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. The key to the success of the Department of Maintenance is the dedication and commitment of 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 staffing shortages and minimization of the associated difficulties of coordinating work, organizational changes were adapted to promote department efficiency in using all resources. Currently, the department has an increased need for third party inspections/testing, contracted services, and an increase in the sophistication and proprietary nature of systems being installed. These increases mainly affect and require contract/project management support. To support this need a FTE within the department has been reassigned to support project/scope development, contract management, and project coordination. 19
The Department of Maintenance since FY 2007 has increased the contracted service portion of the budget from 13.5% of the total budget to 24% of the total Maintenance of Plant budget, a $533,824.49 increase. Additionally, the department has begun the management of maintenance related capital funded projects averaging $588,480.00 annually for the last two fiscal years. 20
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St. Mary s County Public Schools Organizational Chart 2018 Department of Maintenance Vivian Johnston Fiscal Secretary Project Coordinator Steven M. Whidden Director of Maintenance Sharon M. Dvorak Work Order Specialist Kathleen M. O'Donnell Account Clerk Mark A. Unkle Building Trades Foreman Warren I. Trossbach Engineering Trades Foreman Gary C. Vanucci -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) Joseph M. Jones -HVAC IV (3) -HVAC III (3) -Mechanic II (1) Timothy A.Wood -FMS Operator IV (1) (Wastewater Treatment) (Water Treatment) -Refrigeration Equip. Repairman IV (.25) -Electrician IV (2) -Electrician III (1) -Alarm Specialist (1) -Plumber IV (1) -Mechanic II (1) Michael J. Fox -Mechanic III (1) 23
St. Mary s County Public Schools Functional Chart 2018 Department of Maintenance Fiscal Secretary Service Contract Maintenance Fiscal Analysis/Budget Correspondence Project Coordinator Project, Scope Development Project Coordination Director of Maintenance Fiscal Analysis/Budget BOE Policy and Regulations Building Code and Regulations Warranty and Property Damage Staff Development Work Order Specialist Direct work order to appropriate Trade Shop Captures costs and labor data Facilities Preventive Maintenance tasks and schedules Account Clerk BOE Employee Payroll Accounts Receivable/Accounts Payable Building Trades Foreman Manage and coordinate work flow Quality Control Engineering Trades Foreman Manage and coordinate work flow Quality Control Areas of Responsibility Field Supervision Contracted Services Supervision Field Supervision Contracted Services Supervision Areas of Responsibility 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 Logistics 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 108 Fleet Vehicles 24 School Buses 25