Eighty-six percent in favor. Fourteen percent against. That was the final tally when the issue of whether to construct a new middle-high school came before East Bridgewater voters last month.
Similar results are popping up in towns across Massachusetts. The reason is that space needs have outgrown many older school buildings, requiring the conversion of cafeterias and coat closets into classrooms. Voters understand that, if left unattended, these problems will cost more down the road. In addition, the financial support of the Massachusetts School Building Authority is attractive to cities and towns unable to afford other public or private development amid the economic downturn.
But builders and owners shouldn’t take this wave of support for granted. The challenge used to be getting badly needed school projects past a skeptical voting public. Now, the challenge is holding onto the public support and goodwill that exists at the outset of a project amidst the pressures of cost, schedule and physical construction.
A few commonsense rules, however, will help contractors not only hold on to that initial support, but increase it.
Address Complaints Quickly
“Whatever you do, keep people happy.” That’s what one mayor told me my first week on the job. What he meant was that it’s important to put a face on problems by responding quickly and personally to any issue that is even suggested to be related to construction activities.
When pile drivers rattle neighbors, make a house call and take the time to explain what’s happening. Sometimes people want someone to take the time to sit in their living room or stand on their porch and listen. If neighbors have water in their yards, get pumps working on the scene immediately. If there is a concern about the effects of construction, propose a mitigating solution first and investigate fully second. When word gets around that you’re responsive, you will have already started to diffuse a potentially difficult situation.
Communicate
Build trust by communicating with all constituent groups early and often about the pace and progress of construction. From neighbors to parents to taxpayer groups, everyone affected should have a direct line of contact to the project manager. Be honest about the schedule from the beginning and update religiously. Set up a project website and a communications working group responsible for continuously updating the public on the progress of construction. Post project pictures and use social media. It’s a great way to show you’re on schedule, and provide transparency and a sense of shared involvement.
Keep It Clean
Remember that the public’s perception of your project is based in large part on what they see. If the construction site isn’t managed well, it suggests your project isn’t either. That means keeping a clean appearance, cleaning streets regularly, and managing truck traffic – all areas where a contractor is tempted to scrimp. Often new school projects take place next to an operating school. It is important to coordinate construction with bus schedules and parent pick-up and drop-off times. And make sure contract documents spell out these considerations.
Stay On Budget
Nothing will evaporate your support base faster than a bloated budget. Be honest about project costs from day one, and never underestimate total costs to gain additional public buy-in at the beginning. Big Dig anyone? Then have an owner’s project manager whose sole incentive is keeping a lid on rising costs. And make sure that person has a deep understanding of design and construction – most cost overruns originate in the architectural design phase.
Lastly, remember that proper project management is an opportunity to build support not only for your current project, but for future projects. Involve the community in everything you do. Make the topping off ceremony a neighborhood event. When opening key phases of the building, make them community events. You’re proud of your project, and if you treat community members as your partners from the very beginning, they will be too.
Paul Kalous is a project director at RF Walsh Collaborative Partners. Simon Tempest is a senior project manager at RF Walsh Collaborative Partners. Emails: pkalous@rfwcp.com, stempest@rfwcp.com
