1. Project Chartering
What is project chartering and how will it support our bond program?
• Project chartering serves as the roadmap for success, setting the tone for collaboration, accountability, and decision-making from the outset.
• A well-crafted charter clearly defines roles, responsibilities, and governance structures, creating shared ownership and a framework for proactive problem-solving.
• Stakeholder engagement allows for staff and stakeholders to shape the project’s success. Their input and participation are essential—and while it does require dedicated time, it also ensures their perspectives directly influence outcomes. Engagement levels are clarified and roles defined early, ensuring everyone understands their contribution and feels invested in the results.
• Chartering helps align all stakeholders early, reducing misunderstandings and keeping the program on track.
Bring together District Staff, Owner's Representation team, and key stakeholders
Choose the right path for each project. Plan ahead.
2. Procurement Strategy
CONSTRUCTION MANAGER/GENERAL CONTRACTOR (CM/GC)
DESIGN-BID-BUILD (DBB) AND QUALIFICATIONS-BID (QB)
How do we determine which delivery methods will best suit our project?
• Evaluate delivery options such as CM/GC, Design-Build, and Progressive Design-Build to fit project needs.
• Develop phasing strategies to align with district priorities and bond spend-down requirements.
• Anticipate long-lead items (equipment, technology, materials) to reduce risk of delays and cost overruns.
3. Keeping Dollars Local
What can we do to keep precious community bond dollars local as well as provide opportunities for workforce training and enhancement?
• Select an Owner’s Representative with strong, trusted relationships with local contractors and vendors.
• Encourage local hiring and apprenticeship programs to grow the regional workforce.
• For MWSBE goals, choose an Owner’s Representative experienced in helping clients meet and exceed participation targets.
4. Communications Planning
How can communication with stakeholders, faculty, and staff be managed during the bond work?
• Recognize communication as critical, especially when campus activities are impacted.
• Provide transparency around milestones, disruptions, and successes to build trust.
• Engage with the Owner’s Representative to help develop a comprehensive communications plan that keeps faculty, staff, students, and community members informed and engaged.
5. Planning for Optimization of Energy Trust
How can we maximize Energy Trust incentives from the start?
• Engage the Owner’s Representative early to integrate Energy Trust incentives into project goals and budgets.
• Align design and system selections (HVAC, lighting, controls, envelope) with Energy Trust requirements to capture available incentives.
• Use a proactive commissioning approach to ensure systems are installed and performing as intended, unlocking both incentive dollars and long-term operational savings.
• Track Energy Trust milestones throughout design and construction so deadlines aren’t missed, and maximum rebates are secured.
Unite vision, expertise and people for project success.
6. Select an Owner Advisor, not a Project Manager
How do we understand the difference between a Project Manager and an Owner Advisor?
• Owner Advisors operate at all levels of the program—aligning projects with organizational goals and selecting the right delivery method, beyond managing just scope, schedule, and budget.
• They build one collaborative team in service to the Owner, shaping a culture of trust, transparency, and accountability.
• Owner Advisors establish a clear vision, motivate partners, and foster healthy working relationships that drive collective success.
• They create decision-making frameworks, guide stakeholder consensus, and translate complex issues into actionable choices for Owners and boards.
