News & Insights
Photo courtesy of: Greg Land
Photo credit: iStockPhoto
Over the course of my career, I’ve worked with school districts across California and beyond, and I’ve seen a consistent theme: leaders who are deeply committed and passionate about educating the most important asset they’ve been entrusted with—our children. But many of these same leaders don’t realize they’ve also been entrusted with another valuable, yet often overlooked, asset: real estate. And this asset holds untapped potential to support their district’s needs, goals, and long-term priorities.
I understand why real estate might not be top of mind. You’re already juggling curriculum demands, teacher shortages, budget pressures, rising construction costs, and a vocal community that doesn’t always recognize your efforts to provide a high-quality education. The list feels endless.
General funds are stretched thin, and bond funds—when available—rarely cover all capital needs. School sites naturally take priority, leaving non-instructional assets like transportation yards, warehouses, and even employee housing initiatives without dedicated funding. If these aren’t explicitly included in a bond program, they’re often left behind.
But what if your existing real estate could be evaluated, optimized, and used as a funding source?
If you’re in district leadership, I challenge you to think differently about the land and buildings in your care. School districts are often among the largest landowners in their communities. Yet many leaders don’t have a full inventory of what they own—especially when it comes to underutilized properties. And even fewer are aware of how these assets could serve a broader strategic purpose.
Most Facilities Master Plans focus on constructing, repairing, and maintaining instructional facilities. But very few address how to manage properties that are no longer essential to the educational mission. Some of these assets have sat unused for years and may not serve a clear educational function in the foreseeable future.
With enrollment declining across many districts and school consolidations looming, the number of surplus or underutilized sites is only going to grow over the next five to ten years. That presents both a challenge and a powerful opportunity. As leaders, you have not just an option—but a responsibility—to use all your assets to strengthen your district’s financial health, support your workforce, and better serve students. This means that every property should be evaluated through the lens of how it supports your district’s broader goals.
One of the biggest barriers I see is siloed decision-making. Facilities, transportation, food services, and finance teams all work hard—but often in isolation. That lack of collaboration leads to missed opportunities, or worse, misguided investments in properties simply because the district owns them, even if they’re poorly located for their intended use.
Take transportation, for example. If your district is transitioning to electric buses and vehicles (as many are), don’t just focus on procurement. Ask how your real estate portfolio supports this shift. What are the optimal locations for charging infrastructure, bus depots, and service yards? Do these sites have the electrical capacity needed? If your current properties don’t align, what are your alternatives—and how will you fund the best solution?
The same questions apply to food services. Outdated kitchens and inefficient distribution centers quietly drain budgets. Could a centralized facility cut costs and improve efficiency?
And what about warehousing? Many districts have adopted “just-in-time” delivery for supplies. Is your current warehouse still needed? Is it sized right? Is it located strategically to serve your district’s needs over the next decade?
School districts can partner with developers to create mixed-use projects that combine schools, clinics, community services, and even retail—sometimes with housing above. I’ve seen shuttered schools reborn as early childhood centers, workforce housing, and public health facilities.
You don’t have to go it alone. But you do need to think beyond the traditional model. Your real estate doesn’t have to be just classrooms and cafeterias. It can be community infrastructure. It can generate revenue. It can become a powerful strategic tool.
Move from reactive to proactive
Most district leaders weren’t trained in real estate strategy—and that’s perfectly fine. You don’t need to be an expert in development or brokerage. What matters is taking the first step: becoming a good steward of what you already own. Look at every square foot and ask:
When you begin asking those questions, opportunities start to emerge.
At B&D, we specialize in helping districts unlock the potential of their real estate. We’ve partnered with public agencies to align facilities with mission, uncover new funding sources, and develop long-term plans that benefit both students and communities.
If you’re ready to take a more strategic approach to your real estate portfolio, we’re here to help. You don’t have to do it alone. But you do have to start—because the future of your district might be hiding in plain sight.
Al Grazioli is a vice president in Brailsford & Dunlavey’s Southern California PK-14 practice, where he leads initiatives to repurpose underutilized educational assets, particularly in affordable housing, to support school priorities. With over 20 years of experience in real estate and educational facility development, including leadership roles at LAUSD, he is recognized as an expert in workforce housing and resource management. He can be reached at agrazioli@bdconnect.com.
