Comprehensive Maintenance Plan
for Educational Facilities
FY 2016
Prepared by the FCPS Division of Operations
BOARD OF EDUCATION OF FREDERICK COUNTY
BRAD W. YOUNG, PRESIDENT
LIZ BARRETT, VICE PRESIDENT
ZAKIR BENGALI
COLLEEN E. CUSIMANO
KATHRYN B. GROTH
APRIL FLEMING MILLER
JOY SCHAEFER
SARAH PEREZ, STUDENT MEMBER
THERESA R. ALBAN, SUPERINTENDENT
DIVISION OF OPERATIONS
RAYMOND V. BARNES, CHIEF OPERATING OFFICER
ROBERT WILKINSON, DIRECTOR OF MAINTENANCE AND OPERATIONS
OCTOBER 2015
The Board of Education of Frederick County does not discriminate in admissions, access, treatment or employment in its
programs and activities on the basis of race, color, gender, age, national origin, religion, sexual orientation or disability.
Comprehensive Maintenance Plan for Educational Facilities
FY 2016
TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................................................... 2
Division of Operations .......................................................................................................................... 3
Maintenance and Operations Department ............................................................................................ 4
Building Maintenance Branch ........................................................................................................... 5
Projects and Grounds Branch ............................................................................................................ 6
Environmental Health & Safety Branch ............................................................................................. 6
Custodial Services Branch................................................................................................................. 6
Energy and Solid Waste Management Branch .................................................................................. 6
OBJECTIVES ....................................................................................................................................... 7
MAINTENANCE PROGRAM .............................................................................................................. 8
Overview .............................................................................................................................................. 8
Funding ................................................................................................................................................ 8
Maintenance Strategy .......................................................................................................................... 8
Planned Maintenance ....................................................................................................................... 9
Unplanned Maintenance ................................................................................................................. 12
Renovations and Upgrades ............................................................................................................. 14
Deferred Maintenance .................................................................................................................... 15
Quality Assurance ........................................................................................................................... 16
CONSTRUCTION/MAINTENANCE INTEGRATION ........................................................................ 17
CURRENT INITIATIVES & CHALLENGES ....................................................................................... 19
Initiatives for FY2016 .......................................................................................................................... 19
Awards and Accomplishments ........................................................................................................... 19
Challenges.......................................................................................................................................... 20
APPENDIX ....................................................................................................................................... 21
APPENDIX A: Balanced Scorecard ............................................................................................... 22
APPENDIX B: Facilities Inventory IAC/PSCP 101 ....................................................................... 25
APPENDIX C: BOE’s Aspirational Goals ...................................................................................... 33
APPENDIX D: Glossary of Acronyms .......................................................................................... 35
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Comprehensive Maintenance Plan for Educational Facilities
FY 2016
EXECUTIVE SUMMARY
Frederick County Public Schools (FCPS) must annually submit a Comprehensive Maintenance Plan to
the State of Maryland’s Public School Construction Program. The plan describes the strategy for
maintaining safe and effective education facilities, protecting taxpayer’s investment, and inspiring
confidence in our stewardship.
The Maintenance and Operations Department endeavors to support the Board of Education of Frederick
County’s (BOE) strategic plan by sustaining an optimal learning environment, providing amenities and
services that foster public involvement and community engagement, and training and safeguarding an
effective workforce. The department uses a balanced scorecard to measure its success in pursuit of the
BOE’s aspirational goals and priorities. The balanced scorecard is included as Appendix A.
FCPS operates and maintains 66 school buildings. These buildings constitute approximately 6.4 million
square feet of enclosed space dispersed on over 1,400 acres within Frederick County. In the last twentyfive years, FCPS has constructed 25 new school buildings and 25 school additions. The department has
accommodated this growth while maintaining focus on existing schools that include 41 buildings that are,
in whole or part, at least 25 years old.
The twin priorities of responding to the growth in new buildings, while keeping older buildings in effective
working condition, present significant challenges to the FCPS. The pages that follow detail efforts used
by the Maintenance and Operations department staff to respond to these challenges.
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Comprehensive Maintenance Plan for Educational Facilities
FY 2016
ORGANIZATIONAL STRUCTURE
Division of Operations
Under the general supervision of Superintendent Dr. Theresa Alban, the Division of Operations functions
within the Business Services Group under the direction of Ray Barnes, Chief Operating Officer. The
Division of Operations is comprised of six departments as shown below. This Comprehensive
Maintenance Plan describes the program to maintain public school facilities through the efforts of the
Maintenance and Operations department.
DIVISION OF OPERATIONS
RAY BARNES, CHIEF OPERATING OFFICER
Facilities
Planning
Transportation
Services
Supervisor
Beth Pasierb
Director
Fred Punturiero
Security &
Emergency
Management
Construction
Management
Director
Roger Fritz
Supervisor
Cliff Cornwell
Maintenance &
Operations
Central Office
Management
Director
Bob Wilkinson
Building Manager
Charlie Bowers
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Comprehensive Maintenance Plan for Educational Facilities
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Maintenance and Operations Department
The Maintenance and Operations department operates under the direction of Robert Wilkinson. As
department director, he is responsible for defining and executing the annual operating budget and work
program. The department has five branches, as shown below. A description of each branch, including
their staffing roles and responsibilities, follows the figure below.
MAINTENANCE & OPERATIONS
ROBERT WILKINSON, DIRECTOR
Building
Maintenance
Energy/Utility
Services
Manager
Curtis Orndorff
Coordinator
Charlie Dalphon
Custodial
Services
Projects &
Grounds
Manager
Gary Barkdoll
Environmental
Health & Safety
Manager
John Carnahan
Manager
Laura Olsen
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Comprehensive Maintenance Plan for Educational Facilities
FY 2016
Building Maintenance Branch
Curtis Orndorff serves as manager of this branch. The branch includes eight area field offices
geographically dispersed throughout Frederick County (Figure 1). Each area field office maintains up to
ten schools with a team consisting of one supervisor, one foreman, and ten technicians. The branch has
one project manager whose duties include oversight of the master tradesmen. The computerized
maintenance management system (CMMS), also known as SchoolDude, administrator oversees systemwide processing of work orders and capital planning. Finally, the Electronic Building Systems shop
includes one supervisor and six technicians that maintain critical systems, such as fire-alarm systems,
and perform predictive maintenance functions.
As of fiscal year (FY) 2016, this branch has 110 employees. This includes 89 tradesmen (e.g.,
heating/ventilation/air-conditioning [HVAC] mechanics, electricians, plumbers, and electronic building
systems technicians), 18 working supervisors, 1 software administrator, 1 manager, and 1 secretary.
This branch’s responsibilities include the following:
•
•
•
•
•
•
•
•
Planned maintenance for all building systems (via predictive and preventive maintenance)
Unplanned maintenance in response to requests from school occupants to correct building system failures
Corrective maintenance on problems identified during planned maintenance
Conduct or coordinate regulatory inspections
Administer the CMMS that processes maintenance tasks, customer service requests, and the use-offacilities program
Maintain, repair, and upgrade building automation systems (BAS) that control HVAC systems
Provide emergency response to situations affecting safe or effective facility use
Manage contractors for grease trap service, mechanical water treatment and inspection, and repair of firesuppression systems, elevators and bleachers
Frederick County
660 square-miles
Area
1
4
2
3
6
5
8
7
Each Area:
12 Team Members
8-10 Schools
838,000 sq-ft average
Figure 1
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Comprehensive Maintenance Plan for Educational Facilities
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Projects and Grounds Branch
Gary Barkdoll serves as manager of this branch. The branch has 29 employees, including 14 tradesmen (e.g.,
carpenters, locksmiths, painters, roofers), 8 grounds crew, 2 small-engine repair technicians, 2 working
supervisors, 1 project manager, 1 manager, and 1 secretary. This branch’s responsibilities include the
following:
•
•
•
•
•
Perform specialized work in trades that are not resident in the eight area field offices
Maintain exterior assets, including high school competition athletic fields, playgrounds, asphalt and
concrete surfaces, storm water management systems, fencing, and trees
Maintain specialized building assets, including roofs, security hardware, doors, wall finish, flooring, and
curtains
Design and construct building modifications to correct structural deficiencies, to support instructional
innovation, and to address accessibility deficiencies relative to the Americans with Disabilities Act (ADA)
Manage contractors for fencing, security hardware, painting, flooring, concrete and paving
Environmental Health & Safety Branch
Laura Olsen serves as manager of this branch. As of FY 2016, this program employs 1 manager, 2
water treatment technicians, 2 pool operators, and 1 secretary. The branch also employs part-time pool
operators and lifeguards to support all aquatic activity. This branch’s responsibilities include the
following:
•
•
•
•
•
Provide technical support and consultation to building administrators, curriculum specialists, and others
with regard to environmental health and safety concerns
Maintain FCPS compliance with regulations promulgated by Occupational Safety and Health
Administration, Environmental Protection Agency, Maryland Department of the Environment, and other
regulations
Coordinate recovery efforts to return facilities to operational status following damaging events
Manage swimming pool operations, including use by outside user groups
Manage contractors for industrial hygiene services, lead and asbestos remediation, emergency mitigation
and repair, and fuel tank testing
Custodial Services Branch
John Carnahan serves as manager of this branch. This branch includes 2 custodial specialists, 1
manager, and 1 secretary. The branch also employs part-time substitute custodians that are deployed to
assist individual schools with temporary staffing shortages. This branch’s responsibilities include the
following:
•
•
•
•
Provide support and consultation to building administrators with regards to building operations and
custodial services
Provide support, equipment, supplies, and training to school-based custodians
Perform annual inspections at each school to gage custodial effectiveness and efficiency
Manage contractors for custodial equipment supply and repair, cleaning chemicals, snow removal, and
mowing
Energy and Solid Waste Management Branch
This branch operates under the general direction of Charlie Dalphon. The branch is staffed by 1
coordinator, and also employs a part-time secretary to enter utility billing data and perform preliminary
consumption analysis. This branch’s responsibilities include the following:
•
•
•
•
Coordinate strategic procurement of energy and solid waste services
Develop and manage energy reduction and recycling programs
Identify and perform cost-benefit analysis on conservation-based changes to facilities
Manage contracts associated with energy and solid waste services
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Comprehensive Maintenance Plan for Educational Facilities
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OBJECTIVES
In 2015, the BOE approved a strategic plan comprised of five aspirational goals. The aspirational goals
compel us to act decisively and deliberatively, in support of our mission.
Aspirational Goal 1: FCPS will equip each and every student to be an empowered learner and an
engaged citizen to achieve a positive impact in the local and global community.
Aspirational Goal 2: FCPS will hire, support, and retain staff who champion individual, professional,
and student excellence.
Aspirational Goal 3: FCPS will pursue and utilize all resources strategically and responsibly to
achieve identified outcomes and inspire public confidence.
Aspirational Goal 4: FCPS will nurture relationships with families and the entire community, sharing
responsibility for student success and demonstrating pride in all aspects of our school system.
Aspirational Goal 5: FCPS will promote a culture fostering wellness and civility for students and
staff.
The Maintenance and Operations department aims to support the aspirational goals with purposeful and
measurable action. The department uses a balanced scorecard approach to align activity to the BOE’s
vision and strategy, improve internal and external communications, and monitor organization
performance against strategic goals. The complete balanced scorecard includes 50 measurable key
performance indicators (KPI). Stakeholders viewing the hierarchical structure of the balanced scorecard
ascertain how the department’s performance fosters aspirational goal achievement. One concrete
example is the following:
•
•
BOE Aspirational Goal: Student Achievement
Maintenance & Operations department objective: Maintain the optimal learning environment
o
Lag KPI:
% of monitored classrooms outside of normal operating conditions
o
Lead KPI: % of classrooms evaluated at least once during heating and cooling season
A listing of the department’s balance scorecard is found in Appendix A.
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Comprehensive Maintenance Plan for Educational Facilities
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MAINTENANCE PROGRAM
Overview
As noted in the previous section of this plan, the FCPS’ maintenance program is comprised of eight area
field offices and a central complex housing trade shops and administration. Under this program, area
maintenance personnel are familiar with the buildings under their purview, and as such, they are best
prepared to service equipment and respond rapidly to emergent situations. Area teams operate semiautonomously, prioritizing work and allocating resources to satisfy both programmed maintenance and
customer service requests.
Each team is housed in a school building assigned to their area. When practical, each technician has a
van equipped for his/her trade that serves as a mobile workshop. A cellular telephone and Wi-Fi capable
tablet computer allow each technician to remain in contact with both their supervisors and the CMMS
work processing software. Wi-Fi connectivity offers the technician access to electronically-stored
construction drawings, equipment specifications, repair manuals, and will soon allow him/her to order
parts on-line that will be delivered directly to the worksite.
The central complex shops include the specialized trades and equipment associated with water
treatment, grounds maintenance, electronic building system repair, locksmithing, carpentry and painting.
FCPS’ master plumber, master electrician and the superintendent of water treatment operate out of the
complex as well.
Funding
The Maintenance and Operations department’s FY 2016 allocation for facility maintenance, budget class
11 (“Maintenance of Plant”), is provided below. Per State budget guidelines, class 11 funds activities
associated with keeping buildings and fixed equipment in their original condition of completeness or
efficiency through repair, scheduled and preventive maintenance, or replacement of property.
Wages & Benefits - Full-Time
Wages & Benefits - Part-Time/Overtime
Contracted Services
Supplies & Materials
Other (including training, uniforms)
Equipment
Total Allocation
$ 9,503,402
$
56,485
$ 1,232,713
$ 1,816,425
$
181,800
$
163,000
$ 12,953,825
Maintenance Strategy
FCPS employs a comprehensive approach to maintaining facility safety and effectiveness, and to
protecting the taxpayer’s capital investment. It is important to note that the school buildings serve many
functions beyond their primary mission of public education, including emergency shelter and community
gathering space. Simply put, the maintenance strategy endeavors to avoid building system failure where
practical, and expediting building system repair when failure occurs. The strategy’s main elements
include the following:
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Comprehensive Maintenance Plan for Educational Facilities
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Planned Maintenance (scheduled work intended to avert equipment failure)
o
o
o
o
o
Preventive Maintenance (PM) - periodic, prescribed service that is triggered by equipment age or use
Predictive Maintenance (PdM) - service triggered by a measurable degradation in equipment function
Inspection - regular evaluation of equipment condition and functionality by trained personnel
Corrective Maintenance (CM) - correction of faults detected during Planned Maintenance activity
Other – ancillary effort contributing to maintaining the optimal learning environment
Unplanned Maintenance (unscheduled work due to equipment failure or customer request)
o
o
o
Emergency Response - mitigating hazards and restoring the optimal learning environment
Routine Repair – restoring failed building systems, and correcting “run-to-failure” items
Customer Service Requests – responding to occupants needs for repair and improvement
Renovation and Upgrade (improving function, efficiency, code-compliance, or technology)
Deferred Maintenance (repairs postponed due to lack of funding or some other reason)
Quality Assurance (evaluating program effectiveness for verification, correction or improvement)
Planned Maintenance
The primary objectives of planned maintenance include the following: 1) minimize failures of life-safety
systems such as fire alarm and fire suppression systems; 2) minimize failures of building systems
necessary to support instruction; 3) prolong the lifespan of equipment; and 4) maximize equipment
efficiency. In the end, engineering judgment must be used to determine which systems warrant planned
maintenance, and which systems warrant a “run until failure” strategy. This judgment is based on
consideration of cost (e.g., ongoing maintenance versus replacement) and of the impact that equipment
failure will have on occupant safety and instruction.
Preventive Maintenance
Preventive maintenance (PM) is a time-based, or run-time-based, process in which one performs
maintenance regardless of equipment condition. Changing an air filter within an air-conditioning
unit every three months is a clear example of PM. PM is contrasted with Predictive Maintenance
that is described next in this section.
Effective PM programs have two primary components – 1) an accurate, up-to-date equipment
inventory; and 2) a detailed, equipment-specific maintenance procedure. FCPS uses the CMMS
to host its equipment inventory and to generate and process PM work orders. FCPS
programmed the CMMS to execute PM based on pre-eminent standards within the facility
management industry. Linking the PM program to such standards imparts integrity to the
program, and also avoids program obsolescence because the program evolves alongside
standards that continually adapt to regulatory change and new technology.
Maintenance teams use UNIFORMAT II 1 protocol for maintaining equipment inventory in our
CMMS. The American Society for Testing and Materials authorizes use of UNIFORMAT II by
architects, engineers, and maintenance personnel to ensure thoroughness and consistency
1
UNIFORMAT II Elemental Classification for Building Specifications, Cost Estimating, and Cost Analysis
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Comprehensive Maintenance Plan for Educational Facilities
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throughout the entire facility lifecycle. FCPS currently has over 177,000 inventoried assets within
the CMMS.
For most equipment types, FCPS uses RSMeans 2 to define the type and frequency of PM
activity. FCPS adopted more stringent PM standards for select systems. For example, the
National Fire Protection Association standards are used for fire detection systems. Standards for
PM activity include estimated labor-hours for each activity. As such, Maintenance administrators
can determine the man-hours required each year to perform a standards-based PM program.
Maintenance staff continues to refine its PM program for building systems. The Projects and
Grounds staff are in the process of inventorying and establishing PM activity for site assets,
including pavement, storm water management, and athletic amenities.
Mechanical water treatment represents one interesting maintenance activity that highlights the
importance of PM. Schools’ HVAC systems use large amounts of water to convey heat
throughout the building. The chemistry of the water used to supply these systems, both from
municipal and well water sources, can vary widely between school sites. FCPS tests and treats
the supply water to prevent scaling, corrosion, and high levels of suspended solids. If left
untreated, these conditions would lead to premature equipment failure and increased energy
costs. Several years ago, FCPS expended $0.6 million to replace HVAC pipes in Brunswick High
School that were damaged by untreated water during its initial years of occupancy in the 1960s
and 1970s. The department hopes to completely avoid this type of failure in the future.
PM summary –
•
•
Man-hours required annually to execute all scheduled PM: 99,367
Annual Completion rate (Completed PM versus Scheduled PM): 95% of 27,600 work orders
Predictive Maintenance
Predictive maintenance (PdM) monitors in-service equipment to detect anomalous conditions, or
trends, that warrant further investigation and perhaps preemptive repair. This approach offers
cost savings over preventive maintenance because technicians perform work only when
warranted. Ideally, PdM also allows convenient scheduling of corrective maintenance to minimize
disruption to normal operations.
This year, the Maintenance and Operations department reorganized to allow creation of a PdM
program. Two PdM technicians assigned to the Electronic Building Systems shop will execute
the program. The technicians use thermal (infrared) imaging and vibration analysis to detect
signs of mechanical and electrical deterioration in equipment. They report any adverse findings
to the area maintenance teams that will then determine when and how to address the anomaly.
PdM is in the early stage. The department anticipates PdM will yield substantial benefit, and will
justify allocating more department resources to other promising PdM techniques, such as systemwide testing of the oil and refrigerant used in large air-conditioning equipment (i.e., chillers).
2
RSMeans Facilities Maintenance & Repair Cost Data (2011 Version)
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Comprehensive Maintenance Plan for Educational Facilities
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PdM summary –
•
•
Technicians with Level 1 Thermography Certification: 3
Estimated quantity of equipment to be thermally imaged: 7,000
o Large motors and pumps thermally imaged in the first two months of PdM program: 80
o Large motors and pumps with detected anomalies: 6 (8% of the 80 units imaged)
Inspection
Inspections help to ensure the safe and effective operation of FCPS schools. Inspections
generally fall into one of three categories: 1) routine building evaluation; 2) regulatory; and 3) risk
mitigation.
FCPS Maintenance technicians perform daily building tours prior to school opening. If a
Maintenance technician detects a major deficiency that precludes a school opening, personnel
are on-site to initiate corrective action. If they cannot correct the deficiency, the Maintenance
administrator can notify school administration so that they can make timely decisions regarding
occupancy. The tours also provide Maintenance technicians an opportunity to identify minor
deficiencies, and to issue Corrective Maintenance (CM) work orders to address those
deficiencies. The department will soon commence tracking the percentage of total CM initiated
by Maintenance staff. This KPI is considered to be indicative of our ability to minimize disruption
of the optimal learning environment by identifying issues before being detected and reported by
occupants. As FCPS upgrades and integrates more BAS, computerized monitoring and reporting
may supplant much of the routine tour function.
The State of Maryland Public School Construction Program inspects schools on a six-year cycle.
These comprehensive inspections ensure that each county’s maintenance department places
proper emphasis on protecting the value and serviceability of school buildings. FCPS corrects
any deficiency noted by the State following these inspections. The State also requires that FCPS
perform semi-annual inspections of each roof section. These inspections serve to detect roof
failures in their incipient stage, where the scope of repair and water-damage potential is less, and
when warranty coverage is more likely to be in effect. It also helps to characterize roof
performance attributes that define trends in roofing material, roofing contractor performance, and
roof replacement needs.
Regulatory agencies perform periodic and as-needed inspections, including the Frederick County
Fire Marshal’s annual safety inspections, the Frederick County Health Department’s inspection of
health rooms, swimming pools, and food preparation areas, and the Maryland Department of
Agriculture’s inspection of integrated pest management practices. Various regulations compel
FCPS to engage certified inspectors for elevators, fire extinguishers, underground storage tanks,
pressure vessels, bleachers, diving boards, and fire suppression systems. Deficiencies found
during these inspections are corrected as soon as possible as they can adversely affect occupant
safety.
FCPS works collaboratively with its liability insurance carrier to conduct routine safety
inspections. The manager of Environmental Health and Safety enlists the participation of an
insurance representative to provide on-call inspections and advisement when potential issues
arise. The periodic inspections focus primarily on curricular areas that may pose higher risk
activities such as technical education, science labs, and theatre arts.
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Comprehensive Maintenance Plan for Educational Facilities
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Corrective Maintenance
Corrective maintenance (CM) is comprised of the reparative tasks that result from faults found by
technicians during planned maintenance. Typically, if a technician detects equipment failure
during a planned maintenance activity, they will perform the repair at that time. The technician
may defer the repair if extensive effort is required or if parts are unavailable. In either case, the
technician creates a CM work order in the CMMS to capture the effort and cost associated with
necessary repair.
Maintenance administrators derive two KPIs from CM. One is the ratio of preventive maintenance
to corrective maintenance (PM-to-CM ratio). This ratio helps evaluate PM effectiveness,
specifically if too much or too little PM is being performed. FCPS is in position to begin
harvesting meaningful, analytical data from the CMMS work history. At the present time, the
FCPS PM-to-CM ratio is 63%. Maintenance administrators plan to track this ratio over the next
year, and determine how best to adapt its program accordingly.
Another KPI is deferred maintenance (DM). Incomplete PM or CM contributes to cumulative DM,
which can serve as an overall indicator of facility conditions. Generally, an increasing DM trend
may predict higher overall maintenance costs, unplanned asset failure, and in some cases, health
and safety implications. DM is detailed in the section under Unplanned Maintenance.
Other Planned Maintenance
In many settings, custodial efforts influence facility conditions most visible to building occupants.
Clean and aesthetically pleasant schools promote greater respect for, and attention to,
everyone’s role in preserving the ideal learning environment. The FCPS custodial crews and
grounds keeping teams serve to preserve and improve facility conditions and aesthetics.
Custodial teams perform the PM for their cleaning and grounds-keeping equipment, while
Maintenance staff performs the repair. In our work plan, Maintenance and custodial staff
combine efforts in several maintenance areas. For example, custodians perform interior painting
of individual rooms, while the Maintenance Projects and Grounds staff takes on larger painting
projects. Custodial teams and contractors perform all mowing and landscaping activities, with
the exception of competition athletic fields that are maintained by our Projects and Grounds
Maintenance team.
Unplanned Maintenance
Unplanned Maintenance includes activities that cannot be programmed or forecast, such as emergency
repairs, equipment breakdown repair, and customer service requests. FCPS satisfies this need via both
Maintenance and custodial staff.
Emergency Response
School-based custodians provide the first-level of emergency response. During the onset of a
facility emergency, a swift and decisive custodial response has proven to be critical in damage
mitigation, remediation, and allaying concerns of disrupted building occupants. The Maintenance
and Operations department trains custodial teams on utility shut-offs and remediation techniques,
and provides the resources to begin, and, in most cases, complete post-emergency cleanup.
The department’s area maintenance program enables rapid deployment of technicians most
familiar with the school in peril. Most building system failures can be repaired immediately with
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Comprehensive Maintenance Plan for Educational Facilities
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in-house forces. The Maintenance and Operations department has contracts in place with
qualified contractors when emergencies require large-scale mobilization for clean-up and repair.
The manager of Environmental Health and Safety, with assistance of certified industrial hygiene
professionals, ensures that remediated facilities are safe to occupy, when necessary.
The Maintenance and Operations department is in the formative stages of a Root Cause and
Failure Analysis program. If funding is available, the department will obtain the training and
support necessary to establish this program in FY 2016. The basis for this program will be to
identify failures that pose the greatest threat for interrupting instruction, systematically analyzing
past failures to identify the true root cause, and setting a practical course for failure prevention. In
the end, it is unreasonable to expect that failures will not occur, but conversely, it is unreasonable
to allow the same failures to occur repeatedly.
Routine Repair
Many school building assets do not warrant routine maintenance. The only maintenance
provided to such assets is corrective, and then, only after the asset has failed. This is commonly
referred to as “run to failure”. Maintenance staff employs this strategy for assets that are not
critical to safe and effective facility operations, and where typically the cumulative costs to
maintain these assets is greater than the cost to replace.
The school custodians participate in rectifying many common failures, such as a clogged
plumbing fixture, lamp replacement, ceiling tile replacement, and touch-up painting. Where
practical, the department stocks parts for prompt repair; otherwise, the department depends on
vendors for timely provision of necessary materials. The department routinely salvages
components from defunct equipment, as many older systems contain parts no longer available
from the original equipment manufacturer. Maintenance vans serve as a form of mobile
workshops where supplies, parts, and tools are readily available for routine repairs.
Customer Service Requests
At each school, the principal is the chief administrator and instructional leader responsible for all
phases of its operation. Maintenance staff acknowledges the significant nature of a principal’s
charge, and strives to support him/her in a proactive manner. In addition to routine meetings, our
department managers schedule visits with school principals, proactively soliciting concerns and
suggestions.
Maintenance supervisors employ CMMS to capture, evaluate, and process customer service
requests. A CMMS icon exists on every FCPS employees’ computer desktop, allowing each to
personally submit requests into the system. The principal, or designee, serves as the primary
approval authority. As primary approver, the principal has complete visibility to all of his/her
team’s submissions, and may approve or modify the request as he/she sees fit. Once approved
by school leadership, Maintenance staff responds by prioritizing and executing the request. The
requestor and approver may elect to receive electronic updates on the status of their request as
the request progresses through the CMMS’s stages to completion.
BOE policy requires that school administrators obtain permission before proceeding with major
facility modifications or improvements – whether the proposed change originates from an outside
user group (e.g., sports booster club) or school staff. This process is designed to avoid FCPS
from unwittingly assuming liability or significant future maintenance costs. Maintenance staff’s
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Comprehensive Maintenance Plan for Educational Facilities
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role in this process is to collect, evaluate and process the requests. In some cases, for an
approved request with which the requestor provides the funding, the department instructs them to
proceed according to proper protocol. If the request requires an expenditure of Maintenance
resources, the work is prioritized and scheduled as resources permit.
Renovations and Upgrades
Maintenance staff routinely receives requests for facility improvement. Requests originate from many
sources, and are prompted by change in regulations, instructional technology, energy conservation, and
space planning. Maintenance administrators plan and execute small renovation and system upgrades
using combinations of in-house tradesmen and contractors.
For example, there are 41 school buildings that are, in whole or part, at least 25 years old. As these
aged facilities await a comprehensive renovation, the department strives to provide interim improvements
to address safety, instruction, comfort, and efficiency. The department has programmed operating
budget funding for specific upgrades affecting accessibility, building automation, energy conservation,
and instructional initiatives.
The department holds responsibility for retrofit compliance with the ADA. The Maintenance Projects and
Grounds branch has a list of deficiencies for each school facility that was created by a professional
architect. The branch uses this list to select projects each fiscal year based on the programmed funding.
The FCPS department of Special Education and Psychological Services notifies the branch of an
existing, or impending, student situation that requires prompt attention. The department of Human
Resources provides the same manner of notification for employee situations. These situations take
precedence, and the branch simply adjusts its annual retrofit plans to accommodate the greatest needs.
FCPS has made great strides in repairing, upgrading, and integrating the BAS. These systems are
mostly used to schedule, operate, and coordinate the HVAC systems. The systems range from aged,
technically-unsophisticated pneumatic systems controlled by mechanical time clocks to state-of-the-art,
computer-controlled systems. In the recent department reorganization, FCPS reallocated staffing to
create a BAS coordinator position within the Electronic Building Systems shop. This coordinator will
provide the focus and expertise necessary for the shop to bring about system-wide improvement.
Specifically, the department will continue to expand its capability and team with contractors in a manner
that brings about change in the most expedient manner. The Maintenance and Operations department
now has over one-third of our schools integrated with common graphics and controls so that they can be
monitored and manipulated remotely, either individually, in groups, or in their entirety. The intention is to
have all of the schools integrated within five years.
Functional and effective BAS systems offer great benefit. For example, the BAS can track HVAC system
performance and alert the department of anomalies before conditions threaten the instructional
environment. When the Superintendent declares that schools are closed due to winter weather, the
department can rapidly and remotely place school HVAC systems in an unoccupied mode, saving
considerable energy.
Carpenters from the Projects and Grounds branch design and enact small renovations that dramatically
improve the instructional environment in aging schools. The Electronic Building Systems shop upgrades
and replaces life-safety and audio-visual system, or major system components, which directly affect
occupant safety and instructional effectiveness. Over the past several years, the department focused on
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Comprehensive Maintenance Plan for Educational Facilities
FY 2016
eliminating single points of failure that could threaten school operations. For example, our water
treatment supervisor has led efforts to install and integrate two water wells in each well-fed school. Area
Maintenance plumbers have installed energy-efficient natural gas domestic water heaters so that each
school has two heaters, and where possible, the water heaters are independent of the large heating
boilers for generating domestic hot water. As the Frederick County Health Department requires domestic
hot water for food service and safe building occupancy, FCPS is now less likely to have to close the
school due to system failure.
Deferred Maintenance
Deferred maintenance (DM) refers to the renewal, replacement, and maintenance projects and activities
postponed due to insufficient funding. There are several types of DM, such as the following:
Regulatory – DM, by design, includes modifications needed to bring existing facilities into compliance
with current regulatory and code requirements. Facilities are typically obligated only to the regulations
and codes in effect at the time of original construction. During the life of a facility, select regulations
emerge that FCPS cannot defer until a planned renovation (typically these address the most serious
safety and environmental protection concerns). FCPS has completed, or has plans and funds to
complete, facility modifications associated with these select upgrades. In general, all other regulatorydriven upgrades are deferred until the facility undergoes renovation or replacement.
Major Maintenance Repair (valued at greater than $100,000) – The Capital Improvement Program (CIP)
must address these needs; they are incorporated into the BOE’s annual operating budget as part of the
capital budget. Typical projects are managed by the FCPS Construction Management department, and
include replacement of HVAC systems, roofs, pavement, playgrounds, flooring, and windows and doors.
As an example, FCPS replaced the HVAC classroom units in Brunswick High School at a cost of $1.2
million – this was exclusive of central plant equipment that control these units, and supplies them with the
hot and chilled water necessary to perform their function. Valley Elementary School received a new
boiler, necessary to supply hot water to the classroom HVAC units, at a cost of $0.4 million. Middletown
Middle School benefits from replacement of four roof sections at a cost of $0.3 million – this represents
15% of the school’s total roof system. The department does not currently have a credible estimate for
CIP-funded DM, but will have a detailed DM accounting by next year. The department is implementing
the Capital Forecast Direct module in the CMMS. Implementation includes inventorying each building
system (e.g., roof, boiler, fire suppression), assigning an original construction or replacement date, and
assigning a unit-price replacement cost. In the end, FCPS will be able to calculate DM, by identifying
each system that has surpassed its expected useful life, estimating its replacement cost, and summing
these values.
It is important to note that this process is a planning tool. FCPS will be able to define its DM deficit, both
current and forecasted, for strategic planning purposes. However, since this model is based on
longevity, FCPS will need to consider asset condition when tailoring DM and especially when selecting
systems for replacement.
Minor Maintenance Repair (valued at less than $100,000) – The Maintenance department must respond
to these needs using the resources furnished in the Maintenance section of the BOE annual operating
budget. Individual branches within the Maintenance and Operations department maintain lists of
outstanding projects. The branches will soon incorporate these lists into the CMMS so that this DM can
be collated and evaluated in the same manner performed for CIP-funded needs. As an example, the
Projects and Grounds branch currently has a backlog of repair in Minor Maintenance Repairs in several
15
Comprehensive Maintenance Plan for Educational Facilities
FY 2016
categories, including $1.6 million in asphalt paving, $0.5 million in tennis courts, $0.2 million in gym
floors, $0.1 million in concrete, and $0.1 in stage floors and curtains. It is important to note that this is
not an exhaustive list. There are many assets, such as masonry, not included in this list, and each list
only includes the estimated cost for repairs that the department has captured and assessed.
Outstanding Preventive and Corrective Maintenance – As stated above, FCPS has a PM program based
on widely accepted standards. The department lacks resources necessary to fully execute this PM
program. This statement does not assert, or imply, that FCPS falls short of providing safe and effective
environments for instruction. FCPS schools are well constructed and maintained, and the backlog of
maintenance and repair, while increasing in this difficult fiscal climate, is not at a crisis level.
Quality Assurance
FCPS intends to use routine quality assurance (QA) methods to systematically monitor and evaluate
aspects of service to ensure that current processes produce quality results. Over the next two years, the
Maintenance and Operations department will develop methodology for data collection; ensuring that
viable data is collected in a manner that is efficient and replicable. The resulting dataset will then serve
as a baseline, enabling us to compare performance with industry standards, and use Root Cause and
Failure Analysis to improve performance, where necessary.
Each branch manager is currently formulating their QA plan. The Building Maintenance branch’s draft
plan best exemplifies our reasoning at this time. This branch envisions a two-tier assessment, with area
supervisors performing regular inspections of their team for compliance with work procedures and
policies, and a management-level QA team that randomly targets specific work areas to inspect work
quality and accurate recordkeeping. The focus will be on several work categories, including PM quality,
procurement, property accountability, overtime use, and workplace safety. The branch conceives that
corrective measures may include new or revised procedures, training, and discipline.
16
Comprehensive Maintenance Plan for Educational Facilities
FY 2016
CONSTRUCTION/MAINTENANCE INTEGRATION
The FCPS Facilities Planning staff, under the supervision of Beth Pasierb, and the FCPS Construction
Management department, under direction of Roger Fritz, ensures that reliability, maintainability and
availability are deriving factors in building design and construction. Construction Management
administrators proactively engages the Maintenance department in all facets of their project
management.
Design
• Endorse Equipment Selection
• Submittal Review
• Review Specifications
Construction
• Inspection
• Inventory Assets
Knowledge Gained
Definition
• Feasibility Study input
• Ed Specification input
• Scope of Work definition
Maintenance and Operations
Demolition
• Salvage Useful Equipment
17
Comprehensive Maintenance Plan for Educational Facilities
FY 2016
The Maintenance and Operations department provides recommendations and supporting information
that aids in defining the prioritization and scope-of-work for all projects (new construction, renovation,
and large-building-system replacement). The department participates in formulating the Design Guide
Standards for the Design of New and Renovated Facilities that FCPS promulgates to architects for all
future construction projects.
When pursing construction of a specific school, Facilities Planning and Construction Management staff
includes Maintenance staff in all phases of design, from educational specification development design to
detailed design and bid specification review. Before and during construction, the Maintenance area
supervisor, that will assume responsibility for the new school, has direct access to the architect,
engineers, and construction management personnel for bilateral consultation and advisement.
During school construction, area Maintenance staff serves in a supplemental inspection capacity,
ensuring that equipment is installed in a manner that facilitates efficient operation and maintenance.
Area staff will use these opportunities to complete their equipment inventory so that PM activity can
commence upon school opening.
Construction-related contracts include provisions for both engineers and construction subcontractors to
provide Maintenance staff post-construction training on the operation and maintenance of building
systems. Most training is recorded for future reference. Several months post-construction, Construction
Management convenes a meeting so that all parties can review the completed facility and offer “lessons
learned”. The intent is to foster an ever-improving design for all FCPS facilities.
The Maintenance and Operations department arranges for repairs while under warranty, and coordinates
with Construction Management to track both resolution and contractor responsiveness. Warranty and
punch list items are open for discussion at the monthly project coordination meetings between the
departments.
Finally, at the end of a facility’s lifecycle, Maintenance staff identifies building components that must be
salvaged prior to demolition by the Construction Management department. This has proven to be
effective in that many of our older schools still contain viable and valuable building assets that can be
recycled for use elsewhere. In addition, many aged building systems have components that are no
longer manufactured, and these components may serve as vital spare parts when no other parts source
exists.
18
Comprehensive Maintenance Plan for Educational Facilities
FY 2016
CURRENT INITIATIVES & CHALLENGES
Initiatives for FY2016
Facility Condition Index – The Maintenance and Operations department aims to include Facility Condition
Index (FCI) data in next year’s update to this report. The department is currently collating the necessary
data in the CMMS. FCI is defined as current maintenance, repair, and replacement deficiencies (or
deferred maintenance) divided by current replacement value. The lower the number, the better. FCI
data will assist in strategic facility planning, specifically:
•
•
Near-term perspective – an FCI for individual schools provides a benchmark to compare the
relative condition of one school to another.
Long-term perspective – trending FCI values over time allows FCPS to assess the effectiveness
of the Maintenance program and its associate funding allocation.
Strategic Planning – DM continues to grow in this unpredictable fiscal climate. This year, the department
will fully implement the CMMS capital forecast module to produce DM data needed for accurate capital
improvement planning.
Quality Assurance – This year, the department instituted a program to measure and evaluate the
outcomes of critical processes. The end goals are to increase customer confidence and department
credibility, and to improve process efficiency and outcome. The process will include regular, on-site
inspections by field supervisors, and periodic inspections by a management QA team.
Predictive Maintenance - PdM, including vibration analysis and thermal imaging, stand to improve the
efficiency and reliability of building systems.
Root Cause Failure Analysis – The department is pursuing development of a program to address chronic
failures. By striving to methodically identify and correct the root cause of events, rather than to simply
address the symptomatic result, the hope is to minimize or eliminate failures that consume resources and
threaten the optimal learning environment.
Awards and Accomplishments
Facility Maintenance Decisions magazine awarded FCPS their Facility Maintenance Achievement
Award in July 2014. This competitive award recognizes successful operation of institutional and
commercial facilities, as determined by online voting, a panel of judges, and the magazine's editors.
FCPS submittals earned finalist status in the Personnel Management and Sustainability award
categories. As such, FCPS is the first organization in the award's history to be named a finalist in two
categories. In the end, the magazine bestowed an award in recognition of our professional development
program.
The Association of School Business Officials awarded FCPS their Brice and Shirley Phillips
Best Practice Award in November 2014.
This award recognizes outstanding practices that
result in significant contributions to the school system and that are replicable by other school
business officials. Our department won this competitive award for its innovative use of inexpensive,
wireless thermostats to remotely monitor and control portable classrooms, thereby improving
environmental conditions and energy conservation.
19
Comprehensive Maintenance Plan for Educational Facilities
FY 2016
SchoolDude awarded FCPS the Campus Champion Award in August 2014. SchoolDude is a webbased, maintenance management software used by over 5,000 school districts, including FCPS.
SchoolDude finds that many clients falter in the implementation stage, leading to disuse and eventual
abandonment of the software. To counter this pitfall, SchoolDude tracks the efficacy of client’s
implementation to identify, and proactively assist, struggling clients. This award signifies that FCPS is
operating above the top 20 percentile, relative to its peers, as measured via KPIs. SchoolDude
requested FCPS to present at its annual user’s conference.
Professional Development - 41 department leaders attained the International Facility Management
Association’s (IFMA) Facility Management Professional credential. This designation is a knowledgebased credential for facility management professionals looking to increase proficiency in core skill areas
(i.e., Operations and Maintenance, Project Management, Finance and Business, and Leadership and
Strategy). IFMA recognized FCPS as the first organization of its type to achieve this internationallyrecognized credential for its entire cadre of facility maintenance leaders.
Preventive Maintenance - The department completed the incorporation of its building-system PM
program within the CMMS. All building system components are now inventoried according to the
Uniformat II international standard, resulting in 177,000 inventoried assets. PM schedules and tasks,
based on industry standards, such as RSMeans and National Fire Protection Association, have also
been programmed. FCPS will incorporate site assets, such as roadways and athletic fields, into our
CMMS in FY 2016.
Reorganization - The department reorganized in recognition of both restricting resources and changing
missions. There are now fewer, but larger, area maintenance teams to ensure that each team has
redundancy in each trade area and adequate manpower for repair projects. Resources were redirected
to increase focus on critical items, such as fire alarm systems, and to begin new initiatives such as
predictive maintenance.
Challenges
Unfunded mandates – There are proposed and pending regulations, such as the indoor environmental
quality standard for re-locatable classrooms that may consume considerable, additional resources in the
future. There is no argument that these regulations foster improved building conditions and
environmental stewardship, but the present fiscal environment cannot provide increased funding to
accommodate these obligations.
Staffing – Recruiting and retaining qualified staff in construction trades remains an obstacle for FCPS
and many other counties. The department hopes to execute a gap analysis study to characterize
weaknesses in the skill sets of tradesmen, so that training can be targeted for optimal benefit. Reliance
on continued innovative training and skill development is essential to develop in-house staff. A peer
training program was established to accelerate skill transfer between technically proficient staff and those
that are inexperienced.
Rising costs – The costs for materials and contracted services have risen considerably in the recent past.
The department continues to work with our Purchasing department to identify cost-effective means of
procurement. Maintenance and Operations have strategically teamed with contractors to segment and
execute projects in a manner that minimizes overall cost. For example, FCPS technicians installed the
wiring and hardware necessary to upgrade the HVAC equipment in Liberty Elementary School, and the
contractor performed the final programming necessary to activate and optimize the system.
20
Comprehensive Maintenance Plan for Educational Facilities
FY 2016
APPENDIX
21
Comprehensive Maintenance Plan for Educational Facilities
FY 2016
APPENDIX A: Balanced Scorecard
22
BOE
Thematic
Category
MAINTENANCE AND OPERATIONS DEPARTMENT BENEFICIAL OUTCOMES
Target
Management Metric
Process Metric
Strategic Outcome
(Lag Key Performance Indicator)
Facilities that are safe, % of facilities achieving a score of Good, or
clean, and aesthetically- better, on the annual custodial inspection
pleasing
(Goal: 100%)
Good
Marginal
> 95%
80 - 94%
95%
94 - 90%
< 1.2%
(< 3
days/yr)
90%
90%
> 98%
< 1%
% of school Principals rating Department
service in compliance w/ service level
agreement (Goal: 90%)
100%
TBD
Student Achievement
TBD
TBD
% of deficiencies found in Preventive- and
Predictive Maintenance that are diagnosed and
resolved within 90 days (Goal: 95%)
TBD
TBD
< 25 days
Maintain the optimal
learning environment
% reduction in corrective work orders, for one of
TBD
the three most common problems (Goal: XX%)
% of custodian substitution requests fulfilled
> 75%
(Goal: 70%)
% of monitored classrooms found to be outside
of normal operating conditions (Goal: XX%)
100%
≥ 90%
<0%
<0%
Bottom
Facility Condition Index (deferred maintenance /
tercile
current replacement value) (Goal: ≤ 5%)
Bottom
tercile
Bottom
tercile
TBD
Preventive-maintenance to correctiveTBD
maintenance ratio (Goal: XX%)
TBD
Effective and Engaged Staff
% of all employees receiving an overall
satisfactory rating in annual evaluation
(Goal: 100%)
100%
(Lead Key Performance Indicator)
% of custodial staff that have fulfilled trade-training
requirements within one year of hire
% of Operations-sponsored training receiving a
< 90%
satisfactory rating from participants
Poor
< 80%
1.2 > 1.9%
Cumulative sick leave expended by custodians, as a %
1.9%
(> 5
of total available man-hours
(3 - 5
days/yr)
days/yr)
% of custodians rating Operation's support as
89 - 80% < 80%
satisfactory in annual climate survey
% of custodians receiving satisfactory rating in annual
89 - 80% < 80%
evaluation
98%
< 98% % of facilities fully staffed according to staffing model
% change in total number of outside-user events hosted
1 - 5%
> 5%
yearly
% facilities visited annually via proactive customer
90%
< 90%
contact by Director or Managers
% of customer service requests completed within 30
TBD
TBD
calendar days
TBD
TBD % of daily Maintenance building tours completed
Corrective work orders initiated by all O&M staff, as %
TBD
TBD
of total corrective work orders created
% of predictive maintenance work orders completed
TBD
TBD
within 60 days
% of preventive maintenance work orders completed
TBD
TBD
within 60 days
Mean time to fill vacant positions (resignation date to
25 - 30
> 30
start date)
% of failures assessed via root-cause-analysis, one of
TBD
TBD
three most common
Average staffing fill rate for substitute custodian
25 - 75% < 25%
positions (% of FTEs occupied)
% of classrooms evaluated in each of four modes
95 - 99% < 95%
(heating/cooling/occupied/unoccupied)
% of classroom conditions deficiencies diagnosed and
80 - 90% < 80%
successfully resolved
0%
> 0% % change in system-wide deferred maintenance
Change in preventive and corrective workload vs
0%
> 0%
change operating budget
Middle
Top
% change in O&M annual budget as % of total
tercile
tercile operating budget
Middle
Top Operation of Plant (Class 10); cost per sq-ft; compared
tercile
tercile to other LEAs
Middle
Top Maintenance of Plant (Class 11); cost per sq-ft;
tercile
tercile compared to other LEAs
TBD
TBD % of preventive maintenance work orders completed
TBD
TBD % of predictive maintenance work orders completed
% of preventive maintenance work orders completed
TBD
TBD
within allotted time, per mechanic
95 - 99%
< 95%
% of new-hires receiving a satisfactory rating, in all
categories, in a six-month evaluation
1.2 < 1.2%
> 1.9%
Cumulative sick leave expended by maintenance, as a
1.9%
(< 3
(> 5
% employees rating employment as satisfactory
% of total available man-hours
(3 - 5
days/yr)
days/yr)
in annual climate survey (Goal: 100%)
days/yr)
% of department leadership positions filled by internal
TBD
TBD
TBD
FCPS candidates
Hire, support, and retain
% conversion of eligible PT Substitute
% of daily substitute custodian evaluations with an
staff who champion
0%
< 3%
≥ 3%
Custodians to FT Custodians (Goal: 90%)
unsatisfactory rating
excellence
% of maintenance and operations staff using tuition
> 2%
2%
< 2%
% of department leadership positions filled by
reimbursement
% of maintenance and operations staff participating in at
internal candidates (Goal: 75%)
< 10%
10%
> 10%
least one optional HR training event within the fiscal
% of maintenance staff that have fulfilled trade% of maintenance-sponsored training receiving a
95%
90
94%
<
90%
training requirements within one year of hire or
satisfactory rating from participants
promotion (Goal: 100%)
% of cultural diversity within Maintenance staff
% of qualified candidates that identify as culturally
TBD
TBD
TBD
(Goal: XX%)
diverse
23
BOE
Thematic
Category
MAINTENANCE AND OPERATIONS DEPARTMENT BENEFICIAL OUTCOMES
Target
Management Metric
Process Metric
Strategic Outcome
Conserve energy
Resource Allocation
Conserve natural
resources
Conserve the
environment
Strategic investment
(Paving)
Health and Safety
Family and
Community
Involvement
Strategic investment
(Roofing)
(Lag Key Performance Indicator)
% change in energy consumption compared to
baseline year, and normalized for weather
(Goal: 10%)
Recycling yield rate (pounds per person)
(Goal: 3.5 for MS/HS; 1.5 for ES)
Urban Greening Program (acres planted to
date, as a percentage of total planned acres)
(Goal: XX acres)
Number of stormwater inspection violations
(Goal: 0)
% of asphalt pavement sections with a condition
rating 2 or less (Goal: XX%)
% of roofing sections with a condition rating 2 or
less (Goal: XX%)
Support student-athletes % of high-school competition athletic fields
and foster community
rated 3 or greater by Athletic Directors at
pride
beginning of each sports season (Goal: 100%)
Enable community use
of public facilities
Total number of outside-use events hosted by
FCPS facilities (Goal: XX,XXX)
% reduction in ADA-related facility deficiencies,
Support equal
as a percentage of the total identified ADA
opportunity and access
deficiencies (Goal: 2%)
Total number of lost workdays per year, for all
custodians (Goal: XX)
Avoid or minimize
occupational injury and
illness
Total number of lost workdays per year, for all
maintenance (Goal: XX)
Total number of workplace hazards identified
and resolved per Fiscal Year (Goal: XX)
Good
Marginal
Poor
(Lead Key Performance Indicator)
% of building (classroom and other) operation anomalies
< 85%
diagnosed and successfully resolved
> 95%
85 - 94%
TBD
TBD
TBD
% recycling diversion deficiencies diagnosed and
resolved
TBD
TBD
TBD
% completed of this year's planned acres
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
Total number of outside-user events hosted by FCPS
high school fields
TBD
TBD
TBD
Denied use-of-facility requests, as % of total requests
submitted
TBD
TBD
TBD
% of deficiencies resolved this year, as % of all
identified ADA deficiencies
100%
95 100%
< 95%
TBD
TBD
TBD
TBD
TBD
TBD
100%
95 100%
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
% of stormwater preventive-maintenance tasks
completed
% of total deficient pavement corrected by operatingbudget-funded projects
% of total deficient pavement corrected by Capitalfunded projects
% sufficient or deficient pavement w/ life extended by
preventive maintenance
% of total deficient roofing corrected by operatingbudget-funded projects
% of total deficient roofing corrected by Capital-funded
projects
% sufficient or deficient roofing w/ life extended by
preventive maintenance
% of high school competition athletic fields that received
APPA level 2 service
% of custodians completing required safety training
within one year of hire
% of reported hazards diagnosed and resolved
(custodian safety)
% custodians satisfied, or better, on EH&S climate
survey
< 95% % of mechanics completing required safety training
% of reported hazards diagnosed and resolved
(maintenance safety)
% mechanics satisfied, or better, on EH&S climate
survey
% of facilities receiving a semi-annual hazard inspection
% of inspection deficiencies diagnosed and resolved
24
Comprehensive Maintenance Plan for Educational Facilities
FY 2016
APPENDIX B: Facilities Inventory IAC/PSCP 101
25
26
PFA * Priority Funding Area
Frederick, MD 21704
K-5
Centerville Elem.
3601 Carriage Hill Drive
675
1,135
618
Pre K-5
9-12
292
884
10-12
Catoctin High School
14745 Sabillasville Rd.
Thurmont, MD 21788
Career & Technology
7922 Opossumtown Pike
Frederick, MD 21702
Carroll Manor Elem.
5624 Adamstown Road
Adamstown, MD 21710
6-8
Brunswick Middle
301 Cummings Drive
Brunswick, MD 21716
611
Pre K -5
893
870
6-8
9-12
663
SRC
Pre K-5
GRADES
Brunswick High
101 Cummings Drive
Brunswick, MD 21716
Ballenger Creek Elem.
5250 Kingsbrook Drive
Frederick, MD 21703
Ballenger Creek Middle
5525 Ballenger Creek Pike
Frederick, MD 21703
Brunswick Elementary
400 Central Avenue
Brunswick, MD 21716
SCHOOL NAME & ADDRESS
Facilities Inventory
LEA: Frederick County Public Schools
Note: Elementary School enrollment is equated
993
911
554
N/A
553
701
609
726
647
2014
PRIOR FALL EQ.
ENROL
147%
80%
90%
N/A
63%
78%
100%
83%
98%
Percent
Utilized
16
88
18.9
15.52
29.7
48
24.63
25
19.29
ACREAGE
July 1, 2015
Total
1952(Orig)
1959 A
1978 A
1980R
Total
1965(Orig)
1979 A
1993 A&R
Total
1985(Orig)
2006A
2006R
Total
1977(Orig)
1986 A
Total
1965(Orig)
1992 A
2010 A
2010 R
Total
1969(Orig)
1994 A
2000 A
2000 R
2005(Orig)
1990(Orig)
A=Added
R=Renovated
1991(Orig)
60,205
30,880
9,212
20,113
40,042
166,874
139,890
6,740
20,244
119,539
79,743
39,796
22,170
86,681
58,719
27,962
77,593
33,847
21,000
22,746
5,334
179,045
125,246
2,170
51,629
51,485
87,175
113,850
64,187
BUILDING DATA
Date SQ. FT.
Excellent
Excellent
Excellent
Good
Excellent
Good
Good
Excellent
Excellent
PHYSICAL
CONDITION
& 5 Sing Units
17*
Inc 12 CR Unit
None
None
3
None
None
6
None
Portables 1415
None
Date Printed 8/5/2015
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
GENERAL
COMMENTS
IAC/PSCP 101.1
Page 1 of 7
27
PFA * Priority Funding Area
Hillcrest Elementary
1285 Hillcrest Drive
Frederick, MD 21702
Governor Thomas Johnson Middle
1799 Schifferstadt Drive
Frederick, MD 21701
Green Valley Elementary
11501 Fingerboard Road
Monrovia, MD 21770
Heather Ridge School
1445 Taney Avenue
Frederick, MD 21702
Glade Elementary
9525 Glade Road
Walkersville, MD 21793
Governor Thomas Johnson High
1501 North Market Street
Frederick, Maryland 21701
Crestwood Middle
7100 Foxcroft Drive
Frederick, Maryland 21703
Deer Crossing Elementary
10601 Finn Drive
New Market, MD 21774
Earth & Space Sciences Laboratory
210 Madison Street
Frederick, MD 21701
Emmitsburg Elementary
300 South Seton Avenue
Emmitsburg, MD 21727
Frederick High
650 Carroll Parkway
Frederick, MD 21701
SCHOOL NAME & ADDRESS
148
6-12
670
504
K-5
Pre K-5
900
6-8
2,091
9-12
1,603
9-12
638
290
316
K-5
N/A
N/A
Special
Elem Sci
Programs
Pre K-5
920
54
383
549
1,436
606
1,393
709
587
Pre K-5
539
600
SRC
2014
PRIOR FALL EQ.
ENROL
6-8
GRADES
Facilities Inventory
LEA: Frederick County Public Schools
Note: Elementary School enrollment is equated
137%
36%
76%
61%
69%
95%
87%
92%
N/A
121%
90%
Percent
Utilized
12.7
10
31.22
25.31
39.31
13
28
13.35
2
22
23.08
ACREAGE
July 1, 2015
31,553
30,000
1,553
1,369
62,372
55,970
6,402
Total
1988(Orig)
2011 A
2011 R
Total
1988(Orig)
1990 A
51,888
312,533
303,302
9,231
303,000
126,700
242,646
77,328
12,500
14,880
83,951
89,828
53,987
66,500
45,080
10,624
77,966
107,212
1971(Orig)
Total
1966(Orig)
2000 A
2000R
2000(Orig)
Total
1939(Orig)
1955 A
1967 A
1977 A
1977R
1980 A
1995(Orig)
1974(Orig)
2009 (Orig)
1997(Orig)
A=Added
R=Renovated
2004(Orig)
BUILDING DATA
Date SQ. FT.
Good
Good
Good
Excellent
Excellent
Good
Good
Good
Excellent
Excellent
Excellent
PHYSICAL
CONDITION
14-
30 + 1-4CR
state owned
unit
8
2
None
None
None
None
2
None
4
Portables
15
None
Date Printed 8/5/2015
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
GENERAL
COMMENTS
IAC/PSCP 101.1
Page 2 of 7
28
PFA * Priority Funding Area
Middletown Middle
100 High Street
Middletown, MD 21769
Linganore High School
12013 Old Annapolis Rd.
Frederick, MD 21701
Middletown Elementary
201 East Green Street
Middletown, MD 21769
Middletown High
200 High Street
Middletown, MD 21769
Lincoln Elem. "A"
250 Madison Street
Frederick, MD 21701
Lincoln Elementary
200 Madison Street
Frederick, MD 21701
Kemptown Elementary
3456 Kemptown Church Rd.
Monrovia, MD 21770
Lewistown Elementary
11119 Hessong Bridge Rd.
Thurmont, MD 21788
Liberty Elementary
11820 Liberty Road
Libertytown, Md. 21762
SCHOOL NAME & ADDRESS
364
PreK-5
1,169
9-12
914
526
3-5
6-8
1,635
659
9-12
Pre K-5
242
K-5
N/A
435
SRC
K-5
GRADES
Facilities Inventory
LEA: Frederick County Public Schools
Note: Elementary School enrollment is equated
786
1,159
445
1,438
510
294
178
358
2014
PRIOR FALL EQ.
ENROL
86%
99%
85%
88%
77%
81%
74%
82%
Percent
Utilized
24
46
8
50
11
3.153
11.64
13
39.46
ACREAGE
July 1, 2015
Total
1974(Orig)
1998 A
1998 R
Total
1953(Orig)
1957 A
1976 A
1995 A
Total
2010
Replacement
1974(Orig)
Total
2012 Replace
2012R
Total
1961(Orig)
1967 A
Total
1927(Orig)
1950 A
1967 A
1982 A
1982R
1974(Orig)
A=Added
R=Renovated
1981(Orig)
Good
Good
Fair
253,565
54,854
189,641
158,850
30,791
8,645
114,974
53,668
17,100
9,006
35,200
Excellent
Excellent
Good
Good
Good
Good
PHYSICAL
CONDITION
253,565
98,463
87,423
11,040
50,898
31,928
18,970
54,902
14,182
18,768
7,520
14,432
18,000
20,334
53,800
BUILDING DATA
Date SQ. FT.
None
4
None
None
None
3
3
Portables
15
2
Date Printed 8/5/2015
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
GENERAL
COMMENTS
IAC/PSCP 101.1
Page 3 of 7
14-
29
659
Pre K-5
Pre K-5
Oakdale Elem.
9850 Old National Pike
Ijamsville, MD 21754
PFA * Priority Funding Area
Pre K-5
692
679
115
458
K-5
3-5
860
6-8
881
567
Pre K-5
6-8
482
SRC
Pre K-2
GRADES
North Frederick Elem.
1010 Fairview Avenue
Frederick, MD 21701
Grades 3-5
New Market Middle
Old National Pike
New Market, MD 21774
New Midway Elem.
12226 Liberty Road
Keymar, MD 21757
Middletown Primary
403 Franklin Street
Middletown, MD 21769
Monocacy Elementary
7421 Hayward Road
Frederick, MD 21702
Monocacy Middle
8009 Opossumtown Pike
Frederick, MD 21702
Myersville Elementary
429 Main Street
Myersville, MD 21773
New Market Elementary
Old National Pike
New Market, MD 21774
SCHOOL NAME & ADDRESS
Facilities Inventory
LEA: Frederick County Public Schools
Note: Elementary School enrollment is equated
586
566
153
504
698
358
779
571
422
2014
PRIOR FALL EQ.
ENROL
85%
83%
133%
57%
106%
78%
91%
101%
88%
Percent
Utilized
14.781
15.01
6.6
19.9
12.3
12
20.38
12.55
20.026
ACREAGE
July 1, 2015
Total
2001(Orig)
2012 A
2012 R
Total
1930(Orig)
1963 A
1983A
1983 R
Total
2014 (Orig)
Total
1971(Orig)
1993 A
Total
1933(Orig)
1962A
1977A
1977R
1979 R
1979 A
2008 A
2008 R
1974(Orig)
1981(Orig)
1989 (Orig)
A=Added
R=Renovated
2006 (Orig)
71,706
17,860
2,111
89,566
21,894
9,520
9,906
2,468
8,404
95,613
95,613
54,889
39,497
15,392
88,983
9,212
29,800
25,860
9,225
29,329
930
23,181
13,160
114,936
114,445
57,900
70,288
BUILDING DATA
Date SQ. FT.
Excellent
Excellent
Fair
Good
Good
Good
Good
Excellent
Excellent
PHYSICAL
CONDITION
None
None
3
None
5
None
None
10
Portables
15
2
Date Printed 8/5/2015
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
GENERAL
COMMENTS
IAC/PSCP 101.1
Page 4 of 7
14-
30
PFA * Priority Funding Area
Thurmont Primary
7989 Rocky Ridge Road
Thurmont, MD 21788
Thurmont Middle
408 East Main Street
Thurmont, MD 21788
Rock Creek Center
191 Waverley Drive
Frederick, MD 21702
Sabillasville Elem.
16210-B Sabillasville. Rd.
Sabillasville, MD
Spring Ridge Elem.
9051 Ridgefield Dr.
Frederick, MD 21701
Thurmont Elementary
805 East Main Street
Thurmont, MD 21788
Oakdale Middle
9840 Old National Pike
Ijamsville, MD 21754
Oakdale High
5850 Eaglehead Drive
Ijamsville, MD 21754
Orchard Grove Elem.
5898 Hanover Drive
Frederick, MD 21701
Parkway Elementary
300 Carroll Parkway
Frederick, MD 21701
SCHOOL NAME & ADDRESS
Pre K-2
528
900
483
3-5
6-8
577
Pre K-5
351
583
302
437
114
226
160
248
PreK-5
590
81
639
Pre K-5
1,201
242
1,531
9-12
643
2014
PRIOR FALL EQ.
ENROL
Spec.
Ed
Pre K-12
K-5
600
SRC
6-8
GRADES
Facilities Inventory
LEA: Frederick County Public Schools
Note: Elementary School enrollment is equated
66%
65%
63%
76%
71%
33%
91%
92%
78%
107%
Percent
Utilized
13.47
13
15.31
20
Same
lot as
Waverley
15
5
15.68
49.1
22.3
ACREAGE
July 1, 2015
Total
1955(Orig)
1959 A
1976 A
Total
1950(Orig)
1955 A
1958 A
1976 A
2001 A
Total
2001 (Orig)
2006 A
2006 R
1991(Orig)
1964(Orig)
Total
1930(Orig)
1961A
1982 A
1982 R
1972(Orig)
1996(Orig)
2008(Orig)
A=Added
R=Renovated
2002(Orig)
64,250
18,550
20,729
24,971
135,260
22,108
12,873
20,502
34,387
45,390
66,334
49,600
16,734
2,850
66,276
27,000
32,223
25,856
2,167
4,200
28,023
55,214
70,142
241,061
109,089
BUILDING DATA
Date SQ. FT.
Excellent
Good
Good
Good
Good
Good
Good
Excellent
Excellent
Excellent
PHYSICAL
CONDITION
None
None
None
None
1
3
2
3
None
Portables
15
4
Date Printed 8/5/2015
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
GENERAL
COMMENTS
IAC/PSCP 101.1
Page 5 of 7
14-
31
PFA * Priority Funding Area
Walkersville “B”
44 Frederick Street
Walkersville, MD 21793
Walkersville High
81 Frederick Street
Walkersville, MD 21793
Urbana High
3471 Campus Drive
Ijamsville, MD 21754
Urbana Middle
3511 Pontius Court
Ijamsville, MD 21754
Valley Elementary
3519 Jefferson Pike
Jefferson, MD 21755
Walkersville Elem.
83 Frederick Street
Walkersville, MD
504
714
Pre K-5
K-5
Staff
Development
SUCCESS
Program
NA
1,197
600
6-8
9-12
1,636
511
Pre K-5
9-12
674
1,606
662
SRC
Pre K-5
9-12
Tuscarora High
5312 Ballenger Creek Pike
Frederick, MD 21703
Twin Ridge Elem.
1106 Leafy Hollow Ct.
Mount Airy, MD 21771
Urbana Elementary
3554 Urbana Pike
Frederick, MD 21704
K-5
GRADES
Tuscarora Elementary
6321 Lambert Drive
Frederick, Maryland 21703
SCHOOL NAME & ADDRESS
Facilities Inventory
LEA: Frederick County Public Schools
Note: Elementary School enrollment is equated
45
1,070
678
386
798
1,578
685
494
1,474
784
2014
PRIOR FALL EQ.
ENROL
NA
89%
95%
77%
133%
96%
134%
73%
92%
118%
Percent
Utilized
5
35
15
31.71
26.18
59.7
19.87
17
46.49
13
ACREAGE
July 1, 2015
Total
1967(Orig)
1974 A
Total
1974(Orig)
2011A
2011R
Total
1976(Orig)
1999A
1999R
Total
1921(Orig)
1928 A
1937 A
1952 A
1961 A
1967 A
2012R
Total
1960(Orig)
1965 A
1975 A&R
Total
1995(Orig)
2005 A
2006 (Orig)
1992(Orig)
Total
2003(Orig)
2008 A
A=Added
R=Renovated
2004(Orig)
59,989
40,404
19,585
89,514
54,454
35,060
12,163
181,416
156,500
24,916
2,130
27,352
14,660
3,050
1,100
3,828
1,220
3,494
27,352
64,133
36,646
4,800
22,687
249,609
208,000
41,609
125,049
68,900
257,062
224,652
32,410
86,938
BUILDING DATA
Date SQ. FT.
Fair
Good
Good
Good
Excellent
Good
Fair
Good
Excellent
Excellent
PHYSICAL
CONDITION
None
9
None
None
10
None
15
None
None
Portables
15
7
Date Printed 8/5/2015
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
GENERAL
COMMENTS
IAC/PSCP 101.1
Page 6 of 7
14-
32
Pre K-2
K-5
Woodsboro Elementary
101 Liberty Road
Woodsboro, MD 21798
Yellow Springs Elem.
8717 Yellow Springs Rd.
Frederick, MD 21702
PFA * Priority Funding Area
Pre K-5
456
225
226
924
6-8
Wolfsville Elem.
12520 Wolfsville Rd.
Smithsburg, MD 21783
671
Pre K-5
955
6-8
Whittier Elementary
2400 Whittier Drive
Frederick, MD 21702
Windsor Knolls Middle
11150 Windsor Road
Ijamsville, MD 21754
416
Pre K-5
Waverley Elem.
201 Waverley Drive
Frederick, MD 21702
West Frederick Middle
515 West Patrick St.
Frederick, MD 21701
1,051
SRC
6-8
GRADES
Walkersville Middle
55 Frederick Street
Walkersville, MD 21793
SCHOOL NAME & ADDRESS
Facilities Inventory
LEA: Frederick County Public Schools
Note: Elementary School enrollment is equated
468
160
166
770
741
858
575
771
2014
PRIOR FALL EQ.
ENROL
103%
71%
73%
83%
110%
90%
138%
73%
Percent
Utilized
17
5
14
57
10.126
12
18.17
28.68
ACREAGE
July 1, 2015
Total
1959(Orig)
2000A
2000R
Total
1952(Orig)
1959 A
1973 A&R
Total
1957(Orig)
1966 A
1974 A&R
Total
1993(Orig)
1999 A
A=Added
R=Renovated
Total
1961(Orig)
1985 A&R
1998A
1998 R
Total
1969(Orig)
2002 A
Total
1958 (orig)
2010 R
2010 A
1998(Orig)
41,657
20,091
21,566
5,000
28,557
8,425
175
19,957
52,600
20,442
7,013
25,145
116,644
98,000
18,644
119,353
75,880
3,241
40,232
7,355
54,178
53,218
960
166,439
143,363
143,363
23,076
81,244
BUILDING DATA
Date SQ. FT.
Fair
Good
Excellent
Excellent
Very Good
Good
Good
Good
PHYSICAL
CONDITION
5
None
None
None
8
None
8
Portables
15
None
Date Printed 8/5/2015
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
PFA*
GENERAL
COMMENTS
IAC/PSCP 101.1
Page 7 of 7
14-
Comprehensive Maintenance Plan for Educational Facilities
FY 2016
APPENDIX C: BOE’s Aspirational Goals
33
FCPS’ aspirations and priorities were approved by the Board of
Education on December 17, 2014.
Thematic Category
Aspirations
Aspiration
Priorities
1
Student
Achievement
Priorities
• FCPS will provide each and every student high quality instruction
FCPS will equip each and every
student to be an empowered
learner and an engaged citizen to
achieve a positive impact in the
local and global community.
2
that fosters inquiry, creative thinking, complex problem solving,
and collaboration.
• FCPS will raise achievement for all students and eliminate
achievement gaps.
• FCPS will implement strategies to ensure a high quality and
Effective and
Engaged Staff
3
Resource
Allocation
4
Family and
Community
Involvement
FCPS will hire, support, and retain
staff who champion individual,
professional, and student
excellence.
FCPS will pursue and utilize all
resources strategically and
responsibly to achieve identified
outcomes and inspire public
confidence.
FCPS will nurture relationships
with families and the entire
community, sharing responsibility
for student success and
demonstrating pride in all aspects
of our school system.
5
34
Health and
Safety
FCPS will promote a culture fostering
wellness and civility for students and
staff.
diverse workforce.
• FCPS will support all staff by providing ongoing opportunities to
grow as professionals throughout their career.
• FCPS will provide equitable distribution of all resources based
on the varied needs of students and schools.
• FCPS will promote clear communication and transparency in
allocation of resources.
• FCPS will encourage and sustain collaborations with families and
the entire community to support student success.
• FCPS will equip staff with the knowledge and tools necessary to be
positive ambassadors who build support for our goals and
initiatives.
•
FCPS will promote and maintain a safe and respectful
environment.
•
FCPS will foster personal well-being and health among students
and staff through increased awareness and engagement on these
topics.
Comprehensive Maintenance Plan for Educational Facilities
FY 2016
APPENDIX D: Glossary of Acronyms
35
GLOSSARY OF ACRONYMS
ADA
Americans with Disabilities Act
BAS
Building Automation Systems
BOE
Board of Education of Frederick County
CIP
Capital Improvement Program
CM
Corrective Maintenance
CMMS
Computerized Maintenance Management System
DM
Deferred Maintenance
EH&S
Environmental, Health, and Safety
FCI
Facility Condition Index
FCPS
Frederick County Public Schools
FY
Fiscal Year
HVAC
Heating, Ventilation, and Air-Conditioning
IFMA
International Facility Management Association
KPI
Key Performance Indicator
PdM
Predictive Maintenance
PM
Preventive Maintenance
QA
Quality Assurance
36