The 20/20 Vision The 20/20 Vision Report to the Board Report to the Board

of Educationof EducationJanuary 2009January 2009

Process Overview

Mission: to develop a clear, well-planned vision for providing and maintaining facilities that will support the Westlake City Schools’ mission to educate for excellence

While opinions may have differed, it is with confidence that everyone, regardless of affiliation, strongly agreed there is a problem with the District’s facilities that needs to be addressed responsibly and as soon as is feasible.

Vision 20/20 Committee

Committee made up of diverse group of community members

Met for nearly 3 months

Studied wide spectrum of facilities and enrollment data

Data-Driven Process

Provided with a variety of historical data including:

2001-02 Facility Study from the Ohio School Facilities Commission (OSFC)

2004-05 Land Use Study by Lesko & Associates

Limited Internal Data (Land Use Study 2005)

Enrollment projection studies-Spring 2002 and Spring 2007

2007 enrollment projection update

2008 Lesko Facilities Assessment

Data-Driven Process (cont)Provided with current facility data

including: Facility Condition Comparison

Building Summary

Floor Plans and Site Layout

Enrollment Projections Report

District Expense Comparison

Expenditure Per Pupil (Cuyahoga County)

Election History

Grade Configuration Comparison

Option Comparison

Summary of 20/20 Meetings

During the 6 meetings committee members: Analyzed and requested various data

Prioritized plans

Discussed pros and challenges for each plan

Listed important areas that needed to be considered for facilities

Debated each plan with strengths, weaknesses, opportunities and threats

Everyone, regardless of affiliation, strongly agreed there was a problem that needed to be addressed responsibly and soon.

Facility Plan Recommendation

Narrowed 13 options to 2 and recommend both to the Board of Education for further study and consideration:

Option A: Five building grade-level configuration clustering grade levels (9-12, 7-8, 4-6, 2-3, and pre-K-1)

Option B: Six building regional elementary configuration (grade levels: 9-12, 7-8, 4-6, 2 schools as K-3, and 1 elementary as pre-K-3)

Both plans move the 4th graders to the intermediate school and call for a new high school and a renovated middle school with additions. The difference between the plans is in the elementary configuration.

Recommendations

The Committee identified these strengths, weaknesses, opportunities and threats but clearly believe that the strengths and opportunities outweigh any possible weakness or threats.

Option A Strengths & Opportunities

Best value, innovation and long term strategy Advantages to grade level configuration Synergy of instruction by the aligning of

certification Economic benefits of plan Operational efficiencies Age appropriate equipment Properties available for other use New buildings increase desirability of living and

doing business in, and attracting families to Westlake

Brings District in line with surrounding schools and allows Westlake to compete

Collaboration among teachers World class education with new technology, labs Reduces duplication

Option A Weaknesses & Threats

Transportation considerations Cost of plan Questions about what happens with current

property and facilities. Interruption of athletics and extracurricular

activities Project LINK may be disrupted Students will transition schools more Previous maintenance of buildings Change from neighborhood schools and loss of

smaller buildings Convincing the community of need All buildings will age at the same time Emotional connection/nostalgia about the

buildings

Option B Strengths & Opportunities

Design for the 21st century Better educational opportunities and flexibility Familiar concept/proven success Improvement on the status quo Smaller learning communities and community

pride Opportunities to partner in the community Operational efficiencies Leadership issue with older students working

with younger students Properties available for other use Ability to have multipurpose athletic facilities Students develop long-term, in-depth

relationships Green building opportunities

Option B Weaknesses & Threats

Duplication of staff Increased transportation for students Personnel shifting and pupil redistricting Fear of change Cost to the taxpayers all at once Must have a long term way to maintain the

buildings Community doesn’t yet understand the need Emotional connection to buildings Collaboration still a hurdle in K-3 Don’t know how schools impact the

community for residents with no children in schools

Additional ConsiderationsThe Committee felt strongly that there were also a number of topics

the Board of Education needed to also consider while moving forward in the process:

Community Education Plan Board and district staff should engage the community and educate them

to the existing facilities problems and issues.

Permanent Improvement Revenue Stream Any bond issue must include a way to maintain the buildings long term

through a permanent improvement stream.

Building Spaces Keep the following as top priorities: core academic spaces, interactive

technology in classrooms, flexibility for expanded technology use labs/wireless, athletic areas, music areas.

Also important are flexibility of space, inclusion of spaces for the arts as a whole, and considerations for specialized learning (large group/STEM/etc.).

Conference rooms, meeting rooms and small group learning areas would be nice to consider, but not as critical.

Enrollment Numbers Assure the buildings are built to house each of the largest projected

classes, as provided from the most recent enrollment projection study performed by DeJong and Healy.

Additional Considerations (cont)Athletic Fields

Plans should at least replace outdoor fields if they are eliminated during construction and have a transition plan

Timing Despite a challenging economy, the District must put this issue

on the ballot as soon as practicable and before the next operating issue and the issue must be addressed as a whole.

Partnerships Partner with other community entities (hospitals, businesses)

best utilize community resources, support community needs and reduce costs.

Work with the City as a partner to address City recreation needs as part of the plan which includes the utilization of unused/vacated land.

Programming Should the Board determine a grade-level configuration will be

implemented the District should utilize an effective process to determine the right grade-level set up by obtaining staff input and comparing with other grade-level configured districts. Also, all elementary buildings must be able to house all-day kindergarten.

Questions