Getting Oriented: Tell Us About This Project

• What type of facility are we discussing today? Options: Municipal wastewater treatment plant, Municipal drinking water plant, Industrial treatment facility, Water reuse facility, Greenfield site / new build, Other
• What is your role in the organization and who else will we need to speak with as the project advances?
• What is the single most urgent objective driving this effort right now (e.g., permit deadline, capacity shortfall, failing asset, cost control)? Options: Regulatory compliance deadline, Increase capacity, Replace failing asset, Reduce operating costs, Enable reuse/offset demand, Other
• Roughly where are you in the project lifecycle today? Options: Problem identified / informal discussion, Preliminary scoping, Funding discussions underway, Procurement / RFP stage, Design in progress, Construction / commissioning, Post‑commissioning optimization
• If you had to name one thing that would make this meeting a win for you, what would it be?

Are You Waiting For The Next Crisis To Force Action?

• When you think about the plant right now — what problems are you tolerating that you’ve mentally labeled ‘not urgent enough to fix’?
• How often do these tolerated problems cause an operational upset, non‑compliance, or customer complaint? Options: Daily, Weekly, Monthly, A few times a year, Rarely
• Tell me about a recent incident where an equipment failure or process upset had outsized consequences — what happened and what did it cost you (overtime, fines, reputational impact)?
• How long has your team been managing these recurring issues? Options: Less than 6 months, 6–18 months, 1–3 years, 3–5 years, Over 5 years
• When those problems occur, who feels the pressure most — operators, managers, elected officials, ratepayers — and how does it show up emotionally for them? Options: Operators, Plant managers/engineers, Finance/administration, Elected officials, Regulatory contacts, Other

When The Regulator’s Clock Starts Ticking — What If You’re Late?

• Do you have a regulatory deadline, consent decree, or permit change with a firm date that’s driving this project? Options: Yes — fixed deadline, Yes — phased deadlines, No formal deadline, but anticipated changes, Unclear / under discussion
• If there is a deadline, how confident are you that your current plan will meet it without penalty? Options: Very confident, Somewhat confident, Uncertain, Not confident
• What would be the direct consequences — financial, operational, political — if the deadline were missed by 3–12 months?
• How transparent do you need to be with regulators and the public about trade‑offs, schedule risk, or interim solutions? Options: Highly transparent, Moderately transparent, Limited transparency, Follow legal counsel/regulatory strategy
• What monitoring or reporting obligations do you currently have, and who owns those submissions? Options: Daily effluent reporting, Monthly/quarterly reports, Event-based reporting only, No formal reporting owner, Other

Who Really Holds The Keys — And What Keeps Them Up At Night?

• Who are the decision makers that must sign off on budget, procurement method, and final award for a capital project like this? Options: Public works director, Utility manager, City/County council or board, Finance director, State/federal funding agency, Other
• Is there alignment between operational priorities (operators/engineers) and financial/political stakeholders — or do they see success differently? Options: Fully aligned, Mostly aligned with some differences, Significantly misaligned, Unknown
• How do elected officials and ratepayer sensitivity influence acceptable schedule, scope, and visibility into costs?
• Tell me about the last capital project you ran — who pushed back hardest and why?
• How do you prefer we involve your stakeholders (briefings, technical workshops, public meetings) as we move forward? Options: Technical working group, Monthly executive briefings, Public outreach sessions, Minimal involvement until decision point, Other

Money Talks — What Would Make This Budget Actually Work?

• What funding sources are you actively considering or pre‑qualified for (SRF, WIFIA, general obligation, rates, grants)? Options: SRF, WIFIA, City bonds, General fund, Rate revenue, Grants, Other
• How fixed is your current capital envelope — is there room for contingency, scope growth, or phased spending? Options: Firm cap with no room, Small contingency available, Flexible with approvals, Phased approach preferred
• If a preferred delivery method could save you 10–20% in life‑cycle cost but required a different procurement route, how willing would you be to change course? Options: Very willing, Somewhat willing, Unsure, Not willing
• Have you experienced funding delays or restrictions in past projects that impacted schedule or scope? Please describe what happened.
• Which of the following funding conditions would be deal‑makers for you? Options: Low interest SRF loan, Deferred repayment, Grant coverage for engineering, Performance‑based disbursements, Other

Where The Plant Actually Hurts — The Physical Constraints

• What parts of the plant are capacity or reliability bottlenecks today (e.g., headworks, aeration, solids handling, filters, membrane trains)? Options: Headworks, Primary clarifiers, Biological treatment, Aeration blowers, Clarifiers/settling, Filters/membranes, Solids handling/digestion, Disinfection, Other
• How much of the plant footprint is available for expansion, and are there utility, easement, or environmental constraints we should know about? Options: Plenty of space, Limited but workable, Very constrained, Unknown
• Which assets are most at risk of unplanned failure, and how often do you perform condition assessments or capital renewal planning? Options: Annual assessments, Every few years, Reactive only, No formal program
• How do existing operational practices (single‑shift staffing, operator experience levels) influence what solutions are realistic?
• If we needed to perform construction with the plant online, what outage windows or seasonal constraints are non‑negotiable? Options: Night/weekends only, Short planned outages, Seasonal shut-downs, No outages allowed, Flexible with advance notice

What Would ‘Good Enough’ Actually Look Like For You?

• Describe the three most important measurable outcomes that would make this project a clear success (e.g., effluent limits, % capacity increase, OPEX reduction).
• How much weight should we place on first‑year performance vs. long‑term reliability when choosing technologies? Options: First‑year performance paramount, Balance both equally, Long‑term reliability more important, Unsure
• What level of performance guarantee would give you confidence to proceed (e.g., treated effluent concentration, availability %, energy use thresholds)? Options: Strict numeric guarantees, Availability/performance windows, Process warranty with shared risk, Prefer no strict guarantees
• How important is operator familiarity and ease‑of‑use compared to technology novelty or efficiency? Options: Operators’ ease most important, Balanced with innovation, Efficiency/novelty prioritized, Depends on budget
• If we delivered those outcomes but it required a phased approach spanning several years, would that be acceptable? Options: Yes — phased is fine, Prefer single phase, Depends on costs, Unsure

What Could Break This Deal — Let’s Name The Deal‑Killers Now

• If you had to pick the single biggest risk that would cause you to stop the project, what would it be?
• How have procurement rules, labor disputes, or funding covenants derailed projects for you in the past?
• What are your non‑negotiables for contractor selection (e.g., local workforce, prior DB experience, bonding capacity, references)? Options: Local workforce, Design‑build experience, CMAR experience, Strong references, Bonding/insurance limits, Familiarity with SRF/WIFIA
• Would you consider alternative risk-sharing models (performance incentives, shared savings, milestone payments) — and which feel most acceptable? Options: Performance incentives, Shared savings, Milestone payments, Traditional fixed‑price, Unsure
• How quickly do you need visible risk mitigations (e.g., staged work, bridge financing, interim treatment) to feel comfortable moving forward? Options: Immediately, Within a month, Within a quarter, Only at contract award

If We Partnered With You — What Would You Expect From Us?

• Which of these partner behaviors matter most to you during discovery and design? Options: Clear schedule and milestones, Transparent cost estimates, Hands‑on operator collaboration, Regulatory coordination, Public outreach support, Other
• How do you prefer technical trade‑offs be presented — high‑level options, lifecycle cost modeling, or side‑by‑side performance comparisons? Options: High‑level with recommendation, Detailed lifecycle cost models, Side‑by‑side technical performance, All of the above
• What evidence from a contractor would reduce your perceived risk most (case studies, meeting operators on similar plants, performance test data)? Options: Case studies, Operator references, Performance data, Mockups/pilots, Third‑party validation
• If we offered a short pilot or proof‑of‑concept to validate a key assumption, how likely would leadership be to approve it? Options: Very likely, Possibly with budget, Unlikely, Depends on scope/cost
• What level of collaboration on permitting and funding applications would you expect us to provide? Options: Full support including applications, Technical input only, Coordination with your staff, Limited/no involvement

Calendar, Commitments, and Next Steps — When Could This Move?

• If you had to get this into next year’s capital budget, what internal deadlines do we need to hit?
• If you were asked to approve a pilot or scope‑definition phase within 30–60 days, what information would you need from us to say yes?
• Which procurement approach are you most inclined toward for final delivery? Options: Design‑bid‑build, Design‑build, CMAR / progressive design‑build, Sole source / negotiated, Undecided
• Who will be responsible internally for shepherding approvals and managing the relationship once a contract is in place?
• What would be a realistic next meeting cadence and deliverable package to keep momentum without overcommitting your team? Options: Weekly check‑in + 30‑day scope, Biweekly + 60‑day budget estimate, Monthly updates + phased plan, Ad‑hoc as decisions arise

Quick Priorities: Where Should We Focus First?

• From the issues we’ve discussed, which three items should we prioritize in a discovery scope (ranked)? Options: Regulatory compliance path, Funding strategy and timeline, Critical asset condition assessment, Constructability/online construction plan, Operator training and O&M preparedness, Permitting and environmental review
• What would a successful discovery phase deliver for you in 60–90 days?
• Is there any documentation (as‑built drawings, recent monitoring data, current O&M manuals) you can share to accelerate discovery? Options: As‑built drawings, SCADA/process data, Permit documents, O&M manuals, None available, Other
• What concerns or questions would you like us to address first in our follow‑up?
• Finally, how would you describe the ideal level of involvement from our team during the next 30 days? Options: Lead and deliver, Collaborate closely, Provide technical guidance only, Periodic check‑ins only

Take Me on a Walk Through Your Plant

• To begin, tell us the plant name, location, current average daily flow, peak day flow, and the primary treatment processes you run today.
• What best describes your facility type? Options: Municipal wastewater, Municipal drinking water, Industrial (manufacturing/food/chemical), Reuse facility / potable reuse, Combined sewer/overflow facility, Other
• Which treatment processes exist on site today? (select all that apply) Options: Primary clarifiers, Activated sludge / BNR, MBR, Trickling filters, Anaerobic digestion, Aerobic digestion, Membrane filtration (MF/UF), RO/NF, UV disinfection, Chemical coagulation/flocculation, Biosolids handling, Other
• Do you have current as-built drawings, a GIS layer or a single-line process flow diagram we can review? Options: As-built drawings (CAD/PDF), GIS layer available, Single-line PFD, Only historic/partial drawings, No drawings available
• How constrained is the physical site for expansion, staging, or temporary facilities during construction? Options: Very constrained — <10% usable expansion, Moderately constrained — 10–30% expansion possible, Lightly constrained — >30% expansion space, Greenfield adjacent site available
• Who on your team should we meet during a first walkthrough (roles and typical shift availability)?

Where Things Break That Nobody Talks About

• If one critical piece of equipment failed tomorrow, which failure would cause the most immediate regulatory, safety, or service impact—and why?
• Which of these asset-condition descriptors best fits your plant today? Options: Mostly new (≤10 years), Mixed (some recent, some old), Aging with key systems >25 years, Critical systems beyond useful life
• How often have you experienced unplanned outages or bypasses in the last 24 months? Options: None, 1–2 times, 3–5 times, More than 5 times
• Which equipment or systems have the biggest and most frequent maintenance backlog? (select up to 4) Options: Pumps and motors, Blowers/air systems, Clarifiers/sludge collection, Membranes/filters, Chemical feed systems, Electrical/transformers, SCADA/control panels, Piping/valves
• What spare-part strategy do you maintain today (critical spares on-site, vendor lead times, etc.)? Options: Critical spares on-site, Spare parts at regional warehouse, Rely on vendor lead times, No formal spare strategy
• Share a recent example of an equipment failure or near-miss and how you managed it (what happened, how long to recover, lessons learned).

What Keeps Your Operators Up at Night?

• When processes start veering off-target, what's the question you wish you could answer immediately but typically can't?
• How would you rate staffing resiliency and operator bench strength across day, swing, and night shifts? Options: Robust staffing and cross-trained, Sufficient but single point of expertise, Thin coverage; coverage gaps common, Severe shortages / reliance on contractors
• Which operational constraints most limit performance or flexibility? (choose up to 3) Options: Limited operator hours, Restricted outage windows, Sampling / lab turnaround time, SCADA visibility gaps, Chemical supply constraints, Power reliability issues, Other
• How reliable is your SCADA, alarming, and remote telemetry for real-time decision-making? Options: Fully reliable with trending and alerts, Mostly reliable but gaps exist, Intermittent/legacy SCADA issues, No modern SCADA visibility
• When you’ve pushed the plant to meet a peak or upset event, what temporary workarounds have you used—and what were their trade-offs?
• How do operators feel about the current plant configuration—frustrated, confident, resigned, or hopeful? Give an example.

What Are We Unintentionally Limiting?

• If our design simply matched how you operate today, what important future risk would we likely miss?
• Which external constraints must shape any scope we propose? (select all that apply) Options: Permit effluent limits, Easements / right-of-way, Historic/heritage site restrictions, Floodplain/environmental overlays, Neighbor noise/odor limits, Traffic or emergency access, None of the above
• How does influent quality or flows vary seasonally or during storm events (peak multipliers, TSS/BOD/N loads)?
• Are there assumptions commonly made about your site that you believe have caused past scope creep or change orders?
• What non-technical constraints—political, community, or interagency—that we must anticipate could limit construction hours, staging, or perceived impacts? Options: Neighbor complaints/active groups, Elected official scrutiny, Interagency permitting delays, No major non-technical constraints
• What level of redundancy or resilience do you consider non-negotiable for critical systems (N+1, full duplicate trains, bypass capabilities)? Options: N+1 for key units, Duplicate critical trains, Bypass capability sufficient, Minimal redundancy acceptable

If You Could Snap Your Fingers — What Success Looks Like

• Imagine the project is complete and effortless—what three measurable outcomes would make you say it was a success?
• Which performance targets are most important to lock into contract (select all that apply)? Options: Effluent concentration limits (BOD/TSS/N/P), Permit load/average day flow, Peak wet-weather handling, Energy consumption per unit treated, Sludge % solids and handling capacity, Odor and air quality metrics, Other
• How much planned downtime per year can you tolerate for construction and commissioning? Options: Minimal — <24 hours/year, Low — <72 hours/year, Moderate — 3–7 days/year, Flexible — can plan longer outages
• What timeline pressures carry legal or financial consequences (consent decree, permit deadline, funding milestones)? Options: Consent decree / statutory deadline, Permit renewal window, SRF/WIFIA disbursement milestones, Capital budget cycle, No hard legal deadlines
• If you had to prioritize among cost, schedule, and guaranteed performance, how would you rank them (1–3) and why?
• What level of owner involvement during construction and commissioning do you prefer (daily oversight, weekly checkpoints, delegated authority)? Options: Daily onsite involvement, Weekly checkpoints and key reviews, Monthly governance only, Delegated to owner’s rep/consultant

Decisions, Dollars, and Deadlines

• Who are the decision-makers and approvers for project funding, scope, and procurement—and how do their priorities differ?
• Which funding sources are you planning to use or pursuing for this project? Options: SRF, WIFIA, Municipal bonds, Local ratepayer revenue, State grants, Industrial capital budget, Other
• What procurement or delivery method do you prefer or are you required to use (select all that apply)? Options: Design-Bid-Build, Design-Build, CMAR, Job Order Contracting, Sole source/negotiated, Undecided
• What contractual risk allocations or performance guarantees are you likely to insist on (e.g., liquidated damages for missed milestones, performance warranties)?
• Where are you in your internal approval and capital budget cycle today? Options: Project fully funded, Partial funding identified, Funding request in approval pipeline, Preliminary — need funding
• If the project needs to be phased to fit funding or operational constraints, which functions must be delivered first? Options: Influent screening/flow handling, Primary treatment capacity, Nutrient/effluent compliance modules, Solids handling upgrades, Controls/SCADA modernization, Other

Show Me the Paper — Evidence, Data, and Readiness

• Which of the following documentation can you provide quickly for our technical review? Options: Latest influent/effluent lab data (1 year), Flow monitoring (24-month), As-built drawings, Asset register/age list, SCADA trends, Permit and monitoring requirements, Geotech reports, None of the above
• Do you have recent performance testing, influent characterization, or upset-event reports we can analyze? Options: Comprehensive recent dataset, Partial samples available, Only historic summary reports, No performance testing available
• Are there outstanding permits, environmental studies, or cultural/resource constraints that could materially affect design or schedule? Options: Active permits in hand, Permitting in progress, Known environmental constraints, No known permitting issues
• What site investigation work would you like us to prioritize first (e.g., in-situ flow metering, asset inspection, geotech, odor study)? Options: Flow metering and sampling, Asset condition assessment, Geotechnical borings, Traffic/staging study, Odor/air quality assessment, Other
• Which internal or external stakeholders should be included in technical reviews or design checkpoints (names/roles)?
• What would make you comfortable for us to conduct a focused site visit and a technical scoping workshop within the next 2–4 weeks? Options: Signed site access form, Available operator and engineering contacts, Provision of as-built drawings, Funding approval for scoping study, Other

Start Here: Tell Us About Your Site

• Give us a short description of the project site, plant type, and your role—what should we know first?
• What is the planned construction start window? Options: Within 3 months, 3–6 months, 6–12 months, 12+ months, TBD
• Who on your team will be the primary point of contact for pre‑construction coordination? Please include name, title, and best contact method.
• Which delivery method is expected or preferred for this project? Options: Design‑Build, Design‑Bid‑Build, CMAR, Owner‑led hybrid, Undecided
• What are the top three outcomes you personally want at turnover?

If Construction Starts Tomorrow, What Could Break It?

• What single, underestimated issue would most likely cause a stop‑work or major delay on day one?
• Have there been previous attempts to construct, relocate, or upgrade on this site that ran into trouble? If so, briefly describe what happened.
• How confident are you that current site investigations identified all underground utilities and hidden obstructions? Options: Very confident, Somewhat confident, Not confident, Unknown
• Are there community or political triggers (e.g., school calendar, seasonal events, elected cycles) that could force a pause or rescheduling? Options: Yes—significant triggers, Yes—minor triggers, No, Unsure
• What contingency measures would you prefer if an unexpected showstopper appears during mobilization? Options: Additional contingency funding, Scope reduction, Phased construction, Delayed tie‑ins, Other

Paperwork and Permits — Are We Truly Ready?

• Which permits or approvals are required before breaking ground, and what are their current statuses?
• Which of these common regulatory items apply to your project? Options: NPDES / discharge permit, Water rights / diversion, CEQA / NEPA, Floodplain permit, Air quality permits, Local grading/land use permits, None of the above, Other
• Are any approvals tied to external timelines (e.g., SRF loan conditions, consent decree milestones) that we must meet before starting construction? Options: Yes—fixed deadline, Yes—preferred timetable, No, Unsure
• Who is responsible for securing each permit (owner, consultant, contractor)—please map the party to the permit if known.
• Are there known outstanding environmental or cultural resource issues that could trigger additional studies or delays? Options: Yes—likely, Possibly, No, Unsure

Access, Traffic, and Neighbors — What's the Real Picture?

• If we asked the neighborhood what they'd most fear about construction here, what would they say?
• Describe existing site access constraints (single access road, weight limits, bridge crossings, restricted hours).
• How will deliveries and oversized equipment reach the site—are there known route restrictions or required permits? Options: No restrictions, Minor restrictions/escort, Major restrictions / special permit, Unknown
• What staging, laydown, and contractor parking areas are available or are expected to be provided?
• Are there neighbors or third‑party facilities (schools, hospitals, cultural sites) within influence distance that require noise, vibration, or dust mitigation? Options: Yes—highly sensitive, Yes—some sensitivity, No, Unsure

Keeping the Plant Running — Temporary Services, Bypasses, and Outages

• How many and which process units must remain fully operational throughout construction to meet permit and community obligations? Options: Primary clarifiers, Aeration/bioreactors, Disinfection, Influent pumps, Sludge handling, Other
• What is the maximum single outage duration you can tolerate for critical systems without regulatory or public impact? Options: <4 hours, 4–24 hours, 1–3 days, More than 3 days, Depends on system
• Do you have existing bypass or redundancy systems sized to support construction tie‑ins? If so, describe capacity and limitations.
• Which temporary services will the owner provide vs. expect the contractor to supply (power, odor control, temporary fencing, traffic guards)? Options: Owner provides, Contractor provides, Shared responsibility, Undecided
• How will emergency response be coordinated during work—who has authority to stop work and what is the escalation path?

Who Owns What — Roles, Responsibilities, and Decision Points

• If a safety, schedule, or cost decision must be made quickly on site, who has final authority and who must be consulted?
• Please list the internal owner roles that must sign off on (a) mobilization, (b) major outages, and (c) final acceptance.
• Are there third‑party stakeholders (regional agencies, utilities, tenant industries) with approval rights during construction? Options: Yes—multiple, Yes—one or two, No, Unsure
• What governance cadence would you prefer during construction (weekly site meetings, monthly steering, ad‑hoc emergency calls)? Options: Weekly site meetings, Biweekly, Monthly steering committee, Combination, Ad‑hoc only
• How will change orders, differing site conditions, and claims be handled—what approval thresholds are required? Options: Owner approval any > X, Tiered thresholds, Contractor manages up to cap, Undecided

Money, Contingency, and Risk Weigh‑In

• What contingency level (percentage of base construction) is budgeted for unforeseen site or permitting issues? Options: <5%, 5–10%, 10–20%, >20%, Not budgeted
• Which risks keep you awake at night about cost or schedule overruns (select up to three)? Options: Unknown subsurface conditions, Permit delays, Utility relocations, Community opposition, Material/equipment lead times, Labor shortages, Other
• If a cost‑driven scope reduction is required, what elements should be the first considered for deferral? Options: Non‑critical aesthetics, Future capacity expansion items, Advanced monitoring features, Redundant equipment, Other
• Are there funding or loan covenants (SRF/WIFIA) that limit how contingency or scope changes are used? Options: Yes—strict covenants, Some restrictions, No restrictions, Unsure
• What reporting cadence and detail do your funders expect during construction (monthly cost reports, quarterly milestones, audited statements)? Options: Monthly cost reports, Quarterly milestones, Ad hoc to funder requests, Audited financials, Other

Acceptance, Testing, and Handover—When Do We Call It Done?

• What are the non‑negotiable acceptance criteria the owner will require before final payment and turnover?
• Which performance tests or durations are expected for acceptance (e.g., 30‑day performance run, permit compliance period, manufacturer FAT/SAT)? Options: 30‑day run, 60‑day run, 90‑day run, Manufacturer tests only, Other
• Describe your expectations for O&M documentation, training, and spare parts at turnover.
• Who will be responsible for warranty issues after turnover and how long should the warranty support extend? Options: Contractor warranty (1–2 years), Extended vendor warranties, Owner maintenance, Performance guarantee 2–5 years, Other
• What transitional support would make you confident in early operations (onsite commissioning team, remote monitoring, performance tuning, operator shadowing)? Options: Onsite commissioning/support, Remote monitoring/analytics, Operator shadowing/training, Contractor on call, Combination

Starting Point: Tell Us About Today

• In one sentence, what is the single biggest outcome you want this project to deliver?
• Which type of facility best describes the work you’re considering? Options: Wastewater (municipal), Drinking water (surface/ground), Industrial treatment, Water reuse / direct potable reuse, Biosolids / digestion, Other
• What is the primary permit or driver that forced this project onto the table? Options: NPDES/state discharge limit change, TMDL or nutrient reduction, New treatment standard (e.g., PFAS), Capacity/flow requirement, Aging asset replacement, Consent decree / enforcement action, Internal reliability plan, Other
• How soon does something meaningful need to happen (regulatory deadlines, budget cycle, major failure risk)? Options: Within 6 months, 6–12 months, 1–2 years, 2–4 years, No set deadline / exploratory
• Rough ballpark: what capital range are you currently expecting or permitted to consider? Options: <$1M, $1M–$5M, $5M–$20M, $20M–$50M, >$50M, Undetermined
• Who on your team will be the day-to-day contact for technical and operational questions?

If You Had to Bet Your Job on It, What's Most Likely to Blow Up?

• What single failure mode or bottleneck at the plant would cause the biggest service, compliance, or financial consequence?
• Which of these risk factors worry you most about delivering this project without complication? Options: Aging equipment / unknown asset condition, Permitting delays, Funding shortfall or timing, Operational outages during construction, Contractor performance / coordination, Unforeseen site conditions, Staffing turnover / operator availability, Public or political opposition
• Can you share a recent incident (near miss, permit exceedance, or unexpected shutdown) and how it affected operations or budget?
• How long has the most concerning issue been present, and what interim fixes (if any) have you tried? Options: Weeks to months, 1–2 years, 3–5 years, Longer than 5 years, No interim fixes
• If that issue recurs during or after construction, what are the board/community consequences you’re most fearful of?

Who Holds the Keys — and What Do They Really Care About?

• If a decision had to be made tomorrow, who would sign the purchase order or authorize funding, and why?
• Which stakeholders matter most to project approval and what each cares about (rank up to five)? Options: Public Works Director, Utility Manager, City Engineer, Operations Supervisor/Chief Operator, Finance Director/Treasurer, Elected officials / City Council / Mayor, Environmental Compliance Officer, Ratepayer advocates / community groups, State regulator
• What are the top three non-negotiables these decision-makers will use to say yes or no?
• How do political cycles, upcoming elections, or budget reviews influence the timing or risk appetite for a green light? Options: Highly influential, Moderately influential, Minor influence, No influence / apolitical
• What approval steps take the longest in your process (technical review, finance, council vote, state permits) and how long does each typically take?

Where the Plant Hurt Most: Hard Limits We Can't Ignore

• What physical or operational constraints on site would prevent us from using standard design or construction approaches? Options: Tight footprint / no laydown area, Limited access for large equipment, Shared site with ongoing treatment operations, Underground utilities / unknown subsurface, Noise or working-hour restrictions, Historic site restrictions, Other
• Which plant units are most critical to keep online during construction, and why?
• Explain any license-to-operate or permit limits (e.g., allowed bypass, emergency bypass conditions) that constrain construction strategies.
• Do you have up-to-date as-built drawings, asset registers, and O&M manuals we can rely on, or are there gaps? Options: Complete and current, Mostly current with some gaps, Significant gaps, None available
• How many full-time operators are on shift and what skill gaps would affect commissioning or early operations?

The Money Question — What's Real vs. Wishful Thinking?

• If I asked your finance director whether the project’s current budget is sufficient, would they say yes, no, or unsure? Options: Yes, No, Unsure
• Which funding pathways are you evaluating or already committed to? Options: State Revolving Fund (SRF), WIFIA, Municipal bonds, City/utility capital reserves, Pay-as-you-go / rates, Public-private partnership, Other
• How flexible is scope if funding comes in lower than expected—are you willing to phase, value-engineer, or postpone features? Options: Willing to phase, Prefer value-engineering only, Must deliver full scope, Undecided
• What contingency percentage is your team comfortable with for unknowns (e.g., 5%, 10%, 20%)? Options: <5%, 5–10%, 10–15%, 15–20%, >20%, Not decided
• Are there specific SRF/WIFIA conditions (buy America, Davis-Bacon, reporting) that we should assume will drive schedule or cost impacts? Options: Yes — significant impact expected, Some impact expected, No major impacts, Unsure — need guidance

What Does Success Look Like—Beyond Compliance?

• If this project is an unqualified success three years after turnover, what three things will we point to in a board presentation?
• Which performance metrics will you hold us to at turnover and after 12 months of operation? Options: Effluent concentrations (BOD/TSS/N/ P), Capacity / peak flow handling, Energy consumption (kWh/MG), Operator staffing/training outcomes, Reliability / downtime, Odor/noise/community impacts, Other
• Do you require third-party performance verification, warranties, or liquidated damages tied to specific metrics? Options: Third-party verification required, Performance warranty expected, Liquidated damages expected, None required, Unsure / open to discussion
• How important is low O&M cost versus lowest capital cost when evaluating options? Options: O&M cost is top priority, Balanced equally, Capital cost is top priority, Depends on funding constraints
• What would make operators and maintenance staff feel confident and proud of the new system?

Construction in a Live Plant — What Keeps You Up at Night?

• Imagine a contractor is staging work adjacent to your critical process—what single mitigation would you insist on to avoid a major upset?
• Which of these construction controls do you require or strongly prefer? Options: Daytime-only work, Night/weekend shutdowns allowed with notice, Pre-approved outage windows, Dual-redundant temporary bypass, Dedicated on-site liaison from owner, Independent commissioning agent
• How have past contractors performed on communication, safety, and change management, and what would you want us to do differently?
• Who in your organization will be the operations lead during construction and how many hours per week can they realistically dedicate? Options: Full-time (40+ hrs/wk), Part-time (10–30 hrs/wk), Limited (<10 hrs/wk), TBD / will assign
• Are there critical community events, seasons, or weather windows we must design construction around (e.g., tourist season, school year, high-flow wet season)?

If We Move Forward — How Do We Lock This In?

• What is your ideal decision timeline from proposal to notice-to-proceed? Options: Immediate / within 30 days, 30–90 days, 3–6 months, Longer than 6 months, Unsure
• What approvals, documents, or demonstrations would you need from us to feel comfortable recommending us to decision-makers? Options: Detailed scope & schedule, Firm GMP or cost estimate, Performance guarantee, Reference projects & operator contact, SRF/WIFIA support documents, Risk register and mitigation plan
• Would you prefer a design-bid-build, design-build, or CMAR delivery model for this project, and why? Options: Design-Bid-Build, Design-Build, CMAR (Construction Manager at Risk), Undecided / need recommendation
• What governance structure and meeting cadence would make you feel the project is being actively managed and safe (e.g., weekly ops check-ins, monthly executive review)? Options: Weekly technical/ops meetings, Biweekly construction coordination, Monthly executive steering, Quarterly updates, Other
• Before we prepare a tailored plan, what additional documents or data can you provide to speed the discovery (as-builts, recent lab data, asset register, permit language)?