Lundgren Management Industry Connector
Spring 2014
In This Issue
Lundgren Wraps Up Santa Barbara Project
Bakersfield School Project Ready for Classes
Lundgren Honored at Industry Awards
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"Your professionalism and the way you managed, led and enhanced the project was second to none. I'm confident the project would not be what it is today if you had not been managing the construction for us."

- Dr. Dianne Van Hook

Chancellor, Santa Clarita Community College District, for which Lundgren was construction manager for the completion of the Dr. Dianne G. Van Hook University Center.


Dale Lundgren

As students look ahead to summer vacation, Lundgren prepares for peak construction time for our school clients and projects. Since summer is generally a low-traffic time on campus, the hazard for students and faculty is lessened and the productivity of our construction teams is enhanced. 


However, the typical three-month timeframe often leaves construction teams with a tight deadline for project completion. To ensure an efficient construction process, it is important to think ahead. Is there  a five-year plan established? 


Having a five-year plan with a total assessment of new buildings, working in tandem with architects and engineers, seeking early buy-in from key decision-makers, and securing early contractor bids can ensure a fluid summer construction process, eliminating the stress of facility managers and lowering the costs and safety risks to students and faculty.


There are two things that come to the mind of a facility manager related to summer construction projects: Time and money. The first step of the process is to meet with the architects, their engineers (and hopefully their construction manager) to discuss the details of the proposed summer project. It is important for facility managers to walk through the schematic design process with the architects. Poor communication may result in project revisions that can cost facility managers more money and time before the ultimate construction process. In addition, facility managers are charged with meeting the needs of the organization as seen through the eyes of the ultimate decision-makers. Clear communication about the design cost beforehand can speed up the summer construction process by avoiding architectural revisions.


Moreover, facility managers should be cognizant that those involved in the construction process, such as the architects, and sub-consultants, run on their own schedules. As Construction Managers, it is our job to build a construction schedule, drive the Architect and marry the schedules to complement each other within the given timeframe. Typically, we suggest that facility managers work with the designer nine to 10 months prior to construction. This is an ideal situation, right? We pride ourselves in repeat clients, and these clients depend on Lundgren Management to advise them.


As construction managers, we can't be afraid to ask our clients if they've started planning for summer work 10 months in advance. Ask if we can assist in coordinating with the Architect. Have they begun schematic design? Do any of their summer projects require DSA approval? Can the Architect get an over-the-counter approval? The construction industry rule of thumb says that approximately 95% of the design work is complete and ready to advertise to bid around six to seven months prior to construction. In most cases, at least over the last ten years, we typically do not have this luxury and proves even further why our clients should rely on Lundgren to keep the project stakeholders on track, allow a better planning process and avoid project delay.


Bidding your Project - Stay on Track & Get the Best Contractors

Spring and summer are generally the busiest times for contractors; therefore, the best time to seek a bid for a new project is during the slow winter months. Normally, most contractors already have their summer plans in line by late winter (February or March). Going into this process in the early summer months could cause increased  project bid amounts, have a negative impact on bidder participation  and most importantly, cause the construction process to overlap into the beginning of the school year. This delay can pose issues such as construction occurring during the school year, posing safety risks for students and faculty, or even leaving bitter feelings with the faculty and administration.


Planning ahead can ensure a fluid summer construction process. Lundgren knows our clients have a lot on their minds, and by clearly communicating with them early in the process, we are able to keep their best interests in mind as they plan for the coming school year.

Dale Lundgren

Dale Lundgren
Lundgren Management 
Lundgren Wraps Up Santa Barbara Project  


We're proud to announce that construction is complete on the modernization of Santa Barbara Community College District's humanities building, and the building was occupied at the beginning of the spring semester.


The project included adding an elevator tower to the 1970s-era building, as well as changing doors and hardware, adding new restrooms and upgrading ramps.


While there were some typical challenges along the way, the use of the Lease-Leaseback (LLB) delivery method was instrumental to the project's success. The entire project team worked collaboratively to complete the project in a timely, cost-effective manner.


The end result is a beautifully upgraded building that is now Americans with Disabilities Act-compliant, with a revitalized interior and exterior aesthetic environment.


Bakersfield School Projects Ready for Classes 


Lundgren recently wrapped up work on the beautiful Dr. Douglas K. Fletcher Elementary and Paul L. Cato Middle School project for the Bakersfield City School District. Lundgren served as the construction manager, using the Multiple-Prime delivery method.


Fletcher Elementary is on 18 acres and will accommodate nearly 800 students at full capacity, while Cato Middle School is on 23 acres and has a student capacity of 1,300. The schools are scheduled to open this August.


The schools were designed to utilize shared facilities, including the kitchen and bus transportation drop-off areas. All service delivery and utility areas were designed with separate access to minimize impact on the schools' operations. The schools are pre-wired to accommodate both current and future technology needs, with classrooms equipped with SMART Board technology. The ventilation systems monitor carbon dioxide levels in classrooms and incorporate fresh air as needed.


An interesting aspect of the Fletcher/Cato project was its place as a high-performance incentive project, meaning the school district receives funding back from the state in return for meeting certain requirements. For example, the Solatube skylights used throughout the schools utilize daylight harvesting to reduce electrical usage and costs. The two Solatubes at the front of each classroom are actually equipped with dimmers, allowing teachers to use their teaching walls without glare.


Lundgren Honored at Industry Awards  


Lundgren was thrilled to be named a 2014 Bronze Member Firm of the Year by the Southern California chapter of the Construction Management Association of America.


This is the first time Lundgren has won an award from CMAA. Shawn Fonder, Margaret and Dale Lundgren and Amin Salari (pictured) attended the association's 22nd annual awards gala, March 27 at the J.W. Marriott at L.A. Live in Los Angeles.


The award recognizes companies have gone above and beyond in supporting their CMAA chapter and encouraging their employees to be involved in CMAA activities, programs and committees. The association represents more than 11,000 firms and individuals, and is focused on promoting the use of qualified construction managers on projects.


"It is a true honor to be recognized by the CMAA," said Dale Lundgren. "We have been a member for nearly 20 years, and winning this award helps establish that we are a leader in the field of construction management."

About Lundgren Management
Lundgren Management provides a comprehensive array of services which are incorporated throughout the design and construction phases of a project. By establishing open paths of communication early on in the process, the Lundgren Management team forges partnerships with each member of the project team, defines the goals and objectives for the project, and develops a consensus of how the goals will be met.


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