SAN DIEGO UNIFIED SCHOOL DISTRICT Office of the Superintendent APPROVAL OF MAINTENANCE & OPERATIONS REORGANIZATION.

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1 SAN DIEGO UNIFIED SCHOOL DISTRICT Office of the Superintendent APPROVAL OF MAINTENANCE & OPERATIONS REORGANIZATION Introductory Statement This is a recommendation by the Superintendent to begin the restructuring of all maintenance and operational functions of the district. The proposed restructured division will be renamed Physical Plant Operations and will be comprised of four departments. The restructured departments will address areas of identified needed improvement in order to increase district operational efficiency and effectiveness. The proposed reorganization will align with our District s goals, especially in the area of providing safe, orderly, and well-maintained schools. Background On August 8, 2006, the Board approved an agreement between the Portolan Group, Inc. and SDUSD to authorize a comprehensive organizational and operations analysis of the Maintenance & Operations Department (M&O). The analysis provided the District with identified areas of improvement. See attachments (3) through (7). Restructuring the maintenance and operational functions of the district is necessary in order to improve departmental spending and the effective use of resources. The M&O functions will be combined into one division called Physical Plant Operations. The proposed Physical Plant Operations Division will be comprised of four departments: Maintenance Services Custodial Services Landscaping Services Support Services The reorganization proposal for the 2007/2008 fiscal year includes the creation and renaming of the current M&O Department, as well as restructuring of the existing management organization as detailed in Attachment 1. The proposed renaming of the department is Physical Plant Operations. The proposed new management organization will be as detailed in Attachment 2. The restructured division will provide advanced levels of functional capabilities in the area of Work Order and Asset Management, Inventory /Materials Management, Planning and Scheduling, Preventive Maintenance, Purchasing, as well as the effective use of Labor and productivity.

2 Page 2 of 5 Timeline It is anticipated that implementation and reorganization will last from one to three years, depending on the department. By the end of August 2007, administration will have completed a comprehensive review of all areas as identified by The Portolan Group, Inc. analysis. A crucial aspect of the reorganization will include the creation of a Task Force and Performance Teams. The Task Force Committee will be comprised of M&O labor and leadership, supervision, management, and representatives from Finance, HR, and Instructional Leadership. The Performance Teams will be comprised of representative district employees with the particular subject area expertise needed for the function. The focus of the Task Force Committee principally will include: addressing recommended areas of concerns such as Culture/Climate, Funding, Staffing, Scheduling and Personnel Issues, Management, Supervision and Administration, Material Logistics, and Technology/Systems. addressing existing leadership of each department impacted by the changes to ensure that they are brought fully into the change process (including meetings with site administrators). creating performance teams to take ownership of change strategies and implementation. ensuring positions are revised, moved, advertised or posted as necessary (job descriptions are written). submitting draft plan submitted to leadership for review and input. The focus of the Performance Teams will include: providing direction and leadership to each crucial component of the change process. ensuring that each department or team will identify key processes, practices, and positions needed from reorganization implementation. For example, in custodial: Key specifications for equipment, chemicals, and supplies are developed. Training for site staffing teams is done and site staffing teams begin their work. Key training strategies for custodians are developed. A Quality Assurance program is created and launched. Region/zone supervision is identified and reorganized. Reorganization of custodial staff at the sites is started. The last phase will include providing the Superintendent and Senior Management information on implementation progress that addresses obstacles, and opportunities.

3 Page 3 of 5 School Site Implications The proposed changes will address maintenance and repair requirements at our school sites as well as enhance the instructional environment. The changes will align these functions with the Superintendent s goals of focusing on providing students and staff with safe, clean, and wellmaintained facilities. Budget Implications The total impact of the reorganization plan will be implemented on a cost-neutral basis. All funding related to on-going and regular operational expenditures will be aggregated into one budget designated the Physical Plant Operations. The division budget will then allocate funds to each of its four departments. Additionally, the division director and assigned managers will monitor spending using existing PeopleSoft financial management system and tools to ensure compliance. Implementation Administration will continue working to seek feedback in a collaborative manner. Professional, constructive, well thought out input from managers and labor leadership is the expected outcome. Policy Implications C-3000 Organization: Under the Board of Education, the superintendent of schools, as chief executive officer of the district, has the authority and responsibility to organize and supervise the staff, both certificated and classified. Recommendations for Board Action: 1. The Superintendent recommends that the Board reorganize all maintenance and operations functions of the district into one division: Physical Plant Operations, composed of four departments: A. Maintenance Services B. Custodial Services C. Landscaping Services D. Support Services 2. The Board accepts the Superintendent s recommendation to aggregate all spending on regular and ongoing physical plant operations into one budget, designated Physical Plant Operations. The Superintendent further recommends that this budget be divided into a budget for each of the four departments listed in Attachment 2. The actual amount of the Budget is to be determined through the normal SDUSD budget process and timeline, consistent with available resources.

4 Page 4 of 5 This will ensure that the Budget Director and the CFO have greater visibility with respect to the expenditure of funds on an ongoing basis. 3. The Board accepts the Superintendent s recommendations regarding creation, elimination or amending of the following managerial positions within physical plant operations: Establish effective, the following new job classifications on the Management Salary Schedule: 1. Executive Director, Facilities, salary grade Director, Physical Plant Operations, salary grade Director, Facilities Planning and Construction, salary grade Manager, Maintenance Services, salary grade Manager, Physical Plant Operations Support Services, salary grade Manager, Custodial Services, salary grade Manager, Landscape Services, salary grade 024 Abolish effective, the following existing job classifications on the Management Salary Schedule: 1. Chief Facilities Officer, salary grade Deputy Chief Facilities Officer, salary grade Director, Maintenance and Operations, salary grade Assistant Director, Maintenance Operations, salary grade 028 Abolish effective, the following existing job classification on the Supervisor s Salary Schedule: 1. Operations Supervisor, salary grade 046 Support documentation for these positions is provided in the attachments.

5 Page 5 of 5 ATTACHMENT LIST 1. Attachment /2006 Maintenance & Operations Organization Chart 2. Attachment /2008 Physical Plant Operations Organization Chart 3. Attachment 3 Maintenance Service Performance Report by The Portolan Group, Inc. 4. Attachment 4 - Landscaping Service Performance Report by The Portolan Group, Inc. 5. Attachment 5 - Custodial Service Performance Report by The Portolan Group, Inc. 6. Attachment 6 - Assessment of Stockroom and Material Logistics by The Portolan Group, Inc. 7. Attachment 7 - School/Site Service Performance Reports by The Portolan Group, Inc.