MAROA-FORSYTH CUSD #2 Middle School Facility Planning€¦ · 4/30/2019 6 >$1 billion in funding for BLDD’s school clients! KEEP DNA strand reference going here graphically… district

4/30/2019

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MAROA-FORSYTH CUSD #2 Middle School Feasibility Study

MAROA-FORSYTH CUSD #2

Middle School Facility Planning

Steering Committee Meeting #1 04.30.19

• Welcome Superintendent

• Introductions All

• Overview of Community

Engagement Process Superintendent

a. State of the District Superintendent

b. Discussion of Charge Superintendent

• Overview of Facility Planning -

Components of Process BLDD

• Discussion of Name All

• Selection of co-chairs All

• Schedule Review BLDD

a. Date and Time for next meeting Superintendent

• Discussion/Questions All

• Other Items?

A G E N D A

• Welcome & Introductions

• State of the District

• Discussion of Charge

• Process Overview

• Discussion:

• Selection of Co-Chairs

• Name & Branding

• Schedule Discussion

Superintendent’s “State of the District”

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Pics of schools

Why we need YOU

The days when a superintendent and the school board can sit in a room and make decisions about the future of a district or the future of a community are long gone.

“

“

Dr. Chris Nicastro Commissioner of Education — Missouri Former Superintendent — Hazelwood (MO) School District

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Public won’t support what it

doesn’t understand

Discovery is more powerful than

persuasion

Put on their “board member

hat”

Built from the ground up

COMMUNITY ENGAGEMENT

KEY OUTCOMES

Internal/external unity

Board + Staff + Parents +

Community

Bulletproof plan (what and how)

Public permission for meaningful

change

Community Engagement Team

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The Board of Education hereby authorizes the

formation of a broad-based coalition of community

members and staff. The charge to this group is to

make recommendations to the Board of Education

regarding a long term solution for the District’s

Middle School Educational Facility.

PUBLIC ENGAGEMENT CHARGE

ROLE OF THE STEERING COMMITTEE

• To guide the planning process

• Represent the community

• Consider the possible approaches to address planning issues facing the School District

• Make recommendations to the Board of Education

GROUP NORMS

• Turn off/silence electronic devices/phones

• Be on time

• Don’t work on other projects during meeting

• Stay engaged with the conversation

• Being a Devil’s Advocate is good/but disagree agreeably

• Bring major decisions to the group

• Make decisions according to Operational Guidelines

• Focus on collective good, not just individual

• Encourage and expect creative conflict

• Respect the opinions of fellow Team Members

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Community Engagement Meetings will • Begin and end on time

• Adhere to printed agenda

• Be led by co-chairs

• Include presentation of data and community input sessions

• Be open to the news media with advance notice of the date, time, and agenda

• Be open to the public

OPERATIONAL GUIDELINES

Process Overview

DPS 4 to 2 to 1 Informed by qualitative input

Where we are now Where we want to go

How to get

there

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>$1 billion in funding for BLDD’s school clients!

KEEP DNA strand reference going here graphically… district on left, community on right

FACILITY PLANNING PROCESS

referendum passage rate >84%

Where we are NOW

ASSESS current

conditions

VISIONING for the future

DEVELOP solutions

EVALUATE the options

DEFINE strategic

objectives

community engagement

DECIDE DEFINE strategic

objectives

• Flexible to support district goals and changing needs

• Meet the unique needs of learners and support programs that develop the whole child

• Create competitive advantage in staff recruitment and selection

• Build and maintain community partnerships

• Can be supported by the community to obtain construction funding, because of its responsible stewardship of district’s resources

W H E R E W E W A N T T O G O W H E R E W E A R E N O W H O W D O W E G E T T H E R E

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• Building capacity

• Enrollment projections

• Physical needs and constraints

• Educational adequacy

• Fiscal capacity

ASSESS current

conditions


DEVELOP solutions


DEFINE strategic

objectives

DECIDE ASSESS current

conditions



Electrical Exterior

Wall Fire

Detection HVAC

Interior Lighting Plumbing Roof

Site Building Envelope

School Security

Building Components

PHYSICAL NEEDS ASSESSMENT

Demonstration of database

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A. URGENT

$11,800.00

B. REQUIRED

$904,561.00

C.

RECOMMENDED

$2,046,000.00

D. SUGGESTED

$1,776,934.00

A. URGENT

B. REQUIRED

C. RECOMMENDED

D. SUGGESTED

Cost Estimates by Priority

the school site

building systems

maintainability

SCHOOL FACILITY EDUCATIONAL ADEQUACY

ASSESSMENT safety and security

program support

educational environment

TEACHER SURVEY “We are taking rooms that were never designed for the use of technology, and forcing them to work.”

“With so many activities available in an interactive format, the learning styles of all students could be addressed more easily and effectively.”

“I need more space to effectively do centers.”

FUNCTIONAL NEEDS

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Where we want to go

21ST CENTURY LEARNING ENVIRONMENTS

ASSESS current

conditions


DEVELOP solutions


DEFINE strategic

objectives


DECIDE VISIONING for the future

SKILLS

PROGRAMS

FACILITIES


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THEN…

… and NOW

Yesterday’s Educational Approach:

The Factory Model

The Bell Curve of Results

Extra People

Leaders

Skilled and

Unskilled

Laborers

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EMPLOYMENT: Then and Now

*Source: 1959 data- the 1960 census, Table 100, Social and Economic Characteristics of the Population. 2008 data- the U.S. Department of Labor, Bureau of Labor and Statistics, Current Population Survey, Characteristics of the Employed, Table 10

*Source: 1959 data- the 1960 census, Table 100, Social and Economic Characteristics of the Population. 2008 data- the U.S. Department of Labor, Bureau of Labor and Statistics, Current Population Survey, Characteristics of the Employed, Table 10 1920 1950 1980 2010 2015

Agricultural & related occupations

Manufacturing & other blue collar occupations

Sales

Service

Clerical & administrative

Professional & managerial

1960

American History

Soc. Prob.

Social Studies

Western History

Today

Adv. World History

AP European History

AP Psychology

AP US Government

AP US History

Basic Law

Economics

Government

Psychology

Sociology

US History

World Geography

World History

CURRICULUM: Then and Now Social Studies

1960

Basic Business

Bookkeeping

Business Law

Office Practice

Shorthand

Transcription

Typing 1-3

Today

Accounting 1

Business Mrkt. Mgmt.

Business/Tech Conc.

Computer Applications

Consumer Education

Co-op Occupations 1-2

Keyboarding

Multimedia

Video Production 1-4

Web Design/Media Dev’t

Yearbook Production 1-2

CURRICULUM: Then and Now Business Education

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• Life Skills Business Consumer Education

• Life Skills Electives Vocational Training VCE 1-3 Job Training Computer Skills Fine Arts Home Arts Life Skills Social Problems Parenting/Childcare Recreational/Leisure Independent Living Adult Living

• Life Skills Language Arts Basic Reading Practical Language Vocational Language Consumer Language

• Life Skills Mathematics Basic Math Math 1 Math 2

• Cross CAT/SED Language Arts Read 180 English Foundations 1-4

• Cross CAT/SED Mathematics Foundations of Algebra 1 Foundations of Geometry Foundations of Algebra 2

• Cross CAT/SED PE Health Drivers Education Adaptive PE

• Cross CAT/SED Resource Learning Strategies General Physical Science General Biology General Earth Science US Geography World History US History Government

1960 Not required

Today

• Life Skills PE Health Adaptive PE

• Life Skills Science Basic Science Life Science Earth Science

• Life Skills Social Studies Geography Current Events Civil Law Social Interactions

• Cross CAT/SED Business Consumer Education Computer Skills Careers VCE 1-3 VCE Job

• Cross CAT/SED Family & Consumer Science Home Arts Childcare Parenting Social Problems Social Interaction Skills

CURRICULUM: Then and Now Special Education

• Learning is no longer optional

• Meet the needs of every child

• Engage students in learning

• Anywhere/anytime learning

• Support the 4C’s:

collaboration - communication

creativity - critical thinking

21ST CENTURY Learning Environments

characteristics of

How is “FORM” changing to follow “FUNCTION”?

FUTURE FOCUSED

SCHOOLS

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Indoor Air Quality, Temp & Humidity, Ventilation and Thermal Comfort

HEALTHY

Development that meets the

needs of the present without

compromising the ability of

future generations to meet

their own needs.

SUSTAINABLE

Abundant natural light

SUPERIOR LIGHTING

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GARDEN HILLS

Transparent environment, easily observed, access controlled, a feeling of home.

SAFE & SECURE

PROPER ACOUSTICS

Intelligible from any location

GARDEN HILLS

Designed for media literacy and connection to a global community of learners.

TECHNOLOGY INFUSED

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“If children have interest, education happens.” Arthur C. Clark

ENGAGING

Rapidly reconfigurable

FLUID/FLEXIBLE

Students are active participants in the learning process.

STUDENT-CENTERED

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Supporting creativity and innovation to meet the needs of the generation.

FOSTER CREATIVITY

convertible classrooms

CONVERTIBLE

Flexible science lab and instruction spaces.

HANDS ON, ACTIVE

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CONNECTED

Allowing students to learn from students.

COLLABORATIVE

Do school facilities affect academic outcomes?

YES!

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How Do We Get There

• Brainstorm initial concepts • Gather input • Develop refine solutions

ASSESS current

conditions


DEVELOP solutions


DEFINE strategic

objectives


DECIDE DEVELOP solutions


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COLLABORATIVE DESIGN PROCESS

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• Identify strengths & weaknesses • Assess how solutions address

needs & established goals • Objective comparison • Cost / benefit analysis

ASSESS current

conditions


DEVELOP solutions


DEFINE strategic

objectives


DECIDE EVALUATE the options


Master plan modeling and analysis software

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Building A Building B Building C

Building A Building B Building C

OPTIONS

Remodel Addition Repurpose Retire

SCENARIO

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• Educational excellence

• Cost effectiveness

• Adaptable

• Optimal

• Defendable

CHOOSE THE BEST PLAN t o m e e t s t r a t e g i c o b j e c t i v e s

ASSESS current

conditions


DEVELOP solutions


DEFINE strategic

objectives


DECIDE DECIDE


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2019 Proposed Schedule

• Name and Branding

• What Info is Missing?

• Committee Additions?

• Selection of Co-Chairs

• Preferred Communication Method

• Schedule Review – Next Steering Committee Meeting

STARTING OUR PROCESS

MAROA-FORSYTH CUSD #2 Middle School Feasibility Study

MAROA-FORSYTH CUSD #2

Middle School Facility Planning

Steering Committee Meeting #1 04.30.19

MAROA-FORSYTH CUSD #2 Middle School Facility Planning€¦ · 4/30/2019 6 >$1 billion in funding for BLDD’s school clients! KEEP DNA strand reference going here graphically… district

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