Please sit with your campus team for this session.

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Please sit with your campus team for this session.
Building the Institutional Planning Team
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Task How NOT to do this!

• Create the most dysfunctional process for a
  building project.
• 5 min in your team and then share with the large
  group.

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Who Needs to be at the Table?
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Team Members

• Who are the stakeholders?
• Who are the decision makers?
• What roles are needed?

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Team Members

• Who are the stakeholders?
• Faculty present, new, future
• Students present, future
• Administrators academic, IT, facilities,
  maintenance, fundraising, student services
• Who are the decision makers?
• Who will speak for faculty?
• What roles are needed?
• Diplomat
• Listener
• Authority

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PLANNING COMMITTEES
Two
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The Executive Committee
The Planning Committee
Task Forces Focus Groups
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Types of Task Forces

• Finance
• Fundraising
• Daily construction
• FFE
• Moving Details
• Celebration

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Charter

• Why a charter?
• Sections
• Committee Charge
• Membership
• Roles and responsibilities
• Meeting Guidelines
• Decision Making Process
• Evidence of Success
• Decision Making Authority

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Sample of a Charter

• Committee Charge
• The Science Library Project Team is a cross
  functional group responsible for providing
  direction and oversight to budget development,
  monitoring and revision. Specifically, the team
  is charged with
• Establishing project expectations
• Reviewing and monitoring the project budget
• Reviewing and monitoring all change orders
• Tracking project dependencies and working to
  resolve issues that arise as a result of those
  dependencies
• Review and recommend technology and
  furniture/fixtures/equipment selections with
  input from appropriate personnel and committees
  on campus
• Review and recommend art work allowance with
  input from appropriate personnel and committees
  on campus
• Ensuring minimal disruption to the normal
  operations of the college
• Ensuring appropriate involvement and
  collaboration across all impacted areas of the
  College
• Ensuring two-way communication among stakeholders
• Ensuring that student needs are clearly
  represented
• Representing stakeholder interests
• Setting timelines and ensuring that timelines are
  met
• Making recommendations to Executive Cabinet as
  needed

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Communication

• Messages to be communicated
• Methods of communication

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Science Library Project Team Meeting
Details March 31, 2008,300, East
2521 Chair(s) Mike Bruner Brenda
Lyseng Attendees Brenda Lyseng, Kathleen
Landucci,, Cheryl Langevin, Pamela Thinesen, Ron
Fields, Mark Hovelson,
John Rohleder, Jim
Tjossem Minutes
Agenda Topic Resulting Action Items Notes
Moving Timeline Mark Hovelson should prepare RFP to ensure moves takes place on time. Ron will bring timeline for move to April 9 meeting. It has been decided that the Science Dept will move after Summer Session I. The combined library move is still on schedule and will take place right after graduation, with some west library stuff moving a little later in the summer. The bulk of people issues and when they move will depend on IT and how soon they can get the computer equipment installed, which hinges on an absolutely dust-free environment. Mark Hovelson will be asked to prepare the RFP so that the move can begin on time. One RFP should be issued for books, one for science equipment and one for chemicals. Ron Fields will prepare a timeline for the move that will include all affected parties.
Open House Ron Fields volunteered to be on the Open House Committee Brenda feels the Science Library Project Team should be involved with the Open House, and Project Team members should be on the Open House Committee. Nancy Livingston and Sue Klecker will be directing tours and there will be a large 3-screen presentation. The date for the Open House is set for September 18. It was noted that it is important to remember to be green at this event.
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Fundraising

• Should not be an after thought
• Needs to be responsive to context
• Needs to represent the core ideas behind the
  project

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Decision-making Process

• Needs to be sensitive to institutional culture
  and context
• Needs to be responsive to schedule