following is an overview of the certificates andtheir use.

39

4 2

From Department of Labor publication (USGPO)0-253-331:

"A sheltered workshop certificate is neces-sary to employ handicapped workers (clients)of a sheltered workshop at less than the mini-mum wage under the Fair Labor Standards Act,Walsh-Healey Public Contracts Act, or ServiceContract Act. Regulations, 29 CFR Part 525,govern_the issuance of sheltered workshopcertificates.

Five types of certificates authorizing sub-minimum wages are available for clientsemployed in sheltered workshops:_ Regularprogram, work activities center_(WAC), eval-uation, training, and individual rate. Aworkshop may qualify for all five types ofcertificates.

Nonhandicapped and handicapped nonclientemployees of sheltered workshops doingcovered work are required to be paid at leastthe applicable minimum wage for all work per-formed and overtime for all overtime hours.A handicapped nonclient employee (Regulations,29 CFR Part .525.11) with limited productivitymay qualify for a_subminimum wage certificateunder the regulations governing the employmentof handicapped workers in competitive_industry(29 CFR Part 524).

Generally, certificates are issued for one yearand are renewable upon application. For newlyestablished workshops which have no experience,short-term certificates may be issued to allowthe workshop time to accumulate the requiredi_nformation, including client earnings data!When applying for a renewal of an initial short-term certificate, the workshop should completeforms WH-226 and WH-227. If information is not

40

available for a full period as requested bythese forms, data available shoul.d be furn-ished. The period to which the data appliesshould be shown in the form.

A workshop is required to pay all workers incovered work at least the applicable minimumwage until a certificate is issued. Certifi-cates are not issued retroactively.

The definition of a sheltered workshop includesall types of nonprofit agencies having workprograms that assist in the rehabilitation oremployment of handicapped persons, includingprograms for the homebound handicapped. Onlya nonprofit organization may qualify for asheltered workshop certificate. Employment ofhandicapped workers (other than patient workers)at subminimum wages in profit7oriented organiz-ations is governed by Regulations, 29 CFR Part524. Employment of patient workers at submini-mum wages in residential care facilities, publicor private, is governed by Regulations, 29 CFRPart 529.

A handicapped worker (client) is an individualwhose earning capacity is impaired by old age(65 years, or older, provided ability to_performthe duties of the job, equivalent in quality andquantity to that of an average nonhandicappedemployee in the same establishment, or in thevicinity, has been impaired as the result ofage) or mental or phys-ical disability or injury.Alcoholics and drug addicts come within thisdefinition but the following, among others, donot (unless their earning capacity is impairedby old age, as defined above, or mental orphysical disability or injury): Vocationally,socially, culturally or educationally handi-capped; chronically unemployed; welfare recip-ients; school dropouts; juvenile delinquents;

41

4 4

parolees; conscientious objectors- etc.

A regular program is a workshop program other

than a work activities center program or eval-

uation or training program. The minimum_wage set

in the certificate (referred to, variously, as

shop rate, floor rate, floor wege, etc.), which

may not be less than 50 percent of the applicableminimum wege applies to all covered clients in

the program other than those qualifying for a

learner or individual minimum wage. The certifi-

cate may provide for one minimum wage applicable

to the entire shop, or different minimums fordifferent departments if more than one type of

work is performed. It may also provide a learn-ing rate, a minimum wage lower than the applic-

able workshop or department rate but not less

than 50 percent of the applicable minimum wage.

A learning rate.may apply during specified

learning_period(s). When authorized, these may

apply:_ (a) to a client who_has never previouslyworked in the_workshop, during an initial break-

in period; (b) to a client transferred to askilled or semiskilled job in the workshop atwhich he has never previously worked; or (c) to

.a client who has returned to the workshop aftersuch period of separation as would recuire

relearning.

Evaluation or training programs are required to

meet the criteria in section 525.7(b) of theregulations to be eligible for a certificate.If the evaluees or trainees are to be paid less

than 50 percent of the applicable minimum wage,

the program must receive prior authorization by

the State vocational rehabilitation.agency thatthe program(s) meet the agency's standards, or

substantially equivalent standards, for such

programs.

4542

An individual rate is a minimum wage for aparticular individual which is less than theregular program minimum wage. On an individ-ual rate below 50 percent of the applicableminimum wage, the application must have pri_orstate agency certification that the individual'searning capacity is so severely impaired thathe is unable to engage in competitive employ7ment. In no case may an individual rate be lessthan 25 percent of the applicable minimum wage.

In order to qualify as a work activities center(WAC), among other requirements, the clients'physical or mental impairment must be 'sosevere as to make their productive capacity in-consequential.' The test of inconsequentialproductivity for all clients (covered and non-covered) as_a group is that average productivityper client (annual earned income ofWAC lesscost of purchased materials used, divided byaverage number of clients) is less than $1,775effective January 1, 1981. An alternate meansof meeting the WAC test is available for a work-shop that pays piece rates to more than 50 per-cent of the WAC clients. Under this test, theaverage annual wage (total annual wages ofclients divided by average number.of clients)per WAC client must be less than $1,275 effec-tive January 1, 1981.

An entire facility or a department of a facilitymay qualify as a WAC. In the latter case (dualprogram), the WAC must be physically separatedfrom the other programs, such as regular pro-gram or certificated evaluation or trainingprogram or certificated evaluation or trainingprograms, and have separate supervision andrecords.

43

Any clients whose productivity substantiallyexceeds the average for determining qualifi7cation of a work activities center may not beemployed under a WAC certificate. Substantialproduction for this purpose is considered tobe client earnings which regularly are 50percent of the applicable minimum wage ormore over a recent consecutive three monthperiod. A few such clients in a WAC may beissued subminimum wage certificates underregulations governing employment of handi-capped workers in competitive industry, ifno other suitable employment opportunitiesare available to them. The production, earn-ings and number of clients certificated underRegulations, 29 CGR Part 524, shall be includedin the calculations to determine whether theshop as_a whole meets the WAC tests for certifi-cation."

Facilities wishing to file for the various types ofcertificates should contact their local office of theDepartment of Labor's Wage and Hour Diyision. Facil-ities should file the forms indicated in Figure 2.

Three certificates (see Figure 2) are most likely tobe used in the janitorial training and service con-tracting program.

(A) A training certification approved by yourstate vocational rehabilitation office.

(B) A regular program certification.

(C) Individual rates for marginally functioningclients who are no longer covered under thetraining certificate but working at lessthan a 50% work pace.

Certificates structure your program to assist dis-abled workers in gaining skills. Our next topic istying all the parts of the program together.

44

4 7

TYPE OF PROGRAM OR CERTIFICATE

Newly established workshop(regular program or WAC)

FORM S TO BE USED

WH-373

2. Established regular program WH-226 & WH-2273. Established WAC WH-226 & WH-2274. Evaluation and/or training program (rate WH-247 (single form may be

requested less than 50 percent of applicable used for all suchminimum wage) programs)

5. Evaluation and/or training program (rate WH-247 (single form may berequested 50 percent or more of applicable used for all suchminimum wage) programs)

6. Individual rate/original application or when WH-249directed (rate requested less than 50 percentof applicable minimum wage)

7. Individual rate/original application or when WH-249directed (rate requested 50 percent or moreof applicable minimum wage)

8. Individual rate-renewal application (unless WH-227 (included with informationotherwise directed) supplied when filing for regular

program certificate)

FIGURE 2: Department of Labor Wage & Hour Subminimum Certification

4 8

Client movement patterns

A flow plan_of client services from referral todischarge will need to be developed. One modelsee Figure 3)- for client flow contains: referral,case,history developed, vocational evaluation,admission to training program, possible movementinto contracting program, and discharge.

Decision making, procedures will need to be estab-lished: for each part of the flow plan. Some of thereferral and discharge procedures may have alreadybeen developed by- your facility. If so, review theprocedures for applicability to your program. Theaddition of: program.information to any existingprocedures may quickly make the process viable. Ifprocedures are not- in place or will not work withthe: addition of janitorial training and servicecontracting, progranvariables, you will need todevelop: these. procedures.

Referrals- ate generally handled by a departmentin the agency specifically designated to processclient applications_ The department-gathershistorical: and evaleation data about the prospectiveclient and routes their findings to the program mostappropriate to provide, training to the client. Theperson charged witti processing initial referralsshoulddevelop procedures to guide informationgathering-.

Esser ('1980)- stressed the collection of informationthat, quickly leads the case worker to the client'sspecific needs- for vocational evaluation. Thefacility- intake- case worker begins with a. standardagency application: that identifies already availablesources of information. The potential client shouldbe interviewed to:gather basic information. Whilethe information is being gathered, the client shouldstgninformation. releases for documents from othersources. Other agency or program needs for publicity

46

4 9

Documentdenial of

ssfo.

Documentplacementdischar

NO

Referrafor

trainth

Assessreferral

informatic

_ceptforiss'

ES

YESa

placementilab

Entertrainingprogram

Documentrainin-progre

yplacement?"char

0

ocu ennon-placemen

FIGURE 3: Decision Making Flow Plan

47

Documennon-placeme

CaNO

- a

period beten-

rge pr

Documentplacementdischar

YES

Entercontractinprogram

Documentcontractinerform

Enterancillarytraining

tady for'schar

NO

YES

placementailab

YES

xtend-ntract'-

NO

DOCumennon-placeme

rge?

FIGURE 3: Continued. Utilization of this flowpattern, along with criteria for movement throughthe pattern, should enable team members to knowalternatives and directions for the client.

48

51

YES

releases, medical releases, or liability releases canbe obtained while the client is available following aninformation gathering interview. Also, at this time,general agency or program information may be conveyedto the potential client.

If the case worker will not make the entry decision,it is wise to schedule a separate interview with thedecision maker or include the decision maker in theinitial interview. After receiving referral infor-mation requested from other sources, the case workerwill determine if enough information is present tomake or allow another to make a decision pro or confor program admission.

To follow the training flow plan, we will assume apositive admission decision has been made. Afterthe admission decision has been reached, the clientmust be consulted. If the client agrees toprogram entry, an entry datemust be mutuallyagreed upon. When that date arrives the client mustbe oriented to the facility and to the training pro-gram. Attention should be_given to the role thatthe client is expected to play in training. Acontract for training should be developed specifying:

(A) The client's role in training.

(B) HOW pay will be determined.

(C) The length of the stay in the program.

D) Specific rules and regulations to whichthe client must adhere, such as:

(1) Dress rules,(2) Smoking rules,(3) Attendance rules.

49

The training contract serves several purposes. Itsets ground rules for the client performance. Itprovides disciplinary courses of action in casethat action is needed and explains them to the client.It makes the client responsible for part of histraining and accountable for his actions duringtraining.

Other information may also be conveyed to the clientimmediately upon admission. The client contract willnot have all information that the client will needduring_training. More specific information on rela-tionships between trainers and other program personnel,lunch times, break periods, benefits provided, pro-cedures for obtaining time off, what to do in case ofillness, etc. is conveyed through the use of a clienthandbook. Use of a handbook gives the client areference point for later examination.

Other information may also need to be obtained fromthe client. The client must sign a W-4 _statement, sotax withholding can be accomplished, and any benefitforms or medical histories must be obtained.

After all the information needs are satisfied, theinstructor can begin curriculum determined activities.Admissions to the training program should be staggeredone to two weeks to allow the instructor to integrateeach client into the training curriculum and orientthe client to the.training surroundings. Staggeredadmissions will also allow for a smoother transitionperiod between admissions and discharge. In theevent that a discharge occurs before another clientadmission is set, the system of_staggering admissions_will incur less daily revenue loss than the system ofentering a full complement of clients on a "class"basis. This is _due to the fact that a new client canbe entered immediately without waiting for the next"class" to start.

50

ADMINISTERING TWO CRITERION CURRICULUMS

Earlier, we discussed.the need for curriculums tohave passing criteria for both the knowledge of taskto be performed and the skill of performance. In

such a curriculum, instruction precedes production.

First, a task is introduced to the client. Assumedust mopping to be the initial task presentation.The instructor follows the curriculum presentationthrough the dust mopping instruction. At the con-clusion of the presentation, the instructoradministers a knowledge test in written, oral, ordemonstration form depending on the disability groupand the task being presented. The acceptable passing.criterion will be compared with the test results.If the client passes the knowledge test based onscoring more answers correct than the number neededto reach the criterion, the second phase of instruc-tion can begin. If the criterion level of correctresponses is not reached, further instruction in thedust mopping task must be given, prior to assigningthe client to a performance area. This requirementto pass the knowledge phase before performanceassessment, is based on the assumption that adequateperformance cannot be exhibited until the correctprocedures are known. Some curriculums may have aperformance evaluation stage in,which tasks areassigned prior to instruction to determine needareas. It is preferable to complete all instructionfirst to insure all information is conveyed to eachclient in similar manners and to support claims forhaving provided adequate training.

51

The performance stage of instruction involvesassigning the client an area to clean. In ourexample, the client has passed the knowledge teston the dust mopping task, so the cleaning taskassigned will be dust mopping.

The instructor has several responsibilities duringthe performance stage of instruction. The instructormust:

(A) Insure that the client knows the properassignment.

(B) Insure that the client knows the locationof the equipment needed to complete theassignment task. (Such as, dust mop,treatment, dust pan, scraper, wastecontainer.)

(C) Begin timing the task after previousassurances have been made.

(D) Observe the performance of the task toinsure correct procedures are being used.

(E) Record the time the client took to com-plete the task.

(F) Check and record the client's work forquality.

(G) Discuss the work quality and the proceduresused with the client.

(H) Ask the client to correct the qualityproblems.Time the correction of the quality prob-lem areas.Add the correction time to the initialtiming.

(K) Recheck the work for quality.(0 Continue until the task is completed to

community standards of cleanliness.

52

Determining

For the instructor to use the information gatheredfrom the assignment of the dust mopping task."normal times" must be determined for each of theareas in which the client will be performing work."Normal times" are set either by comparison of thesquare footage of the area with standardized timesfor similar areas, or by the completion of timestudies. Time study techniques can be obtained fromthe MDC publication, Worksho_ Production Mana-ement:Moti_on=.1ndLIimg Study, Hietala-, 1975 . Standardfzednormal times are available from MDC in the Navy'smanual, Janitorial Formulas. Some of the basic form-ulas are included in Appendix A.

If you can obtain them, the best "normal times" arethose that are required by the employers in yourarea. Ask employers how much time they allow fortasks. Use employer's figures to determine your"normal times." "Normal" times are set to acceptablequality so a second timing (for the correction oferrors) is added to initial timings. Then the totaltime for the completion-of the task is compared withthe "normal" time for the completion of the task todetermine a percentage score for work pace.

Errors will be compared to the "normal quality" ratingto obtain a percentage score. The errors will becompared to the "normal quality" rates after theinitial timing too because it is assumed that accept-able quality is reached before stopping work on thetask.

Percenta e scores serve several important functions:

(A) The scores will determine when the clienthas reached a passing score for the per-formance tests. The client's ability tocomplete the skill accurately and withina normal time frame will be important forthe client to compete in the job market.

53

(B) The scores will aid the instructor in deter-mining recommendations for retention ordischarge from the training program.Criterias should be tied to the performancestandards required for similar work in thecommunity where the client will beobtaining work.

(C) The scores will be used to objectivelydetermine the pay the client will receivefor completion of the task. When thecompletion of the performance test alsoprovides a cleaning service for the areain which the test is administered, theclient must be paid for the work com-pleted. If the area was already cleanand was specially prepared for the test,this payment may not apply.

During instruction, no work is performed by the_clientso no payment will be given to the client. During theperformance stage of the curriculum, however, workwill be performed, so payment is necessary while theclient does performance tests. Clients must be paidby the wage and hour standards set by your subminimumcertification. Usually, the amount of pay is deter-mined by the speed at which a person works and thequality of the work, Most important of the twomeasures for performance is speed.

Consultation with the local office of the Departmentof Labor will help you determine how important speedof work must_be in relationship to quality of work.It is very likely that speed and quality will beexpressed as percentages of a total productivityscore. The Wage and Hour Division of the Departmentof Labor will likely accept your speed and qualityrelationship if it is based on 90% speed and 10%quality.

54

For work with disabled _client, the percentage in therelationship actually depends upon another percentagescore: the percmt of nonmal for both speed and_quality. A stardaM speed anc7d quality relationshipfor establishing pmductivity can be expressed as aformula:

percentageof normal xspeed

percentageof speedcomponent

Producti

This could be stged in a 90%relationship as:

% of normal sped x .90)

AN EXAMPLE

percentage percentageof normal x of qualityqual ty component

ity

speed and 10% quality

(7i:2.g of normal -uality x .10)

Productidi ty

John Client was referred to the janitorialtraining Program in your facility. Caseworkers had gathered infcrarmation that indicatedthat John could successfuully complete thetraining program in janit=orial services.You agreed. John desiredEl to work as a janitorand enterl!d the program.

After receiving orientati on to the facility andprogram and pmviding all information and sig-natures necesary to c000mplete registration inthe janitorial program, !AI o 1ln was given his firstlesson in dot mopping by-- Jane Instructor.

Following wocedure for L..he janitorial curric-ulum's dust mopping task, Jane instructed Johnin the proo'Inethod of _ctliist mopping and intro-duced John to dust moppirtg tools and chemicals.

55

Jane then asked John a series of questions aboutdust mops and_dust mopping procedures. Johnanswered 19 of the 20 questions correctly. Janewent back over the information on the questionthat John had missed. Her curriculum guide notedthat she could consider John acceptably knowledge-able on the dust mopping task if he answered 18of the 20 questions correctly. She noted on hisrecords that he had reached pass criteria in dustmopping knowledge.

Later that day, after instructing John on severalother janitorial tasks, Jane assigned him to dustmop the north hallway. Though John had beeninstructed in window washing and dry vacuumingas well, he did not pass the knowledge tests oneither one. Therefore, Jane could only assignJohn the dust mopping task.

Jane showed John the hallway she wanted him todust mop, She also showed John the broom closetwhere all the materialt he would need were stored.When she was satisfied that John knew what wasexpected, she told him to begin and startedtiming the task. Jane noted the time as 1:24 P.M.

While John worked, Jane would periodically checkhis progress and his dust mopping method. Shenoted that he had started dust mopping in themiddle of the hallway and was working toward theedges, just the opposite of the instruction hehad received that morning. She did not stop hiswork, but recorded the error for later discussion.

At 1:48 P.M. John told Jane that he had completeddust mopping the hallway. Jane noted the time inthe record and checked the hallway for dust resi-due. She found two areas where dust had beenmissed. Jane informed John that he would needto finish those areas.

John began to correct the areas of poor qamalityat 1:55 P.M. and completed the extra worl< at 2:07P.M. Again, Une checked John's work, ancid foundit satisfactory.

Before assigning John another area to clei=m, Janediscussed his performance on dust mopping thehallway, with emphasis on dusting the edgs beforethe center.

Later, she assessed John's performance for-- workpace and work quality percentages. From ,Dane'srecords she learned that John had taken 3E; minutesto dust mop th hallway.

Start Finish El ap ed1st tri al, 1:24 1:48

22nd tri al, 1:55 2:07TOTAL TIME -6

Also from her records, she noted that John _ madetwo qual i ty errors.

Jane then consulted the "normal" time and qualitystandards for the hallway. The hallway wa s 10feet wide and 100 feet long, an area of 10!: 00square feet. This area had been broken intosquares of 10 feet by 10 feet for quality ...deter-mination, so Jane knew John could have mademeerrors in ten locations on the hallway floalor.In fact, he made errors in 2 of the areas, soJane entered a quality score of .80 for JoiZin'sdust mopping task. Two errors subtracted 7fromten possible areas equals eight areas comp7letedcorrectly. Eight areas correctly completetz=1divided by ten areas that could have been =om-pleted correctly equals .80 of the hallwaycompl eted correctly.

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Total areas 10Total armm - 2

Total corrnt 8

Total correct areas ES

Total areas 1CD

8/10..80

Jane then consulted the table o 11normaU1 timesto determine how quickly John 11..d completed dustmopping the hallway relative to other workers.Under dust mopping she found CSee Figure 4

Jane knew that the hllway was =obstructed byonly one large pipe along the si de and was 1000square feet in area. The table indicated thatusing reference n for every 1C100 square feet of

area completed. John should hav spent .0086 ofan hour completing the dust moppowing task. Toconvert this to minutes, Jane uotteltiplied .0086x 60 and determined that i t shcix1d take .516minutes to dust 100 square feet.

Time in hours tocomplete 100 square feet . 0086

60 minutes in an hour s 60

Time in minutes tocomplete 100 square feat .516

Jane reasoned that she shoul d niu 1 ti ply . 516 byten because 1000 divided by 100 equals ten. Shemultiplied .516 by ten to arrive at the time of5.16 minutes for the 'normal" wo rker to dust mopthe hal Nay.

Reference Operation .Uni t Leveledtime

Dust mop floor, obstructed 100by 1 item of furniture sq.ft. .0086

II Dust mop floor, obstructed 100by 2 to 6 i tems furni tur sq . ft. .0164of

III Dust mop floor, obstructed 100by 7 items of furniture sq .ft. .0206

IV Sweep floor, obstructed by1 item of furniture (24" 100broom) sq.ft. .0123

Sweep floor, obstructed by2 to 6 items of furniture 100(24" broom) sq.ft. .0195

VI Sweep floor, obstructed by7 items of furniture (24" 100broom) sq.ft. .0231

VII Dust mop landings 100sq. ft. .0100

VIII Sweep landings (24" broom ) 100sq .ft. .0213

IX Dust mop stairs (5 ft. 88 ft ) steps .0126

X Sweep stai rs (24" broom) 85 ft. to 8 -t.) steps .0170

FIGURE 4: Dust mopping formulas from NAVDOCKSpubl i cation Jani_torial Formu -7 as(formula Plo.1J-6, February, 19465.)

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Tot_al areato be cleaned 1000

100 squarefoto t unit 4- 100

1 0

Time i minutesfor 100 Isquare foot unit .516

Number 0--f 100 squarefoot uni --ts x 10

NORMAL T 1ME FOR TASKin minutas 5.16

John had taken 36 minutes to dust mop the hallway,much longer thn the "normal" worker. Jane wantedto express thi longer time in a percentage scorethat re1ated Jaohn's time to normal workers, soshe divided Jothn's time into the time the "normal"table indicateNri the dust mopping of the hallwayshould have takken.

Normal time Percentage ofVillar = "normal"comp 1 e ti on speed oftime work

36= .143 or 14.3%

Janemade note of the time and quality "normal"figures for th hallway. :ihe knew that John andotherclients ould clean the hallway in the daysto come. She ac ould figure the client's qualityand work pace a:percentages without having torefigure the "miormal" time for the area by keep-ing the figure separate.

Now Jane wishec=i to convert John's quality andwork pace percntages into a "productivity"

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6 3

percentage. She could use the percentage figureto compare John's performance with the performanceof other clients in the program, and figureouthis pay check. _ Jane referred to the productivityformula of:

(% O normal speed x .90) +of a.cceptable quality x .10)

= Producti vi ty

and entered the figures from her performance-record:

_GLI21_9() .8 x 20.87 2087 or 21%.100 100

Jane now knew that John's perforrnance on dustmopping the hallway was 21% of what would beexpected of him on a job. She would use thisfigure to determine how much he would be paid.

John's time on dust mopping the hallway wasadded to all of the time he spent on performancetasks during -the pay period. He worked 6 hoursand 30minutes that period or 6.5 hours.

During the pa_y period. John worked on six jobsand Jane figur-ed productivity percentages foreach of the Jobs. They were: 21%, 32%, 28,1 9%, 41%, 23% = Jane added the percentages to-gether and di vided by the total of 6 to deter-mine an average percentage for the pay period:

21 +_32 + 28 19 + _41 + 23 164 27.3% or6 6 .273

Jane's supervisor checked with the Department ofLabor, Bureau of Labor Statistics and the localJob Service office and discovered that the pre-vailing average wage for jani tori al workers inthe community was $3.60 per hour. Because Jane's

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6 4

program had been ranted a sub-minimum wage cert-ification from VI= Department of Labor to providetraining wages, Jne knew she could pay John theamount of the pre..failing wage that he had actuallyworked. So:

$3.60 x .273 $.98

Therefore, Jane wi II pay John $.98 for each ofthe 6.5 hours that he worked or $6.37 (.98 x 6.

As John received i nstruction, he passed more ofthe knowledge test =s and was allowed to work ona larger number of the performance tasks in thejani tori al progrart Wi th practi ce on the per-formance tasks, Joi tm's times were recorded moresimilar to the rio- -mai" times and his pay checksincreased.

In training, work pace nd quality percentage scoreswill be supplemented with other instruments of ratingto determine if the rehbilitation and learningexperience is effective_ Many different types ofrating instruments are vailable and many faci i tiesdevelop their own. Whaintever instrument you use, itshould take into accouniM work performance and be-havior that the employer-T-s in your community findimportant for hiring per-r-sonnel and the inappropriatebehavior that would resi_ilt in dismissal from a position.An example of a rating cale is found in Figure #5.

In this example, the intructor is asked to choose thestatement that best des=ribes the client's behavior andperformance. Note that each statement is made in con-crete terms, such as "lcupses work time once per week"wherever possible Thi makes the entry less subjectto instructor bias. Ea=h of the entries is assigned anumber based on the relative weight of the area tothe total evaluation. The numbers are totaled toarrive at a percentage r----igure that represents theactivity of the client i n the program.

Let us use Jolirtn Client as an example. The in-structor, Jane wishes to further assign anoverall rating for John's work performance andbehavior. UsirtAag the Rating Scale found inFigure 5, Jane chooses a statement for John'sactions from ea_Itch grouping of statements. Shenotes that Jam. z loses work time by socializingonce per week,_ so she enters the score for thatstatement of ,OkAP6. Next Jane notes that John willstop work wheo he encounters a problem, anddoes not ask fe .r assistance, so she enters .015as a score far that statement. Jane also entersscores of .11 a7.rid .03 for statements dealing withattendance and , dress.

Now Jane adds t.±.Jhe scores for each area in thebehavior scale.

.06 .(Y- 715 + .11 + .03 = .215

The total of 2- 15 Jane enters as the TOTAL forthe work behavimmor that John has exhibitedduring this mting period. Jane wishes to knowhow just this wemork behavior area relates tonormal workers, so she multiplies John's scoreby 3.2 because --these four items are just underone third of theme total points for the entirescale.

.215 =X 3.2 . .69 or 69%

Jane then goes cmon to the work performance scale.She notes that.L.John, needs supervisory proddinoto maintain attention to his work, and assigns.07 as a score 1 for this statement. Then Janenotes that John can only perform one of the 18tasks needed by the training program, so sheassigns John .0Z;2 for his knowledge of tasks.

Now Jane refers to her records for John's workpace and oualitsey of work scores. ohn's work

pace percentage is multiplied by .41 and hisquality of work percentage by .05. Thesemultipliers relate each of the areas to thetotal rating scale within the relationshippreviously discussed, of 9 to 1.

.143 x .41 = .06 (work pace)

.80 x .05 - .04 (work quality)

Now Jane adds the scores she entered for John'swork performance in all four areas.

.07 + .02 + .06 + .04 = .19

Jane wishes to know how these factors for per-formance relate to normal performance scores,so she multiplies John's score of .19 by 1.4because these four items are just over twothirds of the total points for the entire scale.

.19 x 1.4 . .27 or 27%

Jane now needs to obtain John's rating for theentire behavior and performance scale. Shetherefore adds the two TOTAL scores for eachmain grouping of .215 and .19. This gives Johna total rating scale point accumlation of .405,or a rating of 40.5%

.215 + .19 . .405 or 40.5%

It must be noted that John's score of 40.5% is.not the rating used to determine his pay. Payis determined only by work pace and work quality.

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6 7

iik Behavior and Performance Ratin Scale

Choose one statement from each grouping and put points in score area.

WORK BEHAVIOR

Engages in arguments or fights that stop work for 5 minutes or more.Loses work time by arguing or socializing 4 or more times per weekLoses work time by arguing or socializing 2 to 4 times per weekLOSOS work time by arguing or socializing

1 time per week.Looses no work time during a weeks work.Has particularly cooperative attitude that helps work effort.

Total for ABILITY TO WORK WITH OTHERS.

Has damaged equipment when problems developed during rating period.Stops work when problems develop and seeks no assistance.Stops work when problems develop; sometimes seeks assistance. 2When problem develop, seeks supervisory assistance. 2When problems develop sometimes attempts to solve without assistance. (.03)When problems develop attempts to solve and return to work. (.04)

.6

Total for ABILITY TO SOLVE PROBLEMS.. 0/ 5

Has had an absence that waS not excused within rating period.Has had an absence that was not excused within last month.Has had no unexcused absences in last month, but is excessively absent.Has had absences averaging more thah one per month.Has had absences at less than an average of one per month.Has had no absences in last quarter.

(.03).05)

(.07)

Total for ATTENDANCE.

Dress is inappropriate for work or has chronically poor hygiene. (01)Inappropriately dressed or poor hygiene more than once in rating time. (.015)Inappropriately dressed or poor hygiene once during rating period. (.02)No incidents of inappropriate dress or poor hygiene doling period.No incidents Of inappropriate dress or poor hygiene past month.Dress and hygiene are appropriate for more than one month. 4)

Total for DRESS AND PERSONAL HYGIENE.,03

TOTAL Work Behavior score,..(Add scores from each area )...

Percentage score Behavior area only...(Total x 3.2)...

FIGURE 5: A sample rating scale for performance and behavior.

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Work Behavior and Performance Rating_ ScalePage ?

Choose one statement from each grouping and put points in score area.

WORK PERFORMANCE

Does not attend to job with or without supervisory presence.Attends to jobt but only with supervisory presence.Attends to job, but needs supervisory encouragement to maintain work.Needs direction to return to work once per rating period.Needs direction to return to work once in the past month.Works without supervisory direction or presence.

Total for CONSISTANT WORK EFFORT.

CanCanCanCanCanCan

satisfactorily performsatisfactorily performsatisfactorily performsatisfactorily performsatisfactorily performsatisfactorily perform

Total for TASK KNOWLEDGE.

less than 50% of required tasks. .02

50% to 60% of required tasks, .03)

60% to 70% of required tasks. (.05)

70% to 80% of required tasks. (.06)80% to 100% of required taSks. (.07)all tasks; reinstruction infrequent. (.09)

Percentage of Normal work pace.Multiply by .41

Total for SPEED OF WORK.

x .4T

Percentage of Normal work quality. Jr12Multiply by .05 X .05

Total for WORK QUALITY.

TOTAL Work Performance score...(Add scores from each area.)...

Percentage score for Performance only...(Total x 1.4)

FINAL RATING SCORE...(Add TOTAL for performance and behavior)...

Percentage of Normal work Performance and Behavior.

F7GURE 5: Continued.

6 9

6 6

-0

470

TRAINING FOR CRITICAL VOCATIONAL BEHAVIORS

Buehler (1969) asked employers to describe,ir. :tionform,critical .areas of work performance. The eoploy-ers were asked to describe actions of "good" employeesand actions for which they would be most likely tofire a person. Buehler compiled the answers into alist which he returned to the employers directingthem to rank the items in the order of their criticalnature to the job performance. _The ranked items werethen weighed in importance based upon their positionin the ranking and the number of times they were citedas important. The following is the resulting listof critical vocational behaviors, Note that positivestatements are actions of "good" employees and nega-tive statements are actions that would lead to employ-ment termination:

(1) Reports to work on time.(2) At work every day except holidays.(3) Keeps tools and equipment clean.(4) Keeps necessary records up to date.(5) When conflicts with others arise he

resorts to physical combat.(6) Keeps work area clean.(7) Drinks on the job.(8) Uses narcotics on.the job.(9) Wears required uniform or dress on the job.

(10) Takes company equipment, tools, or productsfrom the working areas without permission.

(11) Makes necessary corrections when supervisorpoints out discrepancies.

(12) Makes derogatory statements regarding othertrainees and supervisors.

(13) Swears loudly so that others can hear.

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(0

(14) Telephones if forced to be late because ofan emergency.

(15) Turns out quality work rather than fast,sloppy work.

(16) Gives an honest account of his personalskills, knowledge, and work experience.

(17) Learns about new products and new methodswhen required by the job.

(18) Works scheduled number of hours; takesbreaks independently..

(19) Takes necessary security precautions toprotect company and personal property.

(20) Notifies appropriate persons of accidentwithin specified time.

(21) Polite to visitors; appropriate to visitors.(22) Fakes illness to get out of work.(23) Fills out all papers pertaining to the

job accurately.(24) Operates only the equipment which he is

authorized to operate.(25) Uses sex swear words when secretaries or

other females can hear.(26) Gambles or solicits while on the job.(27) Does the job he is told to do and the way

he is told to.(28) Conforms to the rules of the organization.(29) Wears I.D. badge when required.(30) Is conservative with company materials.(31) Undermines the authority of a supervisor by

talking derogatorily about him in front ofothers.

(32) Admits he did something if he did it, e.,doesn't lie or evade.

(33) Checks in for another employee.(34) Explains and has all absences approved.(35) Brings personal weapons to work, i.e.,

knives, brass knuckles, revolvers.(36) Uses the proper tools for the job.(37) Tactful in dealing with people.(38) Refers to other people by their names, not

as "gimpy," "nigger," "white boy," etc.

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(39) Makes racially discriminatory statementsregarding other employees or supervisors.

(40) Personal appearance and grooming appropri-ate for the work situation.

(41) Works without constant and immediatesupervision.

(42) Leaves other employees' and companyequipment and tools alone unless explicitlytold or given permission to use suchmaterials.

(4 ) Obtains permission before mating personalcalls on office telephone.

(Table from Buehler, 1969,pp, 16-17.)

This ranking quickly shows which areas are importantto emphasize in training. Note that the positivestatements are indications of willingness to hire orretain workers by evaluating their performance highly,whereas negative statements are an indication thatthe employer would fire or tend to evaluate perfor-mance negatively. Area employers ofjanitorial andhousekeeping personnel should be polled to insurerankings are accurate in your job market. See ifthe area employers also_place similar emphasis_onthese items. If there is a difference of opinion thatmany area employers (or significant employers) state,use the area employer's opinion in your client eval-uations_ rather than the Buehler table. Contact witharea employers on this matter could also be used toinquire about the standards area employers set forspeed and quality.

Tesolowski (1979) discussed general and specificareas toward which training programs must be gearedin order to optimize the clients' chances atobtaining and retaining employment. Of greatestimportance, according to Tesolowski, is the completionof job readiness training.

Tesolowski also discussed the Greenleigh Associates

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1975 study mandated by the 1973 RehabilitationAmendments. The Greenleigh_ Study indicated thatjob readiness training (JRT) (training in placingapplications and conducting interviews) was thesingle most important factor in gaining competitiveemployment, regardless of skill development. Otherstudies (Azrin, Flores, & Kaplan, 1975; Brewer,McMiller, & Ray, 1975) reiterate that general skilldevelopment coupled with JRT should be consideredbefore specific _skill development programs. Thesuccess of the JRT was noted as being greatly in-fluenced by the choice of instructor.

Later studies done by Buehler in 1969 and validatedby other studies by Hoffman and Kraut in 1971 indi-cated that beyond local company standards, work paceis not a critical factor in gaining and keepingemployment. A general work pace level is impliedfor employment, but seldom (except in piece rateindustries) is a fixed quantity expected. Kormanin 1971 found that not only is the work pace variableby local industry, but it is also influenced by theperceptions of a handicapped worker's co-workers andforemen. Essentially, outside of blatantly.non-industrious behavior, work pace is not considereda critical factor in employment.

The stress that you put on work pace will be deter-mined in a large part by what the employers in yourarea tell you about their work pace requirements.If a major employer says that his employees mustclean an area in one hour or they will be replaced,you should use that_as your standard for work pace.However, if the employer with fast work pace require-ments will hire only one of your clients per yearand the other employers in the area have a morelenient standard, the more lenient standard may bethe better standard to apply to your client evaluations.

Guides to work pace determinations are also available.NAVDOCKS, Janitorial Formulas, states janitorial and

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housekeeping tasks in terms of square feet per hourusing leveled normal times. In the absence of, andas a _comparison to the area employer norms, thesestandards are top-notch and are superior to use inconjunction with agency done time studies. However.NAVDOCKS standards and information from_employers willnot cover all tasks for which you will be training.In some cases, time studies will be the only way todetermine proficient behavior.

Many employers will respond in vague terms to thequery for work pace information. Service operationsdo not tend to work with the same sort of concretedata that manufacturers demand. Some hotels willstate_a number of minutes per room or number of roomsper shift, but most service employers will only.speakof the employee completing assigned jobs, sometimesvaguely assigned, in the hours of their shift. NAV-DOCKS standards will be good for putting your oper-ati_on_on equal footing between the training programand the service contracting program. You must use thesame evaluation criteria for both areas.

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LENGTH OF TRAIN 4G

Time economy and dollar savings go hand-in-hand.Service providers must recognize that funding sourcesthat support clients in janitorial training desirethe most effective training in the least amount oftime. The issue of how long a training period shouldbe to effectively and efficiently provide janitorialtraining is raised.

The question of how long to set the training periodswill be answered by a compromise among the followingfactors:

(A) The period will be influenced by the typeof curriculum you decide to use.

(B) The period will be influenced by the numberof clients in training per instructorassigned.

(C) The period will be influenced by the dis-ability group your facility is servicing.

The period will be influenced by thereferral source, with different fundingagencies requiring differing types ofevaluation and training.

(E) The period will be influenced by the avail-ability of training money in your area.

(F) Finally, the training period will bedefined by your wage and hour subminimumcertificate.

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A 40 day training period is recommended in the jani-torial training program, with all curriculum tasksto be tested for knowledge of task within this period.This recommendation is based on the use of_the pro-cedure based training curriculum, Custodial Trainin ,

developed by the Columbus Community Center in Salt LakeCity, Utah. Those individuals not reaching pass cri-teria during the initial training period may have theirtraining period extended, unless the client is author-ized by their funding body for the initial period onlywith no extensions available.

Written procedures should indicate when a client in thetraining program will need to be_assessed for dischargefrom the program. Discharge actions occur in severalforms:

(A) The client can request discharge (quit).

(B) The client can break rules and be dis-charged for misconduct.

The client can successfully reach passcriteria for discharge with the intent ofreceiving job placement in'the community.

The client can reach the end of the trainingperiod and not reach criteria for successfulcompletion of the program.

This model of training, service contracting, andancillary training is designed to allow the servicecontracting program to serve the needs of the clientwho does not reach passing excellence on curriculumitems within the confines of the normal training

.

period. Your training period should be designed toallow the majority of your clients to complete thetraining and move into the community, but if aclient has difficulty in completing the requirementsof your curriculum, the service contracting programcan allow a longer period of training in janitorialtasks to be offered.

(c)

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JANITORIAL CONTRACTING

WHAT IS CONTRACTING?

Contracting refers to the set of agreements two ormore parties make among themselves to govern theirinteraction in providing an exchange among theparties. Contracts can be legal agreements thatspecify how two or more parties will interact. Be-fore we look at contracts and the role they_playin the provision of janitorial or housekeepingservice, some ground work for the development ofthe contracts must be laid.

Sometimes referred to as building maintenance con7tracting_or contract maintenance service, janitorialcontracting is the practice of cleaning the premisesof another organization for a specific amount ofremuneration. Like the producers of goods, servicecontractors wrestle with the difficulties of pro-vidingservice. At times, proving that serviceprovision has occurred can be elusive:

(A) Services are not completely tangible.Every person has a different conception ofwhat_a "shiny" floor looks like or whata well vacuumed floor will have in theway of dirt particles. In some areas,quality will be perfectly clear, such asa window is either clean or it has dirtyspots.

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(B) Services cannot be stored. The contractorcannot substitute a cleaning from inventory,like a part from the storeroom, when pro-duction is delayed. Services are inseparablefrom the service providers.

(C) Services are variable. Group A will cleanin a different manner than group B in bothprocedural and quality ways.

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THE ROLE OF QUALITY

Contracts are awarded on the subtle mix of competi-tively low prices and good reputation. Competitivelylow prices are stressed because extraordinarily lowprices are suspect in any industry. A business thatencounters a bid or quote estimation that deviatessignificantly from the others received will suspect:

(A) That a gross error in judgment of thedifficulty of the service has been made.

(B) An arithmetic error has been made.(An indication that poor supervision maybe provided after the award of thecontract because errors in the bi-d werenot detected.)

(C) The prospective contractor is planningto use less than standard supplies,tools, or personnel.

In any case, the business is likely to eliminate thecontractor from the bidding as a high risk.

A good reputation is only gained from contractexperience and only earned by providing qualityservice. Quality is always paramount. Somebusinesses may prefer to obtain cheap "lick and apromise" cleaning, but these contracts will tarnishyour reputation. Though it_may seem that any jobis better than no job, the long-term costs associ-ated with damaged reputations through doing "lick

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and promise contracting will be great. Contractsare awarded on the subtle mix of competitive pricingand reputation. Choice contracts don't go to lowprices,_they go to the reasonable prices fromreputable contractors.

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FAIR COMPETITION

How to_ know if prices are competitive:

(A) Do you get some of the contracts bid upon?

If there are three contractors in town competing forjobs and you are_ awarded none, then the prices youquoted are probably not competitive or your reputa-tion may be in question. You can ascertain if yourreputation is the problem by _asking the businessmenwith whom you have placed bids. Most will tell youhonestly. Many _will also tell you the winning bid.Government owned contracts always notify you of thewinning bid. On the other hand, if you do get allthe contracts you bid on, your prices may be low.See if the businessmen will tell you the next closestbid. The bid spread is more difficult to elicit thanthe winning low bid because the business will rightlysuspect that you will want to increase yodr bid inthe next contract period.

(B) Do you make or lose money?

Many not-for-profit contractors _expect to lose money,chalking the loss up to hiring disabled workers andrecovering losses_from public funds. This may oe anerroneous assumption.

If a profit contractor was asked to do a job on whichhe would estimate that his employee (using standardperformance tables) would spend one hour and his ratefor the employee is $3.35/hour, the contractor should

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have a to al direct labor figure of $3.35/hour.

If the not-for-profit contractor was c.sked to do thesame job, he should estimate that his employees shouldspend a total of one normal hour (using standard per-formance tables), the same time that the profitcontractor estimated. The not-for-profit contractor,however, has three employees to do the job, all workingat 50% of normal. He would expect that the job wouldtake 40 minutes for his employees to complete and thathe would pay each $3.35/hour multiplied by 50%, multi-plied by two-thirds of an hour, or $1.12 (roundedfigure). For the three workers then, his direct laborfor the job will be $3.36, slightly more than the profitcontractor's direct labor. These calculations are givenbelow.

Normal worker

1 worker at 100% productivity working for1 hour at $3.35/hour.

1 x 1.00 x 1 x $3.35 = $3 35

Disabled workers

3 workers at 50% productivity = 1 workerat 150%, productivity.

3 x .50 = 1.50 = 150%

Therefore:

15 % productivity = 1.5 normal workers

60 minutes divided by 1.5 normal workers =40 minutes working time.

3 workers at 50% productivity working for2/3 hour at $3.35/hour = $3.36.

(3 x .5 x 2/3 x 3.35) = $3.36 (rounded figure

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Actually the not-for-profit contractor would probablynot have three workers that were performing at exactly50% of normal working together. Indeed, output isvariable every day so that he couldn't always expectto get an exact 50% workday. In addition, set-up andoperations with three people would eat up some of the40 minutes so that the time wouldn't be a clean one-third split even if there were actually three 50%workers. Therefore, actual direct labor will probablybe a little over the profit contractor's figures.Other possible areas of discrepancy between the profitand not-for-profit contractor's direct labor figuresoccur because of the inexact nature of the evaluationof performance and the error factor that creeps intothe best normal times.

Let's do an example using three workers who aren'tquite so equal for the sake of clarity:

3 workers at 42%, 23%, 78% productivity .1 worker at 143% productivity.

(.42 + .23 + .78)1.43 = 143%

Therefore:

143% productivity - 1.43 normal workers

60 minutes divided by 1.43 normal workers -42 minutes working time.

6042

1.43

(42 minutes = .7 hours 42 -60

1 worker at 42% working for .7 hours at 5/hour1 worker at 23% working for .7 hours at 35 hour1 worker at 78% working for .7 hours at 5 hour

8 4

(1 x .42 x .7 x 5 ) $ .98

(1 x .23 x .7 x 5 ) .54

(1 x .78 x .7 x 5 ) = 1.83

$3.35

So the results are still the same with a varied workforce. If normal times are computed on a standardbasis and clients are accurately assessed on the basisof these normal times, the direct labor paid outshould be close to the direct labor any contractorwould expect to pay out. Therefore, the use of sub-minimum certificates should allow the same payrollfigures with disabled workers as with normal workersby allowing you to pay your disabled workers for theiractual contribution to the work effort. If you arepaying more or less in total amount of wages than youwould expect to pay a normal crew, suspect one of twothings or both are Occurring:

) The way that normal times are figured isincorrect and the times are wrong.

(B) The way that productivity (work pace andquality) is figured is incorrect and theestimate of the percentage of normal thatyour clients are performing at is wrong.

These are serious errors. If you are over or underpayingyour client laborers, you are doing them greatinjustices. Since normal times and productivityratings are tied to the bidding procedure, you mayalso be having serious problems in the contractprocurement area. This may be the source of diffi-culties if you suspect that your bids are often highor low.

Every payroll period you should check the total pay-roll for the period with the estimate of normaldirect labor for the contract. 'If you can hit within10% .and.explain by deliberate overloading or . identifi-able understaffing the variance outside-of the 10%,

84

you are probably on target. Any more than 10% overor under your estimate of normal on a regular basis oranything you cannot explain easily should trigger aninvestigation for estimation difficulties in calcu-lating normal times or productivity.

Use of solid normal time estimations will also beof help in rebutting charges of unfair competition.Some profit businesses become upset with new compe-tition from the not-for-profit contractor,particularly if the not-for-profit contractor beginsto secure highly desirable contracts. The profitcontractor may charge that the not-for-profitorganization is undercuttino his operation bypaying clients sub-minimum wages. As we have just__seen, this charoe is groundless if the not-for-profitcontractor is using estimations of the time necessaryto complete contracts and of client productivity thatare soundly formulated on community based normal times.

85

THE CONTRACT TYPES

We will assume your training operation is in fullswing and you_ have some clients who need long-termemployment. We will also assume that your facilityhas determined by marketing analysis that thedevelopment of contracting services is desirable andfeasible. Starting capital has been sought, found,and committed for the purchase of equipment andsupplies and the hiring of worker supervision.Where do you start?

There are several different types of contracts:

(1)(2)

(3)(4)

(5)(6)

(7)

One shot contracts.Low frequency few hours contracts.Low frequency many hours contracts.Medium frequency few hours contracts.Medium frequency many hours contracts.High frequency few hours contracts.High frequency many hours contracts.

The objective of obtaining and maintaining highfrequency many hours contracts should be sought.High frequency many hours contracts are desirablebecause they will provide the greatest return onthe dollar with the least amount of management.More money can be gained in the one shot contractmarket, but that market will cause much schedulinguncertainty and lots of headaches. The one shotmarket will not give clients a realistic look atwhat the majority of the cleaners, janitors, porters,and housekeepers have as a daily routine. It is,therefore, not norMalizing. Work toward thosehigh frequency many hours contracts by developing

87

a reputation for quality services at reasonable prices.Remember, reputation relies on quality and the exhibi-tion of quality requires perforunce of contracts.High frequency manyhours contracts are the contractsawarded to the contractors with reputations for qualitywork.

The strategy that is employed to obtain high frequencymany hours contracts will depend upon the number ofclients in your facility and the marketing strategyyou wish to embrace. You may not be ready for a type7 contract with only 2 clients ready to work on theservices contracting crew. Be cautious that you areable to satisfactorily perform a type 7 contract asloss of a type 7 contract would be a major setback andfailure may make it difficult to obtain other contracts.

Break into the contracting field by soliciting a mixof medium and low frequency contracts. If you needtq provide employment for your clients quickly andare willing to accept the resulting headaches, in-clude one shot contracts in the mix. As reputationfor quality grows, replace one shot and low frequencyfew hour contracts with the more desirable higherfrequency longer hour types, as the need of clientsand ability to provide service indicates. Be prudentin the weeding process:

(A) Consider the legal contract, as the termsof the contracts are legally binding.Make sure of not violating the contractif dropping service to some customers toobtain more deSirable contracts.

(B) Satisfied customers are vehicles forreputation. Proceed with care so asnot to turn customers that help yourreputation into angry opponents.

88

One. Shot_ Contracts: Often large amounts of moneyare involved in one-shot contracts because ofthe large amount of set-up and anticipation costsinvolved. It is expensive to be ready with themanpower and machinery to jump into a one-timejob. These may be very lengthy, lasting severaldays or weeks, but not over a month, or theymay be short in duration, lasting only a fewhours.

Advantages:

More money is involved. Higher profit can beincluded.

Clients can at least engage in work duringthe one short term if otherwise idle.

As the contracts aren't as desirable, theremay be less competition.

With quality work, it is a quick way to builda constituency.

Disadvantages:

One shots pose scheduling problems.

Low Frputtia Few Hour Controcts: Low frequencymeans performance of the concract no more thanonce per_week._ These once per week contractsare usually only one or two hours per session.These contracts will most likely make up thebulk of your starting load. Because of the lowfrequency and few hour nature, they are moreexpensive to perform than a bigger contract.Usually equipment must be hauled to each session.Since there is a significant time lag betweensessions, every task will need to be completedevery session and each session the building willbe highly soiled. Even though the performanceof low frequency few hour contracts is moreexpensive than the larger contracts, these smallbusiness operations will not pay a premium forservice.

89

The low frequency few hour businesses also tend tobe shopping around for someone to do their cleaningcheaper. These businesses are critical of quality.However, these businesses can also build a reputa-tion for quality.

Advantages:

Since many businesses want to contract for fewhour service and they often shop around, thechances of obtaining some of the contractsare good.

Enough of these small contracts can fill outa shift.

Quality work can develop into long timeboosters from some of these small businesses.

Disadvantages:

Operation costs are high and cannot be passedon to the business in high bid estimates.

Soil concentration will be high.Because of the time lag between service .dates,clients may need memory aids to provideservice continuity.

Low_FreqL4ena_Mply Hours Contracts: Many of thelow frequency maoy hours contracts are of the"lick and promise" variety. The low frequencymany hours name tells a lot. The businesses aremedium sized companies who should be contractingfor medium frequency few hours. Instead, theyattempt to get by with a once a week cleaningthat takes a long time to complete. The serviceusually takes two to four hours to complete.Because the business will probably get prettydirty during the week, often the businesses arenot too concerned with detail when cleaning daycomes. "Take care of the bad stuff," they maytell you. Many service contractors like this

90

type of contract because they can do mediocrework. Attempts at quality work will not be com-pensated, so if you do quality work you willprobably suffer quite a loss. Even the long-termuse of the contract as a reputation booster willprobably not even out the score.

Advantages:

Good contracts for mediocre contractors.

Disadvantages:

Money will be lost if you do quality work.

(4 ) Medium Fre uenc _Few Hours Contracts: Mediumfrequency contracts usually receive service twoor three days per week. This category also in-cludes four day per week contracts, but thisfrequency does not often occur because it causesdisjointed schedules. The medium frequency fewhour businesses are medium sized companies oftenconcerned about their image. They demand quality,are willing to pay for quality, and will shop forother contractors if their quality demands arenot met. They are also extremely good referencesfor those contractors that meet their needs.This is the important image market. This is alsothe point where expenses for quality work will bemet. With these points in their favor, themedium frequency contracts (both few hours andmany hours) are sought after.

Advantages:

Good image builders.Expenses for quality work can be charged to

the businesses.Schedules are easier to make.

91

Disadvantages:

Even with medium frequency, few hours meanthat more contracts are needed to fill ashift.

Quality will be demanded and if not deliveredyour cleaning service will be replaced.

(5) Medium Fre-uenc Man Hours Contracts: Likethe medium frequenCY few hour cont-r-Cts, themedium frequency many hour contracts are outto build their own image. A little larger, themany hour contracts will provide a better sched-uling base for your contract mix than the fewhour businesses. With the medium frequencymany hour contracts, you may begin to storelarger equipment and supplies on the contractingpremises. Storing on-site reduces the possibil-ity of equipment damage from constant handling,but still may lead to higher overhead costs.By leaving a buffer or vacuum cleaner at thesesites, another may be needed to service smallercontracts. Weigh the frequency of use withdamage history and the availability of funds forextra equipment in the decision to store equip-ment on site. If supplies would be held in acentral store area anyway, it will probably bean advantage to store supplies on site. Beaware that the personnel at the business may usesome_of the supplies (like soap or paper productsor glass cleaner) in between service dates. Ifthe use is not too tremendous supplies usagecould be considered as good public relations.

Advantages:

Storing some equipment and supplie_ maysave you money.

These are image building contracts forquality services-.

Scheduling and rounding out of shi ts willbe simplifieth

92 92

Disadvantages:

By leaving equipment and supplies, lossrisks are incurred.

Because the dollars are significant, qualitymust be maintained to avoid the loss ofthe contract.

I-HhFmtioursContracts: Generallysmaller businesses, high frequency few hourscontracts are for high volume/high soil orbusinesses that deal with health departmentregulations. High frequency means five toseven days per week, with jobs in the few hourclass lasting one to two hours. Restaurants aregood examples; doctors offices, smaller retailstores, and bars are also of the high frequencyfew hour types of businesses. All these busi-nesses need tc be clean to operate and in thecase of restaurants and health organizations,the cleanliness is of great importance. There-fore, some of the type six contracts demandgreat quality; others may ask for "lick andpromise." These contracts keep clients workingsteadily. Storing equipment and supplies atthe site may be an advantage.

Advantages:

Workers are kept at steady employment andround out the contract mix.

There is a large market potential for highfrequency many hours contracts becausemany retailers are in this market segment.

It may_be wise to store equipment andsupplies on site.

Disadvantages:

Many of these businesses consider it costeffective to hire their own cleaners or use.

other employees to do the cleaning. This meansthat there is a.great deal of selling of yourservice to convince these businesses that theywill receive cost savings by hiring your clean-ers. (This also means that this is one of thebetter placement sectors.)

maLEEftaqtaaJimt_in_q2EI5_: These arethe cream of the crop. High frequency many hourscontracts are highly desirable for any contractorand, therefore, there is a lot of competition.Reputation is a large factor influencing asuccessful contract award. These are generallylong-term contracts. Because the cleaning maytake an entire shift and there are many daysper week involved, store equipment and suppliesat the site. Many areas of saving can help youkeep the quote Price competitive:

(A) Reduction of transportation co s.

(B) Lower material handling costs.

(C) Reduced inventory costs.

As high frequency many hours businesses arelarge operations, the businesses are interestedin low turnover of contractors. By maintainingquality standards and keeping costs in line, thecontract may remain in force for a long time.These contracts are the best references forother high frequency many hour jobs and thesmeller contracts as well. Quality work willbe required but will be rewarded. These con-tracts make for_excellent long-term trainingsites. They allow clients the freedom to makemistakes and put things back in order. The highfrequency many hour contract will be the back-bone of your operation.

There is one major drawback. The effects will

94

be dramatic with -th loss of a high frequencymany hour contract. It will be difficult toreassign the .worker to other jobs and theequipment and suppl. inventories will not bequickly absorbed In addition, the loss of ahigh frequency manY hour contract will have badeffects on your rePittation and it will be di f-.ficult to obtain an(=ther high frequency many hourjob. Your services contracting image with theother types of jobs will also be tarnished.

Advantages:

Most stable of Fie contract types.Possibilities fc=r good profits exist.Best:training 9) ound for cl ients.Supply and equir=ment can be inventoried

on si te.Best image maket.

Disadvantages:

Difficult rnarke into which to break.Failure in the Trmarket is disasterous.Equipment and SL:Llpply capital will be

large.

.95

LEARNING ABOUT BID OPPORTUNITIES

Learning about contract openings is the first majortask confronting the new contractor. Look at themarket research that should have preceded the decisionto enter the contracting market. Are all seven typesof contracts available in your area? If not, whattypes are? Who are the businesses and are theylooking for new contractors? Do you have competingcontractors? What are their images? What is yourplan for building an image?

There are several methods of discovering contracttypes and other information about businesses. Earlierwe-talked about the value of listening-to your supplier.Suppliers usually know all the contractors in the areaand usually are well versed in the businesses thatpurchase supplies for their own consumption or whocontract out their cleaning. They will also havegood knowledge of size of operations. Be aware thatthe supplier may already support (sympathetically ormaterially) other contractors, so their informationmay be biased.

Another source is the business directories put out .

bY the chamber of commerce. Many of these will givesize estimates from which you can assume the typeof possible contract. These directories may not befree, but the charge is nominal. Retailers may alsohave an association_in your area. Often they band-together to aid each other in keeping up the qualityof their operations. They will be interested ingiving information to organizations that will have a

97

positive impact on the overall quality of businessthat they offer. Don't overlook the use of the .

yellow-pages in the phone book. Most of the organ-izations you will be dealing with will be listedthere.

After gaining a strong idea where the contracts willbe and the types of contracts that will likely be

--available, assess the strength of your competition.....Can you discover what contracts they hold? Whichoperations are the largest? Any clues to theirreputations? People will talk about the really bad'contractors and the really good ones. Assess why:,.they are considered bad or good to avoid their mis-..takes.and emulate their successes. Talk to thebetter business bureau, chamber of commerce, othertraining operations,-placement people-who deal with-oleaners, businesses who_ havedealt with your conpetitort .ip-the past and who presentlyAlave contractswith:them. If the busineSs is happy with the contrac-tor,- they .wilTprobably..-say they are happy and little

competitor'.s business contracts'arenot happy and see-you as a possible remedy to their

theywill tell you much. Keep this inthihdia.s a contractor as well. Putting together aprofile of competition will:

(A ) Help locate contracts that may be up forgrabs.

(B ) Help determine those contractors in com-.peti.-ion for the large contracts.

Point out operating procedures that maygive an edge in bidding.

98

SELLING YOUR SERVICES

After assessing the competition and the possible busi--nesses- to contact for contracts, match the strengthsof your organization to the needs of the prospectivebusinesses. Talking to a few businesses about their .

cleaning needs will help to determine your businessneeds in the area of cleaning. Most will say thatthey want contractors that do quality work for compe-

.titive rates_and that employ honest workers that_show_up every session. (Worker dishonesty and worker turn-'over.are-often.cited sore. Points with employerSof':'.cleaning personnel.) Assess your abilities critically..KeepAn mind that the contract is a set pf promises.where;you.promise to perform tasks in certain ways.andthe business proMises to reward you for performing thetaskssatiSfactorily. Never contract to do.a job,thatiyou may not be able to perform. You will, tarnish yourreputation if you fail and be held liable for 'damps'.

list.of abilities to compare with business needswill 'help develop advertising strategies. A listof abilities may look like this:

'Supervisor with five years of experience.Six quality conscious workers.New, heayy-duty equipment.Experienced training.operation.Access to thelatest knowledge in,new technologies.Stableworkers with little or.no turnover expected.--Good references. (First time contractors use,-..

. training references.)

High interest in quality work.More supervision than would be o-fered by

other contractors.Good management interaction with day-to-day

operation.Willing to troubleshoot at all times.Will guarantee work. Willing to reduce charge

for work that the business does not like.

A list of needs from the business' point of view maylook like this:

Work must be high quality.The price must be. competitive.The program must guarantee every session

appearance.The...business retains.quality opinions.The.business.:will need compensation for pooling.

completed.jobs.Referencesmustbe given.NO theft can occur.Provide.proof,of ability to perform tasks.

Use "points from these lists to prepare the copy toiflOreSent:inbrochures. Consider getting teStimonialinformation from the employers you have served,placement personnel'orother.people familiar.with .

_ your programs, and your .board. Their testimony willbe'',Valuable.advertising of sound operational status.Copy should .stress..solutions that you can'offer.to.

. potential servicecontraCting concerns/problems.

The: objective..in. advertisingwill be to put. your:'flame before potential customers. Don't waste timeandlOtS of,money With a..door7to-door sales pitch.

--Your:service needs to be known-through advertising..and.word of: mouth, so_that whena bUsiness: decides..torecontract for cleaning, they will. contact:you..

Aim some advertising at getting businesses to think-that they should look around for a new contractor..Look for new construction and new businesses movinginto your area.. Approaching new businesses will bethe principle door-to-door selling for your operation.

Put your advertising and promotion efforts into highvisability locations and locations where other busi-:.,nesses will gather-- information such as business phonedirectories, businets association neWsletters, anddirect mail advertising. A solid display ad in theyellow pages is essential. Make presentations tobusiness groups using your facility's public relationspeople. In all promotional efforts:

-(A) Stress- reliability and professionalism.

(B) Bu-ild.an image of quality.

(C) 1)e-emphasize the disabled nature of..yourworkers.

As:suppliers hear the dissatisfied comments of some of-their_customers that may-benefit from your service,.-.Make.sure your.supplier knows your strengths and res-pects yoOr operation. The supplier may comment to'the business about your service or leak to you-the'information that a business is looking for a new....contractor.

-.Set upan ongoing brochure mailing aimed at..particu7larlyAesirable contracts and at contracts identifiedas.becomingpossibilities fortith Send these bust-.:.nesses,information' on your service several times-per'year. Send..otherpotential businesses.finformation*'about Your,serviceonce a year to keep the contractingserVice's.name. known. Try to determine thecontracting,timej)feach. .business..(many businesses contract.tocointidewith-their fiscal year) and maiLtwomonthsprior to..theend of the ...sent contract.-

101

100

DETERMINING-THE QUOTATION PF:2t-7

.In seeking employment, F., n-en- 4-ecalists stressthat getting theintervie is y he.If of thehurdle. To win the inter,741 to ,-Arin the game.In contract procurement a si:: , ur statement is true.When a business calls an xpresss interest inhaving you bid their job, thqy 4veisaying, "0.)..,we would-like better servide; show us you are

-.competitive." You must win the job with your...-duotation.

_Contracts live on the quotation given Services are.:...reWarded or rebUffed based on the quotation giVen. .

:-.The quotation will determine, whether you make a profitorAo'in the red. Quotations will be the basis .forand spring ..from estimations of worker performance and i

'productivity. With a normal time oriented trainingprogram, quotations will have a good footing. If not.

-...ndrmal- time based,.the service operation will be..f' difficult to. 'control financially. Good budgeting andacCounting...procedures will help in gathering the in-formation needed to do an accurate quote on..the costsinvolved in the quote. Quotes Will be more accurate:a.fter some experience with the actual costs has been .

,gained;. More accurate quotes are often-obtained when.. ._

rebidcrng-occurs at the end of the first contract term.

ConSider the following items in the quote:

(A) .Direct labor .costsa.. Fringe ,benefits

.. b.. Setup:and rework

(B) Indirect labor costsa. Direct superOsionb. Other involved personnelC. Fringe benefits

( ) Materials costsa. Direct materialsb. Indirect materialsc. Overhead (storage and handling)Other costsa. Program .overhead expenses. .

b. Equipment depreciationc. Transportation

(E) Expected above costs revenue

Direct and indirect labor costs will compose thelargest_pereentage of the quote figure. Some schemeshave been devised to relate labor cost to the square

,..footage. The intent is to produce a niabor.cost.per.

scidare:foot" statistic to use in later quotes.

'Using such'a. system: If $200 labor is incurred on acontract that has 750 'square feet cleaned each:session,the amount of $.267 per square foot is produced:byHdividing the direct labor amount by the total squarefootages:

$ Direct labor. divided ,by

Square footage

,Whenthe contractor receives a bid request for abuilding that has 1a50 square feet, he can use the, .

statistic by.'multiplying 1,250 by .267. The .resultingquOtation for labor costs is $333.75.

$200-To = $.267 per sq.. ft.

Square footagex Amount per sq. ft.

Estimated directlabor cost

1250X $.267

$333.75

This method can be usful as a general check on how an'individual contract relates.to the other_contracts youmay be working. However, it is not sufficient to pro-duce competitive quotations. Too many variables areleft out. Does the 1,250 square foot building havethesame relationship of carpet to tile floors as the

.

buildings uSed to determine the statistic? Do thecontracts 'call for strip and rewaxing of the tile atthesame frequency? And on and on. All variablesand:frequencies must be taken into account every time

you do a quote.

Determining_direct _labor costs

Quotations should never be developed from a phone_description. Always examine the site, _A totaldescription of all the building features including

-,:square footage-of all operations or number ofHitems,if-square footage is:impractical, should always bemade. .In the..breakdown of each area include:

(A) Floor surfacea. Tile (Square footage, obstructions,

and frequency of operations1. Dustmop or sweep2. Damp.or wet mop3.. Machine scrubbing4. Buffing5. Recoating6. Stripping and recoating

b. Carpet (Square fOotage, obstructions,and frequency ofoperatios)1. Vacuum2. Spotting3.. Carpet. cleaning (what method?),4. Gum removal

c. Wooden..floor (Square footage obstructions,-and frequencyof :operations1. Dust 'mop 'or .sweep2. Treatment

1051113

(B ) Washrooms. (Fixtures count and frequency ofoperation)a. Sinksb. MirrorsC. Stools and urine sd. Other fixturese. PartitionsF. Wallsg. Floors

1. Sweep and mop2. Seal coating

h. Restocking soap and paper productsi. Sanitizing

(C) Offices (Number of items, size of items, andfrequency of operation)-a. Dustingb... Trash removalc. Ash tray washingd. Desks, chairs, bookcases, files, tables,

picture frames, lights3. Walls

Glass (Number of windows, size, and frequencyof operation)

(E) Other considerationsa.. Trash removal from rooms and/or buildingsb. Special needs like snow removal or

grounds carec. Venetiarrblinds and drapesd. Special kitchen cleanin0Grease removal)e. Other than normal soil (Fire clean-up,., .

tar, extended noncleaning period)

Site descriptions completed on standard formstan.be-,:easily assessed. Figure 6 illustrates a standard_sitedescription.form. Each column holds square.. footageflgures,or i.temCounts for each area to be cleaneth

106

The rows...indicate the process or operation to be. per-formed. Difficulty_in the cleaning task, such as an

, excessively dirty floor, or the number of obstructions'encountered, such as 7 desks or 5 chairs, are noted inthe'column far right. Under special considerations,the site examiner would note such items as the fre7

- quency or stripping and waxing or the use of thebuilding owner's cleaning fluids. (See Figure H.)

:-After_the site description is complete, convert thesquere 'footage figures for each task and the numbers.of objects for each task into normal times using one'of several posSible methods. Your facility might,Andertake the development of normal times through:time study. Time study methods are time consumingHand-generating reasonably accurate figuresincurs-large- labor doSts, so -most facilitiet will turn 'to-engineered performance standards developed,by:others.

'..,Most engineered performer-166 standards report.Statistics.in.100'square feet Areas -end hundredths of an

-hours taking intoAccount the number of.obstruCtions:and leveL.of difficulty. Multi-step processes arereported on a task analysis basis.

-:Our example will use the floor surface-tile figuresfound ift.theAanitorial Formulas in AppendixA. Wewill asSume,..0-a7t the contracting service was 417._

"broached by'the. owner of a small groder.. The grocer'.hed..been:.using. a relative to clean the store'eachmorning liowever,' the relative is leaVing for an .

Outof-state .university..next month. The grocerHwents .to know the servi6e price to do the cleaninghis relative-had been coMpleting. Inform the:grocerthat an examination of-the store must be.completedand:arrive at the store with a measuring tape andsite description form.

Jhe-grocer explains that the store.is open.Monday-thrOughSaturday and..needs to be cleaned every busi-.ness day'. .Further, all dusting will be done by 'the.

107

grocer;-.no other cleaning tasks need to be performed;the grocer will purchase all the cleaning suppliesand store them at the grocery; and the grocer alreadyowns the equipment needed to perform the tasks andwill maintain the equipment and release your operationfrom all but negligent damage to the equipment.The grocer also agrees to a one year contract termafter he gives approval of the quotation price. Thestore is closed on nine holidays. (See figure #6)

.After gathering all the square footage figures, you:return to your office with a promise to mail thequotation to the grocer in two days. The grocerwants the quotation stated in a per session form.

At your office you note:

(A) Sweeping (no obstructions700ssquare feet per session.

Wet mopping (no obs ructions534 square feet per session.(Here you mUst take into account theonce per week figure of 200 sq. ft .

for the.storeroom. Because there aresix sessions, you can charge to the perdayfigure 34 square feet.)

Total'square footageDivided by

Number of .sessions

200 =- sq. ft'6 = 34 1:)1,

session

Square footage per day area oneSquare footage per day area two .

Total square footage per day

500 ± 34 . 534

SITE DESCRIPTION

S U RE FOOTAGr OF EACH ARE ULTYArea derf-tion ONE BE011Pm9441.1qPILIYI

mmwwww, MMIII.DUST MOP or SWEEP

MaMtilliWTMEMMINEMIRMIMIMINaZILIMIIMMEMIMMIEMIIMMINIIMMOMMIERMINEMENEMIlli

mum= MOW111111

MWEI1111111111111111111111REC OAT ING

500firaMIXIMEMEMOIMM 200 No 0 EMn=MEEMINIIIIIIIIIIIIMMI=HIGNIIMIMIEMMIIIIMMIMIMIMIIILIIIMIllUP2BOEMEMINIEMOLPIZIMEMMIIMOMIIIMMIIMMII.0o P . EIMUIIIIMMI=M11SiNN -MMillIELM111.111111[NUMMUIMMAMMMEIIMMLSTOOLS and URINALSlilliMIMIMEN=MEXKIXOZAMINEEMIIIIMIEMaliiiiMMLMiM.=OMFEIEL=IM=IMMMMIMME

MillIMM=MUMEWONEMMIMIIMINNWIMMWEMIUMIIMMINIMWEIIIMONMEWEiR=IAMIIIIII

11=1111EIMIM110=MIDMMIIIIMMEMAIIEMEMM±MIIIMLIMMIIIWIMMEIMMIIIMMIIMIIMM MIMI=IIIMMIMMUMMIIIMIMMEIIMII

MEHELIIIIMMININEMMIIIIMEMMNIMMIMMMEMMMINNIISPECIAL CONSIDERATIONS Small Grocer

areaj each sessioneach session

area0 once per weekonce per week

areaj twice per yeartwice per year

Saturdayby store personnel

cleaning equiptment and m terialsservice frOm all but negligent damage

quotation approval

AREA ONE . Main displayAREA TWO . StoreroompAREA THREE . Main displayAREA FOUR . Storeroom,AREA FIVE . Main displayAREA SIX . Storeroom,

Cleaning Monday throughAll dusting performedGrocer supplies and stores

and will releaseOne year contract afterClosed on nine holidays

Figure 6: Site Description of Small Griner Example

Buffing (no obstructions ) =

84 square feet pet session.(Again the weekly figure is changed toa per session figure.

Total square footageDivided by

Number of sessions

sq. ft.500

84 per6 session

'(D) Strip and rewax twice per yea5 square feet per session(rounded from 4.62).(Each time you strip and rewax 700 squarefeet. This is 1,400 square feet per year.Six sessions per week times 52 weeks,equals

-312-sessions. The store will be-closed-for_holidays on nine of those sessions, so_youwill perform service on .303:occasions.Divide the.1,400 Square feet'per year by303 sessions to change the ,stripping andrewaxing tct a per session rate.)

Number of sessions per year =(Number of sessions per week x.52 weeks)

Mfnus planned sessions off for holidays.

6 x 52 = 312312 - 9 = 303 sessions

Square footage total for yearDivided by

Number of sessions per year

1400 4 62sq. ft.

.

-303 persession

:Tisk foO ages must be converted into figures:for par-formance.time. Using engineered performance standards

tables or consulting time studies, look up each taskand assign the task a normal time.

Consulting Janitorial Formulas developed by NAVDOCKS(1965) (See Appendix A yields the followinginformation:

Sweeping unobstructed = .0123 per hr.per 100 sq. ft.

Wet mop light soil unobstructed = .0467 per hr.per 100 sq. ft.

Buffing 16" machine unobstructed . .0450 per hr.per 100 sq. ft.

Strip and rewax unobstructed = .1667 per hr.per 100 so. ft.

These figures tell how long to expect a normal workerto spend completing each job. For instance, for asmall porch 10 feet by 10 feet in size, it will require.0123 hours sweeping each time it is cleaned. Trans-lating this into minutes by multiplying .0123 by 60minutes, shows that the job will take just under oneminute to complete.

Time in hours x .0123Minutes in an hour X 60

Minutes to complete job .738

The performance information will allow the developmentof a direct labor quotation. In our grocery storeexample workers will sweep 700 square feet each ses7sion. Because the Janitorial _Formulas are expressedin time per 100 square feet Of cleaning area, dividethe area needed to be swept at the grocery by 100.Dividing 700 by 100 results in a factor of seven.The Janitorial Formulas specifies that sweeping takes.0123 hour§ for eachr100 square feet swept. Therefore,

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1 )9

multiply the time of .0123 with the amount of area of

7 to determine that sweeping the grocery will take

.0861 hours. This process, outlined below, is con-tinued for each of the cleaning areas within the

grocery.

Square footage to be cleanedDivided by

Standard formula area of 100Equals area factor.

Area factorMultiplied by

Normal time per 100 square feetEquals cleaning task normal time.

Sweeping

700 sq. ft. divided by 100 = 77 x .0123 . .0861

Wet mopping

534 sq. ft. divided by 100 = .84

5.34 x .0467 = .2494

Bu ng

84 sq. ft. divided by 100 = .84.84 x .0450 = .0378

Stripping and rewaxing

5 sq. ft. divided by 100 - .05

.05 x .1667 = .0083

Now that all the tasks have been turned into percent-

ages of hours, add them together for a grand total:

.0661 ± .2494 0 ± .0083 = .3816

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110

Since this figure is based on hours, some contractorsmight wish to put the figure into minutes. This iseasily done by multiplying the total of .3816 by 60which equals 22.9 minutes.

Normal time per hourMultiplied by 60 minutes

Equals Normal time in minutes.

.3817 hours x 60 minutes 22.9 minutes

This 22.9 minute figure does not indicate that 22.9minutes is the time that will be spent cleaning thegrocery. Time is included for buffing, stripping andrewaxing, and the shorter number of cleaning days inthe storeroom.

The actual time you spend each session will depend uponthe tasks you are performing that day. However, the22.9 minute figure is the time to use in determininga quotation price. It is readily apparent that thiscontract is a high frequency low hours contract. Itwould need to be matched with several other contractsto be attractive. It might be attractive if .the groceralso operated the Westown Giant Mart or could give agood reference to the person that did own the WestownGiant Mart. The low hours figure indicates high over-head costs because the scheduling time involved withkeeping a client working would be excessive. Trans-portation may be another difficulty.

The direct labor hours will need to be assigned adollar value. The Wage and Hour Division of theDepartment of Labor will be interested in how thisassignment of dollar value is made. In order tocomply with the Fair Labor Practices Act, the valu-ation for labor performed must be equivalent to theprevailing average wage for similar tasks_performedin your area. This is not the entry level wage, butthe wage that any community worker would expect to

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1 I I

receive if the community worker performed the samejob. The Bureau of Labor Statistics may have infor-mation on the prevailing wages for porter or cleanertasks in your area or an area that is substantiallysimilar to your area. The local office of your stateJob.Service will possibly have published statisticsfor similar jobs in your statistical area. Theywould certainly be knowledgeable in your local labormarket and may be able to quote you a prevailing rateof pay. As a sheltered work administrator, you mustprove that the manner in which you pay clients is fairand as a contractor, if you are challenged by business,you need to prove that your quotation practices arefair. Keep a file of wage information received andupdate it_regularly, at least once a_year and more_often if large changes in the wages in your communityare suspected.

Continuing with our corner grocer as an example, letus assume the grocer is located in the midwest aroundKansas City in the year 1980. Bureau of Labor_Statis-tics has shown that around that time, in that location,contract cleaners were earning, on the average fortrained workers, about $3.60 per hour. Referring backto the total time figure we calculated of .3816 hours,we want to know the dollar value of that time for thetasks Performed. Therefore, the direct labor figurewould be entered as $3.60 x .3816 = $1.37. This isnot what to pay each worker, but what you would be ex-pected to'pay to complete the job. It is the directperformance labor cost for your quotation.

Wage per hourMultiplied by

Number of normal hours to be workedEquals the quotation price for direct labor.

In order to complete the quotation, more informationis needed. Refer to the Bidding Sheet (Figure #7)or the items listed on pages 103-104. The contract bidpreparation form allows the entering of cost figures

114

CONTRACT_DIDDiNG WORKSHEET

ITAL FIG RES

Prosoective Contract:GROCERXXreet

TOTALS

NATERIALS: E et d lumo n'NONE

A 1 rwqmj-lo ovioed b Croce

DIRECT LABOR:Squire N m 1

_.- im u _

Previ1 w

in

.0 0Sw- n 0 12 61We t mo .n.

IMMEWISIMMIRMEMEMIMILIE13121MOMMIIIIMIIMIUMMIRIMINIMNIMEMIONLIMMIIIIMMINOMMIMMMIIMMIMIMMINIMIEMEMILIMIMMIIMIMIllEMJIMILIMMEMIIIMIIIMMUMMIMIIIM

IMEMWIE

IIIMINFINEMEMIAMMIAMIS

IIIMM

MAIIMEIMMIAIIIIINMIN_iiimirAmiumni

rtinromgvaniumminisDane 7_

:- . i-.

. 703 'I .073

S b2.0 2.0

INDIRECT ABiR:

IVIZMIIMMIEMBIMMIEMIAIMUMMINZWIMMIBIESE111o.rein Su ervisor

eWao-

6.00 WiZOIMMITMEMINMI111CI t. nal 01 _ =MM. IMME11.1

Dye rhSdd es r oo r ed 0 101=1/11.1.1111EMIAMMErialMa4 - lIMAIIoffice.

OVER COST EVENU-:ota revenue ot expete ir a or

ex ec d labor DcJrc this obCostwolu $20 000.00 6 21 .22 16 LiiUOTATION

TOTAL!

Fiaure 7: A Sample Quotation Worksheet

115 1 3

for each item of the quotation. Under the description

column, the rows are marked for the items considered.

For instance, in the grocer's quotation, we are consid-

ering sweeping, wet mopping, buffing, and stripping and

rewaxing under the direct labor catagory. We would

therefore mark each row above the "setup and rework"

line with one of the direct labor tasks. In the

"Vital Figures" column corresponding to each task we

would insert the dollar amount indicated by the square

footage and prevailing wage rate figures. If there

are many tasks, we may simply enter the total direct

labor figure on one line.

The figures used for direct labor consider only the

actual cleaning operations. They do not consider the

time incurred in job setup and the possibility that

some jobs may need extra work. Add at least 10% to

the performed time for setup and rework. The perfor-

mance time also does not take into account breaks and

loiter time. Most businesses figure direct labor on

the basis of 50 minute hours. To adjust direct labor

time, divide the time by .8333, subtract the time, and

report the result as a 50 minute hour adjustment.

Fringe benefits may be gathered from the bookkeeping

or accounting officies. If clients receive vacation,

sick time, holiday pay, meals, uniforms, etc., cal-

culations must be made of the benefits value stated

in a per hour figure. In addition, the cost of fed-

eral and state unemployment insurance, FICA, workmen's

compensation, and any health benefits offered must be

determined. Check with the accountant on these items.

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114

The figures for fringe benefits will need to be re-viewed periodically as costs will fluctuate. Somecosts will be determined on percentage of payrolland will be easy to include in the quotation.

A direct labor worksheet might look like this:(Also refer to- figure #7)

Direct Labor

Expected performance labor...$3.60 per hr. x .3816hours . $1.37

Setup and rework... .10 x .3816 hours x $3.60 perhour . .14

50 minute hour adjustment... [(.3816 hours dividedby .8333)--.3816] x $3.60 per hour . .27

-Client benefits...(We will assume clients get5 vacation days and work an average of30 hours per week.)...30 hrs. x 52 weeksminus 5 vacation days and 9 holidays . 1476hours...-5 days at $3.60 = $108.00

$108.00 divided by 1476 hours = .073 per hour

.073 per hour x .3816 hours = .03

Mandated benefits...(These are based on thefacility's history of unemployment claimsand compensation use.)

Unemployment insurance...6% = .08Workmen's compensation...5% . .07FICA (social security)...6.2% = .09

TOTAL DIRECT LABOR $2.05

Note in this sample direct labor worksheet using thecorner grocer, we have entered the previously

117

determined expected performance labor of $1.37. Thefifty minute hour adjustment is determined by dividingthe total time by the percentage of 50 minutes with60 minutes, subtracting the 60 minute figure andmultiplying the total by the prevailing wage. Clientbenefits must be determined by discovering their valuein relationship to the amount of time the client works.This allows a "per hour" figure to be developed.First, determine the average amount of time that aperson works per year making sure to subtract thevacation, holidays, and sick periods that may be used.Then determine the total dollar value of the benefit.In this case five vacation days have a value of $108.Finally, the value of the benefit must be distributedthroughout the number of hours the client will work,by dividing the value in dollars by the total hoursin the year. This final figure is then multipliedby the number of hours of direct labor to obtain thequotation assessment. Mandated benefits like unem-polyment insurance and FICA must be developed by usingthe percentages set for your agency and multiplyingthe percentages with the expected performance laborfigures.

This may appear to be a lot of work for a tiny sum;however, this is a six session per week contract,52 weeks per year (minus 9 holidays) or a direct laborfigure of $621.15 for the contract life.

Sessions per week x 52 weeksMinus planned days off = Total days worked

Total days worked x direct labor total per day =Direct labor total per year.

A mistake can be costly even in a small contract.In addition, this is also the procedure used withbig contracts where mistakes can be magnified toenormous proportions. Finally, this still isn'tthe quote we will submit to the grocer. Indirectlabor costs, other costs, and expected above costrevenues must still be considered. (The materialscosts were eliminated by the grocer.)

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116

Determining indirect labor costs

Indirect labor costs are those costs incurred bypeople working with clients on the job_ Some areca'Jed supervisors, others instructors, and someforemen. Indirect labor costs are also incurred inthe administration of the program. These could becoordinators, supervisors, managers, directors, andso on. Finally, indirect labor costs are also in-curred by ancillary personnel like social work serv-ices or other services related to the needs of clientsin the contract operation. The direct client involvedemployee will have all or nearly all of the costsassociated with their employment charged to thecontracts. (Some budgeting schemes will allocate aportion of the proC7tion worker's time to training..such as putting the employee on 90% of the contractcleaning budget and 10% on the training program budget.)As in the direct labor figures, fringe benefits mustbe indicated in the calculations. For other thandirect supervision, a portion of the employee's timeshould be allocated to the operation of the contractbusiness. If a coordinator only works on contractsand controlling contract operations, consider thecoordinator's labor in your figures at 100%. Amanager that oversees the contract operation andalso the training program will need the portion ofthe contracting determined by the time absorbed bythe contract portion of the job. Then there may bea vocational director that oversees the operation ofmany programs and has other responsibilities. Thedirector's time on the contract's operation must becalculated, and so on until all employees that havea relationship to the contracting operation have beenaccounted.

We must be careful when determining the amount ofindirect labor to assess each contract. Assume thatthis contract is one of five that will be completedby a shift of workers with one supervisor during theday. Some are large and some are small, but they all

119 1 7

total to 16 hours in direct labor.

Time for contract A 1.0

plus time for contract B 0.5

plus time for contract C 2.0plus time for contract D 4.0plus time for contract E 8.5

TOTAL CONTRACT HOURS PER DAY 16.00

Remember that we are talking about total time for ajob using one person. Normal times will add up tomore than one person could accomplish in one day, but

with the use of several workers jobs are completedwithin a working day.

If the contract operation will average 16 hours ofdirect labor per day with the proposed contractincluded, then the contract makes up .0239 of thelabor day. This is determined by dividing thecontract direct labor figure of .3816 by 16 hours.

Impact of contract on daily operations =Direct labor hours for contract

Divided byTotal contract hours.

Therefore, the impact of each person's percentage onthe individual contract can be determined by multi-plying the portion of the labor day consumed by the

contract with the percentage of time each indirect

laborer spends with contracting.

An indirect labor work sheet may look like this:

§2pervision

Foreman...100% on contract x $4.50 per hour $4.50 hr.

Benefit package 37% bf_hourly wage 1.67 hr.

Unemployment ins. 6% of hourly wage .27 hr.

Workmen's comp. 5% of hourly wage .23 hr.

FICA 6.2% of hourly wage .28_hr.

SUB TOTAL $6.95 hr.

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Other :related personnel

Program Superv1sor...40% on contractsduring a working day x $6.00 per hourBenefit package 37% of hourly wageUnemployment ins. 6% of hourly wageWorkmen's comp. 5% of hourly wageFICA 6.2% of hourly wage

SUB TOTAL

Vocational Director...5% on contractsduring a working day x $10.00 per hourBenefit package 37% .of hourly wageUnemployment ins. 6% of hourly wageWorkman's comp. 5% of hourly wageFICA 6.2% of hourly wage

SUB TOTAL

$2.40 hr..89 hr..14 hr..12 hr..15 hr.

3.70 hr.

.50 hr.

.19 hr.

.03 hr.

.03 hr.

.03 hr.

$ .78 hr.

Actual contract 'm act of other related_personnel_

Program SupervisorVocational Director

TOTAL

$3.70 hr..78 hr.

$4.48 hr.

.0239 impact figure x $4.48 .11 per hr.

TOTAL INDIRECT LABOR WAGES PER HOUR

Foreman $6.95 hr.Other related personnel .11 hr.

TOTAL $7.06 hr.

Now that the total hourly rate for indirect personnelis known, a figure for the grocer example quotationcan be determined. Just as in the figures for directlabor, consideration must be given to setup and rework,as well as the 50 minute hour adjustment.

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Indirect Labor

Expected related labor...$7.06 per hour x .3816 hours

Setup and rework....10 x .3816 hrs. x $7.06 per hr.

50 minute hour adjustment...[(.3816 hrs. divided by .8333adjustment figure) minus .3816hrs.] x $7.06 per hour

$2.69 hr.

.27 hr.

4 hr.

TOTAL INDIRECT LABOR $3.50 hr.

petermining other costs

Now we need to look at the other 4osts that may beincurred. Often called overhead expenses, thesecosts are such things as travel expenses, officesupplies, office space and utilities, membershipsin trade organizations, subscriptions, etc. We willagain find the figure generated for overall contractsimpact helpful. Total all the expenses during thecontract term projected for a year. These expensesare the total for all contracts. We will use the ex-ample of a large operation with several shifts ofworkers working six hours a day, incurring office,storage, and vehicle expenses as well as keepingsupplies in stock and providing staff training. Forpurposes of the example let it be assumed that$22,000.00 worth of overhead expenses is incurred.This proposed grocery contract will fit into theprogram at .0239 of the labor load. We determinedthis figure on the basis of the direct labor time inrelationship to all contracting time per day. Atthat rate, we should allot $525.80 to this contractfor overhead expenses for the year. Since we willonly work 303 sessions at the grocery during the year,we will spread the overhead over those sessions bydividing $525.80 by 303. This amounts to $1.74 persession.

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Let's see where our quotation is at this point.

Direct labor $ 2.05 hr.Indirect labor . 3.50 hr-Overhead expenses . 1.74 hr.

TOTAL $ 7.29 hr.

Are we ready to give the grocer a quote? NO. Werewe to quote at this point, the other contractorsworried about the use of handicapped labor to under-cut their quotations, may have a basis to worry.We need to add over-cost revenue. This is the costwe will use to expand our program, support trainingprograms, and provide services such as placement.Added to our training budgets the over-cost revenuecan reduce the per diem rates, effectively returningall over-cost revenue to the taxpayers.

Before we decide how much over-cost revenue to add,we need to review what we have determined to thispoin-L All the figures generated have related tocost. -Some of the overhead costs are fixed; thelabor and material costs are relative to the time andspace considerations of the specific contract. Inthis manual we are looking at a cost-plus method ofdetermining our quotation's over-cost revenue. Othermethods could be applied, such as usage maximizationor cost recovery. The cost-plus method is largelybuilt on objectives. Many not-for-profit organizationshave relied on usage maximization when applied tosubcontract and service work, with cost recovery para-mount in the prices set for the provision of rehabili-tation services to third party payers. The theory wasthat any work that the clients could perform wasremedial and therefore desirable. Figuring that thelower costs would attract more customers for goodsand services and, therefore, more work for clients,the facilities looked at maximizing the number ofcontracts, even if a loss was incurred. The loss waspassed on to third party payers in higher rehabilitation

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service fees. At best, using this strategy, a facilitymay attempt to reach cost recovery.

We have several motives for looking at surplus maxi-mization .as an objective with the cost-plus methodused to determine quotations. _Cost-plus pricing,operating in an otherwise static environment, gener-ates the most generally grouped set of quotations.That is, if the contractors bidding on cleaning thelocal large office building have similar labor andoverhead costs, the quotations will algo be similar.Cost-plus pricing is usually seen b- both the serviceprovider and the customer as being the must fair forboth parties.

Prices-could also be set by the demand or competitionmethod. The contracting market is stable in the areaof demand since businesses will not be stimulated toenter into a service contract by_a low quotationprice unless that price is very low. That is, thebusinesses not now contracting for service wouldneed a lot of enticement to begin contracting forservice. We will utilize part of the demand method,however, quality service is seen as_a premium bysome businesses and may provide sufficient enticementfor new businesses to enter the market. Most busi-nesses consider quality service as part of the contract.The competition method dictates charging what everyoneelse is charging regardless of the surplus in order tostay competitive on bidding, though bidding lower thancost recovery to stay competitive will probably indi-cate other problems in the market or the bid prepar-ation.

Again using the grocer as an example, let's examine thecost-plus surplus maximization process. The grocerycontract is small enough on a daily basis for thegrocer to have received service at a nominal sum._.Since we have assumed the service operation is rela-tively large, and because of the overhead makeup of

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122

the rehabilitation facility, the price the grocer will

have to pay for services is probably quite a bit more

than the grocer was paying for the same services using

a relative. Certainly the grocer was incurring over-head expenses carrying the relative as well, but the

grocer will probably not consider this in examining

the quotation. Even if the grocer did consider thegrocery's overhead into the wage paid the relative, the

costs would most likely be lower than quoted by a

contracting service. This does not by any means indi-

cate that the organization should not bid on the contract

or that the organization should sacrifice cost recovery

to obtain the contract. Other considerations should

be made and will be discussed presently.

It would be wise to examine the organization in rela-

tionship to competition at this point, especially the

competition that will likely bid on the contract and

stand a good chance of bidding lower and obtaining

the contract. Unless the nrganization enjoys amonopoly on the_janitorial lervice contracting market,

competitors will exist tha- are similar in size and

structure to your organization, competitors will also

exist that are larger in size and structure than your

organization, and competitors will exist that are

smaller in size and structure than your organization.

Competitors that are the same size or larger will

have the same problems with overhead in contracting

to provide service at the grocery. Those that are .

smaller will not. The grocer is faced with a decision

to either hire another person to fill the relative's

role or hire a contractor to fill the role. If the

smaller firm can do the job at a significantly lower

cost than your organization, the smaller firm will

get the job. However, the grocer may desire quality

services with other options.

125

Other options shou. be .onsidered to give the quota-tion a chance against lower prices:

Still give the large quotation (with over-cost revenuefigure attached):

And attempt to persuade the grocer thatyour service will provide better qualityand less headaches than the smaller service.

Modify the quotation and take a loss:

If critical for the maintaining of clienthours.

If hypothesizing that the grocer, after thefirst _year, might see how good the serviceis and accept a cost-plus quotation thesecond year.

Or, approach the grocer with o her alternatives suchas the alternative:

Of operating the contract as an unsupervisedmodification of a project with industrywhere you supply only the person who isdirectly paid and supervised by the grocer_You, however, choose the person and retainmovement rights. (In effect, attach thegrocer to the training program.)

Of hiring a competitive ready clien ou -right as the grocer's employee.

Of supplying the grocer with only part ofthe service, such as only strip and rewax.(The submission of a new quotation wouldbe necessary.)

Of operating the supervision and overheadas an alternative one, with the grocer

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124

taking over these responsibilities, butretaining the client on the contract payroll(The submission of a new quotation would benecessary to reflect only the direct laborand bookkeeping costs. Or the contractcould be set up on an hourly rate basis.)

In the case of the grocery service, the small servicecontractor is at a distinct advantage. Prices can becontrolled only three ways in janitorial contracting.Control is effected through wages paid, overhead in-curred, and over-cost revenue demanded. Each of thethree when applied to small contracts favor smallcontractors.

PRICING VARIABLES

(A) Wages

Since the same amount of work needs to becompleted by anyone doing the job, thedirect labor costs can only be varied bywage.level. The small contractor is veryapt to hire relatives or unskilled workersat less than the prevailing rate of pay.

Oyerhead incurred.

Lower overhead costs are largely a functionof the size of the organization providingthe service, with the small contractoreither-failing to take the overhead intoaccount or Just having less overhead atthe outset.

(C) Over-cost revenue demanded

Finally is the over-cost revenue figure.A small service contractor may be willingto make a small mark-up and hope to generateenough revenue by doing many contracts.Because the needed revenue for larger organ7.izations is much greater,-this strategy willbe less likely to work.

127

Let's assume that the grocer is interested inquality work even at a premium and that the groceralso views the service contracting operation placingthe bid as a quality service worthy of the premiumquotation. You decide to submit the full-cost quo-tation determined previously with an over-cost revenuefigure attached. The over-cost revenue will be usedto help subsidize the per diem fees charged in thetraining portion of the operation, or do some othertask that has a readily identifiable dollar amountattached. From the budget it is determined that thetraining program will spend $100,000.00 in the nextyear. Of that amount, it is hoped that the serviceoperation will contribute $20,000.00 toward thetraining expenses. Therefore, a determination mustbe made as to the allocation division of the $20,000.00in over-cost revenue to each contract. When startinga new service with nO contract record, assumptionsmust be made as to the total number of contract hours

that will likely be generated in the first year. This

assumption will be based on the total number of manhours anticipated to be used. For example, fourclients are ready to be assigned to the service con-tracts and it is anticipated that one client will beadded every two months it is also known that oneclient will be lost to competitive employment andattrition every four months. We will hypothesizethat the average productivity (work pace and quality)

of the clients is 73%. Each client will work sixhours per day, five days per week. Four clientsstart the program, six are entered into the programduring the year, three are placed in other situations.Therefore:

Month one: 4 times 73% times 6 hours times 5 days =87.6 possible labor hours per week timesthe average of 4.3 weeks 376.68 laborhours for the month.

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Month two:three:

4 x 73% x 6 x 5 x 4.3x 73% x 6 x 5 x 4.3

=

=

376.68470.85

four: 5 x 73% x 6 x 5 x 4.3 . 470.85five: 5 x 73% x 6 x 5 x 4.3 . 470.85six: 5 x 73% x 6 x 5 x 4.3 470.85

seven: 6 x 73% x 6 x 5 x 4.3 = 565.02eight: 6 x 73% x 6 x 5 x 4.3 = 565.02nine: 6 x 73% x 6 x 5 x 4.3 = 565.02ten: 6 x 73% x 6 x 5 x 4.3 = 565.02

eleven: 7 x 73% x 6 x 5 x 4.3 = 659.19twelve: 7 x 73% x 6 x 5 x 4.3 - 659.19_

6,215.22

This is clearly a projection. What will actually occurmay be somewhat different depending on factors such asthe job market for cleaners in your area (causingfaster or slower placements), the number and type ofreferrals (more or less than the average number ofreferrals or more difficult cases for rehabilitation),productivity levels varying widely between months, etc.In addition, six hours of contracting may not be ob-tained for each client each day. Estimate client hoursusing the best interpretation of the information gath-ered in the initial marketing phase of the contractstart up.

In our example, hours have been estimated at 6,215,22hours of direct labor (excluding set-up and rework)during the contract term in question. Because it wasdecided for this example that $20,000.00 in over-costrevenue from the contracts should be sought, dividethe $20,000.00 by the number of hours (6,215.22) todetermine the amount to allocate each contract on thebasis of,the amount of direct labor it consumes.

Desired over-cost revenue Over-cost revenueTotal expected direct allocation

Labor hours

$20,000.006,215.22

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per hour

.22

Referring back to the grocery direct labor figure of.3816 per hour, we use the $3.22 per hour figure andmultiply the hours of .3816 to obtain our over costrevenue figure of $1.23. This is approximately a12% markup, somewhat low, but still desirable. If itis discovered that other contractors are adding a con-siderably different amount for surplus, take that intoconsideration. Remember, the real prize is to win thecontract. If several contracts are lost and it isdiscovered that the costs were competitive, look atthe over-cost revenue margin.

Now we have all the figures necessary to give a quota-tion figure to the grocer.

Materials $ .00Direct labor 2_05Indirect labor 3.50Overhead expenses 1.74Over-cost revenue 1.23

TOTAL QUOTATION $8.52

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THE LEGAL DOCUMENTS

A contract is a legally binding document. The quota-tion however, may have more maneuvering room. Noteon the document that the price is a quotation only andthat acceptance of the quotation binds the businessonly to an agreed upon price. A separate contractmust also be signed that will include as a subpartthe quotation. In most caseboth a quotation and acontract will be submitted together, but there maybe situations where the contract negotiation will bea separate action In large or high frequency, manyhour contracts, the terms offered in the contractmay be advantageous to have an open term contractwith a closed term quotation. A new price could thenbe negotiated without the necessity of drafting andrehegotiating a new contract.

Quotations and contracts should be delivered with acover letter. The cover letter should not be a formletter and should be signed by the persom with theultimate _authority over the execution of the contract.It should thank the person requesting the quotationfor the opportunity to bid on the job, give a onesentence overview of the intended operation, statebriefly past history that indicates ability to com-plete the job, and offer references. The cover -letterconveys to the business that the contractor is repu-table, open to scrutiny, and will be available ifthere are problems.

131

Quotations must:

Give the exact location of the cleaning operation.State exactly the operations to be performed by

the contractorState_business contributions (such as providingwax) and conditions to performance.

State exactly when the operations are to beperformed.

State the date by which the contract must besigned to avoid voiding the quotation.

Allow space foe the business to indicate quo-tation acceptance by signature and date.

Beyond these required items, the quotation may be usedasa vehicle for providing the business with options.Using the grocer as an example:

(A) We may want to extend a quotation thatindicates performance of more than simplycleaning the floor. Be careful not toantagonize the business; however, if thegrocer has made it very clear that noother work would be entertained, don'toffer to do more. We may offer a differ-ent price for also dusting the grocer'scounter. This could be as a secondlarger price that includes the dustingor as an add-on price for dusting only.

(B) Another tactic for use when the quotationmay be seen as exceptionally high, wouldbe to offer different frequencies at lowerprices for the same work. These differentfrequency quotations would have to befigures by the same methods as before.Separate options may make the higher quo-tation seem more attractive or avoid theloss of the contract by offering a fre-quency that the grocer could afford. This

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13

is also a good tactic to use in the reverse.With a once a week, low frequency offer toquote, indicate the small increase thatwould be entailed in a slightly higherfrequency of two or three times per week.

All contracts can be juggled on the basis of:

(A) Frequency.

(B) Who provides the supplies.

C) Who provides the equipment.

) When is the cleaning performed.

(E) What operation is performed.

Contract forms should be made to be used as a standardform with variable items included as type-in slots orattachments. Quotations are considered as attachments,though the price will most likely _also be a type-initem within the body of the contract. HAVE YOURCONTRACT FORM READ BY AN ATTORNEY. This doesn'tmean that every contract will be read by a lawyer, butthat the standard form should be approved as legaland enforceable.

Some businesses may also use standard contracts andmay insist that you agree to sign their forms. Stillhave your own contract signed (carefully noting anydifferences) and always have an attorney advise onthe provisions of the contract the business offers.

Contracts must:

Establish legal jurisdiction.Identify all parties involved in the agreement.Describe the activity to be engaged in. (WHEREAS)Describe the obligations of each party. (BE IT

RESOLVED)

133 131

List any provisions for the agreement.Describe actions on alternation of the agreementor failure to execute obligations.

Specify the length and termination provisionsof the contract.

Include signature agreement of all parties.Enumerate attached riders and appendices as

appropriate.

Specifically under the obligations portion of thecontract address:

The services to be provided. (As a statementreferring to quotation attachment.)

The price of the services. (As a statem.entreferring to quotation attachment.)

The reduction of price provision for unperformedservices. (Pro rate adjustment.)

The provision for invalid parts. (Stating thatall others will remain in force.)

The responsibilities for supervision of workers.The control of the hiring and firing of workers.

(Who holds the control?)The workers; who pays them and offers fringe

benefits?The party responsible for inappropriate actions

or damages done by the workers. (Is thecontractor or the business at fault?)

The liability for injuries occurring on thepremises due to conditions such as slipperyfloors.

The time when the contract becomes effective.The time when payment should occur and penalties

for late payment.The attachment of any special obligation.

All of these contract areas must be stated in clearterms. There is no room for vagueness. Even thebest of friends or the most reliable of organizationsneed concrete contracts. There is reason to believe

134

that friends need stronger and more comprehensivecontracts than enemies. Nothing makes enemiesquicker than a dispute over the interpretation ofcontract terms, Make sure that all parties knowwhat the terms of the contract mean, from eachparties' point of view. State obligations in clear,simple language.

Just as with_the quotation, the terms of the contractare negotiable. The change of contract terms isgenerally not offered as an alternative when submit-ting the contract forms (unless with the quotationbut is negotiated either prior to submitting thecontract_for approval, or after rejection of asubmitted contract. Sometimes concessions in contractterms will allow the submission and approval of alarger quotation figure. So, negotiating the contractterms can sometimes make an otherwise unacceptablequotation palatable.

135

KEEPING THE CONTRACT

Once awarded a contract, you need to maintain it.Confer with the contact person at the business youwill be serving and agree upon a regular meetingtime. This may be fifteen minutes every other monthfor low frequency few hour contracts, to once a weekfoT30 minutes for high frequency many hour contracts.Set the frequency to stem off problems. The meetingpurpose is to compare notes on performance, assurethat contractual obligations are being met on sched-ule, and to settle disagreements'before they resultin contract termination. For large and vital contracts,set agendas and evaluation forms may be desirablefor completion during each of the regular meetings.

.1n addition, for large and vital contracts, be certainthat daily problems can be addressed with dispatch.The contact person mentioned in your quotation coverletter must be able and willing to.handle panic calls(in many instances angry calls) when the businessperceives your service as inadequate. Don't take_for granted everything is being cleaned on scheduleand the quality is high because you do not get anycomplaints. Do your own checking, for if you spot aproblem, you can be certain that the business involvedhas spotted it as well. Even if no complaint is made,it reflects on the quality of service if you do nothing.A simple inquiry into the desirability of correctingthe situation (when not wishing to automaticallycorrect the problem) may avoid confrontations later.

137 1 4

Foremen should be equipped with a checklist ofcontracted items along with criteria for acceptablequality. Contracts that have many item withfrequencies of less than every session may benefitby the construction of a yearly flow chart. In

addition, construct a standard spot check evaluation.Never take for granted that quality work is beingperformed because it is being reported as completedby the foremen. Spot checks can be performed withor without workers present, but corrections should bemade on site with the workers present. Show them_where the problems lie. If evaluations are done inthe worker's presence, on a regular schedule, and withproblems pointed out immediately and without condem-nation, workers and foremen will begin to see theevaluations in less negative ways and may cooperatewith the elimination of the problem areas more readily.

Foremen will be work balancers with clients as theprimary workers. Foremen interacting with the clientworkers will need to act as:

(A ) Line operation bosses provid:,

(1) Task assignment(2) Quality control(3) Troubleshooters

(B) Instructors providing:

(1) Evaluation of skill knowledge(2) Quality of performance review

Time percentages on each of these tasks will varygreatly according to the abilities of the workersand the demands of the contract site and contracttasks. It is best to view the foremen as facilita-tors, interacting with assigned clients to achievethe goals of satisfying a contractual agreement byproviding services to a business and giving clientsa training experience that provides an introductionto actual work sites.

138

Foremen will need to be aided in developing routines.The routine will help the foreman complete the demandsof the contracting day. Such a routine would outlinethe major tasks to be completed each day and thegeneral order for the completion of the tasks. Thefollowing is an example:

FOREMAN ROUTINE PLANNER

1. After arriving at the job site, examinesite for obvious areas of intense effort.

Check the contract task list for theirsession's activities.

Assign client workers to tasks, keepingin mind their work pace in_relationshipto projected contract completion time.

2. Control work pace and quality documen-tation. Note other problem areas onappropriate forms as they occur.

Check work for quality as it progresses.

Reassign workers as time needs dictate.

Perform scheduled training activities.

Resolve problems as they develop.

Check all completed work prior toleaving the contract site.

Enter all required data on worker pro-ductivity and contract information.

Note special requirements for the nextsession, including special tasks, re-plenishment of supplies, or the use ofspecial equipment. Also, note thatlabor needs are being met or surplused.

139

It is important that the contracting and trainingprogram cleanipg routines are identical. All clientsin the production program will have completed thetraining program and, therefore, be familiar withthe way that tasks are to be completed. If an other-than-standard procedure is to be used for cleaning ata contract site, make sure to add it to the trainingprogram as a possible cleaning method. If the workersare trained in one method, but use-an unfamiliarmethod when they start at the contract productionsite, they will, first, be unable to perform and,second, forget the correct method. The correctmethod is always the method that workers are requi edto use in the competitive work world.

It is also important that the evaluation of the client'sperformance be done in exactly the same way as in_thetraining program. Work pace and work quality will bedetermined according to the figures obtained by thequotation process and compared to the actual performancefor each session. The averages obtained through thisprocess will be used to report remediation progressand to provide a basis for fair pay.

140

OTHER CONCERNS

As in the training program, criteria should beestablished to aid the program staff in determiningclient entrance into the production part of theprogram; criteria will also show when clients areready for discharge into competitive employment.Policies for dealing with inappropriate behaviorshould also be set and the client should sign acontract. It may be possible to word the initialcontract agreement to include_any admission intothe production program as well, but if the contractdoesn't lend itself to such movement or if there aresignificant differences in the way that the workersare treated (benefit provisions or inappropriatebehavior consequences), a separate contract mightbe better.

Large contracts will demand night work. Shift timeswill be largely determined by the types of businessesserved. Offices and small businesses will be closedby early evening on most days. If most contracts arecomposed of these businesses, it may only be necessaryto staff a shift that begins at five or six P.M.Many large stores and businesses that are open eveninghours (such as restaurants) will need to be cleanedin the early morning hours and shifts that end aroundseven or eight A.M. must be started. When designingshifts:

* Try to have public transportation available atleast one way. Transport workers after a shiftthat begins in the late afternoon or pick themup prior to a shift that begins in the earlymorning, but make the clients responsfble for

141

their own transportation at one end. This furthernormalizes the work environment. Remember, clientswill need to face transportation reality whenthey are ready to enter competitive positions.

* Shift workers should not be subject to frequentalterations of their schedule. The workersshould not be forced to work an early morningshift one week and a late evening shift the next.This will create havoc with their biologicalclock. Not only will absentee rates skyrocket,but drowsi_ness will impede successful rehabili-tation efforts and will also increase the like-lihood that workers will be injured on the job.This is not to imply that late night shifts__should not exist; it is to imply that the clientsand staff assigned to late night shifts shouldnot be moved around frequently once they have

adjusted to the hours.

* Not all clients or staff will be able to success-fully adjust to the demands and life-style changesof shift living. Have contingency plans if ad-justments to the shifts cannot be made.

* Foremen will be working alone most of the time.

If a client worker fails to report for work, therest of the workers must work a little harder.You can plan for absences in several ways:

(A) Put a little-extra time into your figuresfor each shift's tour on the job by usingrework figures for late night shifts. Whenall workers are present use this time forextra detail work. If a worker is missing,simply skip the extra detail work for thenext session.

(B) Create a pool of clients that are willingto work on short notice when an emergencyvacancy occurs. This would be helpful whenmore than one worker fails to show for work.

142

(C) Establish an "on call" system for staffmembers. Contingency plans for the foremenare essential. If a late night foreman failsto show up for work, the contract is injeopardy. Often, the clients will fail tonotify you that something is amiss untillate in the morning. Clients must_be givenspecific instruction on who to call and whenthey should call. (This must be very specific.Such as, "If your foreman has not arrived topick you up by 12:15 A.M., call SupervisorJones at 232-1169 and let the phone ringuntil someone answers." Put this informationon a sticky label and encourage clients toattach it to their phones.)

* The on-call system for emergencies or sicknesseswill spread the liability for other-than-normalshift work among all relevant staff. There arebenefits to this arrangement. If one person isheld responsible for all sicknesses and emergencyno-shows, the stress placed on that person willcause position vacancy quickly. In addition,since the individual usually chosen for suchresponsibility is often the supervisor of theprogram, the staff likely to call in absenceswill be able to easily justify leaving theirshift responsibilities to that person. Use_ofan on-call system for all relevant staff willreduce the stress to.key staff. Indeed, thestress for all staff will be fully defined tospecific hours of specific days. Largely be-cause calling in absences would force (on mostoccasions) peers to take over shifts, the ab-sences are more likely to be confined to legit-imate needs.

* Working at night, normal backup systems for suchthings as equipment failure, supply needs, vehiclebreakdowns, inclement weather, worker schedules,and medical concerns, are not available or are

143

40

operating at different levels and using differentprocedures than those systems available during thedaylight hours. Plan backup procedures for every-thing that can go wrong and leave room for thosethings that you didn't think could go wrong. Tool

sets, flashlights with good batteries, and compre-hensive industrial first aid kits should be stand-ard issue. Staff should be trained in multimediafirst aid procedures, be well versed in themedical considerations of the disability groupfor which vocational alternatives are beingprovided, ard be certified in cardiopulmonaryresuscitation. _Mechanical abilities are desirable.Operation manuals on all the equipment used mustbe included in the tool kit. Keep on hand plugends, belts, fuses, nuts, bolts, electrical tape,switches and any special items used in the equip-ment supplied. All contract facilities shouldbe examined for fire emergency and procedures forevacuation outlined, taught to staff and clients,and located for access in case of emergency.Access should also be ready for EMS numbers,police and fire numbers,_supervision numbers.Procedures should be outlined and made clear,delineating who is allowed at the site. Clearany access to the building through the business'management. Procedures detailing actions duringrobbery attempts must be provided. Even if allpossibilities of "things that could go wrong,"have been explored, be ready to handle somethingthat couldn't go wrong that did.

144

.14.1

A CONCLUDING REMARK

The changing face of the labor economy is causingrehabilitation managers to look for different sourcesof training areas and sheltered work areas.

As the information age progresses, the area of laborservices will continue to grow, first as an additionalarea for sheltered work, then as a prime area forcompetitive training.

Some economists feel that computerization and roboticswill ultimately invade the service industry as well.Certainly some innovative equipment will cause asqueeze on the service labor market. The competitionfor service contracts will grow fierce as many seg-ments of the labor supply fight to prosper. Just ascertainly, disabled workers with strong facilitysupport mechanisms should be able to be a viableinfluence in the contracting field.

145142

GOOD SOURCES

Botterbusch, K.F. A uide to b site evaluation.Menomonie, Wisconsin: Materials DevelopmentCenter, Stout Vocational Rehabilitation Institute.University of Wisconsin-Stout, 1978.

Dunn, D. Platement services_in the vocational rehabil-itation krogram. MenoMonie, Wistonsin: -MaterialsDevelopment tenter, Stout Vocational RehabilitationInstitute, University of Wisconsin-Stout, 1974.

Gilbertson, A.D. Contract biddin for rehabilitationfacilities. Menomonie, Wisconsin: MaterialsDevelopment Center, Stout Vocational Rehabili-tation Institute, University of Wisconsin-Stout,1980.

Kotler, P. Marketin r non- rofi_t_organi_zations_.Englewood Cliffs, NJ: Prentice-Hall, Inc., 1982.

Ma erials Development Center. An introduction tosheltered_worksho certificates. Menomonie,Wisconsin: Stout Vocational RehabilitationInstitute, University of Wisconsin-Stout.

Materials Development Center. Custodial orientationand assessment program. Menomonie, Wisconsin:Stout Vocational Rehabilitation Institute,University of Wisconsin-Stout.

McCready, G. Marketin- tactics mastersmall business. Englewood Cliffs, N-Hall, 1982.

uide forPrentice-

147

NAVDOCKS. Janitorial formulas. Springfield, Virginia:National Technical Information Service, 1965.

Rados, D. Marketing for non= rofit_oraanizations.Boston, MA: Auburn House, 1981.

5arr_i_IALy_A-_rn-jutterank- Milwaukee,

Wisconsin: Trade Press Publishing Company,Monthly.

Siefer, R. Information_majA2mtnt. Sioux City, Iowa:

Center for Management Systems Newsletter Group,

Monthly.

148

144

REFERRAL

Informationgathering

Informationassessment

ADMISSION

YES

TRAINING PROGRAM

Skill andbehavior eval.and instruct.

Short-term skilldevelo ment

Return forreferral

Refer forplacement

NO

CONTRACTING PROGRAM

Long-term skilldevelopment

Skill maintainslong-termbehavior adj,

THE TRAINING-CONTRACTING-ANCILLARY PROGRAM

149 145

YES

ANCILLAR TRAINING

Skill and behaviorreevaluationand re-instruct.

Short-term skilldevelopment

Behavioraltroubleshooting

Job seeking skills

CONTRACTI-RIO

NO

NO

Documentdischarge

YES

Refer forplacemen

THE TRAINING-CONTRACTING-ANCILLARY PROGRAMcontinued.

146150

APPENDICES

147

Appendix A

The following performance standards for Janitorial_tasks are excerpts from:

Janitorial Formulas_ published as NAVDOCKSdo-COMent P-706,1 as changed February,1965, by Public Works Maintenance,Department of the Navy, Bureau ofYards and Docks, Washington, D.C. 20390.

Included are the composite time standards foreach task. More discrete component timingsare available for each task in the completedocument.

153148

FormulaNumber

PWJ-4

PWJ-5

Janitorial Formulas

Page

Venetian Blinds, Clean . . 155

Wet Mopping, Machine Scrubbing,Machine Sweeping . . , . . . 156

PWL1-6 Sweeping and Dust Mopping Floo s . 158

PWJ-7 Buffing Floors 160

PWJ-8 Vacuuming Carpets, Rugs, VenetianBlinds, Fluorescent Fixturesand Ventilator Outlets . . 161

PWJ-11

PWJ-12

PWJ-13

Washing Walls, Partitions andGlass . . . . . . . 163

Dusting (Furniture, Equ pment, Hotand Cold Water Pipes, FluorescentFixtures, Pipe Covering andPartition Ledges) . ,

Service and Clean Washrooms .

165

. 172

Waste Disposal. . 175

Light Fixtures, Clean (Fluorescentand Incandescent) . . . . 177

149154

TITLE: Venetian Blinds, Clean

FORMULA PW-4

APPLICATION: This formula applies to the cleaning ofmetal or wood slat venetian blinds

which are made up of slats from 40" to 60" long. Theblind lengths may vary from 40 to 60 slats. The tilt-ing and bottom rails may be either wood or metal, Theformula does not include repair or renewal of parts.It does not include travel time, allowances or jobpreparation time. Removal and installation time isincluded in the formula.

PW-4

Reference Operation

II

Remove, dismantle, clean,reassemble, reinstall woodslat type blinds. Movefurniture and use ladder.

Remove, dismantle, clean,reassemble, reinstall metalslat type blinds. Movefurniture and use ladder.

Remove, dismantle, clean,reassemble, reinstall metalslat type blinds. No furni-ture moved, no ladder used.

Unit LeveledTime

each .7869

each .9466

each .9039

155

150

FORMULA PWL1-5

TITLE: Wet Mopping

APPLICATION: This formula applies to all hand andmachine scrubbing operations required

to clean floors, clean stairs and landings, waxingand stripping and rewaxing of the following materials:Wood, terrazzo, quarry tile, marble, concrete (sealed)rubber tile, vinyl tile, asphalt tile, ceramic tile,and linoleum. It does not apply to rough concrete.

On-the-job travel time within the building is includedin the time values listed.

-5

Reference OperationLeveled

Uniti Tme

II

Damp mop-light soil (1 item 100of furniture/100 sq. ft.) sq.ft. .0267

Damp mop-heavy soil (1 item 100-of furniture/100 sq: ft.) sq.ft. .0441

Wet mop-light soil (1 itemof furniture/100 sq. ft.)

100sq.ft. .0467

V Wet-mop-heavy soil (1 itpm 100

of furniture/100 sq. ft.) sq.ft. .0611

Damp mop-light soil (2 to 6items of furniture/100sq. ft.)

VI Damp mop-heavy soil (2 to 6items of furniture/100sq. ft.)

VII Wet mop-light soil (2 to 6items of furniture 100sq. ft.)

100sq.ft. .0390

100sq.ft. .0511

100sq.ft. .0660

156

51

Reference

PWJ-5 (cont.

Operation

VIII Wet mop-heavy soil (2 to 6items of furniture/100sq. ft.)

IX Damp mop-light or heavy soil(7 or more items of furn-iture/100 sq. ft.)

X Wet mop-light or heavy soil(7 or more items of furn-iture/100 sq. ft.)

XI Strip and rewax* floor (1 to6 items of furniture/100sq. ft.)

XII Strip and rewax* floor 7 ormore items of furniture/100sq. ft.)

XIII Damp mop stairs (4 steps-5I 4long) steps .0191

XIV Damp mop landing (up to 100 land-sq. ft.) ing .0330

XV Wet mop stairs (4 steps- 5 4

steps .0358

XVI Wet mop landing (up to 100 land-ing .0523

XVII Machine scrubbing (1 item of 100sq.ft. .0402

*NOTE: When applying one coat of wax, use damp mop,light soil values.

LeveledUnit .

Time

100sq.ft. .0781

100sq.ft. .0484

100sq.ft. .0754

100sq.ft. .1132

100sq.ft. .1276

long)

sq. ft.)

furniture/100 sq. ft.)

157

52

FORMULA PI4J-6

TITLf: Sweeping and Dust Mopping Floors

APPLICATION: This formula applies to sweeping oflinoleum, asphalt tile, terrazzo, and

cement floors and to dust mopping of linoleum, as-phalt tile and terrazzo floors. Various constructionswill retard progress in the performance of the sweep-ing operation. Therefore, the areas have been groupedinto categories based on the number of movable orobstructing pieces of furniture per 100 square feetof area. It was noted that as the number of movablepieces of furniture per 100 square feet increases,the percentage of fixed obstructions remains relativelyconstant.

PWJ-6


UnitTime

II

Dust mop floor obstructed 100by 1 item of furniture) sq.ft. .0086

-Dust mop floor (obstructed 100_by 2 to 6 items of furniture) sq.ft. .0164

Dust mop floor (obstructed 100by 7 items of furniture) sq.ft. .0206

IV Sweep floor (obstructed by1 item of furniture/24"broom)

Sweep floor (obstructed by2 to 6 items of furniture/24" broom

100sq.f . .0123

100sq.ft. .0195

PW-6 cont. LeveledReference Operation Unit

Time

VI Sweep floor (obstructed .by7 items of furniture/24"broom)

100sq.- .0231

VII Dust mop landings 100sq.ft. .0100

VIII Sweep landings (24" broom ) 100sq.ft. .0213

IX Dust mop stairs (5 ft. to 88 ft.) steps .0126

Sweep stairs (24" broom/ 85 ft. to 8 f ) steps .0170

159

54

FORMULA PWJ7

TITLE: Buffing Floors

APPLICATIOR: This formula applies to buffing ofasphalt tile and linoleum flooring.

Various obstructions in office areas will retardprogress in the performance of the buffing operation.Therefore, the areas have been divided into threecategories based on the number of pieces of furnitureper 100 square feet area.

Reference Operationeve e

Unit Time

Buffing floors 1 itemof furniture per 100square feet

IL Buffing floors (2 to 6items of furniture per100 square-feet).

III Buffing floors 7 andmore items of furnitureper 100 square feet).

100sq.ft. .0205

100sq.ft. .0254

10-

sq.f . .0303

160

FORMULA PWJ-8

TITLE: Vacuuming Carpets and Rugs

AFPLICATION: Office types consist of "Executide,"Reception," "Administrative,"

"Administrative-Conference," and "Conference."

Travel within the building is included in the tirtnevalues listed.

PWJ-8

Reference Operation UnitLeveledTime

Vacuum rugs_(1-3 che rs/ 100100 sq. ft.) sq.ft. .0512

II Vacuum rugs (4-6 chairs/ 100100 sq. ft.) sq. __ .0709

III Vacuum rugs (7-10 chairs/ 100100 sq. ft.) sq.ft. .0911

161

FORMULA PW-8(1965)

Vacuuming Venetian Blinds, FluorescentFixtures and Ventilator Outlet

APPLICATION: This addendum applies to the vacuumingof venetian blinds, fluorescent fix-

tures and ventilator outlets with a portable, piggy-back type, vacuum in office areas. Travel between_offices, opening and closing doors, lock and unlockdoors, turn lights on and off and use of elevator areincluded in time values.

Reference

PWJ-8

OperationLevel

UnitTime

I V Vacuum Venetian Blind3'-0" x5'-0" up to 4'-5"x5'-0"

10 .5830

Vacuum Venetian Blinds4'-8" x5'-0" up to 6'-6"x5'-0'

10 .6700

VI Vacuum Ventilator Outlet and24 sq. ft. of Acoustic Tile 1 .0810

VII Vacuum Fluorescent Fixtures4'-0", 2 tube 6 .0642

VIII Vacuum Fluorescent Fixtures81-01, 2 tube 6 .0774

62

FORMULA PWJ-9

TITLE: Washing Walls, Partitions and Glass

APPLICATIOR:- This formula applies to washing of walls,ceilings, partitions and windows. The

first time preparation of detergent,- rinse or ammoniasolution is not included in this since it is coveredin the job preparation formula. However, preparationof additional solutions is included in this formula.When washing windows, travel from one window to thenext one is included. Travel time and allowances arenot included.

PWJ-9

Reference Operation. Leveled

Time

Wash walls, partitions o 100ladder) sq.ft. .3467

Wash walls, partitions (use 100ladder) sq.ft. .3667

Wash ceilings (use scaffold) 100sq.ft. .4167

Wash baseboards or sills (no 100ladder) sq.ft. .4967

Wash glass partitions (no 100ladder) sq.ft. .2375

VI Wash glass partitions (use 100ladder) sq.ft. .2575

VII Wash windows ladder 100sq.ft. .2575

VIII Wash windows use ladder 100sq.ft. .3231

163

1 58

PW-9 (con

Re -rena Operation LeveledUnit

Time

Wash tile (no ladder 100sq.ft. .2067

Wash tile (use ladder or 100scaffw4o1

XI Spot lituash

sq.ft. .2267

100sq.ft. .7418

XII Wash eadoor (include 2 sides perdoor .1387and fTirame)

164

FORMULA PWJ-10

TITLE: Dusting

APFLICATION: Time valuss listed are applicable toeach sche=Juled dusting of top.surface

and to each scheduled dua3ting of front and sides ofitems specified.

With the exception of deks, time values are applicableto floor items with not rrInore than one item (up to 2.5pounds) requiring a "pick=--up and return" operation toenable dusting of surfaceEs underneath the item per 1.4square feet of top dustirong surface. Desk time valuesprovide for pick-up and r--eturn of 3 items.

These time values providaw-m for dusting furniture over40 pounds in weight in p1 lace.

t. -10Reference Oper--ation .

UnitLeveled

-.Tm e

Book case (3 szection withglass doors/134:" x 33" x54"/dust top colinly) each .0030

Book case (3 s,..ection, etc.,dust front sicIlles, wipe glass) each .0205

III Bulletin boardi (dust) each .0041

V Cabinet (2 dra,;.wer card file7" x 16" x 184e/just toponly) each .0024

Cabinet (2 dra _Iwer card file/dust sides and I front) each .0018

VI Cabinet (stora' ge/18 36"x 78"/dust toP only) each .0184

165

160

=10 (cont.)

Reference Operation.

UnitLeveledTime

VII Cabinet (storage/dust frontand sides) each .0224

VIII Arm chair (upholstered,leather covered/interiortop surface) each .0064

IX Arm chair (upholstered/dustexterior surfaces ) each .0080

Chair (conference, paddedback, cushion/dust topsurfaces) each .0058

XI Chair (conference, paddedback/dust understructure) each .0086

XII Chair (rotary or typists'idust top surfaces) each .0044

XIII Chair (rotary or typists'/dust understructure) each .0073

XIV Clothestree/dust each .0054

XV Convector (4"/dust) each .0065

XVI Desks (dust top and 3 deskitems) each .0113

/61166

Reference

XVII

XVIII

XIX

XX

XXI

XXII

XXIII

XXIV

PWJ-10 co

Operation

Desks (dust sides and front

Divan (61,1eather covered,dust surfaces)

Divan (6', leather, etc.,dust exterior and legs)

File (4 drawer, 18" x 28"x 52", dust top only)

File (4 drawer,_etc., dustfront and sides)

Lamp (desk, fluorescent,dust & damp wipe tubes

Locker (18" x 21" x 6' 6",dust top only)

Locker (18" x 21" x 6' -"

dust front and sides)

XXV Partitions (with glass, dustsills, damp wipe glass, 100square feet)

XXVI Partitions (with glass, dustvertical surface, per 100square feet)

XXVII Partitions (walls, etc., 100solid, dust per 100 sq. ft. sq.ft. .0411

XXVIII Picture (frame, dust anddamp wipe glass

UnitLevele-Time

each .0193

each .0133

each .0134

each .0029

each .0081

each .0071

each .0141

each .0110

100sq.ft. .0221

100sq.ft. .0305

each .0056

167

162

NJ-10 (cont.

Reference Operation UnitLeveledTime

XXIX Rack (clothes, 20" x 4' 3"x 6' 6", dust) each .0127

XXX Radiator (10" x 2' 6" x4', dust top only) each .0043

XXXI Radiator (10" x 2' 6" x4', dust sides, ends,interior) each .0218

XXX I Stand (smoking, 9" base24" high, dust) each .0032

XXXIII Stand (typewriter, dropleaves, dust top only) each .0034

XXXIV Stand (typewriter, dropleaves, dust understructure ) each .0058

XXXV Table (3031" x 34" x 45",dust top only) each .0056

XXXVI Table (dust legs and sides ) each .0105

XXXVII Table (301/2" x 34" x 6011,dust top only) each .0081

XXXVIII Fable (301/2" x 34" x 60",dust sides and legs) each .0115

XXXIX Table (conference, 2' 61/2"

x 4" x 12", dust top only) each .0226

XL Table (conference, etc., dustsides and understructure ) each .0225

168

163

PWJ-10 (con

LeveiedTinReference Operation Unit

XLI Fan dust) each .0012

XLII Venetian blind (411/2" x

60", in place, dust) each ,00

XLIII Ash tray (dust, 6" diameter) each .0012

XLIV Desk items (dust, miscel-laneous)

per 3misc.items AV

XLV Window ledge (dust) linealfeet .0q01

XLVI Telephone (dust) each .0p12

TITLE:

FORMULA PI4J-10(1965)

Dust pipe, pipe covering, fluorescentfixtures and top ledge of partitions

APPLICATION: This addendum applies to the removalof dust accumulation on overhead pipes,

pipe covering, fluorescent fixtures and top ledge ofpartitions 71=4" height).

PW=10 (1965)


Unit Time

XLVII Dust overhead pipe (openarea

1000ft. .2220

XLVIII Dust overhead pip (ob- 1000structed area) ft. .2780

XLIX Dust overhead pipe in-cluding short extensions,obstructed area)

1000ft. .3990

Dust pipe covering ( 1000structed area) ft. .3710

LI Dust_pipe covering (open 1000area) ft. .3180

LII Dust fluorescent fixtures(41=0", e g crate, 2 tube,open area ) 60 .1570

LI I Dust fluorescent fixtures(81-0", egg crate, 2 tube,open area) 60 .3130

LIV Dust fluorescent fixtures(4'=0", egg crate, 2 tube,obstructed area) 60 .2890

165 170

Reference

PW -1 1965)_.Ccon

Operation Unit _eveledTime

LV Dust fluorescent fixtures(81-0", egg crate, obs ruct-ed area) 60 .3610

LVI Dust fluorescent fixtures(industrial type, 4'-0",2 tube, open area) 40 .1890

LVII Dust fluorescent fixtures(industrial type, 8'-0",2 tube, open area) 40 .3130

LVIII Dust fluorescent fixtures(industrial type, 4'-0"2 tube, obstructed area ) 40 .4570

LIX Dust fluorescent fixtures(industrial type, 81-0",2 tube, obstructed area) 40 .5450

LX Dust top of 71-4" parti- 1000tions (obstructed area ft. .1790

171

FORMULA PW -11

TITLE: Service and clean washrooms

APPLICATION: This formula applies to facilities re-quiring janitorial services to maintain

washrooms at an average standard of cleanliness. This

formula does not apply to maintenance of patient'swashrooms and related facilities in hospitals wheregerm control is a requisite.

-1

Reference OperationLevele

Unit -i-Tme

Men's washroom check towels, 100sq_ . t. .0136soap, tissue)

II Women's. washroom (checktowels, soap, tissue, sani-tary napkin dispensers and 100

disposal units) sq.ft. .0347

III Men's washroom (refill emptydispensers, install cleanroller towel, toilet tissue, 100etc., and leave spare rolls) sq.ft. .0480

IV Women's washroom (refill emptydispensers, install cleanroller towel, toilet tissue, 100etc., and leave spare rolls) sq.ft. .0985

V Mirrors (wash and polish) 1 sq.ft..0016

VI

VII

Lavatory (wall-type andadjacent wall area, clean) each .0151

Lavatory with pedestal andadjacent wall area clean) each .0238

)72

Reference

PWJ 1 con

Operation UnitLeveledTime

VIII Water closet or women'surinal (clean, includesdisinfect) each .0346

IX Urinal (floor-type, clean,includes disinfect ) each .0321

Urinal (wall-type _clean,includes disinfect) each .0254

XI Bradley basin (5' diameter,clean) each .0765

XII Bradley basin (1/2 circle, 5'

diameter, clean) each .0370

XIII Men's washroom with wall-type urinal and lavatory 100(Clean*) sq.ft. .1245

XIV

XV

Men's washroom with wall-type lavatory, floor-typeurnial (cleen*)

Men's washroom with floor-type urinal, lavatory withpedestal (clean*)

100sq.ft. .1312

100sq.ft. .1442

XVI Women's washroom (c ean 100complete*)

XVII

sq.ft. .2092

Men's washroom (clean* and 100service towels, soap, tissues ) sq.ft. .1922

173

Reference

PWJ-11 (con-

Operation Unit_eveledTime

XVIII Women's washroom (clean* andservice empty dispensers,toilet tissue, install clean 100roller towel) sq.ft. .3077

XIX Drinking fountain (cleantop and sides)

*NOTE: Operations consist ofcleaning and disinfectingclosets, urinals; clean lava-tories, sanitary napkin disposalunits (where applicable); dampwipe all dispensers and con-tainers, sills, ledges,incandescent lamp shades andspot damp wipe toilet parti-tions and clean mirrors.Floor sweeping and moppingare not included.

each .0200

174

6 I)

FORMULA PW1-12

TITLE: Waste disposal

APPLICATION: This formula applies to operations re-quired to gather waste in offices,

conference rooms, lunch rooms, reception rooms, lobbies,corridors, reproduction or printing rooms and heads,and disposal of debris in lugger buckets.

Travel within the building and to the lugger bucket isincluded in the time values listed.

-1

eveledReference Operation UnitL

Time

II=

IV

Empty waste basket small,medium

Empty ash tray and damp wipe(desk tray)

Dispose of waste collectedin cardboard barrel on 4wheel cart (weight full 50pounds, 12,000 sq.ft. ofoffice area per barrel)

Dispose of waste collectedin cardboard barrel inoffices, heads, conferencerooms.

Dispose of waste collectedin large metal container 2'x 3' from reproduction rooms(weight full 80 pounds, perbarrel)

each .0055

each .0017

each .0546

1000sq.ft. .0046

each .0474

175

170

Reference

PWJl2 con

Operation

VI

VII

V_II

Dispose of waste collectedin large metal containerweight full 80 pounds, useelevator, return containerto original location, percontainer)

Dispose of waste collectedin large canvas sack 22" x33" (weight full 58 pounds,return sack to originallocation, use elevator)

Empty large Bennet trashcontainer bag (10" x 16"x 3311)

Empty GI can

Empty Bennet disposal andsand urn

Empty pencil sharpener

Empty and damp wipe ashtray (floor stand)

Clean out sand urn withscoop strainer

Empty small Bennet trashcan (11' x 11' x ")

UnitLeveledTime

each .0932

each .0936

perbag .0077

each .0059

each .0121

each .0039

each .0028

each .0023

each .0030

176

1 71

FORMULA PW-13

TITLE: Oght Fixtures, clean(fluorescent and incandescent)

APPLICATION: Time is allowed for the disassembly,washing, re-assembly of each fixture.

For types of fixtures that cannot be disassembled,time is allowed to clean it in place. Ladder andfork lift time is provided in the table as a separateitem. Any changes or variations in methods or condi-tions may necessitate revision.

Reference

PwL1.1

Operation. Leveled

UnitTime

II

III

VI

Disassemble, clean and.re-assemble industrial 2/40watt fluorescent

Disassemble, clean and re-assemble finned louver 2/40watt fluorescent

Disassemble, clean and re-assemble finned louver 4/40watt fluorescent

Disassemble, clean and re-assemble egg crate louver4/40 watt fluorescent

Disassemble, clean_and re-assemble RLM open (removableshade to 300 watt

Disassemble, clean and re-assemble RLM open, in placeto 300 watt

each .0769

each .1368

each .1655

each .1876

each .0305

each .0436

177

PW4-13 Icon

Reference Operation

VII

VIII

IX

XIV

Disassemble, clean and re-assemble vapor or explosionproof with shade to 300 watt

Disassemble, clean and re-assemble vapor or explosionproof without shade to 300watt

Disassemble, clean and re-assemble recessed 4/40 wattflionrescent

.:,assemble, clean and re-assemble open glass globe to300 watt

Disassemble, clean and re-assemble strip light 1/40watt fluorescent

Disassemble, clean and re-assemble combination mercuryvapor and incandescent

Relocate ladder for fixturecleaning (end to end fixturespacing, open area, 8'ceiling)

Relocate ladder for fixturecleaning (end to end fixturespacing, office area, 8'ceiling

178

173

Unit LeveledTime

each .0906

each .0274

each .1315

each .0317

each .0168

each .0924

each .0119

each .0134

Reference

PWL1-1

Operation

on

XV

XVI

Relocate ladder for fixturecleaning (end to end fixturespacing, obstructed area,8' ceiling)

Relocate ladder for fixturecleaning (2' to 5' fixturespacing, open and officearea, 8' ceiling)

XVII Relocate ladder for fixturecleaning (2' to 5' fixturespacing, obstructed area,8' ceiling)

XVIII Relocate ladder for fixturecleaning (7' to 20' fixturespacing, obstructed area,8' ceiling)

XIX

XX

XXI

Relocate ladder for fixturecleaning to next fixture bayapproximately 30', 8'

ceiling)

Relocate ladder for fixturecleaning (10' to 20' spacing,20' extension ladder, shoparea)

Relocate ladder for fixturecleaning (10' to 20' spacing,store area, fork lift height

LeveledUnit

Time

each .0209

each .0146

each .0227

each .0241

each .0301

each .0651

each .0288

179 174

Appendix B

Following is a listing of curriculums and guides thatcontain, at least in part, applications for janitorialtraining programs. Within the body of this manuscript,(page 25), exists criteria for evaluating the contentsof janitorial curriculums. This appendix listing makesno attempt to compare or evaluate these curriculums orattest to their applicability to individual curriculumneeds. The author also acknowledges that other curric-ulums for janitorial training may also exist in un-published, out-of-print, locally distributed, orunreferenced forms. Where known, sources for thecurriculums are noted; addresses follow listings.

Anderson, C.E. gn2rgy conservation for school custodialand maintenance personnel,_ course outline and in-structional materials. Raleigh, North Carolina:North Carolina State Department of CommunityColleges, 1979.

Arco Publishing Company. Janitor-Custodian: The(2111pte stygy_agide for scorinajlia12. New Y rk,New York: Author, 1967.

Bureau of Adult, Vocational, and Library Programs.Building Custodian:A suggested guide_for atrainin_summt. Washington, D.C.: 1j:S-. 13-16vern-

ment Printing Office, 1969. (Available fromSuperintendent of Documents, #FS5.287:87038).

Columbus Community Center. Industrial hou5110ImLSalt Lake City, Utah: Salt Lake City Board ofEducation, No date. (Available from author.)

181 17

Community Building Maintenance Corporation. Communitybuilding services trainina_Rnagram: A mudeltraining ro ram to rovide technical traininfor minorit adults in construction, buildingmaintenance, ansImperly_122EAgement. FinalReport. Springfield, VA: National TechnicalInformation Service, 1972. (Available frompublisher, #PB-236-988.)

Division of Manpower Development. Training planoutlines for man ower develo ment and traininaact courses for buildina_F2intgnance men, cus-todians, and ianitors. Washington, DC: Officeof Education, 1965. (Available from ERIC DocumentReproduction Service, #VT008985.)

Dowell, S.G. Floor_matntenance_d_inic. Ames, Iowa:Engineering Extention, Iowa State University, 1972.

Downing, C. Custodial services and buildin: maintenance:Performance objectives. Jacksonville, FlOrida-:Duval County School Board, 1973. (Available fromERIC Document Reproduction Service, #ED139933.)

Florida State Department of Education. Job analysis,marrower allotment, and work schedules: Custodialtraining course. Resource manual. Tallahasse6,-Florida: Author,- N6 daU7TAT/iTlable from ERICDocument Reproduction Service, #VT009289.)

Kessman, W.A. Miding_mAintfn,ance.. Reading_and lan-guage activtties, New Brunswick, New Jersey:Rutgers, The State University, 1975. (Availablefrom ERIC Document Reproduction Service, #ED118763.)

Klein, J. Custodial training manual. Chicago, Illinois:Goodwill Rehabilitation Center, No date.

182

176

Lubeck, A. Custodial trainin . Salt Lake City, Utah:Salt Lake City Board of Education, ColumbusCommunity Center, No date. (Available frompublisher.)

Modesto Junior College. Custodian trainin . Modesto,California: Author, 1966. Available from ERICDocument Reproduction Service, #E0038515.)

Minneapolis Rehabilitation Center. MRC custodialIrAinig_prp2D211. Minneapolis, Minnesota:Author, 1972.

Oregon State Department of Education. Or_s_eARacustodial trainin ro ram. Housekeemethods and materials. Salem, Oregon: Author,1978. (Available from ERIC Document ReproductionService, #ED159405.)

San Diego City Schools. Guide for teachin custodianhel er and occu ational housekee er skills 1-2.San Diego, California: Autho-r, 970. Availablefrom ERIC Document Reproduction Service, #V1013678.)

School Planning Lab. School housekeethe modern custodian. Knoxville, Tennessee:University of Tennessee, 1970. (Available fromERIC Document Reproduction Service, #VT012773.)

Siton, M. Housekee mana ement assistance manual fortrainpg of the mentally retarded-. Lubbock, Texas:Research and Training Center for Mental Retardation,1972 (Available from the National Clearinghouseof Rehabilitation Training Materials.)

A uide

Smally, D.E. Floor maintenance Manual. Milwaukee,Wisconsin: Trade Press Publishing Company, 1961.

183

1 77

State Department of Education. Resource manual for

custodial trainin number two: _Floor care.

Tallahassee, Florida: School Plant ManagementSection, No date.

Taylor, E. Buildinu maintenanceBasic course. Jacksonville, Florida: Duval

County School Board, 1976. (Available from ERIC

Document Reproduction Service, #139963.)

erformance ob'ec ives.

Tiller, C. An activities of dail livina curriculum for

handicapped adults. Twin Falls, Idaho: Magic

Valley Rehabilitation Services, 1978. (Available

from the Materials Development Center.)

Walls, R.,lane, T., and Werner, T. Vocational behavior

checkli_st. Morgantown, West Virginia: Vest

Virginia UniVersity Research and Training Center,

1978.

Washington State Board for Vocational Education.Custodial_basic skills_ manual, Olympia, Wash=

Ington: Author,-T.o date. Available from ERIC

Document Reproduction Service, #ED0915131.

Wehrman, P. and McLaughlin, P. Vocational curriculum

for develo-mentall disabled persons . Baltimore,

Maryland: University Park Press, 1980.

Worrell, W. School custodtal _services: Exem-lar

standards and practices . Eugene, Oregon:

Oregon School Study Council, Oregon University,

Field Training and Services Bureau, 1972.

184

Source addre 'es:

ERIC Document Reproduction ServiceP.O. Box 190Arlington, Virginia 22210

Materials Development CenterStout Vocational Rehabilitation InstituteUniveristy of Wisconsin-StoutMenomonie, Wisconsin 54751

National Clearinghouse of RehabilitationTraining MaterialsOklahoma State University15 Old USDA BuildingStillwater, Oklahoffm 74074

National Technical Information ServiceU.S. Department of CommerceSpringfield, Virginia 22161

U.S. Government Printing OfficeSuperintendent of DocumentsWashington, D.C, 20013

185

Appendix C

B t=lding Foul as

1 . Amount of area -actor.:(For use i n dete-s. rmi ni ng normal t imes )

Square fo .cYtage to be cl ea_ nedstandard for mu la area of 100

Amoun t of arca factor-

2. Average producticn for pay perio

Percentage scores for each taskta 1 number of tasks

Average prodmicti or for pay priod

Contract inipact n daily operati g=:Ins

reCt "libor hours expecede total contract hours

- Contract impct on daily oper-ations

4. Conversion of Ormal time in hounormal time in roi nute&:

me ill hours60

Conversion of--- norrual t me in hoursto norrria 1 tinie in minuts

180Bi

5. Direct labor quotation

Area prevailing wage perbournormal hours expected_Gireet labor Obtation

6. Expected.laborperformance

Area prevailing wageX normal hours_ex ectedEXpected labor performance

7. Labor co_st_per_square foot

Amount of direct labor in dollarstotal s uare foota e

Labor cost per square foot

Normal time for task area

(Total area 100)X normal time per 100 sq. ft.

Normal time for task area

9. Number of sessions_ per year

(Number of sessions per weekX 52 weeks)

lanned sessions off for bojidaaNumber of Sessions per year

10. Over-cost revenue allocation per hour ofdirect labor

Desired over-cost revenuet total expected direct labor hours

Over-coSt reVen-ue allocation-per hour of direct labor

188

11. ffor _clients

Area prevailing wageX productionX hours worked_

Pay for clients

12. Percenta e of normal_ quality.

Total correct areas- areas with errors

Percentage of normal quality

13. Percenta e of normal_work pace

Normal time+_actual com-letion _time_

Percentage of normal work pace

14. Productivity

(Percentage of normal speedX percentage of speed component)

+ (percentage of normal qualityX percentage of=quality component)

Productivity

or Percentage of normal speedX .90)

+(percentage of normal qualityX .10

Productivity

15. S uare footage cleaned per_ session

Total square footageX number of sestions per period

Square footage cleaned per session

1 9

16. Total contract_ hours .per dey

Hours for contract A+ hours for contract B+ _hours for contra_cting

Total contra-a heUrs per day

190