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Staff: PGCPS IAC maintenance score improved to 67.5% but remains 'not adequate'
Summary
Staff told the Education Workforce Development Committee that PGCPS improved its IAC maintenance effectiveness assessment score to 67.5% (up 3.6 percentage points from prior year), reduced identified deficiencies from 310 to 65, but still falls in the 'not adequate' category.
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Staff presented the Interagency Commission (IAC) maintenance effectiveness assessment and told the committee that Prince George's County Public Schools’ score rose to 67.5% for fiscal year 2024, an increase of about 3.6 percentage points from the previous year, though the district remains classified as “not adequate.”
Committee director Ayane Albear and IAC staff explained the rubric assesses 23 areas within five groups and produces a percent score that maps to categories from superior to poor. Staff noted the district reduced identified deficiencies from 310 in FY 2021 to 65 in FY 2024 and now represents roughly 0.25 of statewide deficiencies. “A low maintenance score indicates that a school system is not optimally maintaining their buildings and systems,” a staff presenter said, describing why the score matters for lifecycle and replacement costs.
PGCPS said the district has improved its understanding of the rubric since the early years of the assessment, is meeting with IAC monthly, and has implemented a new work‑order system and a preventive maintenance coordinator to capture and track work in a computerized maintenance management system (CMMS). Director Stefanelli said many prior maintenance actions were not captured in the system, leaving the district unable to demonstrate completed work; cataloging assets and auto‑populating preventative work orders is a repeated IAC recommendation.
Committee members asked for comparisons and trend data; staff agreed to provide historical snapshots and to share the detailed list of deficiencies and the 16 schools flagged as TBD or candidate projects. Council members stressed transparency about where capital dollars were spent and asked for documentation on change orders and value‑engineering for major projects.
