Communication is key, according to Jennifer Aries, district director of public information and marketing for the Chabot-Las Positas Community College District in California's East Bay. "The work really begins the day after the bond passes. Both internal and external communications are critical, so it's important to have a communication plan in place that will serve both audiences." She points out that faculty, staff, and students are emotionally invested in an institution and the future results of the bond measure, making it important to keep them informed of all that is happening around them.
"Sometimes we assume that since the work is being performed on campus that everyone knows what's happening," Aries says. "Quite often, that's not the case. We're all so busy in our own areas and departments that it's difficult to keep up with the activities that are happening campuswide. These types of gaps should be filled by your communication plan."
INVOLVE THE VOTERS
Working with various constituency groups can also reduce expensive change orders. Shaun Blaylock, managing principal of CCS Group (www.ccsgroupstl.com), part of the GKK Company, an architecture and construction firm with offices in the Middle East and California, says in addition to academics driving facilities, colleges must consider community acceptance.
It is important to set priorities and make sure everyone is on the same page, he advises. "If you do this, you will head off significant problems in the future, such as delays and cost overruns. Contrary to popular belief, cost escalation has not primarily been due to marketplace factors but rather to managing the expectations of the various constituencies that demand increases to the project scope."
Wills recommends hiring a construction management firm to reduce change orders. "We're not big enough to have a facilities manager, so we hired an outside firm to help us select an architect and talk turkey with the construction workers," explains Wills. "I can talk about our mission all day, but I don't know anything about construction." The construction management firm was less expensive than a general contractor, worked closely with the architect, and monitored the project from beginning to end.
All community colleges in California that pass a bond measure are required to establish a Citizen's Oversight Committee. With their help, WVMCCD administrators were able to get funding from vendors to send newsletters out to the public about construction progress and obtain money to run regular ads communicating traffic conditions and building updates. All communications directed people to the district's website for the latest information.
Iowa doesn't demand community advisory boards, but NICC created one for each campus anyway. "We want to assure voters that we are good stewards. We had detailed plans of buildings in our campaign but still wanted the public to feel they were part of the decision-making process," says Wills. "We said here are our needs, we have priorities, but we want you to be a part of this process." Press releases announcing the members of the advisory committee, who are well-respected members of the community, were released. "They also immediately got calls from their friends about what color to paint the buildings!" laughs Wills.
It's in your best interest to involve the community, says Cox-Otto. "The alumni in community colleges stay close by. It's best to bring antagonists into the fold and not have them be a thorn in your side." Finally, take the time to celebrate your success. At NICC, the board of trustees shared their annual Christmas dinner with the campaign volunteers. "Internal and external groups all need to be recognized," observes Cox-Otto. "The job of a servant leader should include going person to person and saying thank you."
Stanley Arterberry was the only CEO in more than 40 years at WVMCCD that was able to pass a bond, and that was largely because of his one-on-one communication skills. Sometimes walking door to door, as he did, and meeting directly with community leaders is more critical than any other campaign tool.
All of this research, public relations, and oversight will pay off in the long run. Everyone who has ever passed a first bond measure almost immediately begins talking about the next one. So put your walking shoes on and get to work. The last campaign may be over, but the next one is about to begin.
Ruth Carlson is the director of public and governmental affairs at West Valley-Mission Community College District in Saratoga, Calif. The two colleges in Silicon Valley enroll 20,000 students. Previously she was the director of public affairs at California State University, East Bay.
