Buyer proposes workforce housing and industry hub at former Bayer campus; district would relocate nutrition and IT operations for 10 years

District staff presented a proposal from New Day Tennessee to purchase the former Bayer administration and warehouse campus on Jackson Avenue and use the site to provide housing, workforce training and wraparound services for young adults who age out of foster care.

District facilities staff told the board the campus comprises multiple parcels and buildings, including a six‑story administration building, a large “high bay” warehouse used for nutrition and district technology operations, a daycare building and other service structures. Staff reported a 10‑year maintenance estimate for the campus of roughly $119.4 million and a board packet appraisal of $7.95 million. The presenter said the district has already invested about $33.2 million in the campus over time.

New Day Tennessee representatives described a plan to use the site as a campus offering housing, workforce training, mental‑health supports and job pathways by partnering with multiple manufacturers and employers. The organizations New Day listed in the board packet included companies proposing manufacturing and processing operations (electric school buses, medical gowns for government contracts, drones, and other production). New Day also proposed to lease, for 10 years, an alternate warehouse about 1.5 miles from the district’s current nutrition/dry‑goods facility; New Day would retrofit and pay for that facility to meet USDA/FDA and other operational requirements so district nutrition, IT and security functions could continue without the district paying relocation costs during the lease term.

Board members asked for financial and operational details and asked staff to schedule New Day representatives for the work session; staff said the purchaser tied its proposal to state‑level foster‑care funding and to a capital plan that includes tax credits and private investment. Members raised questions about the long‑term viability of the buyer’s financing plan, the effect on neighborhood jobs and displacement risks, and whether district departments currently housed on the campus could be relocated into other district buildings or school space if the sale proceeds. Staff said they have identified potential space in district inventory but had not finalized relocation plans.

Board members also asked whether the district would face near‑term repair expenditures if the campus remains district‑owned. Staff warned of needed near‑term repairs — including an upgrade to the fire suppression system and boiler work — that could require $6–7 million before winter to avoid further damage, and said the district would return with precise estimates. Several members described the New Day proposal as promising on paper but said they wanted more contractual detail and assurances before approving a sale.

No final vote or contract action took place. Staff said they would return with a draft sale contract and more detailed financial and operational documentation for board consideration at a subsequent meeting.

Ending note: staff flagged the 10‑year maintenance total and the near‑term fire‑system work as reasons the district is actively seeking disposition options for the campus; the board requested a follow‑up briefing with New Day’s financial and operational partners and more detail on relocation logistics for district services.