001okay we are live good evening everybody it's six o'clock I would like to go ahead and get started with this first virtual session uh with the bisho public schools facility Master's plan and demographic studies again welcome my name is Dr Avery I'm the interim school superintendent here in brido public schools uh i' would like to welcome all the attendees for joining us this evening uh we are very excited to receive re uh this information and explore the next steps based on the recommendations and ongoing stakehold holder feedback uh regarding the facility master plan in demographic study um just to kind of give you a little bit of you know background information MP Planning Group and Studio Jade will be leading this presentation this evening uh this is the first of two virtual sessions uh to
002provide information about uh the uh the master plan and demographic study the second session will be on March the 4th uh at 6 PM uh and it also will be a virtual session as well um and again we were really very excited to also be presenting and providing a couple of community engagement sessions um the first session will be March the 31st uh and that's going to be held at Harding High School that will be an in-person opportunity for the community to come out uh and to ask questions about the demographic study uh the second session will be April the 2nd uh and that session will be an also an in-person session uh it's will'll be at Central High School from 6:00 to 8:00 P.M and then the last uh public opportunity to come out
003to U uh for in inperson session would be April the 3 uh at bassic High School uh at 6 p.m to 8:00 pm again this is a great opportunity for Bridgeport Public to to come out and again ask questions we're uh we're encouraging families and community members uh to uh come out and ask the questions that you feel uh that are needed uh that may impact you some of the things that we talk about this evening in the next couple of days uh how it impacts you and your family and the schools your your children attend as well uh again overall love to thank you engage yourself in the um uh in-depth presentation um before I get started in bringing my uh uh MP Planning Group and Studio Jade in I do want to emphasize
004to the community that if we have two internal experts uh that has been instrumental and working with the plan uh we have our chief operating officer George Garcia uh he will be assisting any questions regarding the facilities uh assessment uh he will be able to give you the things you need on that facility assessment and then I have also chief information officer um PJ KFA uh PJ will be uh working with all the questions around the demographic study and questions around that so they will be on standby throughout the next couple of weeks uh so if you have questions internally uh those two experts uh in the district will be assisting uh in answering those questions uh so without further Ado I would like to introduce you to um MP Planning Group in studio Jade
005uh we have Mike zuba uh Patrick gahar and then Pam um babuka and so uh if you I hope I got that right Pam so I'm gonna let you guys give a little bit more detail behind what you do the company that you serve and um uh I do want to you know extend a huge thank you for engaging me and my staff uh along this journey it's been a a a great experience in learning a little bit more about our facilities and the demographics you know issues that we uh are faced with in bridg public schools and so we're we're very excited for you to um engage our community along this know final leg of this journey and uh looking forward to your information thank you Dr Avery um we're just going to share
006our screen to get our presentation up um Mike zuba I'll be running the first leg of our presentation relay tonight and then passing off to Pat Gallagher um so it's good good to be able to be here be able to talk about um where we're at in this process um you know a master plan is is it's it's quite a journey um and we started this work way back in the summer um and I always get that first question of what is a master plan why are we doing it um you know and it really provides a guidance document it's a road map it's meant to be really a living breathing document it provides a framework for the district to be able to guide those key Capital Investments um help provide efficient operation make recommendations
007towards that and to be able to operate the schools more efficiently and really to help support the major component of the district is to support those educational vision and mission for the district on what's working what's not working what can we do from a facilities and operation standpoint um to put the teachers put the administrators put the leadership in a better position to be able to um guide education towards the students um for the next decade and Beyond so tonight we're really talking about that box on the left we're going to be going through our findings of that Discovery phase U we'll present the 10-year enrollment projections those are both districtwide and by school um we'll then go over the capacity and utilization um the amount of available seats or lack thereof in some of
008the buildings and then finally we'll touch on the facility condition assessments um which is a very thorough process that's really been undertaken since the summer um to be able to get us to where we're at today and then you know at our next meeting and then at our community workshops um later on in the springtime um we'll be talking about the master planning what do those short and long-term options look like what are those recommendations um to help guide the district going forward um to support that educational Vision they can be anything from facility realignment and consolidation to different Capital Investments new construction um Capital renewal um Renovations um and be able to really set the stage for those next 10 years and Beyond of what the district is going to be able to look
009like so on to that end of the master plan um going back to Bridgeport I remember reviewing your master plan well over a decade ago um you know and it's been you know since 2008 since it was last updated the original master plan um really sparked um your last round of school construction that major program you undertook that was really pinned back in 2003 um so with this effort really kicking off it really starts in 25 and moves beyond that Horizon over the next 10 years to help guide that next round of school construction and realignment of the district um as part of the district's policy um you need to have an updated master plan in order to be able to go ahead with any school construction any school consolidation any major changes to the
010framework of the school district itself needs an updated master plan um this master plan will provide that framework um and really the goal of the master plan um from our standpoint Point um is to be able to really Identify some of those key challenges um be able to rightsize your District looking at your school portfolio ensure it aligns with the current and future enrollment ensure that it's Meeting those programmatic needs and basically setting up those facilities themselves in order to be able to provide the best educational environment um and like I mentioned earlier this is looking at it both in the near term and in that longer term um we really kind of begin this process back in the summer I know uh MP planning myself and Pat were working with um the administrative team
011walking through buildings during a heat wave in July um we picked the hottest two weeks that we were able to find to be able to get out there and really sweat our way through each each and every one of your facilities looking at all the spaces cataloging all those spaces Pam and her team were going along at that same point in time summer and through the fall doing a very exhaustive facility conditions assessment um we were able to wrap up a lot of that body of the work before the end of um the calendar year um we've been spending the last couple months really analyzing getting that information together so it's digestible um for not only the community members the city the board um and now we're looking to be able to move over the
012next couple meetings through those findings through that Discovery phase into that Master planning phase where at our next meeting we're going to be sharing those options evaluations sharing those recommendations with you um and finally finalizing the plan plan and then codifying it in our master plan report towards the end of the spring as part of any um as part of any planning process you really want to have some guiding criteria um the board was able to put together both guiding criteria for the short and near term I think this is a very good framework to help in our decision-making process as we're weighing some of those different options and as we're looking at the data what is the board trying to achieve um so I I think looking at this there's a lot of good
013pieces of information in here um you know identifying not only um what projects need to happen over the next several years but also identifying the funding strategies being able to leverage to the greatest extent possible both state federal dollars um looking at opportunities where necessary to be able to consolidate facilities looking at operational um costs looking at efficiency across the board um we want to make sure that that impact is not falling solely on one area of a Community um that we want to be able to look across the board throughout all of the schools all the different neighborhoods are there any opportunities there to be able to add what's needed um to be able to consolidate or Shrink the portfolio if it's necessary based on the demographics and then really take a plan and
014take that information from those facility conditions assessments and looking at what is the state of the current buildings where do we need to be able to improve the condition of the buildings where to be able to be able to improve the programming within the buildings um where are we going to to be able to help add different needs that we haven't been met over the last several years so really kind of like laying out that framework and realizing that it's going to take a longer term to be able to take on some of those projects um as we all know that in order to be able to even do a renovation of a school do a new school construction um there's planning there's design there's seeking Grant reimbursement from the the the state of Connecticut
015and all of that takes time so really kind of looking at that laying out the framework laying out the timeline for all of that and last but not least um it's being able to share this plan with the community um get input along the way of the process keeping everybody informed as we work our way through this master planning process all right so now this really kind of gets us into that first kind of technical section of our presentation for tonight um and I'm trying to distill down what we looked at for 10year enrollment projections um and just give a little hint on what that process looks like so we really break it down into three components then enrollment drivers are everything that's influencing enrollment within the City of Bridgeport um we're looking at demographics
016we're doing analysis of birs we're looking at the housing market we're also looking at housing developments um where are we seeing some new residential construction what is it likely going to yield um from a student standpoint we're doing a very deep dive in enrollment Trends we're doing that at both the city level as well as the individual neighbor neighborhood level School level and grade level looking at our student IM migration and out migration getting an understanding of there's other competing interests within any Community looking at those non-public parochial and private schools Charter Schools other Public Schools understanding the resident children that are attending those schools what do the trends look like um and also doing analysis of student characteristics looking at language needs looking at special education understanding where those students are within the community
017and then relating that back to where those programs are offered within the community itself are all key components and last but not least we develop different projections um we developed three different models um anything that we've learned over the last 20 years coming out of a housing collaps and going into a pandemic is that you have to have a high medium and low model um for projections especially when you're planning school facilities so that you sort of future proof the master plan against some of the uncertainties that we have when we're talking about a 510 even longer year window um those projections are put together both at the district level the grade level um and then ultimately they're going to inform what that space needs looks like as Pat will talk a little bit later
018on about the capacity utilization we plug these projections into that and that gives us a good idea of what those space needs are for the foreseeable future in each of the buildings so getting right into sort of the one of the first steps where we roll our sleeves up and and this is just a high level summary there's a lot of other information that we produced along the way I like to be able to take a look back at your historic enrollments and I think one of the things that we've been seeing over the last year is the increasing enrollment pressures especially at the Comprehensive High Schools um where we have a lot more high school students than we've had in the last several years and I think you know we start looking at is
019it immigration is it this is it that and you really begin to kind of look at this colorized chart um which you're able to track those cohorts from the top left to the lower right so where you see the green colors and they're kind of moving diagonally across the chart that just indicates some larger grade cohorts that entered the school system way back in the uh 2009 probably about 10 15 years ago as larger kindergarten cohorts and they have now matriculated and moved through our in high school giving us much larger high school cohorts within our high schools in the City of Bridgeport and as we sort of kind of move our way down chronologically over time when we look at our last several um kindergarten classes we notice that those cohorts are much smaller
020than the cohorts were say in the early 2000s in that 2006 2010 Range and we start to see those red colors on the chart indicating that those smaller cohorts are now moving through the elementary school system and we'll start to see them in the next several years showing up within bridgeport's high school so this is a great chart in kind of understanding as we like to call it a little bit kind of that wave um action that you see in the enrollment Trends where you have some peaks in certain grades you have some valleys and others um and they all contribute to the various enrollment pressures that we see within buildings themselves oh bouncing around on me Pat um this is getting back to how we really kind of get into that fine grained analysis
021so what we're just looking at here is just a very simple dot density map of your elementary and middle school students overlaid on top of the colorized zones um so those attendance zones those catchment areas where um students May reside and they're um go to a given Elementary School um you know we kind of coin them as our neighborhood schools because they typically Encompass several neighborhoods but it's all Geographic based um this gives a good layout and Landscape of the City of Bridgeport um from way up to the north when you begin looking up in the upper northwest corner at winr school interd district Discovery magnet going all the way down to the Southeastern corner corner where we have dunar Tisdale and each one of those little dots um represents a student of uh from
022Bridgeport Public Schools um and we take all this data and we've looked at it over you know about five or six years worth of geocoded or address match data and then on the next slide we're able to then break the city down into quadrants um which is a much more simple uh simpler way of looking at it where we have our four major quadrants of the city um this map is one of many that we've produced this is just looking at our overall enrollment change and we did a look pre pandemic at that 1920 enrollment and this just happens to be 23 24 um looking at that overall prek-12 enrollment change over that period of time you know it's a little bit of function of the migration and the movement of students um and it's
023also a little bit of a function of the density of the various areas in the City of Bridgeport so this is just giving a little flavor for the detail that we've done as part of our analysis so getting into our district projections over overall um noting on that earlier slide how we've looked at that enrollment over the last several years we've seen you know we have some enrollment pressures at the high school but also we've seen an enrollment decline really over that last 12 to 15year window um we're projecting over the next 10 years that we're going to see an enrollment decline out albe it it's not going to be at the same level that you've already experienced over overall based on the October enrollment we're just about 20 ,50 students um we're projecting that
024enrollment in 10 years to go down to just over 19,200 students um an enrollment decline at the middle at the um elementary and middle schools is going to be about 300 students shown in the blue color um and then at the high school it's going to be about 500 um but overall within that you could see that we still have some of those larger cohorts especially in the high school that are moving through so over the next several years we're projecting the high school enrollment shown in that green color um to be upwards of 5700 students so it's very similar to the level it is today and eventually as those smaller cohorts um move up into the high school that number drops back down to about 5400 and eventually reaching just below 5300 um and
025then looking at the elementary we've already seen that number start to decline a little bit um we're projecting a a much um lesser decline especially over the the next several years and an ultimate flattening of the enrollment over all with enrollment averaging in the elementary and middle school at about 13,900 or so students um in the high school averaging anywhere from 5,500 to students and this is just a look at the individual um Elementary School projections um this is just showing that fiveyear and we simplify it um especially at the individual school and we just really look at that first five years because that's really kind of what we're focusing on for our planning and I won't blind everybody with all the numbers but we've done the same um activity with colorizing those schools that
026are seeing some growth those schools that are seeing some modest Decline and those schools that are seeing some greater decline overall um and we've used this information to be able to plug that into our capacity utilization and getting an understanding of what those space needs look like today and then what those space needs are going to look like over that next fiveyear window thanks Mike good evening everybody my name is Pat Gallagher with MP Planning Group and um kind of the next logical step in the process is to look at your facilities and see how well they are you know sized to accommodate your current and your future enrollment and we always like to you know when we're doing these exercises remind folks that capacity is is dynamic it's always changing as the way you
027educate your students changes um and so facilities that were designed 50 years ago for you know 500 students may not be able to educate 500 students today because we're providing so many more you know support services and special education um services for those students and so capacity is always changing and evolving as as those educational needs change um really the the key to our capacity study is full-size classrooms so so these are the rooms that could house grade level instruction near elementary schools as well as your core subjects and your specials in the high schools and um as we're developing the capacities for each of the buildings we also want to make sure that there is adequate space within each building to provide the range of special education um support and administrative services that your
028buildings need and you know what we've seen in Bridgeport and what we've seen in a lot of our um client districts in Connecticut is we've seen growing needs especially around um special education and English language Learners and as those programs grow they need space um and as those programs grow that um takes away some capacity that maybe historically could have been used for um prek 12 grade level instruction um it's also important to to um note how we developed our capacity in terms of loading levels so whenever we develop our capacities we never use your maximum number of students that you can fit um per your teacher contract because we know that you know in neighborhood based school systems that's just not achievable because you never have you know evenly distributed students across all grade
029groupings so for the purposes of our capacity study um for the neighborhood schools we used um 24 students per classroom which is well below the average of the contract maximums um for grades K through 8 and then 23 at most of the magnet schools with the exception of um Discovery magnet which has um a special loading level due to its unique program um and so again we're we're trying to look at capacity through kind of an efficient operational lens not a hypothetical maximum that could fit within the buildings so as as Mike alluded to um we um undertook kind of a a multi-step process where we got into each of the buildings marked up floor plans walked the spaces to try to understand what they were being used for identify current grade level classrooms and
030um those uh classrooms that are used for your self-contained programs which we know have lower loading levels I believe we use 12 students per classroom for the the aim rise and sore classrooms as opposed to 24 um and uh prek classrooms as well which had a lower loading level we also identified what we call Flex classrooms so these are classrooms that um aren't currently used for grade level instruction but could be used for grade level instruction so Mike had noted we've seen about 18800 student decrease in pre8 enrollment over the last decade or so and so we have fewer K8 instructional rooms than we had a decade ago um but those rooms are still available and could be used for instruction and so those were ident identified um in the schools that had them and
031those were incorporated into the capacity for those buildings and so that leads us to our overall planning capacity which again is not the maximum hypothetical number of students but kind of that operational Target um our overall planning capacity for the elementary schools is just under 18,000 seats um compared to a um enrollment of about 14,200 as of this fall and an overall utilization of about 80% um so that uh if we uh compare those two numbers it leads to a overall seat surplus of about 3,600 seats um you know no District can ever operate at that 100% efficiency and so uh it is not realistic to expect that any District can operate you know at 100% because you're always going to need to have some flexibility um especially in a neighborhood school system where you
032know the geography also plays an important component um in how you size your your buildings so uh we look ahead and see um both how how well positioned are your buildings to um to respond to enrollment today and then how well are they positioned in the future and we uh simplified this by making kind of color-coded categories looking at um utilization by school comparing enrollment to that planning capacity and while that overall um Capac or utilization is about 80% that Trend really varies by building so we have several buildings that are over um 90% utilization including blackham which is operating um slightly over that ideal planning Target we have um several magnet schools as well that are are are very efficiently used in that 90 to 100% category um our second tier is our moderately
033well utilized schools so these are schools that are between 80 and 90% utilized um where you know the space that's available is largely Headroom in existing classrooms so these are not buildings where we have rooms that could be repurposed you may just have um class sizes that are slightly below the district average our our third tier is our underutilized buildings so these are buildings that are between um 70 and 80% utilized and these are buildings where um we do start to see some of those Flex classrooms so rooms that have been used for grade level instruction in the past but are no longer needed due to the enrollment of the building um and then our last category are very underutilized category are are schools that are below 70% utilized and um there's kind of a
034broad range in this category where we have several buildings um below 60% um and other buildings that are kind of approaching that 70% Mark uh and so these are buildings where there is um both Headroom within classrooms as well as a lot of flex classrooms that are available for grade level instruction looking ahead over the next five years um we're anticipating a um slight decrease in enrollment and therefore the utilization of the buildings is anticipated to change as well um we're expecting um one school to shift from the uh well utilized to the moderately well utilized category um but we're still expecting uh quite a number of schools to be operating in that 90 to 100% range um with black them and Reed uh being the highest two uh utilized buildings as well as the
035magnet schools and then um we're also anticipating a growth in the number of schools in that very underutilized category so three additional schools um averaging below 70% utilization over the next decade we undertook a similar process for the high schools where we um first developed enrollment projections and um the high school is a little bit unique in that um we do have the magnet programs at Fairchild wheeler comprising um you know a not insubstantial share of your overall um seats and enrollment at the high school level um it's important to note that these projections are really being done under the status quo um we know that the uh magnet programs at Fairchild wheeler have um have been under enrolled due to the uh need to maintain a certain percentage of suburban students and as the
036number of suburban students decreases that decreases seats available for Bridgeport residence students so our projected enrollment for Fairchild wheeler is assuming that those recent Trends continue um but we do know as we move into that Master planning phase you know that that may be an opportunity um through you know policy programs to to try to encourage additional enrollment in that building and therefore taking some of that pressure off of the three City high schools so overall as Mike noted um we are anticipating largely stable enrollment over the next um four years but then declining enrollment over the later years of the projections as some of those smaller classes that are currently in your elementary schools start moving up um and then reach um about 5500 students at the midpoint of our projections and then decreasing
037to under 5,300 students in year 10 uh we did a similar process uh for developing the capacities for the high schools where we did an inventory of full-size classrooms and you know knowing that the high schools are a little bit different in how they operate with the schedule driving um a lot of the capacity we apply the scheduling Factor so in addition to using uh loading levels we applied a um 75% um scheduling Factor knowing that every classroom in the high school is not scheduled every period of the day um and um that uh is incorporated into how these high schools are designed is having that that flexibility having that one at least one planning period um where the teacher can can stay in their room um we also note that um we have our
038existing bassic capacity here because it is BAS Bas on this current Year's enrollment but we know that's a facility that will be coming online with the new bassic um and so that is in our look ahead um but if we look at our other buildings we have Central operating at about 96% of the capacity this year Harding operating above that capacity um Fairchild wheeler being underutilized largely due to the um Suburban enrollment uh being below the um the threshold and and therefore decreasing opportunities for Bridgeport resident students um and then BMA currently being temporarily um housed at the South End facility um which will eventually move into the new bassic so our look ahead um highlights some of those changes that will occur when the new bassic opens for the 25 26 school year um
039so we are um replacing the capacity of the old basic with the capacity of the new bassic um design capacity being 1250 students and that's inclusive of both both the um the students in the bassic attendance Zone as well as the programs at BMA um and so the number um being shown for the projected enrollment at bassic is inclusive of both of those programs and and due to some of those enrollment pressures that we've seen at the high school over the few uh last few years we're anticipating uh bassic to open um operating um slightly above that 1250 um design capacity um and remaining slightly above that for the next 10 years so Central we're anticipating to be you know well utilized at um between 90 and 100% of its planning capacity um Harding the
040building that currently has um the the greatest enrollment pressures we're anticipating that to continue for the next um few years and uh for that to decline to about um 100% of the the planning capacity under the status quo and um again that's largely due to the um the inefficiencies at at Fairchild wheeler and again driven by the um Suburban student enrollment Trends um overall if we look at the total capacity and the total enrollment we're actually well below that 100% threshold um but the inability to use a lot of the capacity at Fairchild wheeler is is forcing more Bridgeport residence students into the three other high schools and contributing to those enrollment pressures so again as we kind of move into that next phase of work looking at um you know looking ahead um you
041know one of the one of the key things is going to be how can we maximize enrollment at Fairchild wheeler and and therefore relieve some of those enrollment pressures at the three other high schools um and really maximize our existing um building footprint without having to to build any new space I'll pass to Pam to then talk about our next component good evening thank you Pat um again my name is Pam babuka and with Studio Jade we're an architectural engineering and design firm uh that not only designs and does complex Renovations but we also have a group that specializes in facility condition assessments and capital planning it has been a pleasure working with your leadership team and honestly I want to extend um a thank you now to all of the members of the facilities
042team who made it possible for their staff to be available and provide some really insightful information that that makes this assessment very valuable so uh it's not something that we always receive but when we do it's it's U makes a a significant difference in the outcome of the data our scope of work was to identify a 10-year forecast of capital renewal and Improvement needs that look at what the repairs or restoration or potentially replacement of equipment would have to happen again over the next 10year period of time so we had a team of an architect mechanical engineer and electrical engineer they went through and looked at the building as a whole and ultimately their focus was looking at the existing space conditions all right so um regardless of whatever discipline or systemics there were they
043were looking at the building as a whole collectively um and in as part of that they were also looking for accessibility concerns again we are looking at the building as it exists now but if the building was to go through a major renovation what are some things that would be required to be done in order for that renovation that comprehensive renovation to be um executed uh it's the most notable difference is however is that like as as Mike and Pat were just describing we're L looking at the building and the spaces as they are currently designed and used we don't take into consideration any cost associating to repurposing um or anything that's program driven right so it's a good current state understanding our total scope was um 37 buildings um it was just over uh
0443.5 million square feet and as part of the process before we even stepped out into the field we reviewed what standards are so we're all looking at everything from the same perspective and reviewed that with the team confirmed what the process was to make sure we were meeting everybody's protocols and requirements our scope also included developing cost estimates so line by line um cost estimates where we followed a cost model approach that was reviewed and approved by the team and ultimately to deliver an analysis which we're having the opportunity to present to you today on what our findings were so this slide is providing you a summary of all the data that we collected districtwide okay in the upper left hand corner um it uh lists out in that table the 10year forecast by priority
045so every corrective action that we applied we identified what was that sense of urgency what was the timeline and we associate that to a priority so there were four priorities immediate which for all intents of purposes was in the next calendar year whereas high is high priority is 1 to three years Med ium is 4 to 5 years and a low priority was 6 to 10 in a master planning environment we're always trying to make sure we understand what that order is uh to make sure that the team um as they're planning and moving forward understands what's that five-year breakout and what's and what's below that what's forecasted past that big picture the total dollars um as you can see was um just over 72.5 million again again that's for all schools across 10 years
046what you will notice is that 56% of that is in the first three years and 84% of the total need uh is in five years so that does what that tells me is that you have some infrastructure and equipment that really is looking to have of an investment made to maintain the existing the current state right without making any program changes uh there's an investment into the infrastructure and the systemic needs of those buildings um when we break down what were the types of corrective actions that were applied on the right hand side of the screen you'll see a 10year forecast by system so we looked at all the different um items that were identified and and building envelope just to give you a brief description of that is like uh the the outside parameters
047so it's building walls doors windows and the roof for all intens of purposes okay so it's that the wrapping around the building the structure itself electrical self-explanatory interior architecture relates predominantly to Interior finishes and construction so floors ceilings walls um railings uh handrails on the inside um it could also be things like casework um and things of that nature so anything related to the interior finishes is all under interior architecture mechanical and Plumbing Systems are self-explanatory side improvements could be things that are related to sidewalks potentially driveways uh could also be um things that are related to handrails and access into the building itself to make sure it's accessible and then space adaptations are places where for in a lot of cases if we found bathrooms that may not have been compliant as far far
048as for what current standards are for Ada those would be allowances Associated to making those improvements we also within this and depending on what system it was Associated to if there were dollars uh for um a batment um for um materials from from during the time that this building with the buildings were constructed we have included allowances for the abatement costs and then they are plugged in within each one of these systems as well collectively when you look at that overall um go back one real quick that uh this the chart in the center pie chart that's showing us that 30% of the costs are associated to Interior architecture and 27% are related to Mechanical so those are the highest categories the yellow the gold and the gray of where collectively across all buildings all
049of all of the costs are building up okay so we we have broken it down by building but this is showing you the needs as it is across the district okay next slide with that same data and just to give you a deep dive on what it looks like at a building by building level this is what we refer to as a tier one report so the buildings are listed in alphabetical order down the left hand side and then what we did was we looked at what was the um percentage we listed and broke out the corrective actions By Priority so you can see them in the yellow shaded columns and then we provided um what that percentage of the total corrective actions for that school represent when you look at what those numbers are
050collectively you can see the ones that are highlighted represent the top 15% of all schools right so bassic high ended up having um three categories priority ones twos and threes where they had um hit hit uh the highest percentages so they all they rang into the top 15% for all of them so it's not surprising that it didn't in four because all all the dollars were pushed up in the first three categories but this just helps you get an understanding of the spread of the dollars and because of the number of schools it's actually goes to two pages so the second the next slide breaks down the remaining of the schools and again in this case the tier one are shown in alphabetical order so that's that priorities on the next slide we looked at
051the systems okay now these are sorted differently um school names are lifted listed down the left but if you go all the way over to the far right side you will see that the last column shows total billing um only cost per grow square foot so in order to really evaluate um the dollars that are required to improve a particular building we normalize it by comparing the total cost to the gross square footage of the physical structure we eliminate the dollars in this case Associated to doing side improvements because that could really skew what those dollars look like and we want to look at it Associated to the building itself but then ultimately we sorted it based off of who had the the the most to the least so the schools in the very top
052beardslee Hall St Michaels Park City magnet and Edison they had the top 15% uh based off of um most Capital dollars needed to make improvements this is very valuable uh for the master planning process and it does inform option development because helps you understand the greatest needs where those needs are but also on the inside of that not just looking at the order on the right side but you the pink cells share the same story so if we look at Hall for example the second line it's top 15% um north to south so of all schools for building envelope it had the top 15% it also showed top 15% of costs needed for fire alarm protection interior architecture and mechanical so now you're starting to see an understanding not just based off priority but now
053here where the Investments required so these two tables uh are great tools and the next slide will show the remaining schools uh you can see that those numbers were up in the $450 and it and the bottom bracket of schools really um are $100 per square foot and less so you can see many of those are all of your high schools which you have um recently invested in right so you can this really splits it out and creates a chart uh that helps inform what the current state of your schools are next slide okay there you go thanks Pam so I will wrap us up and you know one of the things we wanted to talk about tonight is well how can we kind of slice and dice the data where we're looking at our
054demographic and capacity study data alongside the FCA data and this is going to inform um some of the recommendations that we're going to share with you all next week week um so you know one of the the exercises we wanted to do was that ranking exercise and this just takes um Pam's data that she showed previously um for the elementary schools and color codes it and really develops some categories into the schools that have the lowest need uh moderate need schools and the highest need and um what you can see not not surprisingly is the schools that were built as part of the city's last school construction push back in the you know early uh to Mid uh 2000s through the 201s have relatively low um needs relative to the square footage of the building
055and so the strategy there going forward is is largely going to be kind of maintaining state of good repair for those facilities um as we get into our moderate category you know these are schools that have maybe had some recent additions but not that comprehensive update um like the um the newer buildings and then as we start to get into that top tier on a cost per square foot basis we have some of um our older facilities or or facilities who have not undergone a substantial renovation um and again this is going to help inform kind of our recommendations and our next steps of especially how do we address um a lot of these schools here in this highest need category um we also um noted um on the right hand side here the capital
056needs relative to the enrollment knowing that you have you know some buildings that are underutilized which kind of contributes to um you know if you have a building that has a high need in and is underutilized um if we kind of normalize that dollar amount to the student population um it shows quite a greater range than uh just looking at it on a per square foot basis um there are a lot of the same facilities in the the the top um 10 um but there is um quite a differentiation among the top here um you can see Hall Beardsley and Edison are among the top three um per student um they're also among the top four per square foot Park City magnet a school that's um very well utilized you know very um sought-after magnet
057program falls down a little bit when we normalize it by student population just simply because the building has um more students in it relative to its capacity um another thing to note and um um I don't know Pam if you mentioned it but I'll I'll reiterate it if you did is that all of these values are in un escalated 2024 uh Q4 so escalation has not been applied to any of these numbers so um undoubtedly you know as you undertake these improvements over a 10-year period escalation will factor into you know the ultimate uh cost of those uh repairs and investments in the facilities and then this chart here just Compares our overall facility utilization with um the capital needs so we took those three colors um from the FCA chart the high highest needs
058moderate needs and lowest needs and compare that to the um utilization analysis that we put together as part of our demographic study um and as you can see we have um several schools that are you know well utilized um but they have a lot of needs um so so these are buildings like blacko or Reed or Park City magnet um where you know we do have a a high Capital need but they're also um a tremendous uh tremendously popular in Ser of a large number of students we also have buildings with high need s that have lower utilization um so we have Beardsley Bryant Edison Hall Howen um hooker and our classical studies maple wood which barely is in this category it kind of Teeters the line between the two um um and so again
059facilities that are in need of investment and it's going to inform our strategies around next steps uh on the other end we have several facilities that have relatively low needs and are well utilized uh and again these are some of our our buildings that have undergone new construction or substantial renovation over the last 20 years and then we also have some schools that have low needs but are underutilized so one of the things we're going to look at is you know is there opportunity to Shi more Bridgeport Public School students into these facilities um which are of a high quality um and are you know really aligned well with those modern educational needs and then we have in our moderate category also several buildings um in that 200 to $300 a p square foot um
060and again um ranging from um the magnet programs which are very well utilized to um some of our neighborhood schools that are in the lower category so we just wanted to summarize some of the key takeaways from from this stage of our work um and we'll start with the elementary schools as Mike had noted our elementary enrollment has decreased by about 1,800 students over the last decade that's prek through 8 um and we're projecting a much more modest decrease over the next decade um and as as births have have decreased and stabilized that eventual stabilization will work its way into your kindergarten classes and then eventually into your Upper Elementary grades as well we have seven elementary schools in the underutilized or very underutilized categories um many of these are your neighborhood schools um with
061your magnet schools generally being better utilized than your neighborhood um school buildings um we only have seven elementary schools in that uh well uh well utilized category so that's over 90% um utilization um including um several of the magnet schools as well as I believe Reed and blackham uh the two neighborhood schools that are um very well utilized and really having walked through you know all of the elementary facilities there really is quite a range of age condition vintage um and ability for the buildings to support your current education um and especially the buildings of older vintage that haven't undergone U major improvements in some some cases for over a century um they really have physical limitations and layouts that reflect um when they were built and and don't really align uh well with modern
062educational best practices um and uh as as Pam alluded to we have significant Capital renewal and capital Improvement needs many of those needs are over the next five years and um so as part of our our presentation next week we will be presenting some recommended strategies on how to address those in a strategic Manner and it'll be you know of strategies that'll include Capital renewal new construction um and consolidation of facilities to really address this in a holistic Manner and then the high schools um are a little bit of a different story we have um the three comprehensive City high schools that are very well utilized and ideally would have uh less enrollment pressures um should we be able to maximize that space at Fairchild wheeler um and so again under that status quo we're
063projecting Fair child wheeler to remain underutilized um due to the um State mandated Suburban student um enrollment percentages and for every one Suburban um student seat that is unfilled that's three seats for Bridgeport resident students that are not available to them um so certainly you know looking at ways to maximize enrollment in that facility um is is a win-win um in that it helps efficiently use that building as well as um help alleviate some of those pressures at the other three um we are expecting those enrollment pressures to continue over the next few years um but over the light later years of our projections as some of those smaller classes currently in your um lower elementary grades begin to move up we are expecting some um decrease in enrollment at the high school level of
064about 500 students um and one of the challenges is um with the opening of the new bassic you know all of your high schools were really right siiz to the um to the projected enrollment um leaving Fairchild wheeler as really the only facility where you have a little bit of buffer um and so when that facility opens and BMA consolidates into it we are going to be losing capacity and seats at the high school level um and and um the new uh the new baset will also be um opening um close to that design capacity um another um key finding is the high schools are in really good condition these are all facilities that you've made major investments in over the last 20 years and if we look at it on a buy square foot
065basis are among the least needy buildings and so the focus is largely going to be kind of maintaining that state of good repair that you have maintaining that real quality of those buildings um for the next 10 years and Beyond and um old bassic was um really the exception to the rule and we assessed it largely um to help inform the discussions around facility reuse are there opportunities to perhaps reuse that space for other needs um and that that facility came in with about $81 Million worth of um capital renewal and capital Improvement needs um and so one of the the terms we like to use is cost avoidance so by building new you are not having to invest that $81 million in capital renewal and Capital Improvements and and again we think um that
066that's going to be a key part of that master plan is um how do we leverage new construction to um uh maximize our our reimbursement and um save us from some of that deferred uh maintenance cost and and and really capture that cost avoidance that we would have had to spend anyway and so our next steps um we will be presenting our our recommended long-term plan on uh March 4th and then we have the three Community uh informational meetings which Dr Avery um spoke about in the beginning scheduled for um late March and early April um and um we're happy to um to assist the the BPS team with answering any technical questions that may come up around any of work um the the the the the leadership team has really been great at providing
067us with all of the information that we need and making sure that we're a priority in terms of getting what we need to do our work um so we're here to support them um if you have any questions related to any of our components and and make sure that you can um get the answers you need and uh we look forward to um continuing to work with you all in the community and um present our findings next week thank you guys uh Mike Patrick and and Pam we thank you very much for uh engagement uh thank you for the information this evening again we look forward to next week and then the upcoming weeks that we're going to be engaging the community even more and so again very comprehensive you know uh presentation tonight so
068again thank you very much for that and uh for Bridgeport community again you know this is just a great opportunity for the community to kind of wrap around the data um you know it's a lot I do understand you know you know first at first out of the shoot I I I get it so please you know work through it there's going to be a lot of conversation around it over the next couple of weeks uh and so ask your questions be engaged uh come out to the community forums uh and uh we appreciate your time and and uh engaging with us this evening so again thank you and have a great evening thank you