You cannot fix what you refuse to count. Facilities teams drown in tickets, vendor invoices, and “the AC is down again” texts. The only way through is to treat day-to-day failures and successes through data as the job, not a monthly slide.

Start with work. Open tickets, closed tickets, and how long each one sits. Then look at people. Monitoring the estimated time of outstanding work tells you if one engineer is buried while another is idle. Controlio software can sit next to your CMMS for that labor view without replacing the whole stack.

A 2026 portfolio that only tracks “jobs done this week” will miss cost creep, energy waste, and the asset that should have been replaced two years ago.

Work order KPIs

Active work orders. Count volume by type and site. The same boiler fault three times in a quarter is a parts problem, a contractor skill problem, or a dying asset. Pick one and act.

Completed work orders. A spike in new tickets with a flat close rate means you are understaffed on the days that matter. Plot completes by day of week. Friday dumps are common and ugly.

Time to completion. Clock starts when the request lands, not when someone “sees” it. Safety and occupant comfort tickets go first. A 10-day average on lighting is annoying. A 10-day average on a fire door is a compliance hole.

Estimate vs. actual hours. If jobs routinely run 40 percent over the estimate, your PPM calendar is fiction. Tighten the estimate or change the crew mix.

Assigned load. Track open hours per person. Overloaded techs rush. Rushed techs come back. First-time fix rates fall, and you pay twice.

Industry targets in 2026 still cluster around 85 to 90 percent monthly completion for operational work. Below 70 percent, backlog turns into emergencies.

Preventive maintenance KPIs

Scheduled vs. done. A PPM plan on paper is theater. Measure the percent of planned jobs finished in the window. Best-in-class teams sit near 90 percent. Many sites still hover near 50.

Total cost of the asset. Labor plus parts plus downtime, year after year. If you have rebuilt the same package unit three times, run the replacement quote. Repair-until-death feels cheap. It usually is not.

Downtime. An unusable floor costs rent, goodwill, and sometimes a lease clause. Log hours the space could not be used, not just hours the tech was on site.

Job completion quality. Closed in the system and actually fixed are different states. Callbacks within 30 days belong on the same dashboard.

Reactive work that stays above 50 percent of volume is a warning. Planned work under 15 to 20 percent reactive is the band most FM leaders want.

Asset and people KPIs

Time spent on reactive work. If half the week is firefighting, your capital plan is late. That number also predicts next year’s overtime.

Engineer workload. Pair ticket hours with actual time on tools. A person can look “busy” in the CMMS and still be waiting on parts for 3 hours. Redistribute before you hire.

Maintenance cost per square foot. 2026 ranges still swing hard by building type. Office often lands near $1.25 to $4.25. Healthcare runs much higher. Compare like-for-like buildings, not a national blob.

Energy use intensity. Dirty coils and sloppy setpoints show up here before the utility bill shock. Trend monthly. Tie spikes to missed PM on HVAC.

Facility condition index if you have the capital data. Deferred work above a point-one FCI is the quiet tax on next year’s budget.

How to use the numbers without drowning

Pick 8 metrics, not 40. Four operational, two financial, two people. Review weekly for work orders. Review monthly for cost and energy.

Set warning lines in advance. Example: critical MTTR above 10 hours, PM compliance below 60 percent, cost per square foot rising faster than inflation. When a line trips, assign an owner that week.

Do not average a hospital and a warehouse into one “portfolio KPI.” The number will look calm and hide a site that is falling apart.

Vendors love dashboards. You need a backlog age view and a parts delay view. Pretty charts that ignore stalled tickets waste the meeting.

Final words

KPIs in facilities are a staffing and capital argument dressed as a spreadsheet. Track open work, close speed, planned vs. panic, asset cost, and who is carrying the hours.

If the data says replace the unit, replace it. If the data says one tech owns 60 percent of the backlog, move work this week. The metric only pays off when someone changes the schedule, the vendor, or the asset.