Sacred Heart High School
We want to hear from you!
Town Hall Q&A
Q: If the new build idea is declined, what would be the next steps?
A:If the new build proposal is not approved, we will assess the reasons for the decision and consider alternative options.
Q: The timeline mentioned was three years, which seems quite fast compared to schools like St. Mary’s, where the process has taken much longer. I’m curious about how this timeline is achievable.
A: The Ministry of Education has introduced a revised "shovel-ready" process, which requires a comprehensive checklist of prerequisites to be completed before submission. In contrast, the St. Mary's High School project adhered to the previous procedures, where "shovel-ready" activities could not commence until approvals were secured. The updated "shovel-ready" approach aims to accelerate the capital priority process compared to the former method.
Q: What is the likelihood that the Ministry funding will be approved?
A: The Board is dedicated to working closely with our partners and with the Ministry of Education through the shovel-ready process to ensure our project proposal complies with capital priority submission requirements.
Q: Is this project focused on a new build or an expansion of the existing facility?
A:This project is focused on an expansion of the existing SHHS facility.
We're seeing a continued increase in student enrollment, particularly from younger cohorts advancing through the system. Rather than constructing a new standalone building, we're planning to expand the current infrastructure to accommodate this anticipated growth.
This approach allows us to maintain continuity for students and staff, leverage existing amenities and services, and use our resources more efficiently while still addressing the capacity challenges on the horizon. The expansion is a strategic response to projected enrollment pressures and aligns with our long-term planning priorities.
Q: How will you handle interruptions to school operations during construction?
A: Minimizing disruption to students, staff, and day-to-day school operations is a top priority throughout this project. Once we have a clear understanding of the scope—whether that involves an addition to the existing building or interior renovations—we will work closely with the architectural team and construction managers to develop a range of phased implementation options.
These options will be designed with flexibility in mind and will include specific measures to ensure safety and continuity of learning. For example, this may involve installing temporary safety barriers or construction walls, scheduling major work during non-instructional times such as summer break or weekends, and isolating construction zones from active learning areas.
We are committed to a thoughtful, collaborative planning process that balances progress on the project with the safety and wellbeing of students and staff.
Q: Will local firms be doing the work, or will it go to tender?
A: All work will go through a formal procurement process, managed in coordination with our architectural team. Once the project scope is defined, the architects will issue a tender following established public sector procurement guidelines.
We follow a fair and transparent qualification process that allows any interested and qualified firms—local or otherwise—to participate. Wherever possible, we encourage local firms to submit proposals, and we actively seek to invite a broad range of bids to ensure competitive pricing and strong service delivery.
Our goal is to secure the best value for the project while also supporting qualified firms that understand the local context and community needs
Q: What resources do you use to project the number of students?
A: Our student enrollment projections are developed in partnership with Watson & Associates, a leading firm specializing in demographic and enrollment forecasting for school boards. They use a combination of municipal growth data, approved residential developments, and recent census information to generate reliable, evidence-based forecasts.
One of the key inputs is our Long-Term Accommodation Plan—a living document that is reviewed and updated annually. It reflects not only demographic trends but also changes in housing, migration patterns, and school utilization across the district.
We meet regularly with Watson & Associates to review and refine the data. Their approach is deliberately conservative, ensuring that our planning is grounded in realistic and responsible assumptions.
Q: If the Municipality has access to grant funding, is there an opportunity to partner on the project?
A: Yes, there are opportunities to explore partnerships where there is mutual benefit, particularly through shared-use agreements. A good example of this is childcare: in Brockton, the childcare facility is co-located with the school but is funded through a different branch of the Ministry of Education. This type of partnership allows us to efficiently share space and resources while meeting broader community needs.
While school boards are not permitted to fundraise for capital construction, there may be opportunities for community groups or organizations to contribute toward enhancements within the building—for example, interior furnishings, program-specific equipment, or shared spaces that benefit both the school and the community.
In terms of construction, we’re always looking at how we can add value while trades are already on site. Our facilities team is committed to ensuring that core systems—such as HVAC and building integrity—are designed and maintained to a high standard, even if those elements aren’t always visible. We take great pride in delivering spaces that are not only functional, but built to last.