DEFINITION:

l. The Branch Manager is responsible for all ACS Facility Services, Inc. (ACS) operations (plan, organize, direct, and control operational, sales, and administrative activities) within his or her geographic area.

2. An Branch Manager may be responsible for several geographical locations with sales under $3 million per year in annual revenue, or a single location with sales of more than $3 million per year in annual revenue.

3. The final result required is a high-morale people-oriented organization operating by policies that meet or exceed customer expectations while achieving specific quality and profit objectives.

MINIMUM QUALIFICATIONS:

1. Experience as a Production Supervisor or comparable position in a contract cleaning or service-oriented company. A registered Building Service Manager (RBSM) is preferred.

2. Must have a valid driver’s license and good driving record.

PHYSICAL REQUIREMENTS:

Visual acuity to the extent that the person can see dirt on floors, windows improperly cleaned, dust on tables, etc. Hearing/speaking ability in English and in some cases, Spanish, to the extent that the person can converse with employees and prospective employees in person and on the telephone. Hearing/speaking/writing ability to communicate with customers in English. The ability to conduct staff meetings and training classes. Ability to the extent that the person can identify safety hazards such as frayed cords, wet floors, lifting hazards, etc. Because demonstration is the preferred method of instruction, and on occasion involving new job starts (most commonly during start-ups of larger jobs), the incumbent must be able to lift 40 pounds and perform cleaning duties involving lifting, standing, bending and twisting.

JOB LOCATION:

Headquarters in the Branch office. Locations and times of work will vary by the need in all locations. Travel to all Branch/project locations as needed.

DUTIES:

The Branch Manager is responsible for directing all ACS activities within his or her geographic area in accordance with ACS policies and procedures. These include:

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  Recruitment.

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  Human Resources.

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  Office Administration.

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  Building Services Account Management.

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  Tag and Special Services.POSITION TITLE: District Manager

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  Budgeting.

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  Offensive and Defensive Marketing.

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  Safety.

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  Customer Relations.

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  Training and Evaluation.

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  Logistics.

MAJOR GOALS:

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  To manage ACS’s District effectively and to develop new goals and objectives within the realm of our business.

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  To deliver the product or service to meet or exceed our customer's needs, expectations, and standards.

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  To develop key personnel and strive to ensure their success.

SUBORDINATE GOALS AND KEY RESULTS:

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  To provide direction and support to ACS District management personnel, the Area Manager will be successful in this Key Results Area when:

a. All new staff members are trained and manage their area self-sufficiently.

b. Customer relations calls and written Job Status Reports are accomplished according to standard procedures.

c. An individual is designated to train new personnel in safety, product and equipment knowledge, and operating procedures.

d. Labor and material operating percentages are maintained at or below budget percentages.

e. Revenue projections are achieved.

f. Managers are given the opportunity to take advantage of available training in the area of building maintenance service within budgetary constraints.

g. Managerial personnel understands their roles and each is performing in a satisfactory manner.

h. Personally make customer relations calls on the top 10 customers in the Region on a predetermined scheduled basis.

I. Personally conduct Safety Audits of assigned accounts.

2. To provide direction to Tag and Special sales in order to achieve sales goals and profitability, the Branch Manager will be successful in this Key Results Area when:

a. He/she is effective in the areas of job estimates and scheduling.

b. A dependable support staff of workers is developed and trained.

c. A solid reputation of good service is developed within the Branch geographical area.

d. He/she attains budgeted revenue and profitability projections.

3. To designate time each week to plan or review goals and objectives, the Branch Manager will be successful in this Key Results Area when:

a. At least 30% of the Manager’s time is spent in planning, goal setting, organizing, and performing administrative functions necessary to perform his/her job satisfactorily.

b. Delegation of short-range goals and day-to-day activities has been done.

c. He/she holds monthly sales meetings.

d. Subordinates prepare job results descriptions.

e. He/she is able to readjust plans as needed to achieve annual goals.

4. To develop a Branch organizational chart and make allowances for growth, the Branch Manager will be successful in this Key Results Area when:

a. An organizational chart is prepared.

b. Production Supervisors, Area Managers, and Site Supervisors work as a team.

c. Managers reflect a positive attitude.

d. A designated percentage of his/her time is equally divided between revenue centers and support activities.

5. To assist all department heads in achieving their goals and developing positive attitudes, the Branch Manager will be successful in this Key Results Area when:

a. All management personnel are regularly given the opportunity to evaluate and improve operational processes.

b. Managers focus on fiscal goals and objectives and have a true understanding of the part they play in the overall picture.

c. Management personnel reflect a positive image of themselves and the Company.

6. To monitor financial and service results in each sub-area, the Branch Manager will be successful in this Key Results Area when:

a. Managers properly use the Budget Comparison Report and Pay Period Master reports on a daily basis.

b. Managers properly ensure that each employee receives an accurate and timely error-free paycheck on the scheduled pay date, i.e. no hand checks.

c. He/she reviews Profit and Loss statements, Trend Reports, and tracks fiscal budget figures.

d. He/she reviews Job Status Reports, public relations calls, and individual account material usage.

e. He/she continues to compare all operating costs and overhead percentages within Building Service Contractors Association International (BSCAI) Industrial Performance Standards and takes corrective action where necessary.

f. Administrative functions are performed in accordance with corporate office instructions.

7. To monitor sales efforts to ensure sales and marketing goals are met, the Branch Manager will be successful in this Key Results Area when:

a. He/she has identified potential target accounts in the area.

b. He/she has developed a marketing plan with the ACS President.

c. New sales are closed within margin guidelines.

d. He/she participates in local civic organizations as directed by the ACS President.

e. He/she tracks lost accounts for remarketing.

f. He/she spends 40 to 45% of their time on sales activities.

8. To achieve zero lost time on accidents in the District, and to be in compliance with all Occupational Safety Health Administration (OSHA) and/or Mine Safety Health Administration (MSHA) requirements, the District Manager will be successful in this Key Results Area when:

a. All subordinate Team Leaders/Managers actively support the safety program and enforce the provisions.

b. Safety Data Sheets (SDS) are on hand in each account and are current.

c. All employees receive the required training.

d. All employees use the required safety equipment.

e. Safety is a factor in considering equipment or chemical purchase recommendations.

f. Accidents are promptly reported and investigated.

g. Accident investigation reports include practical steps to prevent reoccurrence.

h. Monthly Branch safety meetings are held.

i. A responsible person is designated as the Branch Safety Director.

9. To properly administer personnel policies, the Branch Manager will have been successful in this Key Results Area when:

a. Employee grievances are at a minimum.

b. No complaints are filed with the city, county, state, or federal Equal Employment Opportunity Commission (EEOC) offices. (And if complaints are filed, ACS prevails in subsequent judgments).

c. Disciplinary actions are timely, proper, and documented in accordance with company policy.

d. Interviewing and hiring actions are proper.

e. Personnel files are accurate.

f. Entries in the personnel master file are accurate and timely.

g. Equal Employment Opportunity (EEO) and Affirmative Action policies are implemented.

10. To ensure that any subcontractors have suitable insurance and that the subcontractor’s performance is monitored, the Area Manager will have been successful in this Key Results Area when:

a. Appropriate certificates of insurance are obtained from subcontractors.

b. Subcontractor’s performance is monitored for suitability and actions taken when performance is below par.

11. To ensure that logistical controls are established for supplies, equipment, and tools, the Branch Manager will have been successful in this Key Results Area when:

a. Account Operations Manual and procedures are established at each account.

b. Cleaning supplies are identified and established as authorized for each account.

c. Inventory levels are established for each account and reorder procedures are established.

d. Equipment and tools are accounted for and maintained in a clean and operational manner.

e. Key control procedures as established and monitored.

ORGANIZATIONAL RELATIONSHIPS:

NOTE:

Job/Position Descriptions are written to give employees and supervisors information about the job. They are not contracts of any kind. Employees can be reassigned at any time and given other duties within the corporation. Not all jobs have position descriptions. It is impossible to list each and every duty in a position description. Other duties may be assigned.