The logistics of managing the clinic and the clients however, also required about one hundred volunteer hours. Many from the general community and many employees of the District stepped up to support the clinic. Because of the long clinic hours and in the interest to provide a positive personal experience to clients, more volunteers were needed to provide for a more personal to those going to Sobrato High School for their vaccines. To fill the need, Superintendent Betando reached out to John McKay in request of organizing volunteers. Through John McKay's outreach, Rotarians and other community members readily volunteered. People tapped family members and called friends to help, and they all dedicated personal time to assist at the first clinic. 

Because of the first clinic's success, additional clinics at Sobrato and also the Community Cultural Center were scheduled. The request for vaccine clinics increased and the request for vaccine dose allocations jumped to over 10,000. The volunteer hour needs then grew from one hundred hours to thousands of hours. The Rotary Club of Morgan Hill quickly adopted the vaccine clinic as a service project of the Club so that the clinics could scale up. Dozens of Rotarians have filled in for the needed support and helped develop the clinic into a highly successful and exemplary community project.  

The Governing Board recognizes the Rotary Club of Morgan Hill for its selfless dedication to the people of the bay area through personal and organizational commitment and volunteerism at the to the MHUSD, Sobrato, and Community Cultural Center Vaccine Clinics.

The Governing Board also recognizes John McKay for his hard work and dedication of recruiting volunteers, setting up schedules, managing volunteer responsibilities, and perpetuating the positive climate in our vaccine clinics. 

The attached document lists the contracts executed by the Superintendent or designee for the months of February and March 2021.

Background

Routine maintenance consists of recurring, usual upkeep for the preservation of facilities and grounds. The purpose of routine maintenance is to keep roofs, mechanical equipment, and other infrastructure in good condition and working order so they achieve their full useful life span. Districts typically fund routine maintenance using their general operating funds (requirement to set aside 3% of operating budget annually in order to qualify for State bond funds).

Renovation Projects, or more commonly called deferred maintenance, occur when building systems or other infrastructure are at the end of their useful life and need replacement. When the State's deferred maintenance program was eliminated in 2013–14 as part of the LCFF restructuring, this left many Renovation Projects without a dedicated funding source aside from local school bonds.

Facility Assessment Plan

In November 2020, the District contracted with Furman Construction Services, Inc to have a third-party inspector, along with Staff, evaluate the following four areas that support preserving core infrastructure and staff and student safety:

• Fire alarm systems
• Heating, Ventilation, and Air Conditioning (HVAC)
• Roofing
• Asphalt

Capital Program Management, Inc then assisted the District with compiling the assessment data and providing cost estimates. The Facility Assessment Plan totals $40.7M (pg. 2) for the items identified as Improvement Needed (end of life cycle).

Staff has analyzed the findings from the report and created the Project List document that prioritizes the projects that involve fire, life & safety and projects deemed most critical based on feedback from the Maintenance Department Staff. The projected total for completion of these projects is $19.7M ($21.2M with contingency and escalation). These projects would be completed over the next three years.

Next Steps

Staff recommends the Board review and discuss the Facility Assessment Plan tonight and at a subsequent meeting that the Board approve a priority list of projects. After a Board list of projects are approved, Staff can begin designing and bidding the projects. Each project would be brought back to the Board to award the final contract prior to work commencing. 

Staff also recommends the Board consider discussing and potentially creating an additional set-aside within the District's operating budget to fund Renovation Projects. Without a dedicated and ongoing funding (school bonds are neither), facility conditions could deteriorate eventually disrupting instructional programs and requiring more expensive investments, such as emergency repairs. Given that the District is in the process of developing its three-year Local Control Accountability Plan, now is the ideal time to have a discussion on funding priorities.

Total Distance: (Current structure. totally virtual - with no one attending in-person)

Total In-person: (no trustee, staff, or community members on-line. Please do not consider video streaming in the description of "virtual," unless those who watch the meeting on-line can interact with the board)

Hybrid I: (some trustees and/or staff in person and some on-line)

Hybrid II: (trustees and staff all in person, but with public all on-line - public can interact with the board.

Hybrid III: (trustees and staff all in person, but with a limited number of the public in person and with the remainder of the public on-line who are allowed to interact with the board)

Other: (a configuration other than the above possible structures)

A list of the public school district current governance structures are available for reference. The Board may consider a timeline for the change once determined.