Aaron DiBucci – Port Clinton City School District

Aaron DiBucci did not begin his professional life in public education. His early career was built in the private sector, where sales targets, international travel, and operational scale defined success. Today, as director of facilities and properties for Port Clinton City School District, his focus is measured differently. It is seen in clean hallways before the first bell, safe athletic fields on Friday nights, and buildings that steadily improve year after year without fanfare.

DiBucci joined Port Clinton City Schools in July 2017 after more than 21 years in account and sales management roles. He worked with Applied Industrial Technologies in industrial distribution, later transitioning to North Coast Bearings, where he supported the DT Components brand and later Precision Automotive. His responsibilities expanded further when he consulted for a Chinese-owned bearing manufacturer following the acquisition of North Coast Bearings, while also serving as director of operations for BraceMart, a supplier specializing in orthopedic bracing. He helped launch a compression apparel line, Sure Sport, while balancing consulting work with operational oversight.

The work required long commutes and frequent travel. His primary office was an hour from home, and international trips were common. As his family grew, the pace became less sustainable.

“I was making significantly more money, but that wouldn’t replace missing their first games,” DiBucci says.

Work-life balance ultimately drove his decision to pursue a role in education. The move offered stability, proximity to home, and an opportunity to invest in the same community where his children were growing up. Coaching youth sports and hearing students call him Coach reinforced that the shift was not simply professional but personal—he currently serves as the president of the Port Clinton Wrestling Club and is actively involved with the Ottawa County TNT Mentoring program. He often reflects that the ability to shape a child’s day, even indirectly through facilities work, carries a value that cannot be calculated on a spreadsheet.

District overview & long-term stewardship

Port Clinton City School District serves approximately 1,500 students across three primary buildings: a high school built in 1963, and a middle school and elementary school constructed in 2012. The district has developed a reputation for financial stability and disciplined capital planning, guided by its unwavering stewardship of the taxpayer dollar.

DiBucci describes the high school as an old muscle car steadily being restored. Over the past decade, significant upgrades have modernized the structure while preserving its character. Air conditioning has been phased into portions of the building, though classroom spaces remain a top priority. Planning is underway to complete the HVAC expansion beginning in 2027. The high school kitchen, largely original, is slated for renovation into a more open and efficient layout, while the athletic wing will receive lighting and locker room updates designed as a facelift rather than a full reconstruction.

“In priority, the AC would be No. 1, and the kitchen would be No. 2,” DiBucci says.

The middle school and elementary buildings continue to receive LED lighting upgrades and improvements to building automation systems. Portions of the BAS network are being replaced in phases to ensure reliability and energy efficiency. The performing arts center, built in 1991, is entering another phase of lighting modernization to enhance performance quality and reduce maintenance demands.

Facilities team & operational culture

Behind these projects stands a facilities team that DiBucci views as central to student success. The department includes one senior maintenance technician, three additional maintenance/grounds staff, and 13 custodians across the district. Coverage spans multiple shifts, including support for mail and lunch service delivery to a local Catholic school. Each role contributes directly to the safety and functionality of daily operations.

“It is a thankless job,” DiBucci says. “People come to them with a problem, not with praise.”

He emphasizes collaboration rather than hierarchy in leading the group.

“I do my best to be their boss without being their boss,” DiBucci says. “I think that we work together and not that they work for me.”

Longevity has defined the team. One senior maintenance employee served for more than 40 years, carrying extensive institutional knowledge that felt irreplaceable. His retirement created understandable concern, though careful hiring and mentorship have maintained continuity. DiBucci credits open communication and consistent culture work for retaining staff in a field that often struggles with turnover.

The district works with three unions representing teachers, secretaries, and classified staff. DiBucci represents the administrative side during negotiations with classified employees and has advocated for improved compensation, recognizing that school districts have historically lagged in wage growth.

“We have to start recognizing our people on the monetary side,” DiBucci says.

In 2024, the district secured approximately $100,000 through a Bureau of Workers’ Compensation grant to replace custodial equipment. New floor machines, buffers, and vacuums arrived in November, requiring coordinated training across shifts.

“Having the right tools and equipment is paramount to producing the best results,” DiBucci says.

Community impact & capital investment

Facilities planning extends beyond school hours. With no formal parks and recreation department, the district functions as a partner for youth athletics. Recognizing growing demand, the district purchased an 18-acre parcel near campus with a long-term vision for expanded fields. Current plans call for a $425,000 development into green space with temporary field striping for soccer and flag football, allowing immediate use while future phases are evaluated.

The district completed a 26,000-square-foot field house renovation in 2021, converting a former warehouse into 12,000 square feet of turf and 6,000 square feet dedicated to wrestling. An old welding lab at the high school was transformed into a state-of-the-art STEM lab supporting robotics and hands-on learning, including a new Shopbot CNC Router and computer lab. In 2024, more than $1 million was invested in the baseball and softball complex, adding new dugouts, backstops, concrete walkways, and comprehensive field reconstruction that elevated safety and playability.

Athletic facilities remain a priority. The football stadium turf is scheduled for replacement in 2027, marking 12 years of use. Tennis courts that host district meets are under review for replacement, which includes lighting and fencing upgrades. The varsity football locker room renovation, targeted for completion in March 2026, will include demolition, new plumbing, lighting, and lockers, supported by careful budgeting.

Grant funding at the state and federal levels is pursued strategically to offset the taxpayer burden. Projects are prioritized according to safety, educational impact, and long-term return on investment. Diplomacy with local officials and transparency with residents remain essential components of planning.

Port Clinton City School District operates as a stable, well-managed system with a clear facilities roadmap. Its approach blends modernization with preventive maintenance, balancing ambition with stewardship of public resources. For DiBucci, success is measured in continuity. Buildings should work seamlessly. Students should feel safe. Staff should have the resources to perform effectively.

The transition from private-sector sales to public education reshaped his definition of achievement. Financial upside gave way to presence and participation. Coaching youth teams, walking hallways he helped maintain, and seeing projects move from concept to completion have provided a different kind of return.

Facilities and operations work rarely draw headlines, yet they underpin every classroom lesson and community gathering. In Port Clinton, that work continues methodically, guided by long-term planning, collaborative leadership, and a commitment to sustaining environments where students and staff can thrive.