Our purpose is fulfilled when a completed project advances a community.

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By maximizing value and mitigating risk every step of the way, we take an idea and manage it through to ribbon cutting. We continue to improve our services with the goal of seeing 100% of our planned projects built.

B&D’s value management approach to facility development responds to the basic problem facing any entity that seeks to develop new or renovate existing facilities: How can the project achieve its strategic objectives in the most economical way possible? Our services are designed to minimize the four primary types of risk associated with facility development projects—revenue, financing, capital cost, and operating cost—while consistently maintaining a focus on our client’s mission as the overriding determinant of project priorities. The end result is a consensus-driven project which all vested stakeholders helped create and which is the relentless implementation of their vision.

More than 85% of the development projects B&D plans get approved, funded, and built. We attribute this track record to the care our teams take on the front end of project planning to align the program with the client’s mission and strategy.

Brailsford & Dunlavey’s program management services guide owners through all stages of facility development.


Through a participatory process that includes visioning, diagnostics, recommendations, and execution development, B&D collaborates with our clients to develop strategic plans. These plans entail mission priorities / institutional focus, common institutional expectations, enhanced institutional effectiveness and efficiency, and mitigated leadership transition risk.
Campus planning issues are best handled as part of a comprehensive strategy addressing an institution’s goals with regard to the recruitment and retention of students and the markets in which they strive to compete. B&D develops strategy through the incorporation of our client’s mission and institutional policy with the opportunities and constraints imposed by campus geography and financial markets.
Through demographic analyses, focus groups, and surveys of the target user population as well as analysis of our client’s competitive environment, B&D projects the unique demand characteristics of the target market, including the facility elements most in demand and the amount of revenue potentially generated by each. This analysis allows facilities to be developed in direct proportion to user demand, while reassuring users that their input helped to identify the allocation of spaces and design character of the building.
B&D incorporates an understanding of each client’s strategic objectives and extensive knowledge of building technology and facility standards with a proprietary process called “Demand-Based Programming,” which identifies the priority of space allocations most supportable by the market. This process provides our clients with a framework for evaluating the unique demand characteristics of their own target market and for arriving at a clear consensus on a facility program. The resulting prioritization of elements, combined with a creative insight into market dynamics, allows for the conceptual programming of facilities as vibrant points of attraction.
B&D develops highly sophisticated financial models incorporating projected revenues, capital costs, operating costs, and financing strategy to determine how to make a project financially self-supporting or profit-generating to the extent required by the client. Our staff has experience implementing a wide variety of financial strategies, including the use of tax-exempt debt alternative financing and ownership structures. Our models test project performance under a variety of configurations and external market conditions.
B&D analyzes and recommends the appropriate development structure for each project. We will make recommendations on the optimal development structure, which could be 100% private development, 100% school- or municipal-owned and operated, or any of the other multiple options, including the development of a 501(c)(3) to assist in the overall project development. In 2017, B&D launched the Higher Ed P3 Resource Center—the industry’s go-to place for information on this dynamic market.
Where appropriate, B&D extends its analysis beyond the benefits of a proposed development to its owner and evaluates its economic benefits to the surrounding community. We quantify direct impacts on the local economy and projects multiplier effects and the implicit impact on public services and tax revenues.
B&D evaluates site alternatives with regard to their market responsiveness, impact on the facility program, political acceptability, and cost implications in order to recommend the optimal project location and orientation.
Where facility financing requires the support of assessments, such as a local tax or student fees, B&D plans and helps to manage the political process of implementing a referendum to approve such assessments. To date, B&D has participated in dozens of referenda with approximately a 90% success rate.
B&D’s depth of experience with testing markets and establishing strategies for facilities has familiarized our staff with the full spectrum of management approaches, staffing structures, operational costs, and market positioning strategies for such facilities. Our business plans integrate client mission objectives and market responsiveness with an eye toward efficiency and customer service.


Through an RFP or sole-source negotiation process, B&D can help the client select a design team with the necessary experience, design skill, and commitment to service to translate our client’s vision into working drawings. We write project-specific RFPs, pre-qualify candidate firms, assemble and train selection committees, evaluate and summarize proposals, and negotiate contracts.
B&D’s extensive experience in planning facilities and observing their functional success after completion equips us to act as the coordinator of design activities. In addition to administering the design contract and ensuring adherence to budget and schedule, B&D acts as the critical “second set of eyes” to ensure the high level of aesthetic quality, functionality, constructability, and serviceability desired by our clients.
Whether the owner’s interests are best served by a general contractor, construction manager, or design-build entity, B&D acts as a conduit for our client’s control of the construction process. B&D selects construction entities through competitive bids, RFPs, or sole-source negotiations; coordinates pre-construction planning; and oversees the on-site activities of the construction entity to ensure adherence to the client’s standards for project quality, cost, and schedule.
B&D’s experience with facility operations provides us with a global perspective on management structures, staffing strategies, and operational costs. B&D provides management plans and operating budgets for the efficient future operation of facilities.