About Us - InGensa

Jacqui Coleman

PRESIDENT & CEO

Jacqui brings 20 years of expertise in master planning, capital consulting, and community consensus building. She has delivered over $400 million in facilities solutions, leading project teams through construction, needs assessments, solution design, and strategic planning. A graduate of the University of Illinois, Urbana-Champaign, she holds both a Bachelor of Science and an MBA

Luke Pfotenhauer

PE, VICE PRESIDENT DEVELOPMENT & OPERATIONS

Luke has over 20 years of experience delivering $350 million in capital facilities projects that enhance educational environments. He leads multi-disciplinary teams through assessment, design, and execution, with a collaborative approach that ensures client needs are met. An expert in indoor air quality, Luke holds a B.S. in Mechanical Engineering and a Master’s in Management of Technology from the University of Minnesota.

Rochelle Van Den Huevel

EDUCATION & BUSINESS DEVELOPMENT DIRECTOR

Rochelle brings 25 years of experience in education, including 17 with Grand Rapids School District 318, where she served as a teacher, Director of Technology, Curriculum Director, and Assistant Superintendent of Teaching and Learning. She now leads Educational Adequacy and Strategic Planning for InGensa.

Gary Lovitz

SENIOR PROJECT MANAGER

Gary Lovitz brings over 20 years of project management experience, overseeing more than $700 million in capital programs. As Senior Project Manager, he leads all aspects of implementation—from budgeting and phasing to resource coordination and subcontract management—while ensuring contractor compliance and site safety.

Globally, superintendents and school board members are frequently challenged with needing to move their districts forward, and there is often uncertainty with where to start or how to get there. Districts also experience regular leadership changes, and bringing their team together around a common vision is essential to the success of their schools. How students learn and how teachers teach is changing. Students need educators to continually uphold the promise of providing a quality public education. As a school board member or superintendent, you are responsible to your community for governing and leading your district both effectively and efficiently, while keeping the best interests of students in mind. Under Minnesota law MS 120B.11, Subd. 2, the school board must approve an annual plan outlining current and future goals of their district to do just this. Following a well-defined process to develop a strategic plan designed to assist district leadership in achieving consensus around key initiatives is imperative to the sustainability of a district. A strong, well thought out strategic plan will not only provide direction to leadership but also differentiate your district from those struggling with how to pivot in constantly changing times. Through challenging periods of a world-wide pandemic, declining enrollment, providing diverse and equitable opportunities for students, aging facilities, and access to adequate funding, districts must think outside tradition toprovide education in new and innovative ways. Strategic Planning is the district leadership’s visionary road map for governing while focusing on both student achievement and stakeholder needs, and will ultimately yield your district success.

When a school district places a funding referendum on the ballot, the outcome has a direct impact on students, staff, and the community as a whole. Encouraging “yes” votes requires more than simply presenting numbers—it calls for clear communication, trust-building, and connecting the proposal to shared community values. By approaching the process thoughtfully, schools can help voters feel informed and confident in their decision.

1. Lead with Transparency and Clarity
Voters are more likely to support a referendum when they clearly understand what it covers, why it is needed, and how funds will be spent. District leaders should provide plain-language explanations of the proposal, share detailed but accessible budget information, and highlight how taxpayer dollars will translate into benefits for students. Visual tools such as infographics, FAQs, and community presentations can make complex financial details easier to grasp and build confidence that the district is being responsible with resources.

2. Connect to Student and Community Impact
While budgets and buildings are important, people often vote with their hearts as much as their heads. Sharing stories of how improved facilities, programs, or resources will directly impact students’ learning experiences makes the referendum personal. Emphasizing long-term benefits—such as safer schools, modern learning environments, and community spaces—helps voters see the proposal as an investment not only in education but also in the vitality of the town or district.

3. Engage the Community Early and Often
A successful referendum campaign depends on trust and dialogue. Districts should invite feedback long before the ballot, through surveys, forums, and advisory groups. Listening to concerns and adjusting plans where possible demonstrates responsiveness. Closer to the vote, consistent outreach via newsletters, social media, local media, and personal conversations ensures voters have accurate information and feel included in the process. When community members believe their voices shaped the proposal, they are more likely to support it at the polls.

How InGensa Can Help
At InGensa, we specialize in guiding districts through the complex process of preparing for and communicating about referendums. From assessing facility and budget needs to crafting clear, community-centered messaging, we help school leaders build strategies that foster trust and engagement. Our team ensures that districts not only put forward strong proposals but also have the tools to connect meaningfully with their communities—positioning them for referendum success.

Building More Than Facilities. Building Futures.

More than a vendor, a trusted partner.

Our clients aren’t projects, they’re partners.