Interagency Commission on School Construction FY 2023 CIP and BTL Summer Meeting

Anne Arundel County – Requested Information

A. Summary of your approach to analyzing the Total Cost of Ownership (TCO) for your portfolio
(and clusters within it, if applicable).
a. Anne Arundel County Public schools is utilizing the MGT study, and the Old Mill HS/MS
master plan study, to prioritize projects in our CIP and six-year plan. Redistricting for
the new Old Mill West HS and two middle schools, Old Mill Middle Schools (North and
South), will relieve overcrowding in the Old Mill, Glen Burnie and North County high
schools’ feeder systems.
B. For each specific project, summarize how the project supports your management of TCO at the
cluster and portfolio levels and identify whether funding will be sought for new and renewal
projects through the CIP or BTL program.
a. The following projects we will be requesting for FY23 IAC construction funds.
i. Kindergarten Addition- The Brock Bridge and Meade Heights elementary
school’s kindergarten additions projects will provide educationally sufficient
learning environments for our younger students. These classroom addition
projects support the management of the TCO by repurposing existing classroom
space once the new addition is built. Funding for these projects will be through
the CIP Program.
ii. Systemic Renovations- The Bates MS – HVAC replacement and Glen Burnie HS –
exterior walls/windows projects support the management of the TCO by
reducing the number of backlog and capital renewal projects listed in our
Comprehensive Maintenance Plan (CMP) and lowering the Facility condition
index for each facility. Funding for these projects will be through the CIP.
iii. West County ES – New School – The primary purpose of West County ES is to
alleviate overcrowding in the adjacent Arundel Feeder Elementary Schools
(Piney Orchard ES, Four Seasons ES, and Waugh Chapel ES.) Large scale
residential developments continue to be planned and built in this segment of
the County. We anticipate that the housing demand in this area will continue to
increase along with number of school aged children. This project supports the
management of the TCO by optimizing new educational space
iv. Crofton Middle School addition and cafeteria expansion. This classroom addition
project will reduce overcrowding at an existing Middle School and expand the
current core building cafeteria space. This project supports the management of
the TCO by optimizing new educational space in a growing segment of the
county and reducing the number of portable classrooms being used at the
facility.
b. Funding for these projects will be through the CIP.
C. List your primary maintenance challenges along with solutions being considered or
implemented.

a. Insufficient funding for deferred maintenance (backlog)

i. An insufficiently funded operating budget continues to burden our already
inadequately funded deferred maintenance (backlog) program which was
reported to the state at $476.340 million in our FY’21 CMP. Continuing to fund
at the current rate will exponentially increase the costs of maintaining an aging
building stock as previously indicated in section III of this document. In order to
attempt to move toward reducing backlog we will continue to make budget
requests that are commensurate with needs.
b. Lack of resources to perform preventive maintenance on building systems
i. With the age of our buildings/systems (PM) is critical. We heavily utilize
contracted services through our maintenance operating budget to supplement
our staff in order to perform the necessary requirements. Examples of
contracted services used are PM/minor repairs for boilers, water heaters, and
chillers, and most recently rooftop equipment. Our GM Shop performs PM
repairs to our roofs, with our Facilities Operations PM Shop attempting to do
the same for some air handling equipment and incremental units. These efforts
have helped these systems in reaching at least the minimum life expectancy.
However, there is concern for the condition/life cycle of the distribution
system/equipment due to lack of available in-house resources.  We are
expanded our use of contracted services this coming fiscal year to assist in
addressing PM of our HVAC systems.
c. The inability to hire/recruit/maintain qualified personnel
i. Hiring and maintaining qualified maintenance mechanics has been an issue for
about a decade. This is particularly true with our more technical trades. Our
maintenance staffing is comprised of 134 FTE’s, 86% (115) are mechanics that
directly deliver services to our buildings. Of the mechanics directly servicing the
needs of our schools, 20 are with the grounds department. With a gross square
footage of 14,592,984 this equates to a maintenance load of 126,896 GSF per
maintenance staff or 153,610 GSF per regular maintenance mechanic once you
subtract administrative and grounds department staffing. This is well over
double the APPA standard of 67,456 GSF for level 2 (Comprehensive
Stewardship).  Over the past fiscal year, we have had lost productivity of
approximately of 10,080 mechanic hours or 1260 workdays due to employee
turnover and open unfilled positions. This is the equivalent of 5 full time
positions. Respectively, General Maintenance lost a total of 561 workdays;
Grounds a total of 321; HVAC a total of 306 workdays and plumbing a total of
72.  In our attempt to fill vacant positions, we have been advertising positions in
trade journals, ASBO, internet, job fairs etc.… to hopefully capture qualified
candidates. Despite these efforts, we continually need to advertise several times
for HVAC mechanics, electricians, and plumbers, and when we do make an
employment offer, our salary structure is not competitive with area trades and
the candidates do not always accept. As a result, we have been contracting
qualified labor for some of our requirements to supplement our forces.
d. Materials, supplies, and equipment availability
 i. Currently we are being challenged to provide maintenance services
commensurate to that which we have in the past due to supply chain issues.
We, as well as other LEA’s, are facing lead times for
materials/supplies/equipment that are three to four times longer than what we
experienced pre-COVID. In order to attempt to minimize potential down time
we have been stocking additional items as resources/space allow.

D. Current preventive maintenance work order aging report. (FY23 requests)

a. Separate report submitted
E. Work order aging report of all preventive, planned, and emergent work orders. (FY23 requests)
a. Separate report submitted
F. For each systemic renovation project, provide the date of installation, the last major overhaul,
any report from an assessment if applicable, and all relevant corrective maintenance performed
on the system.
a. Bates MS – HVAC
i. Separate Facility Assessment report submitted
b. Glen Burnie HS – Exterior Walls and Windows
i. Separate Facility Assessment report submitted