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The Division of Maintenance: Supporting Student Success

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Title: The Division of Maintenance: Supporting Student Success


1
The Division of MaintenanceSupporting Student
Success
2
PURPOSE
  • Provide a brief overview of the Division of
    Maintenance Its Mission and Functions
  • Describe how the division is organized to support
    schools and facilities
  • Define different types of maintenance work and
    capital improvement projects and how they get
    done
  • Provide additional information slides on
    maintenance support that are not part of the
    briefing (Included in Handout)

3
MISSION FUNCTIONS
4
MISSION
  • The Division of Maintenance contributes to
    student success by working as a team to provide
    high quality facilities support, including
  • Maintenance and Repair
  • Environmental Services
  • Capital Asset Replacement
  • Automated Energy Management
  • Renovations and Alterations

5
ORGANIZATION STAFFING
6
ORGANIZATION
BOARD OF EDUCATION
SUPERINTENDENT OF SCHOOLS
OFFICE OF THE CHIEF OPERATING OFFICER
DEPARTMENT OF FACILITIES MANAGEMENT
DIV OF MAINT
Div Of Const
Div Of School Plant Opns
Energy Utilities (Green Schools)
Real Estate
Div Of Long Range Planng
7
DIVISION OF MAINTENANCE
Director Assistant Director Shady Grove Depot
Shady Grove Offices Shops
Maintenance Depots
Accounting Office
Accounting
Industrial Equipment Repair shop
Bethesda Maint Depot (BMD)
Electronics Shop

Materials Fabrication and Rigging Shop
Energy Management Office
Clarksburg Maint Depot (CMD)
PLAR/Contracting Office
Environmental and Automation Services
Randolph Maint Depot (RMD)
Renovation and Carpentry Shop
Heavy Equipment Shop
8
MAINTENANCE DEPOT AREAS
BMD Bethesda CMD Clarksburg RMD
Randolph SGD Shady Grove
County Line
County Line
CMD 280 Sq Miles 71 Facilities
RMD 110 Sq Miles 66 Facilities
SGD
N
BMD 110 Sq Miles 71 Facilities
County Line
County Line
Note Service areas (Sq Mi) are
estimates
9
MAINTENANCE DEPOT(Bethesda Clarksburg Randolph)
(Approximately 76 Positions in Each Depot)
10
HOW WORK GETS DONE
11
WORK PROCESSING
  • All schools have access to the Maximo automated
    work order management system
  • Nearly all maintenance work begins with the
    submission of a work request
  • The request becomes a work order and is used to
    track labor and material costs
  • Schools can go online and check the status of
    work orders in progress

12
TYPES OF WORK PROJECTS
  • Major Facility Emergency
  • Examples Fire Sudden structural damage or roof
    collapse Tornado or severe wind damage
    Electrical wires down Severe flooding Injuries
  • Call 911 Request fire, police, or emergency
    rescue support as needed
  • Schools should then call their supporting
    maintenance depot immediately and report the
    problem so that someone can respond quickly
  • Schools can follow up with a work request (Unless
    the maintenance depot does it for them)

13
TYPES OF WORK PROJECTS
  • Emergency or Urgent Maintenance or Repair
  • Examples Broken water line Clogged sewer main
    HVAC system breakdown Electric power failure
    Major roof leak Graffiti on exterior of building
  • Schools should immediately call their supporting
    maintenance depot and report the problem so that
    someone can respond quickly
  • The school can follow up with a work request
    (Unless the maintenance depot does it for them)

14
TYPES OF WORK PROJECTS
  • Routine Maintenance or Repair Work
  • Examples Broken window shade electrical outlet
    not working door closer needs adjustment
    cracked window pane
  • Schools should submit a work request
  • Schools can check work order status online
  • If a response is not timely, schools should call
    their supporting depot to discuss when the work
    will be scheduled

15
TYPES OF WORK PROJECTS
  • Minor renovation or alteration (New Work)
  • Example Construct or remove a wall or partition
    to create or enlarge a room
  • School should submit an email to the Director,
    Dept of Facilities Management, and describe the
    project and why it is needed
  • If approved in concept, the director will forward
    the project to the Division of Maintenance for
    evaluation and cost estimate
  • The Renovation-Carpentry shop will advise the
    school of costs and likely project schedule

16
TYPES OF WORK PROJECTS
  • Intermediate Size Projects
  • Examples Large-scale painting jobs major
    flooring replacements major ceiling tile
    replacements roof replacement boiler
    replacements re-paving
  • These projects normally have long lead times for
    execution (1 to 6 years) due to existing backlogs
    and limited annual funding
  • Schools should discuss these types of
    requirements with their supporting maintenance
    depots
  • Submit a work order if requested to do so
  • Check with the depot periodically to ensure that
    the project has been added to a capital project
    list

17
TYPES OF WORK PROJECTS
  • Large-Scale Projects
  • Examples New buildings Building expansions or
    modernizations parking lot expansions
  • Large-scale, capital-funded projects must be
    approved and programmed for performance in a
    multi-year construction budget
  • Discuss proposed long-term needs as part of
    annual capital budget planning process
  • The Division of Long Range Planning and the
    Division of Construction are the key players

18
FUNDING STREAMS
  • Operating Funds
  • Most maintenance, repairs, and services performed
    by the Division of Maintenance
  • Minor renovation and carpentry projects (new
    work) performed by the Division of Maintenance
  • Projects funded by the State of Maryland Aging
    Schools Program (e.g., large painting projects)
  • Capital Funds
  • Most intermediate-sized projects
  • All large-scale projects

19
PRIORITIES, BACKLOGS, LEAD TIMES
  • Priorities of maintenance work orders
  • Emergency / Urgent (Goal Immediate to 1-day
    initial response)
  • Priority (Goal 2-day initial response)
  • Routine (Goal 15-day initial response)
  • Factors affecting initial response times
  • Backlogs of work for trade areas involved
  • Available staff (present for duty vacancies)
  • Factors affecting actual completion
  • Lead time to order and receive repair parts
  • Lead time to obtain bids and issue contracts

20
UNFUNDED FUNDED PROJECTS
  • Normal maintenance and repair projects are done
    using work orders and operating funds
  • Maintenance depots meet annually with the
    divisions PLAR/Contracting staff to update
    unconstrained lists of un-resourced (un-funded)
    project requirements for all schools
  • The Dept of Facilities Management annually
    updates lists of programmed capital projects by
    fiscal year
  • Emergency requirements and changes in program
    funding can affect the order of projects on these
    lists

21
SUMMARY
  • The Division of Maintenance receives and
    processes thousands of maintenance work requests
    each fiscal year (59,000 in FY 2005)
  • Projects migrate from operating fund programs to
    capital fund programs based mainly on project
    size (i.e., scope of work)
  • Lead times for projects are affected by backlogs,
    scope of work, funding limitations, and
    unforeseen emergency requirements

22
SUMMARY (CONT)
  • What can schools do ?
  • Submit clear and understandable work orders
  • Notify their depot immediately of emergencies
  • Maintain regular contact with their depots
  • Meet at least annually with the depot to review
    work backlogs and school maintenance needs
  • What can school PTA organizations do?
  • Monitor schools appearance and condition
  • Encourage schools to maintain close relationships
    with their supporting maintenance depots
  • Participate in annual capital project planning
  • Support the Superintendents recommendations for
    operating and capital budgets

23
THANK YOU !!
24
ADDITIONAL INFORMATIONSLIDES(NOT PART OF THE
BRIEFING)
25
DIVISION OF MAINTENANCESTRATEGIC
FUNCTIONS(DETAILS)
26
Maintenance and Repair
  • Maintenance and repair of roofs and drains
    walls, floors, and ceilings electrical and
    lighting systems electronics plumbing and waste
    systems heating, ventilation, and air
    conditioning (HVAC) systems and more
  • Grounds maintenance of large fields and
    playgrounds
  • Snow plowing and sanding of access roads and
    parking lots
  • Removal of graffiti from building surfaces

27
Environmental Services
  • Trash and refuse removal and disposal
  • Environmental safety and Indoor Air Quality
  • Recycling program management
  • Integrated pest management
  • Hazardous waste removal and disposal, including
    asbestos abatement
  • Water quality management for heating and cooling
    systems

28
Capital Asset Replacement
  • Planned Lifecycle Asset Replacement (PLAR)
    Section provides program and contract management
    for capital improvement projects
  • Replacement of capital assets and building
    components and systems
  • Examples Asphalt concrete surfaces
    bleachers student lockers partial and full roof
    replacements lighting systems floor coverings
    sod for ballfields
  • Note The Division of Construction manages major
    construction, modernization, and expansion
    projects, HVAC system replacements, relocatable
    classroom installations, and certain other
    capital projects

29
Automated Energy Management
  • Monitor and control automated heating and cooling
    systems in schools
  • Schedule building heating and cooling to support
    school and community activities
  • Provide system diagnostics for school plant
    operations and maintenance staffs
  • Provide lighting retrofits and other upgrades to
    increase energy efficiencies
  • Perform commissioning of controls for newly
    installed heating and cooling systems

30
Minor Renovation and Alteration(Also Referred to
as New Work)
  • Perform minor renovations and alterations to
    facilities and interior spaces
  • Construct shelving and cabinets
  • Construct small sheds for storage of materials
    and equipment
  • Projects are funded from the operating budget

31
ORGANIZATION STAFFING(DETAILS)
32
DIVISION OF MAINTENANCE
  • Division Office (Located at Shady Grove)
  • Director/Asst Director Accounting Automation
    Contracting Environmental Safety Indoor Air
    Quality and Recycling
  • Shady Grove Depot
  • Specialized services and centralized support.
  • Electronics Automated Energy Management
    Environmental Services Heavy Equipment
    Industrial Equipment Repair Materials
    Fabrication Renovation Carpentry
  • Bethesda, Clarksburg, Randolph Depots
  • Direct support aligned with school communities
    clusters
  • Maintenance and repair services and trash removal

33
SHOPS AT SUPPORTING DEPOTS
  • Carpentry Shop
  • Doors, windows, glass, floor tile, locks and
    keys, painting, roofing, handrails, ramps,
    special-cut ceiling tiles, lockers
  • Electrical Shop
  • Breakers, panels, switches, outlets, electric
    cook stoves, emergency lights, generators,
    parking lot lights
  • General Maintenance Shop
  • Asphalt and concrete, playgrounds, field mowing,
    trash removal, snow plowing, tree trimming
  • HVAC/Refrigeration Shop
  • Boilers, chillers, cooling towers, circulation
    pumps, heat pumps, window air conditioners,
    refrigeration/ice makers
  • Plumbing Shop
  • Drains, drinking fountains, gas-fired stoves,
    toilets, showers

34
SHOPS AT SHADY GROVE
  • Electronics Shop
  • Fire alarms, public address systems, A/V
    equipment, bells, two-way radios
  • Heavy Equipment Shop
  • Lawn tractors, mowers, trimmers, and snow
    blowers, welding services
  • Industrial Equipment Repair Shop
  • Fire extinguishers, kilns, motor rebuilds,
    printing presses, trash compactors
  • Materials Fabrication Rigging Shop
  • Projection screens, stage curtains, window blinds
  • Renovation Carpentry Shop
  • Cabinet and sign making, minor new work projects

35
SHADY GROVE ACTIVITIES
  • Accounting Section
  • Requisition, purchase order, and invoice
    processing
  • Automated Energy Management Section
  • Automated controls for heating and cooling
    systems
  • Environmental Automation Services
  • Asbestos abatement, hazardous materials,
    integrated pest management, recycling, water
    testing
  • Online work order management system
  • PLAR/Contracting Section
  • Capital improvement projects, project and
    contract management

36
MAINTENANCE SUPPORTPROCEDURESFOR
SCHOOLS(ADDITIONAL INFORMATION)
37
REQUESTING SUPPORT
Bethesda Depot
Schools
Work Requests
Shady Grove Depot
Clarksburg Depot
Schools
Work Requests
Randolph Depot
Schools
38
AUTOMATED WORK ORDERS
  • All schools have access to the Maximo work order
    system to submit requests and check WO status
  • A work order documents a request and the labor
    and materials used to complete the job
  • When submitting work requests, provide as much
    information as possible
  • For audio-visual equipment, submit a work order
    for each item include brand name, model number,
    serial number, and a detailed description of the
    problem

39
PROVIDING SUPPORT
Bethesda Depot
Schools
Clarksburg Depot
Shady Grove Depot
Schools
Randolph Depot
Schools
Help is coordinated by the supporting depot, even
if work is done by someone else.
40
HOW SCHOOLS CAN GET THEBEST POSSIBLE SUPPORT
  • Call and talk to the supporting maintenance depot
    (BMD, CMD, RMD) about needs
  • Submit clear and understandable work orders
    (Depots can advise and assist as required)
  • Maintain regular contact with the supporting
    maintenance depot (status updates)

41
SCHOOLS SHOULD DISCUSS WITH THEIR SUPPORTING
DEPOT
  • Status of existing work orders
  • Requirements for maintenance and repair
  • Requirements for short term and long term capital
    improvement projects
  • Questions about how work gets done
  • Whom to call for help with special issues or
    problems
  • Customer concerns or complaints

42
CUSTOMER SUPPORT
  • The Division of Maintenance wants to provide the
    best service possible within our capabilities
  • Resource constraints, backlogs, and existing
    priorities limit how quickly work can get done
  • When you have a problem, question, or concern
  • Contact your supporting depot discuss the issue
    with the assistant manager or manager give them
    time to respond
  • If concerns are not answered, send an email to
    the assistant director or director, Division of
    Maintenance
  • Please limit phone calls to the Division Office
    to the most serious or time-sensitive issues

43
POINTS OF CONTACTANDEMERGENCY INFO
44
DAYTIME POINTS OF CONTACT
  • Bethesda Maintenance Depot (BMD)
  • Manager Jim Auth Asst Mgr Stan Jones
  • Phone 301-469-1133 (600 AM 230 PM)
  • Clarksburg Maintenance Depot (CMD)
  • Manager (Acting) Ronald Ehlman
  • Phone 301-353-0940 (600 AM 230 PM)
  • Randolph Maintenance Depot (RMD)
  • Manager Kenny Hoyle Asst Mgr Brenda Wilhelm
  • Phone 301-929-2250 (600 AM 230 PM)

45
DAYTIME POINTS OF CONTACT
  • Division of Maintenance (Shady Grove Depot)
  • Director Roy Higgins Asst Dir Michael Allnutt
  • 301-840-8107 (700 AM - 330 PM)
  • General Assistance (Shady Grove Depot)
  • Phone 301-840-8100 (700 AM 330 PM)
  • Other Shops, Offices, and Personnel
  • Consult the MCPS directory

46
AFTER-HOURS SUPPORT
  • Call the School Security Office, 301-279-3232
  • Report the location and nature of the problem
  • Provide a point-of-contacts name, school, and
    telephone number for follow-up actions
  • The School Security Office will contact
    maintenance depot personnel at home
  • The security staff has phone numbers and backup
    support information
  • Do not attempt to call depot personnel on your
    own

47
FACILITY EMERGENCIES
  • Call fire, police, and/or medical emergency
    authorities first (if applicable)
  • Shut off affected utilities (if qualified to do
    so)
  • Call the supporting maintenance depot immediately
    and report the problem
  • (After hours, call School Security, 301-279-3232,
    and ask them to notify depot personnel)
  • Call any other personnel or offices that you are
    required to notify

48
SUMMARY
  • The Division of Maintenance is committed to
    supporting student success by keeping facilities
    in the best possible condition
  • To ensure the best quality of support, schools
    should maintain close and regular contact with
    their supporting maintenance depots
  • Clear, open, and honest communications are the
    keys to understanding the facilities management
    system and to receiving the best possible
    maintenance support
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