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Document
Establishing an Effective Supplier Diversity Program
Year Created: 2022
DOCUMENT
POL - Award - OA4 Performance Measure 2004
- YEAR CREATED: 2004
- ENTITY TYPE: County
- TYPE OF DOCUMENT: POL - Policies/Procedures
- Management
- Policies and Procedures
The document outlines the service delivery standards for various departments within the Cobb County Government. The document includes standards for property management, renovation and construction, Americans with Disabilities Act compliance, administration and operations, purchasing, and the office of the tax assessor.
In property management, the document emphasizes the importance of annual preventive maintenance and building material contracts having no lapses. It also highlights the need to evaluate energy consumption monthly and renegotiate energy rates as necessary.
For renovation and construction projects, a project manager is responsible for determining scope, funding, and schedule. They must engage competent designers and constructors to ensure that projects meet customer requirements. Change orders should be kept under 5% of the original contract.
Regarding Americans with Disabilities Act compliance, the document mentions implementing an annual portion of a ten-year ADA improvement plan and completing additional projects to handle ongoing compliance.
In administration and operations, there are standards for processing and delivering financial documents, maintaining parking deck operations, and making annual maintenance contract payments. Pay applications must be processed and forwarded to finance within 15 calendar days.
The purchasing department has standards for record retrieval, print shop services, fleet maintenance, and purchasing processes. Record retrieval requests must be processed and sent out within specific timeframes. Print shop jobs are prioritized based on urgency, and fleet maintenance has set timelines for preventative maintenance and repairs. Purchasing processes include timelines for small purchases, delivery orders, and formal bids.
Lastly, the office of the tax assessor has service delivery standards for customer service, phone inquiries, walk-ins, field staff, inquiries from board members and elected officials, and incidents with property owners. The standards emphasize prompt and courteous service, proper handling of inquiries and referrals, and reporting incidents to supervisors and the director/chief appraiser. The director/chief appraiser is responsible for notifying the board chairman, county manager, and other relevant parties as situations warrant, ensuring timely communication and response.