Tag: k12 planning

As COVID-19 continues to impact the U.S., companies and organizations are doing their best to plan amid a shifting economic landscape. Industries continue to encounter the full spectrum of repercussions. Many are experiencing business decline while others are seeing growth. Though it may seem daunting or even futile to plan for facilities while so much is changing, the truth is that good planning is vital whether your business is in a period of growth or decline.

Planning for Growth
Let’s say a school district has seen an influx of students move into the area. The equation might seem as simple as more kids equals more space, but the district has much more to consider when determining how to manage this growth. It must evaluate new construction projects and additions to its school buildings, but also elements like realignment of boundaries and reallocation of resources.

At a certain point, the growth will tap out (or at least plateau), and the district is then faced with managing additional space it no longer needs. Not only that but building onto facilities will impact much more than just the space itself. The ripple effects extend to transportation, staffing, food delivery service, and more – essentially every activity that takes place during a school day.

Considering more than just the facility conditions will support a more long-term, holistic solution.

What is the demographic analysis for the new students?

What is the school district’s annual budget?

What building features will maximize functionality for teachers and staff?

Of course, this same approach can be applied to other industries to achieve a successful outcome.

Planning for Decline
Periods of decline should be approached with the same principles in mind as when you are planning for growth:

• – How to best manage a space
• – How to locate resources
• – Repurposing and planning for shifting needs.

The most effective guide for managing decline is to plan your facility so that it improves the delivery model for the individuals the space serves.

The first inclination when business or occupancy diminishes is to make dramatic cuts. For example, when a corporation struggles financially, it will first cut the departments it deems “non-essential” like human resources. However, human resources is an essential service to the corporation’s lifeblood — its employees. Eliminating overhead and the need for space might aid the cost component of facilities planning, but it does not serve the people.

Consolidation, if executed in a manner that prioritizes the needs of individuals, can be a successful way to manage facilities in times of decline. When these decisions must be made, you must plan by evaluating both raw data and engaging the community – and by affording equal consideration to each.

Maintaining a balance between pure research and communal feedback is just as important when planning for growth as well.

Strategic planning for facilities and operations is an essential component to short and long-term efficiency models across all industries. From airlines and beverage distribution to baseball stadiums and school districts, facility improvements and day-to-day operations are continuous, necessitating the need to incorporate good planning practices into your standard operating procedures.

What does good planning look like?

Good planning practices can be applied across all industries. At HPM, we work side-by-side with our client to incorporate best practice facilities and operational planning into a wide variety of professional fields including education, manufacturing/distribution, sports and recreation, aviation, hospitality, retail, and more.  While these industries serve different needs, they are united by a shared requirement for highly functional facilities that effectively serve customers, students, employees, and stakeholders.  Regardless of the industry or type of facility, good planning practices must address four major components to comprehensively analyze facility needs:

• – Demographics
• – Condition (both physical and functional)
• – Operational Framework (Business model)
• – Cost & Funding

Effective planning for facilities must give equal consideration to each of these components. While it might be just one of these items that demands your attention currently, decisions based on one sole component alone may have rippling effects on all the others. A skilled planner must have a full understanding of the operations, practices, and procedures, combined with the strategic goals to properly weigh these effects in advance.

It is likely that most companies and organizations focus on the industry they serve and have eyes focused on what is in their “wheelhouse.” Superintendents know school districts, COO’s know manufacturing, General Managers know sports venues. Limited exposure to an assortment of facilities and operational procedures across different industries could restrict perspective and room for new ideas.

HPM is fortunate to have provided facility planning services to more than a dozen industries. This firsthand experience working with various organizations and operational models accentuates our expert planners’ valuable insight as to what can work across different professional environments. We take the best practices we have observed and instituted in one field and apply it to an industry that otherwise would never had considered a similar model. 

For example: What if a community college or school district want to build a career and technical center that includes an aerospace program? We can capitalize on our own aviation professionals to make sure the facility includes spaces, tools, and best-practice operational procedures on how to build helicopters.

HPM’s diverse portfolio, combined with our geographic reach provides our clients with the opportunity to explore new and different facility solutions.  With so much in our world changing at a rapid pace, there is not a better time to incorporate innovative ideas and proven effective planning into your standard operation procedures.