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Building Section Supervisor

Department: Plant Operations Effective Date: January, 2015

USG 9-11

37.5 hrs/wk

Reports to: The Director of Maintenance and Utilities

General Accountability

The position is accountable to the Director of Maintenance and Utilities for managing the maintenance activities related to all building envelope systems, interior finishes, hardware, millwork, casework and furnishings in an efficient, reliable and safe manner. This role involves managing a multidisciplinary group of staff and external contractors to ensure responsive, timely, thorough and cost effective services are provided to meet the needs of the University community.

Nature and Scope

The position is one of two such positions in the Buildings section and one of eight reporting to the Director of Maintenance and Utilities; the others being the Electrical Supervisor, the Controls Section Supervisor, two Maintenance Supervisors in the mechanical section, the Chief Stationary Engineer and the Energy Services Manager. The Buildings Section Supervisor is responsible for the maintenance of all building envelope, structural and finish components such as built up and single ply roofing systems, unit and precast masonry, exterior cladding, glazing systems, doors, frames and associated hardware, interior wall systems and finish millwork. Building furnishings, laboratory benches and casework, flooring, window coverings, painting, tile work and numerous building accessories are also maintained by this section. This is a multifunction position requiring a broad exposure and in depth knowledge of all building related trades, proven technical, administrative and supervisory ability and demonstrated project management and interpersonal skills. The incumbent must be proficient in computer technology related to the office environment (Word, Excel, etc.) as well as have familiarity with electronic work flow and asset management systems.

The Supervisor co-manages a mixed skills crew of approximately fifty, which may consist of carpenters, masons, painters, roofers, locksmiths, upholsterers, sign makers and general building service people. Reporting to the maintenance supervisors are several group leaders who assist in work assignment, quality and productivity control, materials procurement and crew communications. Temporary and seasonal employees may be hired for short term and summer jobs. 

Management duties include determining the skills makeup and crew size required, recruiting and interviewing new employees, ensuring productivity in daily operations, coordinating and monitoring projects performed by contractors, updating capital expenditure forecasts and ensuring the section is performing to budget expectations. As the first line of supervision, (s)he has the  responsibility of supervising unionized employees, answering grievances presented as verbal complaints, handling disciplinary actions and communicating on behalf of the University. (S)he assigns and co-ordinates the section’s resources of labour, material and equipment to meet the demands of maintenance and renovation related work requests. (S)he inspects the workmanship, monitors the job safety measures and productivity of the crew and takes the necessary corrective and disciplinary action to maintain the Department’s standards. This includes the identification of the need for instruction and training and then providing or obtaining it as required.

Maintenance responsibilities include the coordination of a preventive and predictive maintenance program. This involves establishing, in consultation with the Director the methods and schedule for the regular inspection, testing, and repairs of the building components, as well as directing the activities of outside service providers. This maintenance program is developed and administered in conjunction with the Administrative Systems Supervisor utilizing a computerized maintenance management (work order) system.  These activities have a major impact on the cost of maintenance, the expected life of the structures and components, the safety of the campus and the physical environment in the buildings. This in turn affects the morale and productivity of the University community.

Other responsibilities include the resolution of unforeseen incidents such as water ingress, fire or vandalism damages as they arise, planning the subsequent repairs to minimize both damage to the buildings as well as disruption to the occupants. The Supervisor is subject to being phoned for advice or called in to supervise emergency repairs at any time.

The managing of a high volume of renovation or alteration projects (work requests) and special requests are non maintenance responsibilities. This aspect of the job requires consultation with the requestor, some design involvement, material procurement, scheduling of construction activity and utility shutdowns, and performing job site inspections. Contractors and consultants are selected and recommended to provide resources and skills unavailable in the section. Their work is then coordinated, supervised, and inspected.

It is the Supervisors’ responsibility to ensure all personnel performing work on the campus comply with both University safety policies and all applicable safety regulations. A monthly safety meeting is held for formal communication and training; a job hazard analysis is required to be developed for all activities and equipment inspection reports created and maintained for all equipment and tools. Routine safety inspections of all areas under the control of the department are required to be performed and documented, and any deficiencies found corrected or directed to the appropriate department.

The Supervisor sources and orders the parts and materials required for the maintenance and alteration work and has signing authority for individual purchases up to $3000.00.

This position impacts upon the operation of the Universities teaching and research programs, as well as the effectiveness of the Buildings Section budget of 2.7 million dollars.

Statistical Data

Building area serviced 7,500,000 ft2
Number of Major Buildings 60
Number of work orders received annually by the department: 16,000



The annual budget of the Buildings Section is as follows:

Labour:      $2,450,000    
Materials:   $250,000    
Signing Authority:  $3,000
Number of staff directly supervised: 50
Number of discretionary work requests received annually: 1500
Dollar value of annual construction / work request activity: $800,000



Specific Accountabilities

1.1  Provide leadership in the Buildings Section. This will involve creating and maintaining positive working relationships with both internal department staff and external clients, establishing appropriate performance expectations, monitoring and evaluating performance levels, mentoring and developing employees, and providing feedback to ensure expectations are met.


1.2  Maintain the productivity, effectiveness, safety and morale of the Section members. This is accomplished by effective assignment of the available resources, providing clear instructions, evaluation of training requirements, evaluation of overall achievement of results, and implementing corrective action as necessary. This involves ensuring the application of safe work methods, compliance to codes and standards, and the creation of appropriate job procedures.


Ensuring provision of appropriate training, both informally during job assignment and formally during safety meetings is a requirement. The correction of hazards identified through suggestions from the crew, performing inspections of the work place and the investigation of accident causes is instrumental in maintaining a safe work environment. Documenting compliance with all applicable legislation including the Employment Standards Act, the Human Rights Code, the Occupational Health and Safety Act, and the Industrial Relations Act is required


1.3  Providing technical support for the section; much of the effort of the section is devoted to preventing and correcting problems with building components whose failures can result in extensive collateral damage. This position is closely involved in investigating, trouble-shooting and devising solutions to these problems either directly or by having resources to call on. A broad knowledge of building and construction codes and the hazards of all materials and processes encountered (OHSA, WHMIS) is required.


1.4  Management of the budget for the Section. The section is managed to a fixed budget by determining appropriate staffing levels, control of overtime, the prudent purchase of materials and services, good maintenance practices, and providing services to other departments on a cost recovery basis where possible (work requests).


1.5  The efficiency of the Section. This position has a responsibility to maximize the life of all building systems and components while minimizing the impact on the occupants of any necessary repairs. This is done by performing facility inspections, maintenance reviews, developing and applying improved methods, equipment, techniques and materials to the maintenance function and scheduling to minimize disruption to the campus community.


1.6  The overall efficiency of the department. It is the responsibility of each member of the Plant Operations management group to ensure both section and overall department efficiencies are optimized. This requires a collaborative approach be used when evaluating work procedures and processes to eliminate duplication of efforts, reduce potential conflicts between the sections and achieve best overall value.



This is a career path position and progression information is contained as part of a separate document.  In order to move to the next level, the incumbent must meet the competency requirements for that level.  The expectation is that each Supervisor will develop sufficient skills and expertise to reach at least USG Level 10.

Equal opportunity will be provided to all Supervisors to obtain training and experience to move to the next level in the career path.


Core Competencies

Each level of the Supervisor position corresponds to increases in depth and breadth of expertise with respect to the following core competencies:



Education Credentials


Employee Management


Mentoring/Coaching/ Leadership






Technical support


Administrative/ Operational Knowledge

Working Conditions