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CEFPI October 5-7, 2007 Toronto

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CEFPI October 5-7, 2007 Toronto. Presenters: Don Gillmore, AIA Seattle Public Schools Andrea McLean Heery International Sue Robertson Planning Alliance, Inc. Introduction. Seattle School District’s $1.5 billion capital program is evolving

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Presentation Transcript
slide1

CEFPI

October 5-7, 2007

Toronto

Presenters:

Don Gillmore, AIASeattle Public Schools

Andrea McLeanHeery International

Sue RobertsonPlanning Alliance, Inc.

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Seattle School District’s $1.5 billion capital program is evolving
  • Before transformation, there were classroom standards
  • Transformation process created student focused design
  • New non-traditional schools created unique design challenges
    • Planning process now involves all stakeholders in all school plans
    • Stakeholders analysis process involves all partners in a non-traditional school

Overview

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Seattle Bilingual Orientation Center
    • 6-12 grade configuration
    • 200 – 400 students
    • Newly arrived immigrants
    • Students remain for only one year
    • City-wide stakeholders, i.e. public non-profits
    • No parent participation
    • Needed to select a new building site

Case Study

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Denny Middle School / Chief Sealth High School
    • District’s first combined major middle school and high school campus
    • 2100 student population
    • International baccalaureate program initiated
    • Low income neighborhood, minimal parental support
    • Community skepticism regarding 6-12 campus

Case Study

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South Shore Pre-K-8
    • Combined public private funding
    • Heavy parent involvement
    • Low to moderate income
    • 80% minority, 750 students
    • Alternative program

Case Study

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Stakeholder identification
  • Goal identification
  • Goal prioritization
  • Implementation strategy
  • Off-site visits
  • Community consensus

Overview of Process

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Vision,

Mission & Goals

Chart

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Denny Middle School

Chief Sealth High School

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Denny

Middle School / Chief Sealth

High School

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Same approach as SBOC
  • Community resistance to combining campus
  • Much larger project
  • Built on earlier process experience
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Site Visits:

New York and

Boston

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Non-profit funds 50% operating expenses
  • Must meet District and Foundation Goals
  • New building, class sizes ½ of District standard
  • Key to redevelopment of area
  • Part of larger campus, high school on site
  • Parks and recreation building on site
  • Public plaza on site
  • Adjacent to new mass transit station
  • Largely minority population

South Shore Example

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Stakeholder identification
  • Stakeholder prioritization
  • Goal identification
  • Goal prioritization
  • Implementation strategies

Steps of Process

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Goal Brainstorming
  • Goal Selection

Goal Setting Process

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Efficient means to identify issues
  • Brings out hidden agendas
  • Keeps people present and thinking from different perspectives
  • Gets to the heart of the matter
  • Prevents derailing
  • People feel heard
  • Helps to prioritize

Conclusion

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