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Nearly every school district across Wisconsin is experiencing a similar challenge: declining enrollment. One of the many implications of this trend involves a district’s infrastructure, and district leaders must find ways to manage underutilized facilities. With thoughtful planning, good communication, and help from strong facility planning partners, districts can work with their communities to find the best route forward.

What’s Causing Declining School Enrollment?

Declining school enrollment is not only a Wisconsin trend, but one seen nationally as well. Over the past two decades, the U.S. has seen an overall decline in birth rates: there are simply fewer students now than there were in 2006.*

As a result, declining enrollment is forcing school districts to rethink the way they use their facilities, particularly if buildings are under capacity or underutilized. When school buildings operate below capacity, districts must pay operational and maintenance costs (the latter of which are often more expensive) that could otherwise be avoided, and resources can be unnecessarily stretched. This results in higher spending per pupil with less educational impact. To address this, districts must develop holistic, cost-effective solutions while continuing to serve their communities well.

What is Rightsizing and How Can It Help?

When it comes to facility planning, rightsizing for school districts means aligning current and future enrollment with the amount of space needed for a school’s educational, co-curricular, and any other needs. Rightsizing looks at data to see how buildings are being utilized, as well as a building’s overall condition. The process of rightsizing helps districts answer what the “right size” of buildings or facilities is for a district population.

Rightsizing educational facilities can:

Rightsizing isn’t solely defined by the closure of buildings, but school consolidation or closure can be a component of it. For other districts, rightsizing may include expanding a district’s spaces for teaching and learning, such as if their enrollment is increasing. In one Wisconsin school district, a facilities solution involved both consolidating schools and building new.

Consolidating Schools for Success: A Case Study

A mid-sized school district was experiencing enrollment levels nearly 20 percent lower than the decade prior. At the same time, the district had recently retired a significant portion of its debt, creating a window to address long-term facility needs without exceeding historical tax rates. District leaders partnered with external experts — including EUA and Findorff as construction manager — to develop a comprehensive, long-range facilities plan.

Driving Decisions with Data

A good first step in facility planning and the potential for rightsizing is to understand a district’s enrollment. This district worked with the University of Wisconsin-Madison Applied Population Lab to assess past, current, and projected future enrollment trends. The results reflected declining population overall, not just the student population. However, the district’s oldest building, an elementary school, is in an area that could accommodate the most growth. This presented an opportunity to not only replace the oldest building, but also to align rightsizing tactics to match a growing area.

It’s worth noting that building a new elementary school in this area had been a point of interest for decades within the community. A referendum in 2009 and 2019 sought to build new, but the question failed both times. In 2023, there was now additional data to support a new elementary school as a potential solution. District buildings were assessed for structural integrity, educational adequacy, capacity, and maintenance costs.

From these findings, a few buildings were identified with the highest needs and, with rightsizing considerations, would make the most sense to close:

By closing buildings, the district would avoid more than $50 million in deferred maintenance costs over a 15-year period that would otherwise go toward keeping them open and operational. But moving forward with any potential solution would require community support.

Community Outreach and Engagement

As is the case with any potential facilities solution, simply hearing community concerns and priorities isn’t enough. Districts must also take action to address them. The superintendent worked tirelessly with staff, had a presence at all the buildings, and additionally had focused conversations with municipal leaders to get everyone on board.

Ongoing district communications were steady throughout the planning phase and took community feedback into account, and communications efforts expanded even further once a referendum was approved by the Board. The district, EUA, and Findorff enacted several strategies throughout planning to spread awareness and gather feedback:

Crucial to the district’s success was the involvement and active presence of the superintendent. They presented nearly 50 roadshows, posted up at coffee shops to be available to residents looking to chat, sent continual emails and made phone calls to connect with staff and community members, and more. The superintendent additionally got in front of staff immediately to answer questions and share transparent info on what they could expect.

First Successful Referendum in More Than a Decade

In November 2024, the district passed its first school referendum in over a decade with 58 percent of the vote. Rightsizing district infrastructure can come with challenges, but can ultimately provide solutions that make the best long-term fiscal sense.

Key Takeaways When Considering Rightsizing and School Consolidation

The decision to rightsize and/or consolidate buildings is not an easy one. So much life and learning happens in a school building, and it’s incredibly challenging to consider closing one. But there can be long-term advantages that better serve a district, which, in turn, can better serve its students, families, staff, and a community at large. When districts reach a crossroad, there are some important factors that can help forge a path forward:

*https://pmc.ncbi.nlm.nih.gov/articles/PMC11537490/

As we reflect on 135 years in business, Findorff’s legacy has never been defined by one person, one project, or one moment. It’s been shaped by the thousands of employees, clients, partners, and community members who have been on this journey with us.

Our 2025 Findorff Foundations video reflects exactly that: the spirit of building with people, for people, and because of people.

To our clients, partners, and team, thank you. Your collaboration and support make our work possible. Here’s to celebrating what we’ve achieved together, and all that we’ll continue to build in the years to come!

We’re proud to recognize team members from across the organization who have recently stepped into new roles. These promotions reflect hard work, dedication, and a shared commitment to going beyond. Congratulations to each of you on this well-deserved recognition!

Interested in a career with Findorff? Check out our open positions and apply today!

This article was originally published in the October 2025 edition of Wisconsin School News.

By Erika Freeman

The realities facing rural Wisconsin school districts are challenging. Some need millions of dollars in improvements across multiple facilities. Others haven’t passed a capital referendum in decades. Low enrollment levels can leave school boards with urgent infrastructure needs and inadequate budgets to fund them. But with careful strategic planning and thoughtful community outreach, these challenges can be successfully overcome.

Early starts = Better results

For rural school districts, facilities maintenance and improvements can present unique opportunities. Aging infrastructure, fluctuating enrollment, and leadership transitions can all complicate long-term planning. Building awareness, particularly among residents without direct ties to school districts, can be another tricky task. Tight budgets linked to enrollment levels further complicate matters, requiring school boards to invest wisely in only the most effective tactics.

To overcome these obstacles, school boards must embark on careful, long-term planning early in the process. That means starting preliminary assessments 12-24 months before a potential referendum date.

The school districts of Westfield and Jefferson offer incredible examples of successful community outreach campaigns. By carefully developing data assessments and smart communication strategies, launching key partnerships and planning leadership transitions, these districts were well positioned for successful outcomes.

Westfield: A comeback story

Tucked away in pastoral Marquette County, the School District of Westfield faced a daunting challenge. Its facilities were in such a deteriorated state that its long-time property insurance provider declined to renew coverage. Leaks in the high school’s plumbing were costing millions in emergency repairs. Large systems like HVAC units, boilers, and water softeners were failing across multiple schools. Without funding, the future looked bleak.

The district faced a second big hurdle: Westfield hadn’t passed a referendum in 30 years. Adding to that, both the district administrator and business manager were transitioning out of their positions.

With a total enrollment of 1,000 students, a limited budget and a vast community spanning 22 municipalities, how would Westfield leaders manage to build trust, raise awareness, and mobilize community support to meet the district’s funding needs?

Westfield’s journey began two years before holding a referendum. By starting the planning process far in advance, they set themselves up for success. In 2022, Westfield’s first step was hiring Findorff to guide long-range facility planning, including a comprehensive facility study. These efforts, combined with bringing on Somerville Architects & Engineers for the educational adequacy, capacity, and utilization analysis, laid the groundwork for a strategic communications campaign designed to engage the community and address decades of deferred maintenance.

The focus turned to the impending leadership changes. Leadership upheaval can cause significant disruptions to the progress of capital improvement projects. The board thoughtfully hired replacements, District Administrator Michelle Johnson and Business Manager Veronica VanDerhyden, with deep ties to Westfield, both being born and raised in the region and graduates of the district. This ensured that district leadership retained a local connection at the highest levels.

The Westfield School District hosted 12 community and staff meetings prior to their referendum, drawing more than 60 attendees to help shape the proposal.

Transparency and dialogue with residents, both in person and online, was critical. The district hosted 12 community and staff meetings in late 2023 and early 2024, drawing more than 360 attendees. These sessions helped shape the referendum proposal and ensured that community voices were heard.

A district-wide survey conducted in April 2024 revealed strong support for a $27 million referendum, with 61.5% of respondents in favor. The survey also identified preferred communication channels – newsletters, local newspapers, the district’s website and Facebook – that became the backbone of Westfield’s outreach strategy.

Partnering with Findorff, the district launched a robust, multi-channel communications campaign. Over 30 digital and print pieces were distributed, including articles from Johnson, referendum information sessions, newspaper ads, mailings, e-newsletters, social media updates, and website FAQs.

Visual storytelling played a key role, as did efforts to reach residents with no ties to the school system, accounting for 70-75% of eligible voters. For example, rather than simply stating that the pipes at school facilities were corroded, Johnson and other district leaders attended community events and displayed real samples of the school’s corroded plumbing. Many of these events provided residents without school-age children with first-hand understanding of the urgency of these improvements. Visually impactful tools like a corroded pipe offered a tangible, impactful message.

Real samples of Westfield’s corroded plumbing.

“Our focus with engagement was to help people see the role they play in our school system,” said Johnson. “Schools are a part of the economic health of the community, and we need all stakeholders to remember the value we bring to them regardless of their connection to our district.”

On election day, the results spoke volumes. In its first successful referendum in three decades, Westfield’s question passed with 62% of voter approval, marking a historic victory for the district.

The district credits its success with launching a campaign rooted in authenticity and responsiveness. The board proactively met residents where they live, congregate and scroll, ensuring that the right messaging reached the most people.

Today, construction is underway at Coloma, Oxford and Westfield elementary schools, along with the Westfield Area Middle/High School. The district continues to share progress updates through its website, ensuring that transparency remains a cornerstone of its relationship with the community. The Westfield project stands as a testament to the power of strategic communication, community engagement, and perseverance.

Jefferson: Framing a brighter future

The School District of Jefferson faced a different set of challenges: significant operational and facilities needs, declining enrollment and historic facilities with sentimental value for the community. The district, which serves 1,600 students across five schools, identified urgent facility needs that required costly repairs and upgrades. With mixed referendum results in the past, community engagement would be the key to success.

In 2022, Jefferson launched its “Framing Our Future Facilities” initiative, forming a Facility Advisory Committee comprised of 17 members representing a broad cross-section of the community. Findorff led the initial facility assessment, followed by collaboration with EUA for option development and long-range planning. Early survey data revealed strong support for the proposed improvements, signaling an optimistic future.

Construction needs were ambitious and far-reaching, touching all five schools in the district: Jefferson High and Middle Schools, East Elementary, West Elementary, and Sullivan Elementary. Proposed work included:

The renovations were particularly complex and had to be mostly executed during the school year. This included 57,200 square feet of renovations at East Elementary, an early-20th-century building with deep historic significance to the community. Findorff assisted in developing a phased plan to ensure students’ safety and success were not negatively impacted, underscoring the need for careful planning and coordination behind these types of projects.

Like Westfield, Jefferson changed superintendents during the planning phase. In this case, a four-month long exit strategy facilitated a seamless transition. Charlie Urness, the new superintendent became the “face” of the campaign, leading community meetings, attending workshops, and speaking directly to residents. Highly visible leadership instills a sense of confidence, transparency, and partnership with the community, but broader district involvement is essential, too. Steady, engaged involvement by school board members, administrators, and principals helps amplify messaging, spread awareness, and build trust.

“We incorporated the phrase, Strong Schools = Strong Communities, into our presentations and communications,” said Urness. “The equal sign is vital because the statement/equation works both ways.”‘

The district’s extensive planning and communications strategies were a success. The referendum passed in November 2022, allowing construction to kick off in March 2023.

Students participate in the wall smashing event to kick off construction at Jefferson High School.

Jefferson’s outreach strategies weren’t a means to an end — they were the beginning of an ongoing conversation. After the referendum passed, the district continued informing the community with project updates to show how it had faithfully delivered on its promises and was investing taxpayer funds judiciously.

Another way in which Jefferson continued its community outreach was by involving students in the construction itself. By inviting students to participate in facilities demolition, site tours and other engaging activities, it helped students learn about the unique needs of educational infrastructure and encouraged the next generation to consider a career in the trades.

A blueprint for success

Both districts’ experiences illustrate how facility assessments are an essential first step in strategic planning and fostering community trust. For rural (or any) districts embarking upon their own referendum journeys, consider the following recommendations:

As districts across Wisconsin look to the future, the stories of Westfield and Jefferson offer a powerful reminder: with the right tools and voices at the table, even the most rural communities can achieve lasting progress and help support the next generation.

Erika Freeman is director of education market client services at Findorff. She can be reached at efreeman@findorff.com.

As we celebrate 50 years of building Milwaukee, we’re deeply grateful for the people and partnerships that have shaped our journey.

Thank you to everyone who joined us in celebrating this special moment. We’re proud of what we’ve accomplished together, and we’re just getting started. As we look to the future, we remain committed to going beyond in every project, every partnership, and every possibility.

To honor this milestone, we invited longtime collaborators to share what it’s meant to work with Findorff over the years. Their reflections, paired with views of local projects, capture the spirit of collaboration, trust, and pride that defines our work.

We are thrilled to announce the recent promotions of 26 exceptional team members at Findorff. These individuals have consistently demonstrated leadership, dedication, and a commitment to excellence that continues to shape our success. Congratulations to each of you!

Interested in a career with Findorff? Check out our open positions and apply today!

As part of our ongoing commitment to operational excellence, strategic growth, and empowering the people who drive our success, we’re proud to announce senior leadership promotions of several exceptional individuals.  

These promotions reflect not only their individual contributions but also our broader vision for the future of our organization. 

Eric Plautz, Vice President – Project Management 

Eric is known for his exceptional ability to build strong relationships with clients, partners, and team members alike. As the leader of our Project Management team, he empowers others through coaching and professional development, fostering a culture of growth and collaboration. Eric’s passion for community-based projects like the Overture Center for the Arts, Centro Hispano, and Wisconsin Youth Symphony Orchestras (WYSO) reflects his commitment to making an impact both within our organization and across the communities we serve. 

Jason Mattila, Senior Vice President – Preconstruction 

In his 21 years at Findorff, Jason has led construction management and preconstruction efforts with strategic precision, guiding teams through a period of remarkable growth. His emphasis on continuous improvement has enabled increased participation in a broad range of market pursuits, allowing the team to price and deliver projects of varying scale with speed and accuracy. His ability to balance volume with quality has elevated our preconstruction performance across the board. 

Jim Martin, Senior Vice President – Project Management 

Jim oversees operations for our second largest department, Project Management, which includes more than 150 team members. His leadership is instrumental in aligning our teams across industries and regions, ensuring they are positioned for operational excellence. Jim’s strategic insight helps to drive successful outcomes for our people and deliver exceptional projects for our clients. 

Joe Schuchardt, Vice President – Wausau 

With over 35 years of experience in the North Central Wisconsin area, Joe played a key role in establishing our Wausau office in 2019 and growing it to the team of 15 that it is today. His leadership has driven regional success through strong client partnerships, with a particular focus on the manufacturing and food & beverage industries. Joe oversees all Wausau operations, providing strategic guidance to ensure every project is delivered successfully. 

Justin Mitten, Vice President – Yard Operations 

Justin leads our Yard and Prefabrication Operations, driving progress, innovation, and efficiency across both sites. His operational expertise is complemented by a strong passion for empowering the tradespeople and field teams who bring our work to life every day. He creates an environment where ideas are heard and improvements are embraced, helping teams feel valued and engaged. This approach has fueled remarkable growth. Under his leadership, Yard operations have expanded significantly, and equipment inventory has increased by 25%.  

Kyle Olson, Vice President – Field Operations 

Kyle began his career with Findorff more than 20 years ago as a laborer, steadily advancing through several leadership roles to where he is today. His hands-on experience and strategic leadership have helped our field workforce grow to record levels of over 1,000 tradespeople, including more than 160 apprentices. By fostering collaboration between field and office teams and focusing on accountability, teamwork, and continuous improvement, Kyle continues to elevate operations and reinforce our commitment to safety, quality, and productivity.  

Matt Breunig, Senior Vice President – Operations & Risk 

From his beginnings as a Project Manager, Matt’s career trajectory through senior management positions reflects his commitment to excellence and growth within the organization. His influence spans our K-12 and higher education projects, as well as our Milwaukee operations. Today, Matt leads construction risk management initiatives, oversees broader business operations, and provides executive oversight in Milwaukee. 

Michelle Kraemer, Vice President – People Strategy 

Michelle leads our People Strategy team, aligning our work with the company’s long-term vision and commitment to a human-first culture. Over the past several years, she has transformed the company’s HR function into a strategic partner focused on leadership development, employee growth, and meeting people where they are. This evolution reflects a deeper investment in our people, ensuring that our culture and practices support both individual and organizational success. 

Tony Sullivan, Vice President – Healthcare 

With over 20 years of construction experience, Tony joined Findorff as a Senior Project Manager nearly 11 years ago. Since then, he’s been a driving force behind the long-term success of our healthcare work. He serves as a leader and strategic partner to both clients and project teams. Tony plays a vital role in maintaining strong client relationships, identifying new opportunities, and ensuring projects are delivered with excellence.  

Each of these leaders has played a pivotal role in shaping our success. Their expanded roles will help us better align our operations and continue to deliver exceptional value to our clients and communities.  

We are excited to announce the promotion of Tiffany Scheller to Chief Financial Officer (CFO). Tiffany has played a pivotal role at Findorff over the past four years, serving most recently as Vice President of Finance. Her promotion reflects not only her leadership and commitment to excellence, but also her dedication to building meaningful connections and strengthening the communities we serve.

With nearly 30 years of experience in finance and strategic leadership, Tiffany has a wealth of expertise and a passion for making a positive impact in the community.

Tiffany is actively involved in several organizations, serving on the Lake Ridge Bank Board of Directors, the American Family Children’s Hospital Development Partners Advisory Board, and serving as President of the Madison Chapter of the Financial Executives International Board. She is also an active member of TEMPO Madison and served on the Scholarship Committee for several years.

Congratulations on this significant achievement, Tiffany!

We are excited to announce the promotion of several outstanding team members at Findorff, whose exemplary leadership has truly made an impact. Congratulations to each of you on your well-deserved promotion!

Interested in a career with Findorff? Check out our open positions and apply today!

Findorff is celebrating its 50th anniversary in Milwaukee and an exciting new chapter of growth for the Milwaukee leadership team.

Chad Bathke, Vice President – Milwaukee 

Chad Bathke joins Findorff’s Milwaukee leadership team as Vice President – Milwaukee. Chad will play a crucial role in driving growth and strengthening the company’s presence in the Milwaukee area. With more than 30 years of experience in the construction industry, Chad has held several positions, most recently serving as Chief Operating Officer.

Chad brings a wealth of industry knowledge and extensive experience in the education market, along with deep connections to the Milwaukee community through engagement and board memberships, including Associated General Contractors of Greater Milwaukee, Saint Joan Antida High School, and the United Way in Waukesha County. Chad has also been actively involved with the Associated General Contractors of America.

Chad will be joining Findorff’s devoted leadership team in Milwaukee.

Mike Stern, Director of Project Management

A dedicated mentor with 15 years of industry experience, Mike leverages his expertise and leadership to deliver award-winning craftsmanship to projects of all sizes in Milwaukee. Mike is passionate about serving clients and meeting their needs and has led teams on noteworthy Milwaukee builds, including The Moderne, multiple projects at Marquette University, Eagleknit Innovation Hub, and more.

Mike is active in the community, having served as a former president for the AGC of Greater Milwaukee. He is additionally on the Marquette University Civil Engineering Advisory Committee and Building Advantage Board of Directors. In 2024, Mike was recognized as a Notable Leader in Construction, Real Estate & Design by BizTimes.

B.J. Bowen, Director of Special Projects & Preconstruction

B.J. oversees preconstruction efforts and leads the Special Projects Group, a highly responsive and relationship-driven construction team that tackles small-scale projects for clients throughout Milwaukee. His leadership experience spans local projects such as Associated Bank, BMO, University Club Tower, Spring Creek Church, WeEnergies, and more.

Beyond construction, B.J. serves on the AGC Greater Milwaukee Board of Directors and Leukemia & Lymphoma Society – Light the Night Executive Committee, in addition to working with AGC of Wisconsin, Hunger Task Force, and United Way of Greater Milwaukee.

John Ferguson, Robbie Oldenburg, and Jeff Eckstein will continue to serve as Directors of Business Development in the Milwaukee market.