FY2024 Adopted Operating and Capital Budgets
FY2024 Adopted Budget Organizational Budgets
Division of Public Works
Department of Professional Services Mission Statement
disposal of capital assets.
The Department of Professional Services (DPS) is responsible for the management of Division wide real estate, special projects, training, asset management, and technology. DPS is also responsible for property management and facility
management through the Building Manager Program. Capital Asset, Lease, and Acquisition Management
The Office of Capital Asset, Lease, and Acquisition Management (OCALAM) is ! " #$#% & ' ! " ( ' % & ') required for project approval. Examples include obtaining easements from property owners where stream and road projects encroach on private property. OCALAM is also responsible for acquiring new property and disposing of property that has served its useful life for Frederick County. Additionally, OCALAM oversees the Frederick County Building Manager Program and it * '& ' Special Projects Management
The enormity of the Prospect Center, formally known as Oak St. and Himes Ave., requires a dedicated Special Projects Manager to oversee and manage the complexity of this project. The 210,000 square foot facility is currently in design. A second dedicated Special Projects Manager ! ' ' + unique, and time sensitive initiatives. This position is responsible for the emergency and resource management priorities of the Division. This position is also responsible for the Divisions asset management through the implementation and management of Cartegraph Operations Management Software (OMS). Division Wide Training
DPW has recently identified the need for a Division wide training position to provide employees with the recourses required to advance their career potential. This position will coordinate with Human Resources to implement the training needs and developmental growth of the Division. The position will be responsible for developing career growth paths through certifications and education opportunities.
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