Athletics Project Playbook

ATHLETICS Project Playbook

May 2017

INDEX About CPC Page 3

Team SSC Page 4-5

Getting Started Page 6-11

Planning Page 12-17

Getting Buy-In Page 18-23

Project Funding Page 24-25

Project Management Page 26-29

Cooperative Purchasing Page 30-37

Cover Image: FieldTurf Index Image: Fisher Tracks

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About CPC

Cooperative Purchasing Connection, a statewide partnership, is serviced

locally by Southeast Service Cooperative. The Athletics Project Playbook is designed to support our members in the process of expanding or renovating athletic facilities. Whether you are in the early exploration stage or in the process of making the dream into a reality, this playbook provides ideas and tools to help you be successful. We talked with school leaders and athletic directors about their experience and pulled together resources to assist you with project planning, communicating your vision, bringing stakeholders onto your team, and making lasting improvements for your athletic programs.

Discounts are available for members of the cooperative and pre-bid contracts are ready when you need them. No need to complete a labor-intensive bid. Cooperative Purchasing Connection Program Manager, Sarah Ness, can help you navigate the many contract options for athletics - from artificial turf and rubberized track to sports lighting and stadium seating. A full list of athletics contracts is available on page 32 and online at www.purchasingconnection.org.

Image: Hellas Construction

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Dear SSC Member, Thank you for checking out the Athletics Project Playbook! As you begin to plan your athletics facilities improvements, please connect with me on your project. In addition to hearing about your exciting plans, I will be happy to work with you on your purchase planning to maximize your benefits through the Cooperative Purchasing Connection.

We have many resources at SSC that can assist you throughout the facilities improvement journey, including ACCESS Advisory Service, CESA 10, and IEA. The large scope of some projects can seem daunting, so we’ve lined up these additional resources to assist with project planning, project management, referendum studies, and referendum planning. For information on these additional resources, please visit www.ssc.coop/facilities.

Sarah Ness

Cooperative Purchasing Program Manager sness@ssc.coop • 507.281.6678

Enjoy the Athletics Project Playbook!

Sarah Ness

Team SSC At Southeast Service Cooperative, our Systems Planning and Strategic Visioning members come first.

Developed by SSC for systems planning, the process is customized for each agency and may include values identification, context map, big questions, and bold steps development.

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At Southeast Service Cooperative, our members come first.

CESA 10 can provide a third party facilities audit.

With extensive experience in construction and engineering, they can serve as the Owner’s Representative or manage comprehensive projects.

Cooperative Purchasing Connection at Southeast Service Cooperative As a member of Southeast Service Cooperative you have full access to the Cooperative Purchasing Connection (CPC). CPC works with member agencies to determine purchasing needs. Our staff seek competitive bids to determine the best vendor based on price and value added services such as free shipping, free consultations, extended warranties and more. The CPC website, www. purchasingconnection.org, allows members to view vendor profile pages, members-only discounted pricing, and online ordering instructions.

Benefits of using the Cooperative Purchasing Connection: Volume Counts The combined purchasing power of our nearly 1,500 member agencies create substantial discounts on products available from our more than 65 partnered vendors.

Convenient Ordering Purchase directly from the vendors and order only what you need, when you need it.

Satisfies Bid Requirements Our formal bids and RFPs satisfy the Minnesota competitive bidding requirements (Minnesota Statute 471.345 subd. 15) so you can purchase off our contracts without needing to bid on your own. Saving you time and money!

Expertise On Your Side The statewide Cooperative Purchasing Connection team has experience working with members and vendors. This established relationship is the foundation of our assurance on great pricing, quality, and service.

At Southeast Service Cooperative, our members come first.

IEA provides Environmental Health and Safety services. They can conduct safety and maintenance tests on sports fields to measure shock absorbency and assist with facilities planning.

At Southeast Service Cooperative, our members come first.

The objective of ACCESS Advisory Service is to assist school leaders in meeting district-level and building level outcomes through the alignment of human resources, financial resources, leadership and facilities management.

Advisors are available for project management including referendum planning and facilitation.

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Getting Started

Image: Anderson Ladd

Anderson Ladd, a Haldeman Homme, Inc. company, offers members the ability to purchasing hardwood flooring products and services for new installation, renovations, refinishing, and restoration projects at consortium level discounted pricing.

The Cooperative Purchasing Connection contract also provides options for extended warranty and maintenance packages.

Getting Started

How you start your athletics project might be one of the most important factors in the success of the project. Now is when you need to determine who is on the planning team. Assess the strengths and weaknesses, time commitment, and level of interest for each team member. Following that assessment, you will identify the areas of the project where you will need outside help and/or expertise. For each area, you need to identify the key qualifications, define the desired skills, and create the selection process for consultants (which may require a Request for Proposal).

Resources

Minnesota Department of Education Guide for Planning School Construction Projects in Minnesota Gates Foundation Facilities Expansion Planning Tool Summary CESA 10 Mosinee School District Facility Audit IEA Sports Field Safety Presentation Mindtools Project Initiation Document Checklist Project Initiation Article At this preliminary planning stage, information is power. Take time to collect data and assess athletics needs. Compile ideas and discover pain points. What is working and what is not working? How are your athletics programs positioned for the future?

Consider using a third party, like CESA 10, to assess current facilities and equipment or working with IEA to test shock absorbency of sports fields.

Project Time lines Needs Assessment 3-9 months Preliminary Planning 3-9 months Final Planning 12-26 months Example: Artificial Turf and Dome Construction Austin Public Schools March 2015 - Construction began September 2015 - Turf laid November 2015 - Dome went up December 2015 – Project complete

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Who do you need to include in the preliminary planning stage? Consider the following....

• • • • • • • • • • • • • • • • • • • • • • • • •

Planning Facilitator Superintendent School Board Members Principals Support Staff Volunteer Coordinator Athletics Director and Key Staff Business Manager Communications Director Fundraising Staff or Volunteer Architect and/or Engineer Buildings and Grounds Manager Technology Director Community Education Director Special Education Director Boosters Parent/Teacher Association President Parents Students Data Analyst Community Members Community Survey Consultant Fiscal Consultant Legal Counsel City Administrator or Park and Recreation (if you are considering a collaborative effort)

What skills, strengths, and ideal responsibilities should you look for in designing your project planning team?

Check out Belbin’s The Nine Team Roles - and Why Each One is Essential to a Team’s Success.

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Southeast Service Cooperative: Strategic Visioning

What is Systems Planning and Strategic Visioning?

Developed by SSC for systems planning, the process is customized for each agency and may include values identification, context map, big questions, and bold steps development. This leads into goal setting and action planning. This is a traditional departure from strategic planning and mission/vision work. Rather than starting with what is, and trying to predict the future, this process starts with what you would have now if you could have what you want, and then starts you down the path of creating the future that you want.

Resource

Southeast Service Cooperative Systems Planning and Strategic Visioning Process Steps for Athletics Contact: Amy Grover, Director of Planning agrover@ssc.coop 507-281-6693

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School-to-School Unexpected Athletics Projects

Sometimes you do not have the luxury of pre-planning for athletics projects as Zumbrota-Mazeppa Schools experienced in 2016 when their gym floor was ruined following a rain storm. Water crept up under the gym floor and completely ruined the hardwood floor. With volleyball season underway and basketball season quickly approaching, the school board came together to look at three possible solutions at an emergency meeting: 1. Appeal to the Secretary of State for natural disaster aid and wait 3-4 month to receive a verdict if the area was considered a natural disaster.

2. Conduct a formal RFP process and make selection. The processes would have taken at least another additional month.

3. Use Cooperative Purchasing Connection contracts.

The school board decided to use the Cooperative Purchasing Connection contracts. Each hardwood floor company was at the school within a week to give a quote and view the site. Once each quote was received, the Superintendent took them to the school board. The school board made their decision on low cost and shortest turnaround time, selecting Anderson Ladd at $133,200. On a walking meeting in the old gym, they discussed elements of the current gym floor, aesthetics, what they liked and should keep and what they wanted to change.

Zumbrota-Mazeppa used their website, Facebook, and Twitter to update the public on the current state of the gym, finances of the project, project expectations, and outcomes. They also wrote articles for the local paper.

Social media was particularly important to get feedback and answer questions immediately.

Water Damaged Gym Floor - Key Takeaways Ensure the moisture levels of the concrete beneath the floor are at a point that the company can work on.

1. Direct vendors to include any possible additional costs in the quote. Such costs may include but are not limited to: moisture mitigation, cutting holes in floor for volleyball courts, and threshold work on doors in and out of gym.

2. Request a time line in writing with a punch list of action items to be achieved in that time frame.

This will help those on both ends of the project, the member and the vendor, to stay on target and complete tasks timely.

3. f you are dealing with water issues, expect there to be added costs to fix the water problem (i.e. sump pumps, pipe systems, etc.).

4. Keep key stakeholders in the conversation and include them in the process. Their voice and involvement creates community buy-in and increases positive reactions with the end result.

News Record Article: ZM School Year Off to a Wet Start

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Zumbrota-Mazeppa “Utilizing the SSC CPC contract was vital to our school district in getting a job done well and quickly. After our high school gym flooded over the Labor Day weekend, we needed to quickly determine our options and move forward with a plan. In sharing multiple ways to proceed to our school board, it was clear that using an SSC CPC contract was the most efficient and cost effective way to go. Having already gone through the RFP process the CPC saved us weeks on the length of the project. This was very important so that we could get phys. ed. classes and evening sports into the gym as fast as possible.�

Gary Anger, Superintendent, Zumbrota Mazeppa School District

Member Advice When redoing a gym floor, make sure to plan the design for lines and appropriate holes for volleyball and other sports.

John Marshall High School, Rochester

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Planning

Image: Techline Sports Lighting From design to installation, Techline partners directly with you and your team to manage everything from concept, installation, and beyond. Sports Lighting is their ONLY business and their team is committed to exceeding your expectations. Techline provides the highest quality lighting systems at the most competitive prices.

Engaging Stakeholders

Following a needs assessment, your team will work to engage stakeholders in order to prioritize key projects or athletic facilities issues that need to be address. If you are clear about what you need from them, stakeholders should provide the high priority areas for improvement. What you learn from this round of stakeholder engagement will inform the larger community survey for referendum (if needed) and define issues that need to be explored in a deeper dive. Plan multiple surveys, consider sample sizes, monitor response rates, and prevent survey fatigue. Take time to analyze the data and report findings with stakeholders. Be transparent and use many methods to communicate (website, social media, newsletters, electronic parent communication, student announcements, etc.).

Engagement Tactics • • • • • • • • • •

Interviews Online Surveys Focus Groups Forums Advisory Committees Town Halls Retreats Social Media Email Campaigns Community Presentations

Resources

Stakeholder Engagement Tools Project Prioritization Guide Impact-Effort Matrix - Priority Matrix Book: Innovating for People by Luma Institute MindTools, SWOT Analysis Worksheet

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Budget Planning

Obtaining costs estimates for athletics projects early in the process is essential to help stakeholders prioritize options. You’ll need the information to conduct a feasibility study and plan the bond referendum. Additionally, savings on maintenance, life cycle costing, and operational inefficiencies need to be calculated. To get project estimates, you can contact CPC vendors or work with CESA 10. If you are building a business case that includes future revenue streams (i.e. through rentals), you need to work out realistic expectations. These components will help you factor the big picture return on investment and complete an initial cost/benefit analysis. Remember to include the costs for project consultants, studies, concept design, marketing and communications.

Key Process Steps for Financial Planning: 1. Determine net debt limits 2. Complete estimated cost for project proposal 3. Explore funding streams and financing options 4. Prepare data and information on state debt equalization aid and tax impact in community 5. Issue bonds following successful bond referendum 6. Consult with Southeast Service Cooperative on Cooperative Purchasing Connection contracts that align with your project 7. Complete necessary project bidding for services, materials 8. and equipment not available through Cooperative Purchasing 9. Connection 10. Reinvest bond referendum levy proceeds until funds are need to pay contractors

Resources

Minnesota Department of Education Guide for Planning School Construction Projects in Minnesota, Project Financing (page 57-58) FieldTurf Web page: Cost Calculator Web page: Cost Analysis

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Feasibility Study

Depending on the scope of your project, you may need to conduct a feasibility study. This will include a comprehensive needs assessment, current state of facilities, use projections, operational impacts, community benefits and impacts, revenue and expense projections, competitive analysis, programming review and projections, demographic studies, estimated construction costs, data summary, and local and regional trends.

Resources

Feasibility Study: Sports Complex Planning Process Rochester Sports and Entertainment Arena Strategic Feasibility Study City of Edina Sports Dome Feasibility Study

Survey Tools • • • • • •

SurveyMonkey SurveyGizmo School Perceptions Google Forms Poll Everywhere

Survey Examples

Waconia Public Schools Ashwaubenon School District (WI) Marshfield Schools (WI) Survey Trend Analysis

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School-to-School “Cooperative Purchasing Connection has always provided Austin Public School District with great products at a fair price. This was no different when we decided to install synthetic turf on two of our athletic fields. The solicitation process was straight forward because the pricing structure is transparent and the [contracted vendor] customer service was second to none. We were able to install the product we wanted, at a competitive price and within the construction schedule that met the district’s expectations.”

Mat Miller, Austin Public School District

School and City Athletics Project Collaboration

The athletic turf and dome project was identified as a key community opportunity through the City of Austin’s Vision 2020 initiative to beautify and attract visitors. The City and Austin Public School District partnered to bring it to life. The project was funded by $2.5 million Austin Public School District reserves and a $2.7 million grant from the Hormel Foundation. After engaging staff and community in project planning, the project leadership analyzed pre-bid contract options and completed over twenty reference checks on the final two synthetic turf distributors. After selecting a vendor through the Cooperative Purchasing Connection, they were ready to begin the construction phase.

Factors to consider when deciding on a turf vendor: • Price and Quality • Support/philosophy of the company • Feedback & site visit to those who have put it in • How much time does it take to care for? How do you care for it?

• How to fund? Long-Term Facilities Maintenance?

• Length of life: 8 years for high use and 10-12 years for moderate use • What is the purpose of your field?

Lessons Learned

1. Address signage needs and upgrade options. Explore sponsorships revenue options with Daktronics.

2. Consider replacing the current sound system.

3. Plan for parking, site lighting, coach boxes, press boxes, and concession stands during the initial planning. Develop a complete package for funders to support.

4. Lighting for outdoor facilities at night increases usability.

5. Weather is out of your control and expect construction delays due to our climate.

6. Plan for varied use and guests needs. For instance, design spaces to be wide enough for strollers.

7. Consider alternative dome options. Putting a dome over the track and field would have created a field house that is more robust and complete.

8. Expect push back from stakeholders during the conceptualizing stages. Perceptions and opinions changed when progress was visible in the construction phase.

9. Striping Tip: If you keep it simple, you can always add lines when needed. Use paint remover to take the paint off.

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Austin

Photo: Austin Daily Herald, 2015.

Dome-Coming Party

Engaging the community and providing updates on the construction progress was a key priority throughout the Austin Public School District project. They shared research on safety regarding synthetic turf for parents and the public. After the dome was installed, they held an open-house “Dome-coming” Party with flag football, kickball, batting cages, a bouncy house, food, refreshments, and entertainment.

They now employ a Facility Coordinator to promote the building to outside organizations.

Additionally, they program the space for community use: • Invite the community to come walk on the track, or run counter clockwise to the track for no charge to get use of it. Open from 8 am -6 pm.

• Community organizations including colleges and amateur sports can rent out the dome for tournaments, functions, and events.

• Kids & Mommies Play Day • Day After Thanksgiving Walk • Open during early release days and non-school days • Coaches/student athletes can use it (Coach must be present) Austin Daily Herald Article, Domecoming: Public gets first look at Austin’s new recreational asset

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Getting Buy-In

Image: FieldTurf

When it comes to artificial turf sports fields, FieldTurf is the most trusted brand in the industry. Whether its football, soccer, baseball or any other sport, FieldTurf fields will provide your athletes with the safety and performance they need to perform at their best, while giving field owners the durability they want to maximize the value of their investment.

Getting Buy-In

Creating and maintaining project buy-in is a continual process. Buy-in can be a moving target and there is a full spectrum of levels for buy-in. Engagement in the process does not guarantee buy-in; however, lack of inclusion in the process will almost guarantee little to no support. Meet people where they are on spectrum. Listen for understanding. Learn what is appealing and what prevents them from supporting the project.

Internal stakeholders have different needs than external stakeholders. To address individual needs, your team will need to look at personality types, view points, roles and responsibilities, personal and/or professional impacts, and readiness for change. Not everyone will buy-in to a level to champion your project. Identify key influencers that can help bring others on board.

Leverage communication and engagement strategies to increase buy-in. Buy-in can be measured through formal and informal surveys, polls, interviews, and focus groups.

Analyze response rates to determine engagement indications for buy-in. The ultimate buy-in measure for referenda is the election tally for yes versus the no votes. It is crucial to get buyin measures from voters earlier in the process than election day so you can modify project scope and costs for taxpayers.

Don’t forget to nurture buy-in with project team members and community volunteers.

Excitement may ebb and flow as challenges or oppositions arise. Reiterating the “why” and the project vision are essential for team members to stay focused and engaged. Provide feedback and show appreciation throughout the project. Often the work on project teams is time-consuming and intense. Offer opportunities for team members to recommit. Identify opportunities for their personal/professional growth over the course of the project.

Tips for Obtaining Buy-in • • • • • • • • •

Build a Base of Supporters Prepare to Address Objections Employ Key Influencers Keep Stakeholders’ Best Interests in Mind Timing is Everything Make it Easy to Get Involved Show the Pain Points in Current State and Make the Project Solutions Compelling Create a Simple and Clear Proposal Tie the Project to a Larger, Meaningful Goal

Something for Everyone

There is often community tension in balancing financial support for athletics with academic achievement for all students. As you develop your project, identify ways to address academic needs. For instance, what opportunities will a new field bring for physical education classes? Does your project open more space for other activities - music, art, or community education programs? Additionally, if your project is focused on installing amazing synthetic turf for football, other athletes and coaches may feel left out. One school in our region proposed ways that other sports can use the field (i.e. spring sports, warm up space, practice field, etc.).

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Communications

In order for any athletics project to be successful, you need a strong communication plan. It needs to be developed early in the process to support the project team and connect with internal and external stakeholders. You need to meet people where they are, so it means you need to adjust the communications tactics for the audience. This approach goes hand-in-hand with situational leadership and the ability to modify your style to meet the needs of your organization.

High Level Steps to Create a Communications Plan Step 1: Setting communications objectives Step 2: Setting key messages Step 3: Defining and prioritizing your key stakeholders Step 4: Key messages for each stakeholder group Step 5: Developing communications tactics for each stakeholder group Step 6: Developing communications tactics for each stakeholder group Step 7: Developing a communications calendar Step 8: Assessing results and adapting the plan Source: Creating a Stakeholder Communications Plan, www.sparc.org.nz TIP: Use the 7 Cs of communication: clear, concise, concrete, correct, coherent, complete, and courteous.

Part of your communications plan will include community outreach in the form of public relations. It is important to know that public relations is everyone’s responsibility. Your entire project team, School Board, and school staff can and should play a part in spreading the word about the athletics project. If your school is going out for a bond referendum vote, providing key messages for the team, School Board, and staff is very important. As per MDE’s Guide for Planning School Construction Projects in Minnesota, “school districts cannot lobby for a YES vote.

Taxpayer dollars may not be spent to secure a YES vote. School districts must present balanced and objective information to voters. Parents and citizens need to raise funds for and coordinate and lead a campaign to approve the bond issue referendum, including any activities that encourage a yes vote.” (page 55) Give school staff and Board of Directors talking points and materials to distribute to inform the public about the vote. Reach out to local and regional media to frame your message and connect them with the “YES” vote champions.

CAUTION:

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Take particular care in communicating with students about the project and the referendum (if applicable). Students are impressionable and it is good advice to think through how much information they receive. You don’t want adults to think the school is targeting kids to influence parents. Here are ideas to keep students in the loop: hang posters in common areas and provide a presentation for juniors and seniors.

Communicate the Vision

Project illustrations and concept drawings are essential tools in communicating the vision. Architectural and engineering firms can help develop drawings and diagrams.

Artists’ renderings help the community visualize facility improvements and creates excitement for the project.

Examples: Dover Eyota Public Schools Field Diagram Austin Public Schools Dome Rendering

Resources

MindTools

Stakeholders Communication Worksheet St. Thomas Online

What is Situational Leadership? How Flexibility Leads to Success Education World Article

Public Relations 101 National School Public Relations Association

Communications E-Kit for Superintendents Bloomington Public Schools

Facebook Manager Guidelines Minnesota School Public Relations Association

Website: www.minnspra.org

Working with Newspapers

Communication on a Shoestring Budget

Tackling a Giant PR World on a Small District Budget

PR Ideas that Work Southeast Minnesota Media List Dover-Eyota Public Schools

Eagle (School Newspaper) Articles Pertaining to the May 7, 2014 Referendum

Public Meeting Presentation

Bond Goals and Aims

Referendum Q&A

Referendum Results & Master List with links for Presentations and Documents

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School-to-School Using Community Surveys: Tools for Engagement

Chatfield Public Schools began a facilities improvement journey following Systems Planning and Strategic Visioning sessions held in January 2015 and facilitated by Southeast Service Cooperative. One of the bold steps identified in the process was to form a task force of all stakeholders to draft a long‐ term financial and facilities plan and prioritize recommendations. The newly formed High School Facility Committee of 25-28 included: teachers, community members, board members, and administration. The committee planning and design led them to a $19 million project. The 2015 referendum failed with 603 yes and 875 no votes.

The district regrouped and partnered with a marketing and communications firm to analyze the results and understand the issues that prevented a successful referendum. A community study was initiated to refine the size, scope, and cost of a project that would appeal to taxpayers. Fortunately, the response rate on the survey was great and provided confidence that the information they learned was representative of the community. Here is a list of the key take aways from : 1. The $19 million ask in 2015 was too high.

2. The improvements proposed for the gym did not resonate with the community. They wanted to see more resources meeting academics needs for greater and broader impact.

3. This was the first time in over 60 years that tax payers were asked to fund a large, comprehensive project. Residents of Chatfield are very smart, engaged, and conscientious people. Survey results indicated a lack of comfort with the vote experience. It helped the School District strategically engage with the community to design facility improvements and prepare them for the vote.

4. They survey not only helped determine the project scope, but it served as an informational marketing tool.

Once the survey information was analyzed, the financial and design elements requested by the community were matched up again the functionality needs identified by the School District. The scope of the project was essentially defined by the people of Chatfield. A second survey was conducted to refine the project and pinpoint a cost threshold. An added benefit of a second survey was the opportunity for the community to see that the School District listened and re-designed elements based on citizen input, concerns, and ideas. Through this second survey, the community set the project limit at $10.8 million. The survey strategy contributed to strong community buy-in through engagement and good listening. Surveys were instrumental in the success of the second round referendum. The School District had more information for better planning and had indications of community buy-in based on survey answers and response rates.

After the proposed project plans were finalized, the marketing and communications firm developed tools to communicate the new scope and reduction in project cost. Materials highlight the benefits for the students and the community, and costs to taxpayers. All communications voiced that the District genuinely wanted community input and would act on recommendations. They captured the “why” of the project and built trust through transparency. They provided updates through the entire process.

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Chatfield Chatfield Public Schools - Communication Strategies, Tactics and Tools Emails: Sent to parents and community members (3-4 times) Social Media: Created a Facebook page Mailers: Mailed to every house in the city Newspaper: Wrote letters to the editor Website: Built a site www.ChatfieldStrong.org and drove traffic to it Video:

Created “Chatfield Strong”, featuring influential and well-known community members Highlighted the positive project impacts Included students engaged in learning and school activities Filmed it in the spring and edited it during the summer

School voice-mail system to parents: Called to remind them to vote the week before elections Outreach: Provided informational presentations on the proposed project plan

3-4 dozen small speaking engagements with local groups by the Superintendent YES Committee: Formed a self-managed group of community members to campaign for a “yes” vote

The group was in charge of the following:

Recruiting participants for the group

Developing marketing materials, collateral, and promotional items (i.e. buttons, signs, etc.)

Connecting with the community via social media (i.e. Facebook page)

Creating a casual, non-aggressive call to action (closer to the voting date) The tools and materials developed for Chatfield Public Schools were well-designed and communicated compelling solutions. Check out the Chatfield Strong Booklet and the Chatfield Strong website.

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Project Funding

Image: Hellas Construction Hellas Construction, Inc. was established in 2003 and has grown to be one of the largest sports construction contractors in the United States.

Hellas plans, installs and maintains running tracks and tennis courts.

Hellas manufactures its own products at its American factories using only the highest-quality raw materials for its playing surfaces. The only sports construction firm to offer all manufacturing, design and construction services in a one-stop-shop, Hellas applies its innovative delivery method to all its projects.

Project Funding

There are many sources to consider for project funding. For large scope athletic facilities projects, many schools pursue a bond referendum. MSBA and MDE have good resources available (below) on the process. Fundraising alternatives to bond referenda include: sponsorships, donations, grants and using reserves. As you develop the funding plan for your project, you may use a blended approach.

You may line up field sponsorships to create long-term funding streams. Daktronics can work with you on preparing the elements and process in securing sponsors and recognition opportunities (i.e. digital signage).

The key to fundraising is cultivation. Major gifts don’t just fall from the sky. It takes time to identify funding prospects and foster meaningful relationships. You need to dedicate time for face-to-face meetings, research giving capabilities, gauge interest, and follow up. Use your network to connect with potential prospects. Booster clubs and the PTO/PTA can play an important role in generating interest in the project through small fund-raisers, events, and activities. Consider grants for sports, recreation, health and fitness. These opportunities may support equipment, supplies and programming (i.e. community education sports and recreation programs for youth in poverty).

Finally, plan to integrate your fundraising activities with your communications plan and calendar. This will help your team be efficient in identifying key stakeholders, developing key messaging, assigning tasks, designing marketing collateral, and planning distribution channels.

Another option to explore is financing elements of your project, like equipment, through a leasing program. A leasing company’s main goal is to generate cash flow. Therefore, leasing companies are highly creative in finding the easiest way for a business to get new equipment. The Cooperative Purchasing Connection has options available through Geneva Capital. Geneva Capital offers Service Cooperative members highly competitive rates, training and education, and priority application processing.

Resources

Minnesota Department of Education Guide for Planning School Construction Projects in Minnesota (page 53-56) Minnesota School Board Association Web page: Elections and Referendums Dover-Eyota Schools Bond Referendum Documents, 2015 Geneva Capital Municipal Lease Application and Payment Estimator Capital Campaign Basics How to Run a Successful Capital Campaign A Beginner’s Guide to Fundraising Six Guidelines for a Gift Chart for Your Fundraising Campaign Five Secrets to a Perfect Major Gift Solicitation

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Project Management

Image: Daktronics

Daktronics is recognized worldwide as the leading designer and manufacturer of scoreboards, video displays, electronic message centers, pool timing systems, outdoor stadium sound systems, and rigging for arenas and theaters. The publicly-traded company specializes in total system integration for all levels of play, from schools and city park and recreation facilities to the Major Leagues.

Project Management

Construction managers keep the project on track. They manage the project to finish on time and on budget. They ensure that their team meets building codes, plans, and specifications. A construction manager may serve other functions including defining scope, budget, and schedules, selecting subcontractors and workers, developing communication strategy for resolving conflicts, and more.

Construction Management Responsibilities: 1. Project management planning 2. Cost management 3. Time management 4. Quality management 5. Contract administration 6. Safety management 7. Professional practice (managing the project team, defining roles and responsibilities, etc).

When selecting a firm include the project scope, services requested, time line and the following criteria in the Request for Proposal • Company Profile • Project Experience • Staffing • References • Construction Management Approach • Workload • Compensation Proposal

Resources

Willmar Public Schools, RFP for Construction Management Services Austin Public Schools, Project Punch List

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CESA 10 Construction Management Options

CESA 10 is a nonprofit educational service agency providing facilities management services to school district and government customers throughout Wisconsin and Minnesota. They offer a unique continuum of construction management services, provide transparency, and the best price option to meet your needs.

Construction Management This full service option is appropriate for customers who want to focus on their primary task (educating) and do not have the time to deal with project hassles.

This option allows you to have a single contract with CESA 10 and to avoid other risks. The primary role of the Construction Manager is managing all aspects of the project from start to finish.

Construction Management as Agent This service is appropriate if you have a business manager and/or administrator who is willing to sign contracts and make payments after CESA 10 approval, resulting in substantial savings, and you want someone to manage all other parts of the project. This structure also gives you ultimate control over the budget and avoids additional bond costs for the project. The primary role of a Construction Management Agent is facilitating all aspects of the project on your behalf, from start to finish.

Owner’s Representative The CESA 10 Owner’s Representative acts as the advocate and adviser for you.

This service is appropriate if you have a facility manager and business manager who are experienced in construction projects and want an additional experienced set of eyes looking out for you through all phases of the project. The primary role of an Owner’s Representative is providing expert consultation on all aspects of the project from start to finish.

CESA 10 Contact: Luke Schultz, Business Development Manager 715-720-2167 • lschultz@cesa10.k12.wi.us

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Collaboration Tips: Working with the Construction Management Team 1.

2.

3.

4.

5.

Get everyone on the same page.

Set expectations for roles, responsibilities, and progress reports.

Use tech tools.

Be open about everything.

Hold effective meetings.

Project Updates • • • • • • •

Determine the communication flow with your construction manager.

Who will serve as the construction manager’s main contact?

Who will be the backup decision maker?

How often do you want to get progress reports?

Do you want reports by telephone, email, photos, video, text or in-person?

Will your construction manager use a real-time collaborative work management software?

How will you monitor news, budgets, and scheduling changes as they occur?

Discuss the communication flow with your project team. How often do they want updates and in what format? Include project updates for internal and external stakeholders in your communication plan. Post construction photos on a web page. Use Facebook Live to provide a tour for the community. Who is the spokesperson with the public? Work with the media to cover the construction phase of the project. You may need to consider paying someone to manage construction updates on social media, websites, newspapers, and other outlets.

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Cooperative Purchasing

Image: FLR Sanders

FLR Sanders, Inc. is a full service provider of MFMA gym floor installations, sanding and finishing, artwork design and professional game line painting, annual re-coats and repairs. FLR Sanders has been recognized numerous times for their accomplishments in the hardwood flooring industry. Since 1997 best quality materials, design, workmanship and customer service have made FLR floors stand out from industry standards.

Cooperative Purchasing

The Cooperative Purchasing Connection provides easy to use pre-bid contracts for your athletic facility. Exclusive pricing is available for cooperative members. Many contracts feature value-add options designed specifically for the CPC contract, including: on-site assessments of current facility or equipment, training for safe operations, maintenance schedule and planning, delivery, turnkey purchase/ installation, customized branding, art and design for sports surfacing, and warranties.

You want the best pricing available and project installed according to the project time line. Using CPC will help you meet those goals as the bids are based on statewide volume purchasing to drive pricing down. Because the contracts are pre-bid, you do not need to spend additional time running a bid or Request of Proposal.

Contract Categories Available: • Athletic equipment, wall mats and lockers • Hardwood Flooring • Scoreboards and Signage • Sound Systems • Sports Courts • Sports Facility Lighting • Synthetic Turf Surfaces • Telescopic Seating, Indoor Bleacher Equipment, I-Beam Grandstands, and Press Boxes • Track surfacing Working with Project Design Firms When you are working with an architectural or engineering firm, let them know what is available through CPC. You and your project design firm may access contract documents on each vendor page of the www.purchasingconnection.org website. An architectural or engineering firm’s fee may be based on a percentage of construction costs and you may need to develop specific language in your agreement with the firm stating your preference for cooperatively bid options through CPC. Additionally, consider their commission rate on CPC purchases because the bid specs, evaluation and selection have been completed. It is less work for them.

Working with CPC Vendors The cooperative purchasing service is designed to give you direct access to vendors.

You can contact the representative with project questions, research industry trends, and to obtain technical assistance. They can provide a customized quote with preferential pricing through the CPC contract. In come cases, categories have been awarded to more than one vendor. This gives your school district options and access to more than one pre-bid quote. CPC vendors also provide resources to help in educating your community about product benefits, safety and options.

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Seating and Athletic Facility Enterprises is a family owned company based in Ellendale, Minnesota. Steve Snyder is known throughout the industry as “Stadium Steve”. He has provided telescopic seating, outdoor bleachers and press boxes to schools and communities throughout Minnesota, North and South Dakota for more than 35 years.

H & B Specialized Products, Inc. has a long tradition of serving the tri-state area. This Minnesota-based company has evolved since its inception in 1923. In 2008, Olympus Lockers & Storage Products, Inc. was formed as a wholly owned entity of H & B Specialized Products. Olympus is a manufacturer of metal lockers.

SwedeBro is a concrete floor coatings contractor specializing in concrete coatings and concrete resurfacing. They apply resinous floor coating systems, metallic epoxies, urethane cements, concrete stains, cementitious over-lays, moisture mitigation systems, pedestrian and traffic coatings.

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SSC Member Projects

Triton Triton Public Schools, Dodge Center CPC Vendor: Field Turf (2014) Project cost: $819,014 Articles Triton considers turf football field, with $580,000 donation K-M christens new turf at Triton Triton joins Minnesota Youth Soccer Association Artificial Turf - the New Norm for Many

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Mayo High School Mayo High School, Rochester CPC Vendor: FLR Sanders (2015) Project Cost: $151,530

Wabasha-Kellogg Wabasha-Kellogg Public Schools, Wabasha CPC Vendor: Fisher Track Systems (2013) Project Cost: $167,466

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SSC Member Projects Dover-Eyota Public Schools, Eyota CPC Vendor: Field Turf (2015) Project Cost: $552,716

Red Wing Public Schools, Red Wing CPC Vendor: Sports Surfaces (2015) Project Cost: $101,609

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Be part of the Team!

Share your project ideas, stories, resources, and examples.

Email Sarah Ness at sness@ssc.coop to post items on the ideas web page.

ATHLETICS Project Playbook

Ideas Webpage

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