SECRETARIA DE TRABAJO Resolución Nº 939/2011

Another key objective of the review has been to demonstrate that the Cleaning Service is fit for purpose. This was defined in the survey questionnaires as ‘the Cleaning Service fulfils its required functions in an effective manner’.

Nearly all principals (91.8%), governors (91.7%) and heads of board centres, branch libraries and youth clubs (95.1%) consider that ‘the Cleaning Service is fit for purpose’.

To counter the perceived stigma and low status attached to the service, as reflected in the APSE report 2007, suggestions were made to improve this view of the service.

These ideas included adopting a business-like approach, in accordance with the overall corporate identity of the organisation, through the use of clearly identified uniforms and a recognised logo and through promoting the vision of a positive, effective and professional brand.

5.10 CONCLUSIONS

In the context of a single service, it will be crucial to ensure a consistent approach, maintain and improve levels of service, preserve high standards of health and safety and display flexibility in meeting individual customer needs. From the findings of this chapter, a number of strengths and areas for improvement of the current services have been identified: a particular concern being the cleanliness of and access to toilets.

5.10.1 Strengths

9 The service is highly valued and contributes to education at a strategic level in a number of ways

9 A majority of schools receive a good or very good Cleaning Service

9 A central Cleaning Service helps to reduce a school’s administrative burden

9 Nearly all schools, which employ their own cleaners, use the ELBs’ central service for advice and support

9 Good health and safety practices are adhered to across the service 9 A number of non-core functions are provided to meet customers’ needs 5.10.2 Areas for Improvement

The need to:

◙ Establish an acceptable service standard for all locations

◙ Produce a common service specification

◙ Establish standardised monitoring procedures

◙ Raise the standard of cleaning in specific areas, particularly toilets

◙ Improve the design of and access to toilets

◙ Improve communications between customers and service managers

◙ Deliver a consistent application of processes and functions

◙ Produce a standard operations manual

◙ Produce a customer charter for the single Cleaning Service

◙ Identify key performance data relating to productivity levels, adherence to quality standards, and customer satisfaction

◙ Ensure environmental considerations

◙ Measure customer satisfaction in a consistent manner

◙ Produce a Cleaning Service health and safety policy

◙ Identify management performance data relating to reported health and safety incidents

◙ Acquire secure storage for materials and equipment

◙ Be involved in the planning of new and refurbished buildings

◙ Establish a range of non-core cleaning functions

◙ Develop a professional image for the service

5.11 RECOMMENDATIONS

The single Cleaning Service should endeavour to:

R5.1 Raise the profile of the Cleaning Service and increase awareness of its strategic importance through lobbying central government for guaranteed funding and improved standards

R5.2 Establish an acceptable cleaning standard that will apply to all educational estate regardless of the service provider with relevant liability resting with that service provider

R5.3 Incorporate the cleaning standard into a service specification, which also details the frequency of operations

R5.4 Establish internal and external monitoring systems, for application in all educational estate, which are transparent, objective and impartial

R5.5 Develop Key Performance Indicators for productivity, service quality and customer satisfaction

R5.6 Develop effective communications between customers and service managers through a programme of routine meetings and improved use of mobile technology

R5.7 Carry out a series of process mapping exercises to deliver consistency of processes and functions

R5.8 Develop a service manual containing operational and health and safety information for staff

R5.9 Develop a customer charter for informing customers and potential customers of service standards, operational frequencies, monitoring procedures, contact details and complaints procedure

R5.10 Formulate an environmental policy to address aspects of sustainability and environmental awareness

R5.11 Establish a wide-ranging approach to measuring customer satisfaction on an annual basis

R5.12 Formulate a service specific Health and Safety Policy

R5.13 Develop a Management Performance Indicator for the number of reported health and safety incidents

R5.14 Establish an integral input into the planning process for new and refurbished building to ensure adequate storage facilities solely for use by the Cleaning Service and ready access to utilities. To be reflected in the DE’s school buildings handbook

R5.15 Introduce a range of non-core functions in a cost-effective manner to meet customers’ needs

R5.16 Develop a business-like identity, by a process of re-branding, displaying a positive, efficient and professional Cleaning Service

R5.17 Join the APSE Performance Networks benchmarking club

6.0 STAFFING

6.1 INTRODUCTION

The Cleaning Service is a major support service in the education sector, employing a large number of people, comprising operational, administrative, supervisory and managerial staff.

The initial perception of cleaning, especially outside of the education sphere, is of a relatively low status and low skilled service. However, on closer inspection, it is evident that the service involves a series of technical operations, in a relatively high risk environment and frequently in busy locations. Consultations with the whole range of stakeholders emphasise the importance of cleaning and the value of the cleaning staff to schools and other educational establishments.

This chapter examines staffing issues including baselines, productivity, management and supervision, skills and training, health and safety, terms and conditions of service and the value of the people in the service.