The most important step is clearly defining what the construction project is and why it is needed.

These are big-picture questions. At this step, the details are not of major importance. Begin by discussing the following questions within the administrative board.

• What is the project and why is it needed now?
• What problems will it solve?
• What opportunities will it create?
• What is the expected useful life of the completed project?
• What are the long-term consequences, costs, and benefits of the project?
• Who will manage the construction?
• Who will operate it after completion?
• Can the community afford both construction and ongoing operations?
• How will success be defined?

Approach:

• Begin with broad goals, not details. Avoid rushing technology or design solutions; those will emerge later with input from staff, engineers/designers, and regulators.
• Engage city staff early. They often identify needs first and can provide valuable insight on system scale, usage, and regulatory compliance.
• Involve technical experts and regulators as needed. They can highlight requirements and point to examples of successful or unsuccessful projects.
• Consider site visits to similar projects to learn from others' experiences.

Caution:

Keep early discussions at a conceptual level. The goal is a well-defined project framework, not immediate technical solutions. The process is iterative - question of "what, why, and how" should be revisited with different groups until consensus is reached.

Note: Many Tennessee utilities face staffing shortages, particularly in licensed operators. Larger and more complex projects may require staff with higher certifications, so staffing capacity should be part of the early discussion.