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MX News Bureau Critical IT Staffing Needs

EMAIL PRINT


CIO EXECUTIVE COUNCILTM MEMBERS REVEAL CRITICAL IT STAFFING NEEDS, DEFICIENCIES
CIOs Worry About Lack of Leadership Skills, Call on Academia to
Increase Integration of Business and Technology


Framingham, MA—March 10, 2005—A new survey of chief information officers (CIOs) conducted by the CIO Executive CouncilTM (founded by IDG’s CXO Media Inc. and CIOI magazine) reveals that CIOs believe leadership is a critical yet lacking skill for today’s information technology (IT) workforce. The survey’s 303 CIO respondents widely agree that leadership skills are essential at the both the senior management (87%) and middle management (78%) levels. However, a significant number of CIOs cite leadership as a problem area for their current senior management (43%) and middle management (47%).

According to Barb Kunkel, CIO of Nixon Peabody LLP and chair of the CIO Executive Council’s IT Staffing Task Force, “The world of information technology is changing and CIOs like me are looking for workers who will take initiative, think strategically and lead the business in a positive direction. It’s time to finally disband the myth that IT is largely a support function. In order for the U.S. to remain competitive in the global marketplace, what we need are more cracker-jack thinkers and leaders.”

Interestingly, given the lack of confidence in staff leadership, only half (51%) of the CIOs surveyed report having a succession plan in place. Among these respondents, 49% are extremely or very confident with their plan, while 45% are somewhat confident.

In addition to leadership, “problem solving skills” (85%) and “understanding of business dynamics” (83%) also rank in the top three critical skill sets for senior IT management, with CIOs predicting these skills to remain or become even more important in the next three years. The three skills most often lacking in current senior IT management staff and recent applicants/hires are the aforementioned leadership skills (43%), followed by understanding of business dynamics (41%), and finance knowledge/experience (36%).

For middle IT management, the most critical skills needs are “communication skills” (84%) and “project management” (71%), as well as the aforementioned leadership skills (78%). However, CIOs predict this will change in the next three years with project management becoming less critical (44%) and VoIP proficiency (63%) becoming the more critical skill. Unfortunately, 51% of CIOs cite VoIP proficiency as a lacking skill, in addition to the previously mentioned leadership skills (47%), project management (31%) and knowledge of wireless technologies (31%).

Skills ranking lowest on the priority scale for senior management are marketing (29%), understanding of supply chain (22%) and Six Sigma training (14%). For middle management, the lowest ranking priorities are multicultural background, (7%), ability to speak more than one language (5%) and knowledge of international finance (4%). (NOTE: Given the low emphasis on international business skills, it’s interesting that on average, findings show offshore outsourcing accounts for 4% of today’s IT staffing and is expected to increase to 8% in the next three years.)

Results of the CIO Executive Council’s first IT Staffing Survey also reveal CIOs’ recommendations to higher education for producing more qualified candidates, as well as their workplace hiring strategies.

CIOs on Higher Education:
CIOs are looking to higher education to improve the supply chain of IT talent in the U.S. In reviewing a list of program offerings, marketing strategies and teaching philosophies that might better prepare college graduates for careers in IT, the majority of CIOs place the most value in the following:

78% Double majors combining computer science/technology and business
73% More professors specifically trained/qualified in IT
63% Required internships
58% Internships with mostly IT responsibilities
55% More emphasis on business curriculum
52% More majors focused on IT

The programs CIOs regard as less effective include:
48% Highlighting technology programs in recruitment collateral
39% Internships with mostly business responsibilities
35% Technology certification training
29% More emphasis on globalization
15% Study abroad

NOTE: Survey results show only 57% of current IT employees and 66% of recent hires (within the past three months) hold bachelor’s degrees.

According to Martha Heller, Managing Director of the CIO Executive Council, “The Council is eager to work in partnership with higher education and other stakeholders who are vested in protecting the nation’s technology leadership through improved IT education and workforce programs.”

CIOs on How to Get Hired in the IT Workforce:
On average, CIOs promote from within for senior IT management positions more often than they hire externally: 57% of candidates are promoted from within vs. 43% of candidates results from external hires (on average).

However, for middle management and IT staff, CIOs expect to face problems over the next three years finding information/security managers (42%), IS/IT project managers (36%), database managers (35%), and enterprise architect managers (33%).

CIOs also expect to see a shift in the importance of technical and business skills. Currently, the majority of CIOs (52%) say technical skills are most important vs. the 41% who say technical and business skills are equally weighted. However, in the three years, 47% predict IT and business skills will be given equal weight vs. 43% predicting technical skills as the most important future talent. Only 10% believe business skills alone will be given the most importance.

When evaluating candidates and making IT hiring decisions, CIOs are looking for communication skills (93%), followed by an understanding of the Internet/Web (66%) and number of years of IT experience (64%). Factors least important in the hiring process include multicultural background (10%), ability to speak more than one language (7%) and knowledge of international finance (4%).

According to Kunkel, “Information technology is integral to the success of every company and CIOs are looking for employees who can propel that message and make that success happen.”

Methodology:
The CIO Executive Council IT Staffing Study was conducted online between January 25, 2005 and February 9, 2005 among CIOs who are members of the CIO Executive Council or who qualify for Council membership, as well as qualified subscribers to CIO magazine. (NOTE: All Council members must serve as the senior-most IT executive in their organization and have purchase authority for their organization’s information technology products and services, as well as strategic oversight of the IT function.) The survey was commissioned by the Council’s IT Staffing Task Force to identify critical staffing needs, deficiencies and current gaps in IT–preparation education.

An invitation including a unique link to the survey was sent via email to each qualified CIO. The invitation yielded 303 completed surveys and, at a 95% confidence level, the margin of error for this sample size is +/- 5.6 percent.

For a copy of the executive summary of the CIO Executive Council IT Staffing Survey, please contact Karen Fogerty at 508.935.4091 or fogerty@cio.com.

ABOUT CIO
Launched in 1987, CIO magazine addresses issues vital to the success of chief information officers (CIOs) worldwide. The CIO portfolio includes a companion website (www.CIO.com), CIO Executive Programs and the CIO Executive Council. CIO properties provide technology and business leaders with analysis and insight on information technology trends and a keen understanding of IT’s role in achieving business goals. The U.S. edition of the magazine and website are recipients of 140 awards to date, including two Grand Neals from the Jesse H. Neal National Business Journalism Awards and two Magazine of the Year awards from the National Society of Business Publication Editors. CIO magazine is published in more than a dozen countries, including Australia, Canada, China, France and Germany. CIO Executive Programs-a series of face-to-face conferences including CIO Perspectives® and the CIO 100 Awards & Symposium™-provide educational and networking opportunities for pre-qualified corporate and government leaders. The CIO Executive Council is a professional organization of CIOs created to achieve lasting change in critical industry, academic, media and governmental groups. CIO magazine, CIO.com, and CIO Executive Programs, and the CIO Executive Council are produced by International Data Group’s award-winning business unit: CXO Media Inc.

ABOUT CXO MEDIA INC.
CXO Media Inc. produces award-winning media properties and executive programs for corporate officers who use technology to thrive and prosper in this new era of business, including CIO, CMO, CSO magazines and websites, Darwinmag.com and the CIO Executive Council. CXO Media is a subsidiary of International Data Group (IDG), the world’s leading technology media, research and event company. A privately-held company, IDG publishes more than 300 magazines and newspapers including Bio-IT World, CIO, CSO, Computerworld, GamePro, InfoWorld, Network World and PC World. The company features the largest network of technology-specific websites with more than 400 around the world. IDG is also a leading producer of more than 170 computer-related events worldwide including LinuxWorld Conference & Expo®, Macworld Conference & Expo®, DEMO®, and IDC Directions. IDC provides global market research and advice through offices in 50 countries. Company information is available at http://www.idg.com.

###



News & Information Contact Info

For Media and Government Relations:
Karen Fogerty
fogerty@cio.com
508.935.4091
mobile: 508.254.9285

Page Format ARTICLES

http://www.cio.com/archive/031505/riskplan.html

ENTERPRISE RISK MANAGEMENT
Running The Risk
CIOs are the executives best positioned to champion enterprise risk management. Use this five-step leadership strategy to get the ball rolling.
BY ALLAN HOLMES


Reader ROI

+ Why CIOs are taking a leadership role in enterprise risk management

+ The leadership skills essential for the ERM effort

+ Ways that CIOs demonstrate ERM leadership








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On Feb. 1, 2003, the space shuttle Columbia, its aluminum frame melting under 3,000 degree heat, disintegrated high in the Texas sky, killing all seven astronauts on board. Nearly seven months after the tragedy, the independent Columbia Accident Investigation Board assigned the blame not only to a chunk of foam insulation that broke off during liftoff and damaged the left wing but equally to a NASA management culture that short-circuited communication between agency offices responsible for different aspects of the shuttle program. Managers in the geographically dispersed NASA space centers charged with shuttle safety had no formal process for discussing their concerns with each other or devising a comprehensive strategy for mitigating them.

After the investigation, NASA executives prompted their top managers to improve internal communications. That's when Acting Deputy CIO Scott Santiago, who's in charge of IT security, began to look at ways he could reduce IT security risks throughout the agency. Although IT security played no part in the shuttle disaster, Santiago knew that the IT systems supporting the shuttle and dozens of other NASA programs were critical to the success and safety of space missions.

He noticed that information supporting NASA's programs spanned the agency's space centers. Thousands of people across the country were involved in creating or using information that was shared among different operations. These people rarely communicated and followed different policies and procedures for IT security. The lack of consistency created unacknowledged risks that a virus or some other breach could compromise information that secures people and equipment.

Scott Santiago
NASA Acting Deputy CIO Scott Santiago built commitment to managing enterprise security risks through months of meetings with division CIOs, security staff, engineers and line-of-business managers.
To begin accounting for those risks and mitigating them, Santiago took an enterprise approach: a discipline called enterprise risk management. ERM focuses on maximizing shareholder value or ensuring business continuity by creating a single view of all risks (internal and external) and an executive-level strategy to deal with those risks. Done right, ERM increases business value, while reducing the potential for losses or catastrophes, through better decisions about IT investments and improved systems management.

Like Santiago, many CIOs are now faced with the challenge of managing enterprise risks, for the simple reason that businesses depend more than ever on IT to be able to function (see "CIO, It's You," Page 68). Yet ERM is complex; it's esoteric; and it requires a culture change that is frequently resisted by organizations, because people view identifying risks as a form of criticism. Santiago knew it wasn't going to be easy to get NASA managers to change the project-oriented risk management approach they had used for decades. "People tend to think technical, like firewalls and VPNs," Santiago explains. "But we must look at the bigger picture of what is the risk associated with information, what [do] I need to do to protect that information and how [do] I manage it."

To get the ERM ball rolling, CIOs need a leadership strategy. So we synthesized one based on interviews with nearly 2 dozen consultants, academics and CIOs who are practicing ERM. You'll notice that the five steps in this strategy apply to many other leadership challenges. Here's how to make them work for ERM.


Step 1: Find Inspiration
Some CIOs find the inspiration for ERM unavoidable: Without an enterprisewide view of risk, people could die. For example, IT has become central to the way the Navy fights. The CIO for the Department of the Navy, Dave Wennergren, is in the midst of deploying an enterprisewide Navy-Marine Corps Intranet, which, when completed this year, will provide a standard way for land bases and ships at sea to exchange real-time battle information. If the system fails, sailors and fighter pilots won't get the information they need in combat, Wennergren notes. The Sept. 11 attack on the Pentagon, which took out the Navy command center, exposed the risk to military operations from locating communications equipment in a single location and underscored for Wennergren why ERM is critical.

Bill Sharon Bill Sharon, a consultant and the former CIO of McCann WorldGroup, took the opportunity to educate colleagues about risk while working on IT projects.
But sometimes, especially if you've been handed a mandate from the CEO or the board of directors to deploy an ERM strategy, it takes a little more work to convince yourself of ERM's value. Up until the mid-1990s, executives at J.P. Morgan made decisions about investments in new business ventures based on the forcefulness of the executive making the argument. That strategy led to some unpleasant surprises for the bank when new investments didn't work out as well as they could have, says Bill Sharon, the bank's former chief risk officer for technology, who is now a consultant. J.P. Morgan executives, Sharon recalls, would decide to open offices in new countries without considering a range of operational risks, including the impact on IT and telecommunications.

The bank's chairman at the time asked executives for a better decision-making process for choosing investments. Sharon, working with the head of the bank's corporate real estate business, took the initiative to devise a process for scoping out the requirements—including the IT needs—for any new business initiatives. When he was finished, he realized that the process he had developed amounted to analyzing enterprise risks; he became sold on ERM.

Sharon asked people in every department how they were affected by a new business initiative. He then developed a list of conditions to address before someone could present a new product or location to the executive committee, including what IT investments or support were needed. For the project to be approved, the project sponsor had to gather information from each business line or department to demonstrate that they had addressed the necessary implementation issues. For example, if a new office was opened in Mexico City, project sponsors had to report on how many computers would be needed, the network connections required and the reliability of electric power. None of these questions were being asked routinely, yet they were often critical to a new venture's success.

"I learned that your responsibilities in IT or anywhere in the business aren't bounded," Sharon explains. "You can't just do your piece and go home. Second, in [IT], no one really knows what the business strategy is. That's when I realized ERM gets people on the same page."


Step 2: Define your message
CIOs who have become ERM leaders in their companies say defining your message for why ERM is necessary is one of the most important steps to raising awareness about it—and it is arguably the most difficult. Because ERM spans the enterprise, you must understand the intricacies of the operations in each line of business. It also requires you to think about events or consequences that you may have either ignored or preferred not to consider, especially if the culture of the corporation views thinking about risks as pessimistic.

"You must find a way to describe the risk," says David Weymouth, former CIO with Barclays Bank, who now heads the bank's business ethics strategy. "If you can't find a way to describe it, then you'll never get anywhere."

That may require you to devise a new way of talking about IT with your executive colleagues and staff alike. At NASA, Santiago created an enterprise model for IT security that is replacing the traditional view that each NASA center should manage its own IT security. From his perch at NASA headquarters, Santiago saw that most space programs and the systems that supported them spanned multiple NASA centers, which made what happened at one location dependent on what happened at others.

What Is Enterprise Risk Management?
Learn what ERM is and why it's important.

Read More
Santiago's message centers around the fact that information must be available to those who need it. Thus, it has to be protected from threats. Rather than talk about securing individual systems, he talks about securing what he calls "containers" of information used by NASA employees. He maps out who manages the information in the container, who has access to it and the risks if that information becomes inaccessible or is altered in any way. That map can be used to prioritize risks to data and determine how best to mitigate them.

A definitive ERM message includes facts that can be used to sway doubters, says Barclays' Weymouth. He instituted a monitoring system to collect data on Barclays' operational systems, such as the number of times the bank intercepted a fraudulent payment or blocked a denial-of-service attempt. By capturing how often the IT shop has reduced the number of incidents that could have disrupted bank business—which, for Weymouth, are equivalent to risks—he is able to calculate savings. He is also able to use the data to show that Barclays must continue to invest in IT to mitigate those risks.


Step 3: Be Flexible
Not everyone understands risk, and people view risks differently. That means you have to be patient and give your audience time to understand what you are talking about. Flexibility is the key here so that you may adapt your message for the different attitudes toward risk you encounter.

George Westerman, a research scientist at MIT's Sloan School of Management who is studying ERM in relation to IT, illustrates the point with a story about his 4-year-old daughter, who enjoys climbing on a jungle gym. When she reaches about halfway up, she says, "Daddy, look at me."

"My impulse is to say, 'Great. Go all the way to the top,' hoping to avoid the risk of overprotecting her," Westerman explains. "Her mother's inclination is to say, 'Get down now,' hoping to avoid the risk that our daughter may fall and hurt herself. We both have different ideas of risk, yet we both have our daughter's welfare first. It turns out that an appropriate response is to stand beside her and let her climb as high as she wants and be there in case she falls." The message, Westerman says, is that his daughter can take a bigger risk, given the appropriate safeguards.

Sometimes delivering your ERM message requires you to not talk about risks at all. When Sharon was CIO at the advertising agency McCann WorldGroup, he sometimes avoided the topic altogether. During one project for the agency's global accounts group, he knew account managers wouldn't understand what he meant about managing risks. The group, which was responsible for more than 100 markets, was having trouble keeping track of its e-mail and faxes from the company's various lines of business. These communications were frequently lost or took a long time to locate, increasing the risk that the group could not respond quickly enough to clients.

Instead of discussing risks, Sharon talked about how an Intranet could improve the group's service to customers. He told them he understood how hard they were working, and offered to help them with logistics so that they could focus on serving clients better. Once the website was deployed, he recalls, the group started making business decisions in real-time, reducing the risk that dissatisfied clients would take their business elsewhere.

Other times, the straightforward approach works best. Westerman relates the story of a CIO at a Fortune 100 company who needed to sell his board of directors on taking what seemed to be a bigger than usual risk on a large corporatewide IT project. The company's IT department had never missed a deadline or run over budget. The reason was that the IT department had always doubled its estimates of the amount of time and money needed to complete its projects.

The CIO decided this management approach was too risky for the company because it didn't give the board accurate information with which to make business decisions. It also gave the IT department an incentive to spend too much money. The CIO decided that this time he would give the board the most accurate cost estimate and time line for the project, and explain that he might have to come back for more money and time.

Westerman says that before the meeting, the CIO, typically a steady individual, was "shaking in his boots." The CIO assumed the board would think his approach lacked proper analysis and increased the risk of project failure. But the board approved the project and did not condemn the CIO's judgment when he came back a few months later to say that the project would be two months late and would cost more. The CIO had prepared them by outlining the risks.


Step 4: Get Out of the Office
Leaving your office to walk the shop floor, meet managers in other departments or travel to the organization's key installations is an acknowledged best practice for IT leadership. And it is particularly important for leading ERM. That's because ERM requires a mind-set change. There's a tendency for employees to ignore ERM and go back to traditional ways of thinking about risk if the ERM philosophy and practices are not reinforced.

CIO, It's You
Why IT must champion enterprise risk management

Read More
"Leading the ERM effort requires the development of personal relationships," Sharon says. "You have to solve the problems that are important to your business partner, whether they appear trivial or not, and then introduce processes that expand their awareness of the operations of the business."

Santiago says he has met with several hundred people across NASA to explain his view of ERM for IT security. He has traveled to NASA centers, conducted teleconferences and workshops to offer advice and to explain his enterprisewide approach for reducing IT security risks. His audience includes NASA's divisional CIOs, IT security staff, line-of-business managers and engineers—anyone who will listen. After nine months, they're beginning to absorb his lessons.

Santiago held an IT security workshop last December that was attended by computer security officials from the space shuttle program. The purpose of the workshop was to define the steps needed to construct a master plan for IT security. One task was to decide what information that moves between centers must be kept secure. Then, the group was able to identify the risks to the information—such as its vulnerability to viruses and cyberattack, or to its alteration (intentionally or not) by an employee—as well as steps to mitigate these risks.

"People began arguing with me on how to get it done," Santiago says. "That means they own it. I know I'm successful when they stop referring to me and my plan and start using the words I and we." He observes that the IT security staff throughout NASA has begun to look for operational risks on a daily basis. ERM has become a part of their job.


Step 5: Be a Model Citizen
Your actions and your attitude must match your message. "If leaders don't follow through with behavior, then the rest of [these steps] are nonsense," warns Bob Charette, director of the Cutter Consortium's ERM and governance practice.

Business unit managers and executive suite colleagues may view someone who points out risks in their area of responsibility as criticism. In turn, those who bring perceived risks to you about IT systems may seem to be criticizing you. Resist the tendency to take information about risks posed by IT as negative. Instead, encourage your staff and colleagues to identify enterprise IT risks by positioning the information about such risks as a chance to solve problems. Former Secretary of State Colin Powell, also a former chairman of the Joint Chiefs of Staff, encouraged soldiers to bring him problems. "The day [they] stop bringing you their problems is the day you have stopped leading them," he says.

One way to walk the ERM walk is to continually reinforce the need for constant attention to ERM through business continuity testing. Just like school kids practicing fire alarm drills to emphasize the importance of fire safety, CIOs should insist on testing business continuity plans to send the message that the organization is serious about managing enterprise risks that stem from IT.

Steve Randich
Steve Randich, CIO with Nasdaq, demonstrates his commitment to managing enterprise risks through regular tests of his business continuity plan.
Steve Randich, CIO with Nasdaq, relies on regular tests of his data center's business continuity plans to remind his staff that ERM is a core principle for the organization. About 3,300 companies are listed on the Nasdaq, which processes about 20,000 transactions a second and receives information from about 350,000 desktops and workstations worldwide. If Nasdaq can't operate its transaction systems, it has to close the market. "We're then out of business," says Randich.

After 9/11, it took four months for Nasdaq to permanently relocate its New York City offices. The data center was able to continue operating (although the government shut down the markets for four days), but Randich realized that the company needed a more detailed risk management plan. Nasdaq's new plan included the extra equipment it would need (such as desktops and Internet access), procedures for communicating with employees and alternative work sites in case of a disaster.

Randich checks his assumptions on a biweekly basis. He doesn't just run tests of his backup systems; he also makes sure that new employees are informed of where to go and what to do in case of an emergency. In addition, he confirms that he has enough cell phones to give to employees in the event that landlines are down. Randich also designated a team who, in the event of a catastrophe, will check in with the 300-plus market makers who trade on the stock exchange to determine whether the dealers can create enough demand to keep the market open. "If [that list] is out of date, it's not worth the paper it is written on," says Randich.

CIO LEADERSHIP AGENDA
This story targets the Leadership Agenda topic, "RUN I.T. EFFICIENTLY AND EFFECTIVELY." You'll find more material on this and four other topics for 2005 on the new, dedicated Leadership Agenda website. Look there throughout the year for articles, tools and webcasts on driving innovation, proving IT value, running IT efficiently, developing leaders and managing expectations.
By testing the plan so often, Randich says the message is sent loud and clear to the entire company that the IT department is serious about keeping the trading network up no matter what. "The idea is not trying to figure all this out in the middle of a crisis," he explains. "You make sure you have it all ironed out."

The bottom line is that ERM is now essential to running a company in a world where risks are ubiquitous and IT is both the source and the conduit of many of those risks. To adopt ERM, companies need a credible leader, someone, says Barclays' Weymouth, who is "senior and respected in the organization, someone [who] knows the fabric of the business."

That person, says Weymouth, is you. end

Washington Bureau Chief Allan Holmes covers risk and the public sector. Reach him at aholmes@cio.com.

MX- TRAINING

Workforce Training & Education Rsces Source,Department of Labor http://www.doleta.gov/usworkforce/wia/act.cfm



The University of Washington also has an on-line Facilities Management class that is appropriate for folks who are just starting in the field of FM or need a refresher course. Here's the link that will give you an overview of the program; from here, you can click on "courses" and get a look at some of the online materials for each of the five courses in the two certificate programs www.outreach.washington.edu/extinfo/certprog/fam/fam_gen.asp

Cal State Hayward's Certificate in Facilities Maintenance and Management

University of Calif, Berkley Certificate in Facilities Management

NC State University Industrial Extension Service, Facilities Engineering Management Diploma Series

MX - FINANCE & BUDGET

Cost Estimating Website
http://www.jsc.nasa.gov/bu2/resources.html

Cost Analysis Tools Source,Air Force
http://www.saffm.hq.af.mil/

Environmental Management Accounting
http:// weur.nl/fsw/emau/menu.htm

EPA Guidebook of Financial Tools
www.epa.gov/efinpage/guidebook/guidebooktp.htm

Historic Preservation Tax Incentives Source, National Park Service
http://www2.cr.nps.gov/tps/tax/index.htm

MX - ENVIRONMENTAL MANAGEMENT

Environmental Management Accounting
http:// weur.nl/fsw/emau/menu.htm

EPA Guidebook of Financial Tools
www.epa.gov/efinpage/guidebook/guidebooktp.htm

Historic Preservation Tax Incentives
http://www2.cr.nps.gov/tps/tax/index.htm

Environmental Mgmt: Closure Planning Guidance http://web.em.doe.gov/Vol1_Final_Printed_Version_Word4.pdf

Financing Cleaner Production
http:// wfinancingcp.org

Water Management Resources
IATP http://www.waterobservatory.org/library.cfm

Environmental Liability Ressources
http://www.riskinstitute.org

federal environment laws
http://www.eh.doe.gov/oepa/laws/

MX - FACILITIES

Add couple sentence about the resource, subject, quality of information, length, when published.

Building and Fire Research Laboratory : NIST DOC
www.bfrl.nist.gov

Facilities Maintenance Management Source, NASA
www.rmp.wes.mil ;http://nodis3.gsfc.nasa.gov

Facilities Maintenance Planning Source, DOE
www.doe.gov

Waste Collection, Disposal, and Recycling
http://www.nibs.org/fmocactvP.html

Whole Building Deisgn:draft federal guide: green construction specs
www.nibs.org

Windows: Glazing materials research
http://windows.lbl.gov/materials/default.htm

Air Barrier-Discussion on Heat Savings Source http://www.airbarrier.org/aboutairbarriers.htm

Windows: energy efficiency in commercial settings http://windows.lbl.gov/daylighting/designguide/designguide.html

Building & Facilities Program
WWW.RIC@NAL.USDA.GOV

Building 33:wbdg.org 5 federal case studies: document for purchase
www.nibs.org

Capacity Building - LA Cities
www.iclei.org/redalzi/capacidad

Maintenance Practices NASA
http://nodis3.gsfc.nasa.gov/ ; http://rpm.wes.army.mil

Maintenance Productivity Practices: TCRP J-07 Report 54, 10-14 Source, TRB
http://trb.org/news/blurb_detail.asp?id=4199

Moisture: Managing Moisture in Your Historic Building http://www2.cr.nps.gov/tps/allwet/index.htm

Moisture: Prevention of Moisture
http://www2.cr.nps.gov/tps/allwet/index.htm

Moisture: Quiz
http://www2.cr.nps.gov/tps/allwet/test.htm

Moisture: Remediation for Moisture
http://www2.cr.nps.gov/tps/allwet/index.htm

Pest Management: service contracts
http://www.nibs.org/fmocactvP.html

Pesticide Environmental Stewardship: publications http://www.epa.gov/oppbppd1/PESP/publications.htm

Technical Standards 2000 July 03, 2001 589 KB
For users who want to be informed as to the content of the Technical Standards, this PDF version of the TS2000 document is a format which is simple for users to load and read.

Technical Standards 2000 - July 03, 2001 2,447 KB MSWord Doc
For users who wish to use the Technical Standards on a specific project. The Technical Standards have many choices which must be edited prior to the document becoming part of the contract documents. These choices are based on specific project information such as length of occupancy, size of building etc. Please note that within Microsoft Word, the "hidden text" must be visible in order to properly edit the document. (Tools, Options, View tab, check Hidden Text).

MX -HEALTHY BUILDINGS

Breathe Easy Network
http://india.shellfoundation.net/goto.php/index.htm


Healthy Building Strategies Source,
http://www.healthybuilding.net/healthcare/ASHE_Green_Healthcare_2002.pdf

LEEDS

Mold: indoor fungicide products: David LiemPH.d EPA, Off.Pesti Prgrms http://www.nibs.org/BETEC/M6_Flyer.pdf

Energy, indoor air pollution, and health
www.teriin.org

MX - FACILITIES Roofs

ROOFING

Roofing & Waterproofing: Source, NAVFAC http://www.wbdg.org/media/pdf/mh1001_5a.pdf

Roofing for Historical Buildings: preservation briefings: Source, http://www2.cr.nps.gov/tps/roofingexhibit/introduction.htm

Natural (Building) Hazards:Driving Rain, Roof Drainage Source, http://www.wbdg.org/design/index.php?cn=3.7.3&cx=0

Natural (Building) Hazards:Driving Rain, Roof Drainage
http://www.atcouncil.org/

TRAINING - Strengthening Your Government Admin: Building Capacity

STRENGTHENING YOUR GOVERNMENT OPERATIONS: Assessing Facility and Staff Operating Levels

About Metrodex -- Why Join

Are you concerned about the challenges facing you and the resources of your county? Are you more stressed than excited about the growing responsibilities and demands? Are you tired of feeling like there are more tasks cropping up than you or your staff can fulfill in any given day??

Metrodex is about action. With Metrodex you will develop the muscle of fearlessness by working with tools that support better decisions, greater skill sets, time saving procedures and applications, and the permanent changes to support sustainability of govenment operations for future generations.

MetroExpert Corner: Ask the Expert

MetroExpertCorner fields questions from our Premiere Members and brings salient information to address give them the mechanics of how to approach, deliver, make decisions for problems.

Available to Premiere Members only.

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MX News About Us

Comments from Guests

Comments from Subscribers

Comments from Members

MEMBERSHIP in METRODEX

Metrodex offers you and your key administrators a retreat with colleagues to dive head first into premium information sources to gain the background you need to make important project decisions, save time, enhance the use of staff time and budget, and understand the options and costs of future operations.

Metrodex serves as a bountiful information source, a networking space, and a tool set to enhance your daily operations.

Benefits of yearly membership include:

* 20% discount off of all Teleconferences, Training, or WorkGroups!
* Monthly winner of a one hour Coaching Session with XX
* Full access to our comprehensive MetroCenter

* Over 60 hours of audio programming included popular pre-recorded teleclasses

* Video clips that entertainment and educate

* Ask MetroExpert Corner archives. Countless questions answered
* Monthly Telecalls with the subject designed around YOUR requests
* Special Access to Special Interest Conference Proceedings

* 20% off of all MetroMall Products
* New content and additional resources added monthly

Benefits of quarterly membership include:

* 10% discount off all Workshops, Teleconferences, & Training!

* Full access to our comprehensive MetroCenter
* Over 60 hours of audio programming included popular pre-recorded teleclasses
* Video clips
* MetroExpert Corner Archives. Countless questions answered by leading experts
* Monthly Telecalls with the subject designed around YOUR requests
* Special telecalls
* 10% off of all MetroMall Products
* New content and additional resources added monthly

Your investment: $150 a quarter, or take advantage of the yearly rate of $545(savings of over $50.)

The average price for one Hour and a half Teleclass is $80, as a member you will be receiving over 50 hours of audio programming plus all the extras for just ten dollars more. Plus you'll save on workshop tuitions.

If you ever thought about preparing yourself for the future, now is the time and we deliver the tools, information, and training to your office.

And if you are already a coach, therapist, counselor, educator or small business owner, join the Coaching Membership. It includes all of the above PLUS an exclusive section called The Coach's Coach with over 50 answers to some of your most requested questions available to you now including how to successfully build and market your practice, deal with difficult client scenarios and more. And each month, I will be available to answer YOUR questions. Your investment: $249 a year.


Free Membership provides access to most all areas of the FLI website including limited access to the MetroXXX Center; however, this membership level is not interactive.

Quarterly: $150
Quarterly Membership. 10% discount off of all Workshops. Access to over 60 hours of on-line learning through audios and videos. You'll receive 10% discount on all Products and Teleclasses.

Yearly: $545

Yearly Membership. 20% discount off of all Workshops. Plus all the Benefits of monthly memberhsip for a lot less. Save over $50! PLUS you receive 20% discount on all products and teleclasses.

Yearly Premiere Membership: $800

Premiere Membership. 20% discount off of all Workshops. Access to the entire website. Full usage of Knowledge Center. You receive 20% discount on Products, Teleclasses.
Participation in the Metrodex Roundtable.

Membership Upgrade
$250

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TRAINING - 4 LEVELS OF CONNECTION

The four levels of connection.

We connect on four levels - emotionally, mentally, physically, and spiritually. Each of us has different levels of needs for each area. We will discover your personal needs and discuss how to better meet those needs.

TELECONFERENCE TIPS

Here's how LIVE teleclasses work:



Sign up for a teleclass. You will be provided a phone number and access code to join the call upon confirmation. At class time, call the number above. Only call that number at class time, not more than a minute before class or after the class ends. No one is 'there' at that number except during the scheduled class time.



You will be billed long distance charges by your long distance carrier for the time you are on the phone.



Please call from a regular, wired phone. No cell phones, no speakerphones (unless you use mute) and no cordless phones unless you stay very close to the phone's base. These add LOTS of noise to the call and annoys everyone.



When you call in, please announce yourself. Feel free to say "Hi, this is Mary from Chicago." Inform FLI if you would like to use another name if you would like to stay anonymous. We record all teleclasses for future use. Your attendance on the call says you agree to be recorded for any future use.



You may call in late, but please don't speak when coming in because you will interrupt the call. Listen quietly and come up to speed into the flow of the discussion.



Our teleclasses are discussion-based, meaning that we will start off with key points and invite you to ask questions. If you prefer to sit back and listen, that's fine too. The format is like a discussion in a class room or a living room, except that it's on the phone.



When the class is over, feel free to say goodbye to everyone or just hang up. Please don't stay on the line after the call is over as our telephone conferencing system needs to reset itself.



If we record the class it will be available via CD-Rom or audio stream. This can be emailed to you or will be posted on our website. You will need a media player on your computer to listen to the audio stream.

MX MALL --Training

METRODEX MALL

LIVE Teleclass Schedule for Spring-Summer 2005:

NEW - Change Your Life in 30 Days. Become a better manager.
NEW -

Fear! Your Doorway to Freedom!

MX - SEARCH

Search within Metrodex.com
Search within MetroShop
Search within MetroNews
Searth within MetroTraining

MX - RESOURCE Security

Security Encompasses all Aspects of Physical Facilities, Public Infrastructure, and Information Infrastructure-- your data. Metrodex assembles information, training, and discussions to address issues, regulatory requirements, and management.


Facilities
Transportation
Energy
Environment
Administrative Data Collection and Storage

MX - RESOURCE Transportation Safety

TRANSPORTATION

"Most Wanted Transportationn Safety Improvements" provides the priorities for transporation safety as formulated by the National Transportation Safety Board

MX - TOOLS Facility Manual

A TOOL:
Building Services Manual Developed by the University of Colorado

About GROUP PURCHASING

About HEALTHY BUILDINGS

Healthy Buildings Improve Your Staff and Operations Performance


Topics within this Category Include:
Green Building Materials
Green Cleaning Materials
Sustainable Building Performance
Capturing Facility Operating Information



Among the Resources Available from Associations and Agencies on Metrodex:
Healthy Buildings Healthy People
Sustainable Building Performance
Fire Loss Reduction
Sustainability and Green Construction

Teleconference Series: Team Building JumpStart with Seth Kahan

Team-building JumpStart

Using experience-based training, short lectures and open group discussion, teams explore these topics:
a) Community-based team-building: Success factors
b) Strategic alignment: Linking team activity to business results
c) Knowledge-sharing: Learning from peers & other stakeholders
d) Critical information: Leveraging, capturing and sharing know-how

Sign Up for These Sessions

FAQ- How can my organization deliver information on Metrodex?

Metrodex serves the business and operation of government administration. Metrodex shortens and streamlines the -- buy-in cycle--- by providing software, service, reseller and hardware information, alongside white papers, webinars and case studies.

Metrodex users include facility operations, government management,and technology solutions providers. Metrodex.com offers a free, easy and comprehensive means to educate and build relationships in need of services. The information user is either a guest, subscriber, or site member.

For technology and information providers, Metrodex's listings, sponsorships, unlimited leads, white papers, webinars and case studies substantially improve access to motivated information seekers.

Read how Metrodex makes the marketing and evaluation process efficient for these customers:
IT Buyer Testimonials
Facility Solutions Testimonials
Case Studies
In The News

About STAFF PRODUCTIVITY

If you are experiencing downsizing of staff for any reasons or there appears to be a trend of increased illness or sick days, the productivity and quality of product of your staff may be at risk. Metrodex brings you access to articles, training, and experts to discuss solutions, procedures, and applications that might be useful.

(Partial List of Topics)

About TOOLS

Metrodex Provides A Set of Tools to help with the planning, management, or development of projects, programs, or efforts within government.

TOOLS
Teleconferencing:
Setup and hold a free teleconferences for 3 to 50 people for up to 3 hours (with 10 minutes notice).

Blogger:
Setup and manage a free workspace for special projects, programs here on Metrodex. The headings will be stamped with subject, time and date. They are private to all except those you invite as members. You, the creator of the workspace, can decide who participates, whether they can post comments and whether they can see comments.

Cost Analysis Tools (Air Force)
Cost Estimating Website
Indoor Air Quality Tools for Schools
Implementation Handbook
Life Cycle Cost Calculation
Facility Operations Manual

These Tools can expedite your efforts, save you time and be useful:

to Collaborate with Your Colleagues on Special Initiatives;
to be Used within County Government Management; or,
to be Used for Internal Project Management.

Metrodex Mission

Metrodex's mission is to advance the sustainability of municipal government operations by cultivating a learning community among municipal management to advance their efforts and results. Metrodex provides a networked venue—through off- and online programs, events and services—where public administrators come to learn, connect, collaborate, grow their capabilities and, be inspired from each other and eminent sources of information.

County Administrators : Eyeball to Eyeball

The underlying motivation for developing Metrodex is to foster real time access and communication and support among County Administrators whose own capabilities, knowledge and skills span every aspect of effective solutions for fulfilling their responsibilities.

Metrodex provides a number of ways for you to communicate with each other and with premiere information and program providers through the following tools:


TELECONFERENCES
During the METRODEX pilot, 2 teleconferences will be facilitated with registered participants at a pre-scheduled date and time.

TOPICAL DISCUSSION FORUMS
During the METRODEX pilot, and following an initial teleconference, Metrodex will host a Topical Discussion Forum that perpetuates a discussion based around key issues discussed during the teleconference.


TRAINING SESSIONS


WORK GROUPS

About INFRASTRUCTURE

(partial list of topics)

Communication Infrastructure
IT
Telephony

Transportation Infrastructure
Roads
Bridges
Airports
Rail

Energy Infrastructure


Administrative Infrastructure
Operations

About TRAINING

(Partial List of Topical Areas)

TRAINING TOPICS

Office of Adult Services -Training RESOURCES -ETA/DOL
Survival Kit for Leaders
The 5 Dysfunctions of a Team
Workforce Investment Reauthorization

About Private Sector Resources

(Partial Listing of Topics)

Research
White Papers
Briefing
Tools
Forums

About FACILITIES

About Federal Resources

(alphabetical list of resources)

Facilities: Partial Listing

Indoor Air Quality (IAQ) Tools for Schools - Road Map
Indoor Air Quality (IAQ) Tools for Schools Kit
Insurance Tips mold remediation, water instrusion managemment
Mold: indoor fungicide products
Pest Management: service contracts
Pesticide Environmental Stewardship: publications
Pollution Prevention & Abatement Handbook


Operations:
IT


Physical Infrastructure:

About County Administrators

County Demographics (Listing by State)
County Administrator Comments
County Administrator Interviews

MX --Interviews

Today's Topic is Building Capacity.

Our Interview Today is With Mr. John McCarthy, County Administrator of Rappahannock County in the Commonwealth of Virginia. Mr. McCarthy has held this position since 19XX and ...

Good Morning, John. How are things in Rappahannock County today?

Sidebar: Rappahannock County is rural, with a population of XXXX.

Landing Pages

GUEST Landing Page

MEMBER Landing Page

SUBSCRIBER Landing Page

CLASSIFIEDS Landing Page


News&Resources Landing Page

MX - ARTICLE- Embrace the Data CIO.com

FROM CIO.com March 16,2005 web edition
http://www.cmomagazine.com/read/030105/be_counted.html

Count—and Be Counted

Embrace the data. But not just any data. In the quest for ROI, CMOs actually have to know why they're doing what they do.

By Anonymous
ADVERTISER

Think for a minute if you will about the business you're in. It could be in manufacturing or in a service industry. Now ask yourself this: Is any part of your business still being conducted the same way it was 50 years ago? Is any process involving millions of dollars of expenditure still being scrutinized the same way as it was in 1955? I doubt it. So why are you still using research tools that are at least a half a century old to measure marketing performance?

Marketing continues to be the only black hole in this world of business accountability. The CEO, CFO and CIO have to measure everything they do to keep the stockholders at bay. In contrast, those of us in marketing (if we're lucky enough even to recognize our lack of accountability) excuse it by calling our work more art than science. If you're like me, the standard four media outlets (television, radio, newspapers and magazines) consume more than 70 percent of your total marketing budget. In many cases, that budget runs into the hundreds of millions of dollars. How is it that we accept such poor measurement and accountability for that level of investment? Is it a wonder that so many CMOs are treated differently from their C-level peers?

Well, the old business adage that "you can manage only what you can measure" has finally taken center stage in marketing. Every marketing conference I've attended in the past two years has featured a discussion on ROI. Every meeting with my CFO has centered on ROI. My most unpleasant meetings with the CEO have been about ROI (or the lack thereof). CEOs are reaching out to financial consultants to come up with a superior way of tracking marketing ROI. And I have to warn you: This latest trend is not contributing to an improvement in job security for CMOs. If we don't truly embrace the need for superior measurement of ROI, marketing will never get the respect it seeks. And we may find ourselves out of a job.

Unfortunately, the tools we have in place are the foundation of advertising's pricing structure. Advertisers fund content, whether for a sitcom or a Super Bowl, in the hope that the audience will also be exposed to the company's product. I'm sure you remember the furor created by the dramatic drop in young men watching television in 2004. In my circle of marketers, the drop-off rate among this group made sense given the tremendous growth of video games. The television media was, not surprisingly, apoplectic about such findings and seriously challenged the data. (Naturally, nobody has ever challenged the data when it has shown or supported an increase.)

All that begs still another question: Just how much do we really know about the consumer's media consumption and comprehension? Our data is often flawed or, in many cases, simply irrelevant. But mostly, it's just plain unavailable. Marketers and media are the masters of measurement when it comes to ad inventory, but we are still in the dark ages in terms of accurately measuring consumption. All the people meters and click-through rates aren't getting us where we need to go.

To be fair, companies such as Procter & Gamble are trying to bring about real marketing change when it comes to the accountability issue, and some innovative marketers are climbing on board. Unfortunately, far too many CMOs are not engaged in the quest for better data. They seem to have an expectation that the industry will fix itself. For it to be fixed, however, everyone will need to stand up and be counted.

MX -- interactive - Forums

MX -- Metro News

News

Come visit the Metrodex Booth at the following upcoming trade shows:

Metrodex teams up with the DOE Energy Team to host the inaugural Energy/Facilities Connections Conference May 11th and 12th, 2005 at the Convention Center in XXX, WA. Click here to view online registration.

The Metrodex Engineering & Facilities Maintenance Show will be held May 25-26, 2006 at the XX Convention Center. Mark your calendars for this great trade show and check out www.metrodex.com website for additional information!

........................
New on Metrodex
.interviews
.case studies
.new products

New from County Administrators
.staff capabilities
.asset management
.asset operations practices
.case studies
.survey results

New from Associations, Agencies, and Universities
New from Private Sector



Blogs
Briefings
Newsletters


Search Archives

MX -- interactive -- WORK GROUPS

MX --Tools & Resources

CHECKLISTS


EVALUATIONS


REPORTS


WHITE PAPERS


BEST PRACTICES

MX --About Facility Programs

MX --About Training Programs

MX --About County Administrators

MX -- SIte Map

from Pittsburgh Post Gazette

METROMARKET
Wireless
Training
Teleconferences
Today's Page 1: New Services, Products on Metrodex
Postcards
Search
Site Map
Contact
Classifieds
Privacy Policy
Terms of Use
Place an Ad

News and Research
Tools and Resources

For more information about what content is available on metrodex.com, click here.
Municipal News
Latest News
Previous Articles
Counties
New from Agencies, Association, and Educational Institutions
News
Regulatory Compliance
Transportation
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Republication Permissions
How to Order
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Back Copies
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MX-- Classifieds

Business Opps
from ppg./ use classified instead of mall??/
Business Svcs.
Cars
Celebrations
Consumer Rates
Farm & Lawn
Garage Sales
Hobbies
Jobs
Legal Notices
Legal Services
Merchandise
Mortgage Rates
Notices/Services
Obituaries
Personals
Pets
Place an Ad
Real Estate-Com.
Real Estate Rental
Real Estate Sales
Recreation
Travel Getaways
Contact Information Classified Index

All information contained in the classified ads, including all e-mail addresses, may be used solely for legitimate responses to such ads. You are not authorized to use such information for any other purpose, including making unsolicited phone calls or sending unsolicited e-mail messages.

MX -- Contact Us * FAQ

From PITTSBURGH POST GAZETTE

Please look through the following list of subjects to reach the category most appropriate to your request:

I'm looking for an article about...
You can find just about anything published to the Web site by using our search engine. Enter relevant keywords or enter a date to find articles published on our associates sites. Not all content from the web teleconferences is published to the site. Some content is restricted to Members Only.

Click here for our content FAQ. If you'd like to find an article discussed or previously posted on the website from other sources, give our paid newspaper archive a try.
Searching is free but a small fee is charged for full article retrieval. For more information on searching, visit our search page.

How do I place a classified ad?
Ads can be placed online. Click here for information on classified ad deadlines, contact numbers and available ad classifications.

I have found a problem on metrodex..com...
Sometimes, mistakes happen. If you have found a bad link or missing story or photo, please let us know in specific terms. Fill out our technical problem form and provide details like where you saw the link or what story or photo was missing. We'll do our best to correct the situation immediately.


How do I submit a letter to the editor?
You can contact Metrodex by sending an email to INFO@metrodex.com and type the appropriate category in the subject line.

If you have a question doesn't fit into any of these categories, choose "Web site Help".

Contact the Metrodex Newsroom
Departmental questions, news releases, letters:

* A&E (books, movies, tv, music)
* Government Business
* Local News
* Health & Science
* Issues (budget, compliance, training)
* Post Your Problems w/ Your Diligent Information Source
* Letters to the Editor
* Photography
* Interviews
* Training

General information, listings, news tips

* A news tip
* General question
* Event listings
* Permission to reprint a story
* Study research information
* Tracking down an old article

Contact Advertising

If you'd like information on about placing a classified ad online, click here.

* Classified advertising
* Online advertising

Contact Delivery

* Metronews delivery
* Delivery problems
* Vacation start/stop
* Automatic renewal
* Subscription rates
* Back copies
* Change of Address

Contact Metrodex Services

* Metrodex Charities
* Metrodex Mall
* Metrodex Studies and Surveys

Contact the Web site

* Finding a current article online (try the search first)
* Technical problems (broken links, missing photos, etc.)
* Comments about the web site in general
* Help

Metrodex Privacy Policy

METRODEX Online Privacy Policy

METRODEX provides promotional and consumer information regarding various information technology products and services via its web site and related web pages located at www.metrodex.com ("Web Site") and through email & interactive sessions. Metrodex is committed to protecting the privacy of its users. To demonstrate this commitment, Metrodex has created this privacy policy (the "Privacy Policy") governing Metrodex's use of the information that is collected through the Web Site and any interactive sessions you participate in. By accessing and viewing the Web Site or participating in an interactive session, you agree to the terms and conditions of this Privacy Policy. In order to access certain portions of the Web Site you will be required to register by providing certain limited information regarding you and the company you represent.

Even if you do not register with us, we will still collect some information from you when you visit the Web Site.

Cookies
A cookie is a piece of data stored on your hard drive containing information about you including your use of the Web Site. Metrodex employs cookies to recognize you and your access privileges on our Web Site. We also use cookies to track the usage of our Web Site in order to enhance your use of the Web Site. If you do not accept cookies from the domain "metrodex.com" you cannot access certain portions of the Web Site.

Log Files
We use IP addresses to analyze trends, administer the Web Site, track user's movement, and gather broad demographic information for aggregate use. IP addresses that we collect are not linked to personally identifiable information.

Links to Other Web Sites
The Metrodex Web Site contains links to other Web Sites. Please be aware that Metrodex is not responsible for the privacy practices of such other sites. We encourage our users to read the privacy statements of each and every Web Site that you visit from our Web Site or through the interactive sessions.

Users Outside of the United States
While we make every effort to honor the laws and wishes of all users, this Web Site is available for users located exclusively in the United States of America and therefore may not recognize foreign laws.

Registration
In order to use many features of the Web Site and to participate in interactive sessions, you will be asked to complete a registration form. During registration, you are required to provide contact information, for you and the company you represent as well as business information about the company you represent. Metrodex may use this contact information as a means of confirmation of your identity, position, or relationship to particular enterprise of company.

Information Collection and Use From Registered Users
When you register on Metrodex, we ask you to share limited information about yourself and the company you represent. Only disclose business information that you are authorized to disclose. During interactive sessions, we may also collect your opinions and preferences regarding certain information technology products or services. We use this information to provide you with quality services as well as with offers that we think are relevant to you based on the preferences you share at registration or during interactive sessions. Please see the Information Sharing and Disclosure section below.

Using your contact information, Metrodex may also send you e-mail messages under the following circumstances, among others:

* To respond to an inquiry or request for information;
* To thank you for contacting Metrodex;
* To welcome you to Metrodex and to its products and services;
* To explain new product offerings and features of our services;
* To notify you of special promotions; and
* To communicate with you regarding customer service related issues.

Your contact information may be made available or provided to third-party service providers and contractors (such as the Website webmaster) that are contractually obligated to protect your information as disclosed in this Privacy Policy. In order to maintain accurate records concerning communications that Metrodex may have received from or sent to you, Metrodex may also indefinitely store any information that you provide to Metrodex through the Website.

Information Sharing and Disclosure
Once you register on the site, you are providing Metrodex with personally identifiable information. Metrodex will pass on this information only after you have viewed the provider content and only to the company that has paid for the listing of that particular content. The provider's use of this information is governed by the provider's privacy policy and may be used for follow-up by telephone, email, or other common methods. You should contact these providers directly if you have any questions about their use of the information.

In addition, Metrodex may share certain aggregated demographic information with our sponsors regarding the users of the Web Site and responses we receive from you through the interactive sessions. The aggregated information that we provide is not linked to any personally identifiable information.

If you have accessed the Web Site from the web site of one of our partners or sponsors, then Metrodex may disclose all the information collected about you to such partner or sponsor.

Special Offers
We do not provide copies of our email subscriber database information to third parties. As a Registered User and based on the preferences you share at registration, you will occasionally receive information on products, services, special deals and newsletters. Out of respect for your privacy we present the option to not receive these types of communications. As part of our services, we may contact you with offers, promotions and information on interactive sessions sponsored by identified third parties. All the content related to such correspondence is provided by our sponsors, and KnowledgeStorm disclaims any liability for such content. By virtue of their sponsorship, these third parties may obtain personally identifiable information that visitors voluntarily submit to participate in the promotion. Metrodex will notify the third parties of the Privacy Policy that governs your information, however, Metrodex has no control over the third-party sponsors' use of this information. Metrodex will notify you at the time of requesting personally identifiable information if third-party sponsors will obtain such information.

MetroNews
You may elect to receive one or more of the MetroNews e-mails provided as a service to Metrodex users.
/If you become a MetroNews subscriber, your contact information, weekly report selections and other personal information will be shared with IT Business Edge so it can deliver the weekly KnowledgeReports you choose, periodic special reports related to your topical selections, and information on related products and services from Metrodex, IT Business Edge and third parties./

//IT Business Edge may use electronic images known as Web beacons, or clear GIFs, to monitor the use of KnowledgeReports, as well as redirected URLs to keep track of Web traffic generated by links in KnowledgeReports. This information helps IT Business Edge personalize the information provided to KnowledgeReports subscribers by sending them special reports and Special Offers related to the topics most important to them.//

Notification of Policy Changes
We may update this Privacy Policy from time to time. We will notify you about significant changes to our Privacy Policy by placing a prominent notice on our Web Site or sending an email to the address you provided to us. Metrodex welcomes comments and questions on this policy.

Usage Tracking
We monitor how our users use our Web Sites including search terms entered, pages visited and documents viewed. This information is stored with a each registered user's registration information. It is unique-number identifiable, and is used solely for purposes of enabling us to provide you with a personalized Web Site experience. Aggregated forms of this data may also be used in order to help us understand areas for future research and to identify future features and functions to develop for the Web Sites. This data may also be used by KnowledgeStorm, in the aggregate, to identify appropriate product offerings and subscription plans.

Security Precautions
KnowledgeStorm takes precautions to protect data and information under its control from misuse, loss or alteration. KnowledgeStorm's security measures include industry-standard technology and equipment to help protect your information, and KnowledgeStorm maintains security measures to allow only the appropriate personnel and contractors access to your information. Unfortunately, no system can ensure complete security, and KnowledgeStorm disclaims any liability resulting from use of the Website.

If you have any questions about the security at our Web Sites, please send an e-mail to kssecurity@knowledgestorm.com.

Exceptions
Other than as set forth above, KnowledgeStorm will not otherwise use or disclose any of your personal information except to the extent reasonably necessary to: (i) process your information and to correct technical problems and malfunctions in the Website or the computer systems supporting the Website; (ii) protect the security and integrity of the Website; (iii) protect the rights and property of KnowledgeStorm and others; (iv) take precautions against liability; (v) respond to claims that your information violates the rights and interests of third-parties; (vi) respond to judicial or administrative process or otherwise comply with applicable law; and (vii) to assist law enforcement agencies in connection with investigations or matters related to public safety.

Updating Personal Information
You may update or correct information you previously provided to KnowledgeStorm by accessing your user profile on our Web Site.

Questions or Comments Regarding the Privacy Policy
For additional questions, or to be taken off our marketing lists, please send an e-mail to ksprivacy@knowledgestorm.com.

About Metrodex --Privacy Info

Metrodex Merchant Services Privacy Policy

The Metrodex Privacy Policy describes how we treat personal information when you use Metrodex services, including information that you provide when you use Metrodex Merchant Services. In addition, this document describes our practices that are specific to Metrodex Merchant Services.

Information we collect and how we use it

When you register for a Metrodex Merchant service, Metrodex collects some limited personal information such as your name, your phone number, and your email address. For some services, you also be asked for additional information.

We retain and use the information you provide in order to deliver our services, including internal security and other legitimate business purposes.

You will receive email newsletters and service updates to stay informed about Merchant services. In addition, from time to time we may send you customer satisfaction surveys or marketing information about other Google services that may be of interest to you.

Updating your information

You can update or correct your personally identifiable information at any time by accessing your account at the Froogle Merchant Center (https://www.google.com/froogle/merchants/welcome) or Google Local Business Center (http://www.google.com/local/add). For other Google Merchant Services, you can learn how to update this information by reading the service's Frequently Asked Question list.

MX Resources

What Tools, procedures, applications dictate the efficiency and effectiveness of your infrastructure operations?



FACILITY OPERATIONS



STAFF PROCEDURES



INCREASING STAFF PERFORMANCE



FINDING HIDDEN RESOURCES & CAPABILITIES

MX Needs Assessment

Metrodex is your advisor, your runner, your personal consultant, and your champion for enhancing internal capabilities, strengthening capacity, and encourages sharing and resolving challenges with your colleagues.


On a scale of 1 to 5, (1 being lowest and 5 highest) how would you rate the following functions within your administration?

STAFF:
taff responsibilities without core training?
What capacities do you have today and where will they be in 5 or 10 years?

TRAINING:
What practices or access to training will strengthen your organization to the point that core infrastructure is not the debilitating issue in government?

FACILITY SYSTEMS


OPERATIONS MAINTENANCE PRACTICES


PRODUCTIVITY

MX Training - Clues to Rural Community Survival

Clues to Rural Community Survival

As a workshop component, "20 Clues to Rural Community Survival" is one of the Heartland Center's most popular and effective training tools. The list of vital characteristics provides an "ideal" benchmark against which people can measure their own community. It moves people naturally from theory, to strategy, to action.

Because of its broad appeal and positive impact, the Heartland Center now offers "20 Clues to Rural Community Survival" as a stand-alone community development workshop. The four to six hour workshop is an expanded exercise that delves into each of the 20 Clues to Rural Community Survival. Educational materials include a workbook that helps local leaders identify their community's unique strengths, weaknesses and opportunities. This is a terrific exercise to pull a community together or to kick off an action planning agenda!

View: "20 Clues" Publication Information

20 Clues to Rural Community Survival: An Annotated List

1. Evidence of Community Pride: Successful communities are often showplaces of care, attention, history and heritage.

2. Emphasis on Quality in Business and Community Life: People believe that something worth doing is worth doing right.

3. Willingness to Invest in the Future: In addition to the brick-and-mortar investments, all decisions are made with an outlook on the future.

4. Participatory Approach to Community Decision Making: Even the most powerful of opinion leaders seem to work toward building consensus.

5. Cooperative Community Spirit: The stress is on working together toward a common goal and the focus is on positive results.

6. Realistic Appraisal of Future Opportunities: Successful communities have learned how to build on strengths and minimize weaknesses.

7. Awareness of Competitive Positioning: Local loyalty is emphasized, but thriving communities who their competitors are and position themselves accordingly.

8. Knowledge of the Physical Environment: Relative location and available natural resources underscore decision-making.

9. Active Economic Development Program: There is an organized, public/private approach to economic development.

10. Deliberate Transition of Power to a Younger Generation of Leaders: People under 40 regularly hold key positions in civic and business affairs.

11. Acceptance of Women in Leadership Roles: Women are elected officials, plant managers, and entrepreneurial developers.

12. Strong Belief in and Support for Education: Good schools are the norm and centers of community activity.

13. Problem-Solving Approach to Providing Health Care: Health care is considered essential, and smart strate-gies are in place for diverse methods of delivery.

14. Strong Multi-Generational Family Orientation: The definition of family is broad, and activities include younger as well as older generations.

15. Strong Presence of Traditional Institutions that are Integral to Community Life: Churches, schools and service clubs are strong influences on community development and social activities.

16. Sound and Well-Maintained Infrastructure: Leaders work hard to maintain and improve streets, sidewalks, water systems, and sewage facilities.

17. Careful Use of Fiscal Resources: Frugality is a way of life and expenditures are considered investments in the future.

18. Sophisticated Use of Information Resources: Leaders access information that is beyond the knowledge base available in the community.

19. Willingness to Seek Help from the Outside: People seek outside help for community needs, and many compete for government grants and contracts for economic and social programs.

20. Conviction that, in the Long Run, You Have to Do It Yourself: Thriving rural communities believe their destiny is in their own hands. Making their communities good places is a pro-active assignment, and they willingly accept it.

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