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.

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.

“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:

• Enhancing security at main entrances and fire alarm replacements for improved student safety.
• Upgrading and repairing several failing and inefficient building components.
• Modernizing learning environments with new high school agriculture and technical education labs to support hands-on learning.
• Renovating classrooms for more dynamic and flexible instructional environments.

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-20^th-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.

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:

• Start with data. Assessments reveal urgent needs, guide prioritization, and provide vital information for future communications. Surveys reveal insights into the level of community support.
• Engage the community. Transparent conversations build support and shared ownership. Hold open houses. Attend local events and meet people, including those outside of the school system. Learn where residents congregate online, and share information there, too.
• Leverage partnerships. Experts in construction, architecture, finance, and demographics provide critical insights. Consider hiring a district communications professional to help manage external messaging and strategy, long before a referendum.
• Adapt to change. Leadership transitions are inevitable — continuity comes from clear vision and local commitment. Make smart choices to avoid disruption.

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.

Findorff’s Education division is led by a group of incredibly dedicated and talented individuals who have spent years building relationships with Districts across the state. Over the past year, our education leadership has evolved, with two familiar faces now taking the reins. Though you may have seen them at the State Education Conference, we are excited to officially congratulate our education division leaders:

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Erika Freeman: Erika’s move into her role as Education Market Manager is recognition for her experience and commitment to Findorff’s education clients over the past eight years. Throughout her time with Findorff, Erika has been a part of fostering many long-lasting relationships with Districts across Wisconsin. She has proudly led planning efforts for over $573 million in referendum projects.

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In her new position, Erika will:

• Provide leadership to Findorff’s education division with a focus on client relationships and planning successful community-supported projects
• Plan internal forums to provide training opportunities for the education team
• Provide leadership and support to Districts during facility planning, and pre- and post-referendum communications efforts

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‍Aaron Zutz: Aaron has taken on a senior-level position as Director of Project Management for Findorff, focused on the education division. His leadership on over $700 million in school construction projects, including brand new schools and complex renovations, is why he earned this promotion.

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Using his extensive experience, Aaron will:

• Provide leadership to Findorff’s education division with a focus on project management
• Provide support and strategy from planning to project closeout
• Act as a client resource to ensure Findorff’s project teams continue to provide exceptional service

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Although Erika and Aaron have been elevated within the Education Division, their predecessors remain committed to the Education Division’s success – especially Findorff’s clients.

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Now as Vice President of Education Market and Vice President of Marketing and Communications, Christin Mlsna can fully tap into her specialty, combining her passion for work in the education market and expertise in marketing. Though Erika has taken on portions of Christin’s previous role, she will continue to provide executive leadership for Findorff’s education division.

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Matt Breunig continues to serve Findorff’s education division in his position as Vice President of Operations. In his current role, Matt is providing executive oversight to Findorff’s Milwaukee office while also focusing on maintaining our standard of operational excellence company-wide. Matt will continue to be a mentor in the education division and is excited to continue building relationships with our clients.

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On July 19th, Findorff, Madison Gas & Electric, the Oregon School District, and Slipstream hosted the 2022 Sustainability Forum at Forest Edge Elementary in Fitchburg. The forum, held at the largest verified net zero school in the Midwest, brought together area educators and leaders in renewable energy to discuss the journey to achieving a net zero building. These green subject matter experts shared forward-thinking approaches to planning, designing, and dreaming big on the journey to net zero.

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Materials on how to begin the net zero building journey can be found here.

National Women in Construction Week is a week we love to celebrate and embrace at Findorff. There aren’t enough adjectives to accurately describe the exceptional qualities of the ladies who contribute to the success of our company. Each day, our Findorff women continue to break down barriers and prove that the sky is the limit for women in the construction industry. We’d like to thank all our dedicated, hardworking, and extremely talented ladies who make up the Findorff family.

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Are you interested in learning more about what makes some of our team members proud to be in the industry, or advice they would give to another woman entering? We did a Q&A with some of the ladies on the Findorff team – see below to learn more about each of them, and some interesting insights and advice they have!

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‍Q: What advice would you give to a woman in or entering the industry?

‍A: My advice would be to insert yourself and push yourself outside of your comfort zone. Before working at Findorff, I had no experience with construction so I’ve tried to ask as many questions as possible and volunteer for things that in my previous work experiences I usually wouldn’t do. (Rory, Project Engineer Co-op)

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A: Be prepared to learn. There are so many different areas in the construction world. Finding your niche is key. (Kelly, Yard Operations Specialist)

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‍Q: What makes you proud about working/being in the industry?

‍A: I’m proud to work in an industry that serves people in every area of life – from education, healthcare, arts, residential, and more. All to help make the world a better place. (Kamila, Project Engineer Co-op)

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A: I am most proud knowing the struggles I face, and work through today will be less prevalent for women that come after me. Each competent woman builds upon the next one, and through our own examples we show that women can do this work. In doing so, we change the minds of those that might think women don’t belong in the construction industry. (Lynn, Journeyman Carpenter)

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‍Q: What about being a part of the Findorff Family brings you the greatest fulfillment?

‍A: I strongly believe that my team motivates and supports me in completing my responsibilities and in achieving my personal career goals. The opportunity to take initiative with new responsibilities, and to work on great projects with amazing teams is the best part of being a member of the Findorff family. (Kshethra, Project Engineer)

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A: I enjoy the journey. We work with great people… from the newest hire to field leaders and executives who have been here for decades. It’s fulfilling to grow in the company and see us grow and build amazing things. (Laura, MEP Group Lead)

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‍Q: What is your favorite project you have been a part of or your favorite experience of a project you are currently working on?

‍A: I have been lucky to be on a lot of really cool projects, but my favorite project to date is the Meriter Child & Adolescent Psychiatric Addition & Renovation. It was a challenging project that had a lot of unique characteristics paired with a really great team. Ultimately the project was a success and the owner was happy. (Jenna, Project Manager)

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A: I am currently enjoying being part of the team building Marquette University’s new College of Business Administration. It is always so fun to see a new building rise from nothing but a hole in the ground into a fully-fledged structure! (Justine, Assistant Project Manager)

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Just a few weeks ago, Forest Edge Elementary School in Oregon, WI received notification that it made history as the FIRST Net Zero Energy school constructed in Wisconsin! Championing sustainability, a net zero facility produces an equal amount of energy as it consumes, achieved by using innovative tools for energy efficiency, renewable energy, and energy storage. This energy is produced primarily by 1,704 solar panels covering the roof of the facility. Forest Edge also uses 99 geothermal wells, electrochromic glass, battery storage, and no natural gas, setting a new bar for Wisconsin schools. It was a pleasure to work with the Oregon School District and other partners in the pursuit of sustainability excellence.

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Building a net zero facility takes an experienced team and significant planning to complete. Envisioned and guided by the Oregon School District, planned and designed by Bray Architects and HGA, and built by Findorff, Forest Edge Elementary spans 126,580 square feet. For a building of this size to produce as much energy as it consumes, the construction process was different from building a typical elementary school. Our construction process revealed four big takeaways:Net zero requires a deep and thorough dive into energy efficiency – what it means, what it looks like in a school setting, and what infrastructure is required to support it. This level of detail meant that Ben Austin, Sustainability Lead at Findorff, played an active role to ensure the project team’s goals were always in alignment with the district’s sustainability outcomes. Additionally, senior project managers Jenny Nelson and Steve Gay, and superintendent Larry Baker, stayed on top of every detail from the building’s insulation to a single lightbulb. When considering energy usage, no component is too small to be overlooked.

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‍A change to one system is a change to them all. Every building element is intertwined. For example, the activation of a motion-detecting light could trigger the HVAC system as well, directly impacting the amount of energy used for even the smallest of movements. This means every change made to the low voltage systems, the lighting usage, the electrical system, and the air-conditioning systems must be communicated across every team – from the engineers to the manufacturers to the project managers – so that the appropriate adjustments can be made.Forest Edge Elementary is a continually evolving facility. For most buildings, there is a definitive start and end to construction. A net zero building requires continuous adjustments after it’s occupied and operating to ensure alignment with the net zero target. That translates into a collaborative and long-term partnership between the designer, contractor, and school district that focuses on performance and improvement to make a positive impact.

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‍A net zero school is possible, and the future of sustainable buildings is now. Just a few years ago, the Oregon School District identified an ambitious, yet achievable goal. They chose partners that shared their passion and vision for presenting the community with not only a highly sustainable facility but one that would set a new standard for schools across Wisconsin.

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Blog written by: Evan Hoerl, Madison Country Day School student

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‍What started as an idea and a concrete foundation in my junior year of high school has become a full-fledged building in my senior year. While I was away working on college essays and summer homework, Findorff worked tirelessly to ensure I would have a better school in which to return. With the addition of more classrooms, collaboration spaces, and labs, the new wing of Madison Country Day School that Findorff built has been more than just a way to expand to fit our growing numbers.

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Over just the last few weeks, the new STEAM (Science, Technology, Engineering, Arts & Math) wing has been integral to igniting STEM education and expanding our ever growing music and art programs. But, it has done more than expand the programs individually, it has tied them together so they all grow together. From the window of the new chemistry lab and the biology lab, you can see the art students on the deck painting the prairie which we are studying in our Group 4 project. In this project, biology and chemistry students work together in the new collaboration spaces to create an experiment to study an aspect of the prairie that interests them.  In addition, the new wing has brought technology to the music department in the form of a new recording studio as well as an outdoor performance area which can be seen from the STEM and Art classrooms. But what I am most excited about is the most drastic change to MCDS: the Makerspace. This gives students access to 3D printers, laser cutters, and other shop tools and has opened doors for a new curriculum I am excited to see develop.

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I can’t wait to see how the new building will continue to help my brother and me to ignite our interests in STEM, Art, and Music, and can’t thank Findorff enough for the incredible job they have done for my classmates and me.

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Blog written by Findorff’s Director of Education Market & Communication Services, Christin Mlsna

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Summer is a special time of year for Findorff and our education clients as we prepare for excited students to come back to school.

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To say we’ve had a busy past few months is an understatement! From secured entries to completely rebuilt schools, we are proud to have worked in nine school districts and four colleges where we completed dozens of projects for the 2015-16 school year.

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Findorff worked in or constructed the following spaces over the summer:

• Thirty-one buildings
• Nine elementary schools
• One intermediate school
• Six middle schools
• Five high schools
• Two art suites
• Two STEM/STEAM spaces
• Five secured entries
• Three IMCs/libraries
• Two cafeterias

Over 40,000 students will benefit from the transformed spaces Findorff constructed. We are very proud of the work we’ve accomplished for every client this summer, and wish all of the students and staff good luck on another great school year!