Catastrophic Building Failure Plan
Catastrophic Building Failure Plan
Purpose: In order to prepare for upcoming facility needs prior to replacement of our aging facilities.
Tier I - Failure of a section of a building
Based on the number of classrooms needed, the northside of Houston would be utilized for classroom space
Tier II - Failure of ONE school building (CE or CMS)
Site Utilization
Banning Road Property
Transition Academy converts to on line under the old K-12 online IRN
Central Support Office will be renovated to accommodate Preschool
If space allows, it will remain at the current level
Approximately 80 special needs students
If space is limited, the following reductions to programming could be considered
ECE grant eliminated
EIBI
Head Start
Camelot
Central Support Office Operations:
Determine which staff will be able to shift to remote/hybrid work
Find swing space in buildings to accommodate work space
Locate rental office space for meetings and specified staff with open office space for blended work and file/records storage
Board meetings would be rotated through other buildings
Houston Site
Move Camelot to a building space to be identified at a later date
Food Service to move to remote/hybrid operations and blended space
Enrollment office remains in current location
CE or CMS Building administration and OPs integrate into the Food Service office space
Closed building assumes operation of the entire Houston site
Instruction Transition Plan
Remote plan needs to be established that will allow instruction to continue while sites are prepared for new uses
Tier III - Failure of TWO school buildings (CE and CMS)
Site Utilization
Banning Road Property
Transition Academy converts to on line under the old K-12 online IRN
Central Support Office will be renovated to accommodate Preschool
If space allows, it will remain at the current level
Approximately 80 special needs students
If space is limited, the following reductions to programming could be considered
ECE grant eliminated
EIBI
Head Start
Camelot
Central Support Office Operations:
Determine which staff will be able to shift to remote/hybrid work
Find swing space in buildings to accommodate work space
Locate rental office space for meetings and specified staff with open office space for blended work and file/records storage
Board meetings would be rotated through other buildings
CE - moved to Houston
Move Camelot to a building space to be identified at a later date
Food Service to move to remote/hybrid operations and blended space
Enrollment office remains in current location
CE Building administration and OPs integrate into the Food Service office space
Closed building assumes operation of the entire Houston site
CMS
6th grade
moved to Houston and operated within the CE operations
Dean of students will move to CE as additional support
7th and 8th grade
Utilize boundaries established for the new master facility plan
Move 7th/8th students to WOMS or PRMS based on boundaries
May need to add modular units to each middle school
Move the principal and assistant principal to the other middle schools for extra support with possible contract status adjustments moving forward into the next school year
Plan staffing adjustments for custodial/OP/food service
Instruction Transition Plan
Remote plan needs to be established that will allow instruction to continue while sites are prepared for new uses
Should there be one-time capital needs expenditures outside of routine maintenance due to repairs/failures of buildings in the Master Facility Plan, excluding phase #1, the district will utilize General Fund cash reserves* above the 3% Community Partnership however will maintain a cash reserve balance of no less than 2 months.
Implementation of any of the options above, will require the Board of Education at the next regular board meeting to have discussion and consider taking a bond issue to the community in the next General Election.
*Policy #6220.01, requires cash reserves of 3 months to be used for:
Protects community and staff from unexpected changes in the economy (state cuts, recessions, inflation)
One-time expenditures (disasters, capital needs)
Investment income and bond ratings (generate revenue and save community money