Organizational Structure

Transcription

1 Organizational Structure

2 Organizational Structure The Superintendent of Schools shall oversee and hold responsible the Assistant Superintendent of Supporting Services for the implementation of the Comprehensive Maintenance Plan for Educational Facilities and its associated responsibilities. The Director of Maintenance shall prepare, coordinate, and administer the Comprehensive Maintenance Plan for Educational Facilities. The following organizational charts are provided to document this organizational structure and functions. 1

3 2

4 St. Mary s County Public Schools Organizational Chart Department of Maintenance Jessica L. Young Fiscal Secretary Kathy T. Murphy Account Clerk Steven M. Whidden Director of Maintenance Sharon M. Dvorak Work Order Specialist Mark A. Unkle Building Trades Foreman Warren I. Trossbach Engineering Trades Foreman Gary C. Vanucci -Painter IV (1) -Painter III (1) -Carpenter IV (2) -Carpenter III (1) -Roofer IV (2) Robert E. Morgan -Locksmith IV (1) -Cabinet Maker IV (1) -Building Repair III (1) -Grounds Maintenance III (1) -Grounds Maintenance II (2) David Williams -HVAC IV (2) -HVAC III (3) -Mechanic II (1) Timothy Wood -FMS Operator IV (1) (Wastewater Treatment) (Water Treatment) -Refrigeration Equip. Repairman IV (.25) -Electrician IV (1) -Electrician III (2) -Alarm Specialist (1) -Plumber IV (1) -Mechanic II (1) Michael J. Fox -Mechanic III (1) 3

5 St. Mary s County Public Schools Functional Chart Department of Maintenance Fiscal Secretary Service Contract Maintenance Material Usage Tracking Correspondence Account Clerk BOE Employee Payroll Fiscal Analysis/Budget Accounts Receivable/Accounts Payable Director of Maintenance Fiscal Analysis/Budget BOE Policy and Regulations Building Code, Laws and Regulations Warranty and Property Damage Staff Development Work Order Specialist DSS Phone Operator Receive Service Calls Direct work order to appropriate Trade Shop Building Trades Foreman Manage and coordinate work flow Quality Control Engineering Trades Foreman Manage and coordinate work flow Quality Control Field Supervision Contracted Services Supervision Areas of Responsibility Areas of Responsibility Field Supervision Contracted Services Supervision Flooring systems Doors - locks/closures/hardware Roof repairs - built-up/shingles Carpentry Cabinets/shelves/furniture repair Lockers Bleachers - inspections/repairs Painting - interior/exterior Glass replacement - doors/windows Sign preparation and name plates Parking - facility marking/maintenance Ceiling systems Drywall finishing Playground equipment - inspection/repair Transporting/moving Special Event Preparation Grounds and Landscaping Irrigation systems Electrical distribution systems Plumbing fixtures and systems Lighting systems Sanitary systems Water testing - potable Fire protection systems Alarm systems - fire/security Air conditioning systems Heating systems Compressed air systems Refrigeration/food service equipment Vehicle Maintenance 117 Fleet Vehicles 24 School Buses 4

6 The key to the success of the Department of Maintenance is the dedication and commitment of a highly trained and capable staff, coupled with predictive planning, technology, and process. Each tradesman has a primary area of responsibility with complementing skill sets. The tradespersons are encouraged to assist other tradespersons outside of their primary area of responsibility to broaden their skill knowledge. Well-rounded maintenance technicians promote a philosophy of teamwork, ever expanding their trade knowledge. These perspectives assist in promoting the commitment to exceptional customer service. The escalating sophistication of the physical plant and ever increasing equipment inventories have placed greater demands on manpower requirements (workloads), educational needs, and the skill level of the maintenance staff. Skill enhancements and cross-training of personnel have become essential components for meeting high expectations of both quantity and quality of work performed. In past years, the structure of the Department of Maintenance has continually been reviewed as part of a strategic plan by the Director of Maintenance. One of the primary goals for the organizational changes is to maintain and improve customer service and workload leveling in the maintenance areas. As a precursor to meeting critical staffing shortages and minimization of the associated difficulties of coordinating work, organizational changes were adapted to promote department efficiency in using all resources. Currently, attention is being focused to a facet occurring within the department because of increasing requirements for third party inspections, staff shortages, and sophisticated or proprietary systems being installed. This is increasing the need for contracted services and hourly employees. With this in mind, we have increased the responsibility level of our s to help with the day-to-day management of contracted services and hourly employee coordination and help in the initial contract scope of work development. The Department of Maintenance will be requesting two additional FTE s to support the increased maintenance requirements of the school system. No new personnel have been added to the Department of Maintenance since 2005 when the school system s square footage was approximately 360,000 sq. ft. less and despite the addition of Captain Walter Francis Duke Elementary in Additionally since 2008 the department s backlog has grown from 23 days to 54 (more than doubled). 5