By Douglas Roberts, AIA, LEED AP��

In an era of projects that face delays or increasing challenges around securing funding approvals,��it’s��never been more critical to apply strategic thinking and creative approaches to problem solving��in order to��steer educational projects through to completion. Feasibility studies prove to be a useful tool both internally and externally, delivering relevant data and information to project teams while informing stakeholders at every level of the��why��behind each decision. These essential undertakings provide a deep dive to define a program, evaluate existing facilities, and build public consensus on a project.����

The importance of a��development’s��relationship with the public cannot be overstated, particularly when it comes to education. These projects are typically publicly funded and��largely depend��on approval by local voters to bring these initiatives to fruition. With the importance of providing value to the community and demonstrating prudent stewardship of financial resources, designers and project managers take on the unique role of educating the community, pulling the curtain back to walk these audiences through the logic behind the development of feasibility options including the educational value, cost implications and schedule impacts. The use of feasibility studies clarifies this important context, evaluating critical components of a project and delivering this information through data-backed decision-making.��

Located in Massachusetts, Tyngsborough Middle School��provides��a compelling example of a successful feasibility study-backed project execution. Developed in tandem with the Town of Tyngsborough and Tyngsborough Public Schools, the study informed the decision-making process for the new school while��facilitating��an informative dialogue with the community.��

Overview of Feasibility Study Process��

In addition to local processes, the project first had to navigate the rigorous requirements of the Massachusetts School Building Authority (MSBA), a quasi-independent government authority that collaborates with local communities to help to elevate delivery of educational services. The organization’s prescriptive process promotes��equitable��distribution of tax dollars and prioritizes educational outcomes throughout the Commonwealth. MSBA independently evaluates the school district’s defined��needs of a school��through the educational program. The educational program focuses on the delivery of education which can result in design solutions that range from code upgrades, additions, and renovations to ground-up facilities.����

Project teams are engaged to conduct feasibility studies that evaluate options for an educational environment that meets the district’s needs and is cost effective, safe,��sustainable��and energy efficient. Using MSBA’s guidelines to chart a reasonable path forward for the development, the study must be factual, creating context for dialogue without advocating for a single solution. A successful study and��subsequent��project��relies��on the close collaboration of a “three-headed team”: the school district (via its School Building Committee), the owner’s project manager (OPM), and the design team. Additionally, having strong community advocates, like school administrators and building committee chairs, can make��a big difference��in successfully navigating the process and garnering support throughout a community.��

Built in 1967, the original Tyngsborough Middle School building had been renovated but not expanded, raising concerns that ranged from antiquated systems and aging FF&E to space limitations and��impact on��adoption of current instructional models. After consideration of multiple design options from the study, the Town��elected��to pursue a new construction��option��based on its needs.��

Relationship to Public��

The community’s demands, priorities, and feedback are essential throughout the��feasibility��study and project planning.��It’s��not a one-size-fits-all situation; to build trust and support from stakeholders, education projects must be catered to the area. This requires a variety of considerations: is there a focus on sports and recreation, or the arts? Are there certain programs that draw more community participation than others? For Tyngsborough, this meant investing in��a state-of-the-art��softball field and a flexible performance space to support existing, high-value theater programs shared by the middle and high school. The community recognized the benefit of the project through the successful vote approving the project funding.��

These studies are also critical for educating the public on hidden infrastructure needs, such as outdated MEP systems, and building consensus. If voters��don’t��comprehend��demands that��aren’t��visually��apparent, a project could fail, which can result in years-long delayed funding and increased costs. Clear and direct communication is key to relaying these messages; this can be��accomplished��through in-person and digital forums, attending Parent Teacher Organization (PTO) meetings, or even visiting local senior centers for those with limited mobility. Streamlining this dialogue through direct action is the most effective way to keep communities knowledgeable and satisfied, resulting in more positive project outcomes for every stakeholder.��

Conclusion/Outlook��

For Tyngsborough, pursuing a ground-up structure allowed the school to provide the infrastructure and spatial requirements for flexible, project-based learning and co-teaching methodologies. The brand new two-story, 112,784 square foot facility is adaptable for current and future pedagogy, incorporating��state-of-the-art��spaces for STEM/STEAM and performing arts, community access and resources, and sustainability integrations that keep the new school adaptable for generations to come.��

As school districts and organizations like MSBA continue to evaluate needs as learning environments and technology evolves, these feasibility-informed decisions chart a well-rounded path forward for students, educators, and communities. Creating unique education design solutions tailored to a community’s long-term vision and needs, not just its current state, is made possible through this process—embracing the future while honoring the present.����

Douglas Roberts, AIA, LEED AP, is Principal at����

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By Tracy Richter

One of the most pressing challenges in the world of K-12 education is aging school facilities and infrastructure. Despite an average of over $18 billion annually spent on K-12 school construction over the past 15 years, the average age of main instructional facilities is approaching 50 years nationally and fewer than half of these facilities have undergone significant renovations or replacement since their original construction. Since 2010, a majority of the funding has been directed toward new construction, with budgets prioritizing new facilities over maintaining existing ones, leading to a growing funding gap for necessary repairs.����

Contrary to traditional thought, the approach to comprehensive facilities planning is often not an architectural solution, but a much deeper dive into what drives the need for improved facilities and infrastructure. This is reinforced by the fact that a majority of K-12 districts prioritize facilities planning only when they are anticipating a request for funding from their communities. However, facilities planning may be more critical when funding is at risk. Outdated, often dilapidated buildings combined with rapidly changing demographic factors and the evolution of educational pedagogy make it increasingly difficult for school districts to meet the needs of the modern student population.������

Starting With the “Why?”: Focus on Your Educational Mission��

Improving existing infrastructure begins with understanding the desired intent of the school facility, both today and in the future. It is imperative to modernize existing facilities and keep them rooted in the core of education, while creating an experience instead of just a space.������

A strategy that planners can emphasize to district leadership is programmatic attraction. Districts should evaluate the programming and amenities available to students at each school. These can include STEM, performing arts, athletics, foreign language immersion, career readiness/workforce development and early college programs. By improving the programmatic offerings, which cater to the user experience and adequately prepare students for college and life after graduation, districts can better attract students to formerly under-enrolled schools. Increasing attendance at these types of schools is often achieved through programmatic choice pathways. Coupling this with demographic analysis such as a live/attend study, which indicates where students live versus where they attend school, can provide valuable insight into why students choose different schools outside their boundaries.��

Understanding the “Gap”: How Do Districts Get Where They Want to Be?����

A comprehensive diagnosis of a district’s facilities is a critical step to understanding the “gap” between where you are today and where you aspire your facilities to be. Facility assessments should contain two major components: a physical assessment of the component and system condition that make up the bones of the facility, and an educational adequacy assessment that is measured against educational standards of today and in the future. The K-12 planning process begins with an Educational Adequacy Assessment, during which faculty groups identify the essential components for effective learning spaces. A facility walk-through evaluates the presence of these components. Following this, a Facility Condition Assessment is conducted to analyze building conditions and maintenance costs, highlighting the importance of performing the Educational Adequacy Assessment first to avoid cost increases. After all the assessments have been completed, a State of Schools Report is created, providing stakeholders with a comprehensive overview of data including enrollment, utilization and demographics, in easy-to-understand graphs.��

Based on the assessments, planning services professionals develop solutions, such as renovations or new additions, to meet the district’s needs. These options are then presented to the district administration. Then, community meetings are held to gather feedback through surveys. Community input is crucial for refining recommendations and addressing stakeholder concerns. Finally, a 10-year facilities management plan is developed, which outlines service needs, timelines and costs. This plan will guide the district’s current and future initiatives.��

Who Are You Serving?: How Demographic Shifts Affect Infrastructure Decisions��

Demographics are ever-changing, leading to uncertainty among district leadership about how to address aging facilities appropriately. Factors such as declining birth rates, homes not regenerating school-age students and a lack of affordable housing have all led to uncertainty when projecting how many students a district will serve in the future.������

According to CDC data, the U.S. birth rate has been steadily declining, with a 2% annual drop since before the COVID crisis. Birth rates are now highest among women aged 30–34 — a shift from 2005, when the peak was 25–29 — while teenage pregnancies have fallen sharply. Together, these trends will continue to impact district enrollment in the years ahead.����

The housing market has also played a large role in enrollment shifts. The rapid increase in housing costs has meant that the typical empty nester who would choose to downsize to a smaller footprint is not as frequent as it once was. Going to half the house for twice the money and three times the interest rate is not a desirable goal for most.������

In many cities across the country, the gentrification of housing driven by the goal of progress and improvement has become the norm. However, the increase in housing costs in urban communities and large metro areas continues to be felt by school-aged families who can no longer afford to live in these areas. This has led to an increase in transience among school-aged families, making them less likely to settle in one district throughout their children’s years in K-12.����

Read the full article, including insights on how planning services canhelp school districts with aging facilities, in the Planning & Construction issue of ���سԹ�.

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Chillers are arguably a school building’s largest energy draw, but need not be costly and complex to be effective. New and widely accessible innovations in air-cooled scroll chiller designs — ranging from 30 to 240 tons — match performance requirements, budget constraints and maintenance requirements.

Cost of Ownership
Compared to typical screw chillers, air-cooled scroll chillers offer better part load efficiencies at a lower cost. They are also easier to service by in-house staff since the compressor technology is similar to residential equipment, which reduces dependency and costs for outside support.

In addition to these price advantages, some of the newest scroll chillers also produce unprecedented energy efficiencies. Sound pressure ratings as low as 60 dBA (decibel A-weighting) — without any optional acoustic treatment — means these quiet scroll chillers are optimal for noise sensitive environments. Combine this with a design that minimizes initial cost and these new scroll chiller systems provide K-12 schools with the lowest cost of ownership —from installation to replacement.

Particularly important when space is at a premium, scroll chillers offer design flexibility and a range of features. For example, pumps can be factory-installed inside the chiller instead of the mechanical room, eliminating the need to work with a design engineer onsite. A chiller-installed pump saves time and money during installation and preserves space inside the mechanical room.

Simpler mechanical layouts and easier installation also reduce contractor-related fees. For example, contractors can bring scroll chillers online, instead of requiring startup by a manufacturer’s representative. Adding factory-installed options like the variable frequency drive (VFD) pump package to control flow, K-12 school staff eliminate cost and complexity of expensive flow meters typically needed for commissioning.

Other factory-installed options such as the fan VFD control enhance part load efficiency, regardless of the chiller size. Modulating the condenser fan speed, rather than turning it on and off, enables a more stable and efficient operation. This control also reduces energy consumed by the fan motor, reducing energy costs and noise.

Simplified Maintenance
Thanks to today’s equipment design, controls and refrigerants, chiller efficiencies have improved and now operate with tighter operational tolerances. To ensure dependable and efficient operation, maintenance is critical, which can add pressure for facility managers who need to manage a broad set of systems across a school environment. Even more challenging is that training may not be a priority for many K-12 schools; yet the complexity of screw chiller systems requires outside support for ongoing maintenance.

Air-cooled scroll chillers are a different story. Some of the newer scroll chillers use a simple, robust and principled design for a trouble-free operation. With all-aluminum microchannel heat exchanger technology and proven compressor equipment, these scroll chillers require minimal maintenance. In-house staff can better maintain and obtain parts, it easier to ensure the system runs consistently. Many scroll chillers also use environmentally responsible R-410A refrigerant — which has no ozone depletion potential or phase-out schedule — and meet ASHRAE 90.1 2013 and FEMP 2012 standards. Schools gain the double benefit of minimizing a facility’s environmental footprint while lowering annual energy costs.

Service Consultants
K-12 schools can extend the benefits of choosing air-cooled scroll chillers with the expertise of service teams who can match a plan to the school’s budget levels and desire to sustain the HVAC investment. Facility consultants and technicians can customize and deliver upon plans for annual maintenance, help bridge staffing gaps, or assist with capital asset planning and HVAC system replacements and upgrades. The most qualified experts will respond swiftly and quickly, and easily navigate today’s highest energy efficient systems and proprietary HVAC technologies, like the newest designs in scroll chillers.

Eddie Rodriguez is a director of product planning at Daikin Applied. He has a mechanical engineering degree and has worked in the HVAC industry for 22 years.

Robert Landes is a product manager for screw and scroll products and has been with the Daikin Applied chiller group since 2008.

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