• Monitor the Unscheduled Leads Dashboard
  • Ensure all potential construction services leads from mitigation are being capitalized on by making it to Workcenter as an ‘Unscheduled Lead’.
  • Ensure all Work Orders from Sales/Operations/Mitigation Admin teams are being logged into Workcenter as an ‘Unscheduled Lead’.
• Monitor Workcenter Job Files for Completeness
  • Perform key spot checks or audits to ensure job files include all necessary timestamps, documents, correspondence notes, and role assignments that are needed for the progress status where the job file lies in the process.
• Monitor Construction Lead/Job Progresses
  • Keep a good thumb on where construction leads/jobs should be categorized for progress status and make sure the WC job file is appropriately marked.
• WIP Meetings
  • Attend morning WIP meetings to keep up to date with actively produced jobs and the roles the Construction Administrative Manager’s direct reports have within them.
• Documentation
  • Ensure all forms and contracts are pulled from the correct sources and completed with accuracy, quality, and professionalism.
• Compliance
  • Ensure process controls are being adhered to so as to protect the company from financial hardship, low quality customer service, and/or legal liability.
• RAPA
  • The Construction Administrative Manager is responsible for keeping up to date on all RAPA programs their local offices are participating in.
  • They should be making sure the Construction Office Administrators are fully trained on the guidelines and regulations and regularly putting them into practice through complete job documentation and high Audit Scores.
• Billing Accuracy and Quality
  • Monitor both Workcenter and key QBO reports to ensure that billing is being completed on all produced work and that the invoice creation is being done according to process and resulting in a thorough and quality product.
• Organization
  • It is the responsibility of the Construction Administrative Manager to stay organized and up to date on the intake process, as well as departmental progress and updates.
• Technology
  • Ensure all team members understand the applications they need to utilize on a daily basis to a level of mastery.
  • Ensure all systems are operational and reach out to appropriate parties to troubleshoot on behalf of the team if not.
• High Standard of Customer Service
  • Monitor communication with customers and internal team members to ensure the Construction Office Administrator is providing a high level of customer service, positive attitude, and acting as a force multiplier to their peers and team members.
• Management and Ownership of Large Loss Construction Administrative Duties
  • The Construction Administrative Manager will own and operate all construction administration duties on any construction lead deemed as ‘Large Loss’.

• A/R Meeting with Local Office Construction Team
  • Review A/R on construction services jobs with the local Construction Operations Managers to make sure all efforts have been made to collect on invoices distributed in the most efficient amount of time possible.
• Bi-Weekly One-on-One Meetings – Direct Reports
  • Conduct bi-weekly meetings with all direct reports (Construction Office Administrators). These meetings should be scheduled via Outlook as a standing/repeating meeting with an agenda attached.
  • An element of education, coaching, career development, troubleshooting, project updates, and guidance should all be involved in these meetings.
• Bi-Weekly One-on-One Meetings – Direct Leader
  • Participate in bi-weekly meetings with direct leader (Administrative Manager). Come to meeting prepared for the agenda set, decisions you need help with, and items where you need support from your leader.
• Administrative Scorecard
  • The Construction Administrative Manager should review the Administrative Scorecard as it comes out each Thursday afternoon to ensure the Team Wall SOP’s are being followed correctly and monitor KPM performance.
• Construction Office Administrator Scorecards
  • The Construction Administrative Manager should compile these each week for distribution.
  • These scorecards should be reviewed in bi-weekly one on ones to identify strengths, weaknesses, and identify action plans to improve performance.
• TPA Scorecard Compilation
  • Work in tandem with the Mitigation Administrative Manager to update the Weekly TPA Scorecard and distribute to each local office. The data compiled should not solely be observatory but include suggestions and action points to improve week over week performance.
• Education
  • Time should be set aside every week for consistent and intentional learning. Whether it be through SERVPRO U courses, time spent learning applications to a level of mastery, or time on production job sites. There should always be a portion of the week devoted to bettering industry, company, technology, and career knowledge.

• In Person Office Visits
  • The Construction Administrative Manager should make monthly visits to each office.
  • One of the bi-weekly one on one sessions for the month should occur during this in-person visit and the Construction Administrative Manager should make time to meet with the Construction Operations Manager for a touch base.
• Monthly Group Meetings
  • The Construction Office Administrators should gather on a monthly basis for a group meeting. Education, company updates, team building, and cross training with other members of the company should be priorities in this meeting each month.
• Monthly Administrative Management Meeting
  • The Construction Administrative Manager should participate in a monthly Administrative management meeting with the Intake Lead, Mitigation Administrative Manager, and the Administrative Manager to make sure all departmental efforts are being carried out effectively, company updates are distributed and discussed, education is conducted, troubleshooting and task management addressed, leadership skills are developed, and team building takes place.
  • Leadership development should always be included in these meetings.
• Monthly Team Wall Management Meetings
  • It is the responsibility of the Construction Administrative Manager to prepare notes and talking points for monthly Team Wall meetings, including departmental updates, progress, data points, and staffing updates/needs.

• Departmental Staffing
  • The Construction Administrative Manager will ensure that the department is adequately staffed and trained
• Ad Hoc Projects
  • The Construction Administrative Manager may be asked to participate or prepare ad hoc projects in efforts to grow the effectiveness and efficiency of their department and company.
• Training
  • The Construction Administrative Manager may be asked to participate in or attend training sessions either on or off site.
• Employee Training
  • As the leader of the Construction Administration team, the Construction Administrative Manager is responsible for all training of new and existing employees.
  • Training includes: Team Wall organizational structure, intake process flow, applications/programs used for intake functions, TPA intake timestamps, employee payroll responsibilities, and other necessary information used on a regular basis by the Intake/Scheduling team.
• Employee Performance Review Meetings
  • The Construction Administrative Manager is responsible for completing mid-year and end-of-year review documents and meetings with their direct reports.

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