Essentials Magazine Essentials Fall 2019 | Page 18

A successful master plan derives from a robust effort that ensures stake-
holder input. Districts can solicit feedback through a myriad of options,
including community meetings, panel presentations, one-on-one conver-
sations, and large group workshops.
Photos courtesy of DLR Group
18 essentials | fall 2019
schools. On the flip side, a decrease in enroll-
ment may require consolidation and selling a
portion of the district’s physical inventory.
• As a public entity, school district
funding is limited. Districts often have
more projects and initiatives to accom-
plish than available funding, which forces
districts and communities to prioritize
projects in a manageable timeframe.
• Implementing new district-wide educa-
tional programs is a significant undertaking.
The key to successful deployment is under-
standing how a new program impacts a dis-
trict’s facilities; whether it is the expansion of
a STEM or special education program, a 1:1
device roll-out, or a change in high-school
schedule. During the planning process, I
often challenge districts to think about what
education will look like in 20 years and work
to plan their space around those goals.
• The annual budgeting cycle is a prime
opportunity to uncover operational changes
that could result in reduced energy usage
and utility costs. Saving operational dol-
lars allows districts to reinvest in better
facilities and/or invest in new educational
programs.
Master Plan Components
After identifying the challenge(s) to