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Executive Summary
Introduction
Maintaining and improving school buildings are on-going challenges for school districts that require a great deal of thoughtful, upfront planning and necessitate the wise use of limited financial resources. Additionally, numerous studies show that student academic performance is directly linked to the quality of the learning environment. Lighting strategies, air quality, acoustic enhancements, furniture and finishes within an instructional area jointly play a critical role in how well children learn. The complexity of maximizing the performance characteristics of a school building and optimizing taxpayer dollars is compounded by its age, soaring fuel costs, volatile economic conditions and educational
practices which are currently undergoing a paradigm shift.
Preparing students with the skills necessary to be productive global citizens in the 21st century is a daunting task. Technology has connected the world like never before and transformed how, when and where we communicate and interact as part of the learning experience. It is all just one touch of a button away. This multi-directional transfer and sharing of knowledge has required that we equip children with creative problem-solving skills, networking opportunities and the ability to apply and disseminate information from multiple sources in constantly evolving ways.
It is in this context that the Board of Education embarked on a two (2) year, four (4) part investigation to more thoroughly understand the quality of the existing facilities and determine how the learning environments throughout the school district could be improved to maximize the potential of all young learners and their instructors. With Wight & Company, their goal was to create a road map to align educational programs and facility enhancements in the District with available funds and the dynamics of living in a global society.
Evaluation
The first two stages in the process, the LEA/RN (Learning Envoironment Assessment with Recommendation of Needs) Analysis and the Physical Building Condition Assessment are companion studies that catalogue the existing building and infrastructure components, as well as, the effect they have on the quality and performance of the learning environments. These documents, available in the District administration offices for review, will serve as a reference source for future facility improvement activities.
 Following the completion of these studies in the winter of 2007/08, the District embarked on a broader, community-based Master Planning Process titled Charting the Path. Three (3) main topics were addressed in this stage of the process: technology upgrades, curriculum enhancements and corresponding facility improvements. The District organized several designated committees that reported to a Steering Committee comprised of community leaders and District administrative personnel. The Steering Committee, in turn, analyzed the information that these groups provided and crafted the following priorities for the Board of Education to act upon:
Table 1: Programs and Service Recommendations
The Comprehensive Plan Analysis (CPA) is the final stage of the evaluation process. District Administrative personnel met weekly over the last several months with representatives from Wight & Company to synthesize all the information that has been previously collected, analyzed and discussed into a series of conceptual building improvement options for the Board of Education to adopt and implement in subsequent years. The CPA Committee gave great care to ensure the recommended projects provided program equity across the District using available dollars. For clarity, the recommendations herein contained are defined by three (3) distinct categories:
Table 2: Health Safety, Security Work Scope
Findings
Given the advanced age and condition of the school buildings, categories one (1) and two (2) reflect over 75% of the work scope and associated costs. In addition to the top near-term health, safety, and security items listed above, every facility will sustain a revamping of its mechanical system, electrical components (inclusive of fire alarms and increased power in instructional areas), and architectural finishes (floors, ceilings and casework). Fire protection systems will be installed throughout. Replacement and upgrade items specific to each building accompany the recommended options. Parking lot and drop-off lane improvements which address student safety, as well as parking and traffic congestion issues will be accomplished to varying degrees at each site. Together, these items should be considered the minimum amount of work that must be undertaken to allow the District to effectively and efficiently operate in its current state.
Category three (3) items, on the other hand, provide an opportunity for the District to move beyond the status quo. The work scope identified under this section, when realized, will have the greatest physical impact in transforming each facility into dynamic 21st century learning environments. Realizing this next step in facility improvements is predicated on creation of a 50,000 square foot Early Learning Center (ELC) addition at Forest Elementary School. Available space across the District from these relocated programs will then be converted into technology-rich, flexible spaces for large and small group break-out activities called T.I.L.E.s (Technology Integrated Learning Environments). Staff training centers will be positioned at Terrace and South Elementary Schools to support continuous professional development practices being adopted District-wide. Shared common areas and multifunctional large-group areas for extracurricular activities and after-hour community-group usage complete the transformation of all facilities.
Implementation Strategies
The breadth of construction activity anticipated throughout the District in the coming years necessitates that careful consideration be given to how best minimize disruption to educational activities while maximizing funding resources. The last section of this report provides the conceptual budget and construction sequencing framework that the District can pursue as the recommended projects move forward.
Wight & Company identified and incorporated the following considerations into the planning model:
Table 3: Implementation Strategies
For more information, please write to MeLinda Ward Director of Community Relations, (847) 824-8070.
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