Organizational Structure

Transcription

1 Organizational Structure 12

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. 13

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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 II (1) -Carpenter IV (2) -Carpenter III (1) -Roofer III (1) -Roofer IV (1) Robert E. Morgan -Locksmith IV (1) -Cabinet Maker IV (1) -Building Repair III (1) -Grounds Maintenance II (1) -Grounds Maintenance I (2) Louis M. Barnes -HVAC IV (2) -HVAC III (3) -HVAC II (1) -Mechanic II (1) Vacant -FMS Operator IV (1) (Wastewater Treatment) (Water Treatment) -Refrigeration Equip. Repairman IV (.25) -Electrician IV (2) -Electrician III (1) -Alarm Specialist (1) -Plumber III (1) -Mechanic I (1) Michael J. Fox -Mechanic III (1) 15

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/closers/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 16

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. By many different measures, the quality of maintenance at SMCPS is high. 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 and sophisticated or proprietary systems being installed. This is increasing the need for contracted services. With this in mind, we have increased the responsibility level of our s to help with the day-to-day management of contractors and help in the initial contract scope of work development. After the completion of Captain Walter Francis Duke Elementary School in 2015, and considering that no new personnel have been added to the Department of Maintenance since 2005 when the school systems square footage was approximately 464,000 sq. ft. less, the Department of Maintenance will be requesting (2) two additional FTE s to support the increased maintenance efforts of the school system over the past decade. 17