As California school districts prepare for the 2026 bond cycle, the stakes continue to rise. Increasing cost pressures, evolving community expectations, and complex delivery environments require more than just funding. They demand strategic planning, disciplined execution, and consistent communication.

During CASBO Con, Jennifer Gibb, Vice President of Business Development at VPCS | Van Pelt Construction Services, shared practical insights on what it takes to build and sustain a successful bond program in today’s environment.

Success is not defined by passing a bond. It is defined by how well districts prepare, deliver, and communicate over the life of the program.

Start with Bond Readiness

Effective bond programs begin long before a measure goes to voters.

Districts must first develop a clear understanding of their needs through facility condition assessments, enrollment analysis, and alignment with strategic priorities such as the LCAP and board goals. Just as important is understanding community perception. What a district identifies as critical need may not always match what the community prioritizes.

Bridging that gap requires intentional engagement and a clearly defined framework for investment.

Whether the focus is on safe and modernized facilities, new construction, or emerging needs like workforce housing, districts must articulate a focused, realistic vision.

“You want to be thoughtful and plan. Understand your true needs, understand what the community thinks those needs are, and align that before you ever go out to voters.”

This level of clarity not only strengthens voter confidence, it creates a roadmap that guides decision-making throughout the program lifecycle.

Build a Bond Funding Strategy That Reflects Reality

One of the most important realities districts face is that no single funding source will meet all needs.

Bond programs often require layering multiple funding streams over time. State funding, energy programs, and other local sources may all play a role. For many districts, this also means planning for multiple bond measures rather than a single, comprehensive solution.

Phasing and sequencing projects becomes critical. Districts must determine what can be delivered immediately, what must wait, and how each phase aligns with available funding.

At the same time, staffing and internal capacity must be considered early.

Every dollar has a diminishing value over time due to inflation. Delays in planning or execution directly impact how far those dollars can go.

Manage Cost, Scope, and Time with Discipline

Delivering a successful bond program requires constant balancing of cost, scope, and schedule.

In today’s market, volatility is the norm. Inflation, labor shortages, and supply chain challenges continue to affect project delivery. As a result, districts must build flexibility into their programs.

One key strategy is maintaining both project-level and program-level contingency. Current conditions suggest planning for program contingencies in the range of 12 to 18 percent.

Equally important is prioritization.

By defining projects as must-haves, should-haves, and nice-to-haves, districts can make informed decisions when conditions change without compromising core commitments.

“Be thoughtful about what you promise. Your community will remember what you said you would deliver, and whether you followed through.”

Setting realistic expectations at the outset is essential to maintaining long-term trust.

Align Delivery Strategy with Financial Strategy

A common challenge for districts is misalignment between project timelines and funding availability.

Each project carries its own timeline. A modernization project may take 12 to 18 months, while new construction can span several years. These timelines must be aligned with bond issuance strategies and cash flow planning.

Close coordination between district teams, financial advisors, and legal counsel ensures that funding is available when projects are ready to move forward.

Without this alignment, projects risk delays or interruptions due to cash flow gaps.

Build the Right Team and Use It Strategically

No single district team can manage every aspect of a bond program alone.

Successful programs rely on strong partnerships between district staff and external experts, including program managers, financial advisors, and legal counsel.

Early engagement is key. When teams operate collaboratively and share information openly, they can anticipate challenges and respond more effectively.

“It takes a strong team to navigate a bond program. You don’t have expertise in every area, so leaning on your partners is critical.”

This collaborative approach strengthens both planning and execution, reducing risk across the program.

Prioritize Transparency and Ongoing Communication

Transparency is more than a compliance requirement. It is a cornerstone of community trust.

Districts are responsible for demonstrating how taxpayer dollars are being used. This includes meeting reporting requirements, supporting oversight committees, and maintaining accessible public records.

However, effective communication goes beyond the minimum.

Districts should actively share progress, highlight completed projects, and celebrate milestones. Photos, updates, and community events all contribute to building visibility and reinforcing trust.

“You ask your community for funding, they trust you with it, and then five years later you ask again. You have to show them what you’ve been doing in between.”

Consistent, proactive communication ensures that communities remain informed and engaged throughout the life of the bond.

Deliver What You Promised

Ultimately, the success of a bond program comes down to execution.

Districts must deliver projects as promised while managing evolving conditions and constraints. This requires strong project tracking, particularly across multi-year timelines that extend beyond traditional fiscal cycles.

Accountability, transparency, and disciplined management all play a role in ensuring that commitments are met.

Moving Forward with Confidence

As districts look toward 2026, the path forward requires both strategy and adaptability.

While challenges such as inflation, labor shortages, and funding limitations remain, they also present an opportunity. Districts that invest in thoughtful planning, build strong teams, and communicate consistently will be better positioned to deliver meaningful outcomes for students and communities.

The bond landscape may be complex, but with the right approach, districts can navigate it with confidence and purpose.

About the Author

Jennifer Gibb is the Vice President of Business Development at VPCS | Van Pelt Construction Services, a leading program and construction management firm specializing in educational facilities across California. With more than 20 years of experience in school facility planning and finance, Jennifer has helped districts secure critical funding to create inspiring, student-centered learning environments. She is passionate about connecting vision, funding, and design to deliver facilities that foster growth, equity, and achievement for every student.

Van Pelt Construction Services is on the owner’s side, offering a full range of Program & Construction Management Services, from concept to ribbon cutting and everything in between. Family owned and operated VPCS has been a construction industry leader in California for over 30 years.