Commentary
From the Boardroom to the Jobsite: Lessons in Public Construction
By Aaron R. Smith
In my day job, I help build buildings. In my elected role, I help lead a college. And every day, I see the same question play out from both ends of the table:
How do you deliver great public spaces — on time, on budget, and with the trust of the taxpayers who fund them?
The stakes are high. A bond referendum that fails by 10 votes means a roof doesn’t get replaced. A project that goes sideways mid-construction can set a campus back five years. And a poorly chosen construction team? That can haunt a district long after the ribbon is cut.
I’ve lived this from both sides: As a construction management executive and now as chair of a public college board. And I believe more than ever that the gap between “construction professionals” and “public boards” is often a matter of language and trust — not ability.
Here’s what I’ve learned, standing with a hard hat in one hand and a board packet in the other.
1. Boards Don’t Need Bids — They Need Clarity
Too often, facility decisions are made by boards that are looking at three inches of specs and one inch of context. We ask the wrong questions:
“How much does it cost?” instead of “What does this include — and what might it not?”
“Who’s the low bidder?” instead of “Who’s shown they can phase this around our school calendar?”
When contractors can explain phasing, cost drivers, alternates, and contingency in plain language, they earn trust. And when boards take the time to truly understand the why behind each budget line, the whole project runs smoother.
2. Success Is Measured in Weeks and Relationships
The best public projects I’ve been part of didn’t succeed just because of strong drawings — they succeeded because of shared expectations and accountability. That means:
- Prepping the board for what change orders really are
- Aligning architects, CMs, and owners reps to communicate as one team
- Avoiding surprises through brutally honest schedule conversations
In K-12, as in higher education, timing is everything. If your HVAC isn’t online before August, it’s not just a delay — it’s a community crisis. Having lived that tension from both perspectives, I’ve become religious about proactive communication and schedule realism.
3. Taxpayer-Funded Work Demands More Than Private Sector Precision
Public work is different. Not because it’s less technical — but because it’s more visible, more political, and more personal.
When a contractor misses a deadline on a school project, it’s not just a liquidated damage clause — it’s parents calling a board meeting. It’s a loss of trust. And that changes how we build. That’s why I believe that field leadership and frontline communication matter more than ever. You can’t subcontract integrity. You can’t buy a relationship with a change order. And you can’t make up for a superintendent feeling blindsided by a scope gap.
4. When Boards and Builders Collaborate Early, Everyone Wins
The best projects I’ve seen start before a single drawing exists — with early feasibility studies, honest conversations, and a mindset of shared problem-solving. That’s especially true when:
- A district isn’t sure how to phase a multi-year facility plan
- Inflation has made cost certainty feel like a moving target
- Referendums need to be right the first time
At my firm, Smith Hafeli Inc., we’ve started offering early-phase constructability and budgeting support with no strings attached. This is because we believe helping boards plan well is good for everyone, whether we build the project or not.
And when I sit on my own board, I look for those same traits in the firms we hire: Candor, humility, and proactive support.
If you’re a school leader or board member, don’t wait until bid day to start building your next project. And if you’re in construction, remember that every job is a public trust — not just a contract.
The future of our communities is built one decision at a time. I’ve seen how that works from both ends of the table — and I believe we can do better by doing it together.