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Consultants tell Rainier board renovations can meet most needs; stress long community process for any bond
Summary
DLR Group told the Rainier School District board that the district can likely right-size and renovate existing buildings rather than build new ones, but recommended an 18-month, community-centered engagement process before pursuing a bond. The team identified specific mechanical, accessibility and pool issues that will need targeted testing and cost estimating.
DLR Group representatives told the Rainier School District board that, based on site walks and planning review, the district has "good bones" and that many needs can be met through renovation and reconfiguration rather than wholesale new construction.
Chad Holloway, the superintendent, introduced the DLR team and framed the discussion as centered on student needs. "I am doing what's best for kids," he said, noting that the district must balance educational priorities with fiscal realities. Karen Montavino, an architect with DLR, described a process that begins with listening, utilization studies and small-group workshops, then produces multiple scenarios and independent cost estimates to test community support.
DLR emphasized rightsizing: removing non-load-bearing partitions, reconfiguring open-classroom spaces, and targeting HVAC and acoustical improvements that can create stronger learning environments at lower cost than new construction. "You have a good bit of square footage," a DLR presenter said, recommending studies to see how the space can be multiused and reconfigured.
Board members and DLR also discussed the district pool. A DLR reviewer and local owner representative flagged corrosion and ventilation as areas needing forensic tests. One board member gave a cost example from nearby work and said a comparable new pool recently cost about $12,000,000. DLR recommended targeted testing of beams and deck conditions and investing in modern heating and ventilation to limit humidity and chemical damage before deciding on replacement.
The consultants urged that any bond campaign start with an inclusive, multi-layered community engagement plan involving citizens committees, town-hall workshops, surveys and outreach at events such as athletic contests. "If you're below about 45% yes, you probably don't have a plan that resonates with the community," Montavino said, arguing that previous failures stemmed from a rushed timeline and offering only a single, high-dollar option.
DLR recommended practical next steps: commission a utilization study and independent cost estimates, hire an owner's representative to manage scope and sequencing, and design an 18-month public process that produces two or three scenarios that reflect community priorities and funding realities. The consultants also pointed to state matching and seismic grant programs as potential supplements to bond funding but cautioned that grants often carry administrative burdens.
The board did not vote on going to a bond during the session; staff and consultants agreed to return with refined cost estimates, an engagement plan and a proposed procurement timeline if the board directs staff to explore the bond option further.
