Sue Flicop

Now that the Board of Alderman has voted to approve the local hotel-motel tax but not the local restaurant tax, it is unclear whether or not the School Committee will have enough money to bond for four new modulars at Oak Hill, in addition to using the full $1.75 million for capital improvements.

In my opinion, the School Committee needs to more fully explore the possibility of adding two modulars at Oak Hill next year, while still planning and designing for four.  If the student projections remain the same, the second set of modulars could be purchased next year instead.  This might not be the most efficient method of meeting Oak Hill’s space needs–the numbers need to be run and presented before a decision is made.  This could be a pragmatic way to move forward with much of the original CIP (Capital Improvement Plan) list, while still working to solve the space crunch in the system.

As I watched the School Committee deliberate on how to spend $1.75 million in capital funds, I kept asking myself how I would vote if I were sitting at the table.

This is an extraordinarily difficult situation, though quite simple to explain:  there simply isn’t enough money to pay for the capital projects the School Committee would like to undertake this year.  This means that some projects need to be put on hold–the question is how to determine which ones.  Among the choices were:  roof improvements; new second boilers; new windows and doors at an elementary school; an elevator in an elementary school; and four new modulars for a middle school.

There was an extensive discussion that addressed many alternatives and needs.  The only area I would have like to see explored was the possibility of adding only two modulars at Oak Hill next year, followed by two the following year.  While this would not be the most cost-efficient method for design and construction, these inefficiencies might be offset by the ability to continue to move forward with other projects.  I’m not suggesting this is the way to go, but it is another alternative that could have been evaluated.

In the end, the argument that made the most sense to me was to focus on the items that would have a substantial impact on the educational program–the ones that would lead to significant impact on education if they weren’t done now.   To me, this includes the roofs, the elevator, and the modulars.  Clearly, a roof failure could mean a class or classes need to shut down or be moved until repair can be done.  This could also mean a substantial repair expense–far more than a proactive repair would cost today.  The elevator is a no-brainer–it not only means giving all students the ability to move easily around the school, but also it gives them dignity and self-sufficiency.

The Oak Hill modulars are necessary because in September, 2010, a large cohort of students begins entering the school, causing a space crunch.   Not enough space leads to large team sizes (predicted to be greater than 100 students) which will substantially affect students’ education.

I forsaw the Oak Hill space situation  several years ago when Bowen and other Oak Hill feeder schools were struggling with increases in student population.  However, without a comprehensive capital plan that includes both municipal and school needs, it is impossible to properly plan for and meet the capital needs and the associated financing necessary to avoid these difficult situations.

Unfortunately the current funding difficulties require placing the needs of one school over the needs of another, and in the end no decision satisfies everyone.

Just some quick thoughts regarding Monday’s meeting where the CAG discussed the capital cost structure report. I’ve been disturbed by the process the report outlined for how school maintenance is actually scheduled, performed, and paid for. As the report describes, it is very inefficient and leads to a system where no single department is accountable for the work. We end up with less maintenance work in the schools for the money.

The CAG recommendation is to merge both departments and house the new group on the municipal side. This will create administrative efficiencies as well as increased accountability since one group will be directly responsible for all the work. In the end, we should have a better system for maintenance for our dollars—and would better be able to figure out where any problems are. As usual, the devil is in the details, but we can surely start making this change where the schools will certainly benefit.