Summertime is anything but lazy in the world of K-12 construction management. The weeks spanning the end of one school year and the start of the next tend to be the busiest for us. It’s when we kick things into high gear and tackle projects of every size without worrying about disrupting the important work of our clients’ bustling campuses while school is in session. The harder we work during the summer, the more campus improvements get completed by the time students and staff return to school in the fall.
The summer of 2023 was no exception. In addition to the support we provide clients planning for future improvements, we’ve been busy on many active sites in recent months. Here are a few snapshots:
Berkeley Unified School District. The Berkeley team wrapped up several projects by summer’s end. They put in new windows at the Adult School, painted at Thousand Oaks Elementary School, repaired damages on the Emerson Elementary façade and completed the first phase of work on the Berkeley Technology (“B-Tech”) Academy CTE project, as shown in the photo above. (The second phase of the B-Tech project is now underway.) Project Manager Eduardo Rivera-Garcia noted that small modernization projects like these always come with surprises, but the team was ready for them all. “Our contractor and design team on the B-Tech CTE project were great about communicating in a direct, expeditious manner to find solutions for unforeseen challenges – all with minimal impact to the project allowance,” said Eduardo.
Windsor Unified School District. Team VPCS has been busy in the North Bay this summer, finishing some important work in time for the new school year in Windsor. Notably, the new two-story portable replacement building at the Cali Calmécac Language Academy now offers 14 classrooms, fresh paint, a new play area and two shade structures. Plus, new roofs, gutters and downspouts can now be found at Windsor High School and Windsor Middle School. Our team also assisted with the facility master plan update to support the bond that the district plans to put on the ballot in the fall of 2024. We completed the new two-story building under budget and within our construction schedule, even though we were up against supply chain issues and weather events that could have delayed our construction timeline. Our long-time partners at Arntz Builders contributed immensely toward the success of this project. We also commend VPCS newcomer Project Engineer Aaron Brazier, who came onto the team with an enthusiastic willingness to dive right in.
Piner-Olivet Unified School District. In this Santa Rosa district, we put the finishing touches on a handful of projects in time to welcome students back to school this fall. We oversaw IT upgrades throughout the district, replaced the roof at Northwest Prep Charter School and completed the modernization of Olivet Elementary School’s multi-purpose room.
Wright Elementary School District. VPCS spent the summer leading the effort to replace the roofing and HVAC mechanical systems at Robert L. Stevens Elementary School in Santa Rosa – one of the firm’s greatest accomplishments of the season, according to Senior Project Manager Brian Cameron. “We came into the project with virtually no input on design or procurement, but worked closely with the contractor, architect and client to ensure that the school would have HVAC and power by the start of school,” said Brian. “When we ran into supply chain issues with the HVAC units and some of the required electrical panels, our team worked together to come up with a contingency plan to make sure the R.L. Stevens students could return to school with a fully functioning facility.”
East Side Union High School District. Of our many active ESUHSD projects, two were completed this summer: site utilities fire service work at Mt. Pleasant High School (part of a district-wide effort) and renovations to the library/multi-purpose room at William C. Overfelt High School. Additional projects that we kicked off and are still underway include the performing arts building at Piedmont Hills High School, modernization efforts in Building 500 at Mt. Pleasant High School, the Building K modernization at Oak Grove High School and the site utilities fire service work (now 75% complete) at Oak Grove High School. According to Project Assistant Evelyn Te Policriti, “It takes a village to make these projects come to fruition. Our ESUHSD construction management team is dedicated to working hard to ensure that the client is happy and satisfied,” said Evelyn.
Atwater Elementary School District.Senior Project Manager Mary Ann Duggan reported that her team has completed work on Juniper Elementary School, a new 10-acre, 600-student campus that is now ready to welcome students after an 18-month construction period. The $34.2 million effort delivered 26 classrooms; new administration, library and multi-purpose buildings; play and shade structures; a track and field; parking lots and off-site traffic and pedestrian features. Mary Ann credited the project partners for their good work, including CT Brayton & Sons (general contractor), Meehleis Modular Buildings, Teter Architects & Engineers, United Inspections, KI (furniture) and Miracle Play Systems (play structures).
Pleasanton Unified School District. Our team in Pleasanton maintained a steady pace this summer, completing approximately $12 million worth of projects as part of the $395 Measure I-1 bond passed in November 2022: roofing and HVAC replacements at four sites; room upgrades at Pleasanton and Harvest Park Middle Schools; new fencing and signage at Lydiksen Elementary School; exterior wall waterproofing at Hart Middle School and exterior painting at Donlon Elementary School. The team also started multiple other projects throughout the district that are close to completion. Project Manager Jenny Choi, who helps run VPCS’s efforts in Pleasanton, said, “It feels great to know we created a plan for summer construction and executed things so well. Minh Dao and Ben Kerr did an especially great job picking up pieces and managing unforeseen details around the district all summer, while Thida On and Merry Te provided a lot of support as well.”
Napa Valley Unified School District. Our Napa team has been busy planning the first few projects that will move forward as part of the American Canyon Measure A2 bond program that passed last November. These initial projects will include exterior improvements at two elementary schools, a new track/field for the middle school and new construction and modernization of existing buildings at an elementary school. Project Manager Jennifer Kerr praised all members of her team, singling out the great work of the newest member, Project Engineer Felicia Silveira. “Felicia started with us this spring and has quickly gotten the hang of things, already running some of our smaller construction projects. We appreciate all of her hard work,” said Jennifer.
Winters Joint Unified School District. Work was completed this summer on the new state-of-the-art Winters High School Physical Education and Music Building, which features all-new equipment and spacious classrooms designed to inspire excellence in the fields of PE and music. A grand opening and special ribbon cutting ceremony was held earlier this month, attended by community leaders, educators and students.
Palo Alto Unified and Washington Unified School Districts. Once school construction projects wrap up at the end of the summer, the last critical piece of the process is moving into new or renovated spaces. From mapping out what goes where to ensuring teachers’ classroom layouts match their preferences, move coordination is a bit of an art form – and it’s just one more service we provide, whether or not we’ve overseen the construction itself. Project Assistant Melanie Griffiths, who has become our resident move coordination expert, worked with Business Development Coordinator Jake Jurgenson and Asset Manager Scott Marshall to support move-in efforts in Palo Alto. Melanie also did the pre-move planning for moves on behalf of Washington Unified, where Brian Cameron, Project Assistant Angie Ramich and Director of Business Development Jennifer Gibb handled the day-of duties.
The VPCS home office. As project teams stayed busy in the field, our headquarters staff kept things running smoothly on behalf of all of us. Operations Manager Christine Scheffer oversaw the annual employee review process, navigating a complex web of individual work schedules to coordinate reviews, while Operations Assistant Corinne Figueira handled the numerous details related to our upcoming office move. (More details on the move to come.) Everyone at VPCS is indebted to our home office crew for their ability to keep our entire company in top working order, every season of the year!
In 2024, Californians will vote on Assembly Bill (AB) 247, a statewide general obligation bond act that would provide $14 billion for construction and modernization of education facilities. Officially referred to as the Transitional Kindergarten Through Community College Public Education Facilities Bond Act of 2024, the measure passed the Assembly Education and Higher Education Committees in April and the Senate Committee on Governance and Finance earlier this month. It will go next to the Senate Committee on Appropriations, which will vote on it in late August. We assume that AB 247 will make it to the ballot next year, although the state legislature has not yet determined whether it would be presented to voters in March or November 2024.
Improving California’s educational facilities is at the heart of the VPCS mission, so we strongly support AB 247. We encourage all voters to review the full text of the bill to make their own decisions. And we invite our industry partners and other interested parties to join us at a campaign fundraiser on Thursday, September 28th at 4:00 p.m. at juju kitchen & cocktails in Sacramento. (Email us to RSVP or request more information.)
Here are six reasons why we believe AB 247 is good for our state:
1. We agree with its authors.
AB 247 was jointly authored by Assemblyman Al Muratsuchi (D-Torrance), Lori Wilson (D-Suisun City) and Mike Fong (D-Alhambra). Mr. Muratsuchi summarized the need for the measure by saying, “Thirty percent of the state’s K-12 classrooms are over 50 years old and 10 percent are over 70 years old. Californians face critical school facility needs including transitional kindergarten and early childhood education, natural disaster response, universal high-speed internet access, lead abatement, and extreme heat and other climate change adaption.”[1]
2. The timing is right.
If it passes, AB 247 will be the first statewide education bond to be approved in California since 2016, when voters passed Proposition 51. (Prop 13, which would have authorized $15 billion in bonds, failed in 2020.) That means that by 2024, eight years will have passed since new funds have been added to the state’s “pot” to which districts have access. And school facilities experience a lot of wear and tear in eight years. Districts throughout California have been doing their best to maintain aging buildings in their portfolios, but deferred maintenance and modernization costs add up. The funds that would be available via AB 247 would go a long way toward enabling much-needed facilities upgrades in districts all around the state.
3. State and local funding would work together to support communities.
AB 247 would deliver matching funds to school districts that apply for them, which would allow a combination of local and general obligation bond dollars to pay for new construction and modernization projects, as well as several other important programs mentioned in the language of the bill – including but not limited to career technical education, charter facility programs, minimum essential facilities and facility hardship. These efforts would improve local education facilities while potentially boosting local economies.
4. It reflects updated realities.
The measure was carefully written to accommodate the particular types of funding needs that school districts now face. One example is interim housing that might be required following a wildfire or earthquake. Another is a revamped methodology for calculating construction costs based on actual rather than theoretical scenarios.
5. It would allow districts to deliver what they’ve promised.
School districts working with funds from local bonds that were passed several years ago might be finding it difficult to complete projects, given the increasing cost of goods and services. In other words, districts that committed to new facilities or improvements to existing facilities that were estimated in 2020 dollars might now find themselves having to modify scope or value-engineer original plans in order to stretch their now-outdated budgets. AB 247 would help districts see such efforts through to completion and satisfy their commitments to voters.
6. It’s all in service to the kids.
At VPCS, nearly everything we do comes down to serving California’s students. We support AB 247 because it is designed to support the public schools where our state’s children learn, grow and thrive. Research proves it – just take a look at the California School Facilities Research Institute report on The Impact of School Facilities on Student Learning and Engagement. The bottom line is this: The better our kids’ educational environments, the stronger our communities. Flourishing school districts benefit everyone, which is why we believe so firmly in the value of state and local school bonds.
When Senior Program Manager Kevin Little joined VPCS in 2020, he brought years of experience building, managing, operating and maintaining world-class facilities, including a stint with the Los Angeles public school system – the second largest district in the country. Kevin’s professional resume was impressive enough. Then we really got to know him and learned that there’s much more to this construction professional than serious industry talent. Discover a few of Kevin Little’s many sides in this conversation:
Q: Which VPCS projects do you work on?
KL: I support the project management and program planning teams at the Cloverdale Unified School District, the Old Adobe Union District in Petaluma and the Marysville Joint Unified School District in Yuba County.
Q: You grew up in the U.K., correct?
KL: That’s right. I was raised in Chester on the English-Welsh border about 30 miles south of Liverpool. I got my bachelor’s degree from Chester College, right there in my hometown. But my goal was always to come to the U.S. – and I always aspired to be a coach – so I landed here in 1979 and started teaching karate and soccer.
Q: Have you kept up with both karate and soccer?
KL: Yes. I still practice and coach both sports. I hold a fifth-degree black belt in Shotokan karate and a sixth-kyu green belt in Kyokushin full-contact karate. I’m registered as a karate instructor at three different dojos. On the soccer side, I was ranked as a semi-pro in England back in the day. And I’ve coached soccer here in the U.S. for about 30 years. I’ve coached people of all ages, including my own daughters starting when they were about four years old. And now both of my grandsons are on soccer teams, so I’m getting out there on the pitch and having a go with the next generation of players.
Q: Getting back to your education, tell us about your law studies.
KL: Back when I was working in biotech, I spent a lot of time interacting with my company’s legal department getting deep into construction contracts. That sparked an interest in going to law school. So I enrolled in law classes at St. Mary’s College in Moraga (which offers an undergraduate Law and Society minor) and I even took the LSAT. I ended up with a certificate as a registered paralegal, but never formally pursued a law degree because my career ended up taking me further into construction. But I learned so much about critical thinking, how to write and how to look at things through a risk management lens while studying the law; those skills have really served me in my professional life.
Q: Speaking of your professional life, describe your career highlight.
KL: Easy – that’s when I worked on the Jonas Salk Institute for Biological Studies in San Diego. I was hired by the firm overseeing the programming/design phase of a new freestanding addition to the research institute, and they asked me to run the project for them. So I’d go down to San Diego for these weekly OA [owner-architect] meetings and there’d be multiple Nobel Prize winners sitting at the table. First, of course, there was Jonas Salk, whose 1955 publication of his research was a major breakthrough in the development of a vaccine for polio. Then there were two more scientists at the other end of the table who were Nobel Laureates. Salk was in his 70s by the time I worked on the project, but he still had all his wits about him. He would have me sit on his right side in the OA meetings because he was deaf in that ear. And I’d have to whisper to him to let him know everything that was going on. It was wild. And I got to be part of adding to that beautiful, beautiful building. So that was a lot of fun.
Q: Your LinkedIn photo shows you wearing a boutonnière and a mini microphone. What’s the story there?
KL: That picture was taken at the wedding of my son’s best friend, which I officiated! I got ordained through the Universal Life Church so I could legally marry them. I was pleased to do it; it was such an honor. Plus, it earned me my new nickname: “Rev Kev.”
Q: What are your other hidden talents?
KL: Well I don’t know if they’re talents necessarily, but I’ve always been around music. My dad was a band manager back in England in the ‘60s and I’d go around with him when I was a kid as he’d try to get the band gigs. His group was called The Heartbeats, which was on the same circuit as the Silver Beatles, the Rolling Stones, Herman’s Hermits, Jerry and the Pacemakers, Petula Clark and others. Keep in mind: we were only about 20 minutes from Liverpool. It was a really interesting time and place for music and it really sparked an interest in me. When I was about 13, I hitchhiked with a friend on a milk truck all the way from Chester to London – which felt like the other end of the world at the time – to see the Rolling Stones at their free concert in Hyde Park. We were kids and away we went! Now I’m making sure my grandkids understand and appreciate the classic music that influences what they listen to today.
Q: Is there an inner rock star hiding inside the construction PM?
KL: Not necessarily. But I know that world pretty well. In fact, one of the craziest experiences I’ve ever had was when I was hired to be a bodyguard for Dee Snider, the lead singer of the band Twisted Sister. This was in the early ’80s; I’d already moved to the U.S. but was back in England for a visit. Twisted Sister was scheduled to play at Wrexham Stadium in Wales, which is very close to my hometown and it’s a pitch I know well because I’d played a lot of soccer there when I was coming up. I’d also worked as a doorman in a lot of pubs around the area, and they were hiring doormen to add to the band’s security and convey a sense of crowd control at this large venue. They said to me and a friend of mine (and about 40 other guys), “We’ll give you each $10 and you can wear these yellow tee shirts that say SECURITY and you can basically have a day out on us.” But when my friend and I got to the stadium, they pulled us aside and told us that our job was to keep an eye on Dee Snider himself as he went from his dressing room to the stage. Sounded easy enough, but it was total chaos. Wales wasn’t really ready to see anything like those guys. Still, it was a great day. Then the promoter tried to tell all of us wearing yellow shirts – we looked like a bunch of canaries – that he couldn’t pay us. That didn’t go over well, especially with one Liverpudlian who threatened to take the band’s drum kit as payment instead! So they ended up giving us our $10 and we went on our way. It was all just hilarious.
Q: From taking care of rock stars to taking care of construction projects …
KL: I’m not sure if my background as Dee Snider’s bodyguard ties directly to my role as a PM, but I’ll tell you that I do enjoy the responsibility of taking care of school facilities. And one of the reasons I love working for VPCS is that even though I report to Mark [Van Pelt], he isn’t always looking over my shoulder. This company values relationships and treats people very well. If you know your stuff, then your boss will check in with you and will always be available to you but mostly trusts you to do your job well. I guess it’s all part of the Van Pelt Way and it’s a nice way to work.
We’re sweeping up the last of the literal and proverbial confetti following our extended 25th anniversary celebrations. (Technically, we opened our doors 27 years ago in 1996, but Covid interruptions got these festivities rolling a bit later than they otherwise would have. So our commemorations have been joyfully stretched out.)
What a delight it’s been to mark this milestone and use it as a jumping-off point for the future of VPCS. We have so much to be proud of and so much to look forward to. And we’re enormously grateful to our wonderful clients, who have entrusted us with such important work. We take the responsibility very seriously and remain keenly focused on our mission to provide quality facilities and grounds for all of California’s students.
To capture some of the key sentiments about the past, present and future of our firm, we asked four very recognizable members of our executive leadership team to weigh in with their thoughts. Read on for insights from Mark Van Pelt, Mike Van Pelt, Kelli Van Pelt Jurgenson and Eric Van Pelt.
What are you most proud of when you look back on how the firm has evolved in its first 25 years?
Mark: Mike and I have been willing to try new things over the years, which has played a major role in the firm’s success. Also, the remarkably talented people who have come to work for us have helped preserve the DNA of the firm, and that has always set us apart from our competitors. Plus, the core relationship that Mike and I have props everything up. That relationship helped carry VPCS through some tough economic times.
Mike: I think I’m most proud of the fact that we were able to start a new business from the ground up – just two brothers with an idea and a commitment – and watch it grow into a PM/CM firm that’s well known throughout the construction industry.
Kelli: I’m extremely proud of the team of incredible people we have. Everyone on our team works so hard and they are all equally committed to building fantastic relationships with our clients.
Eric: Definitely the relationships we have with our clients. Together, everyone at VPCS makes a great team and that means we make great additions to our clients’ teams.
What do you think helps VPCS stand apart from other PM/CM firms?
Mark: We’re not afraid to make strong recommendations. Our deep background and experience affords us the opportunity to guide clients through the toughest situations.
Mike: We’ve always prided ourselves on our ability to satisfy the needs of our clients and become extensions of their own teams. One notable example: making sure school operations continue seamlessly with the least amount of interruption during the construction process.
Kelli: First and foremost, our commitment to our clients sets us apart. Also, our mix of technical construction knowledge. Finally, it’s not an exaggeration to say that our highly detailed understanding of bond/school district finance is unmatched in this industry.
Eric: We bring a “whatever it takes” attitude to everything we do. Our clients understand that we will do anything (provided it’s legal, ethical and moral) to help make a project successful.
To what do you attribute the firm’s success?
Mark: Good old-fashioned hard work!
Mike: We work as a team; we make it clear to our employees that they always have the backing and support of everyone else at VPCS if a question ever arises on a project. So our clients essentially have access to the skills and talents of our full roster of professionals. When questions do come up, we take the time to weigh all the information before making critical decisions on behalf of clients.
Kelli: I think the fact that we’ve maintained a family atmosphere at the firm even as we’ve grown – and have included our clients in that family circle – has been key to our success. We also know how to have fun in an often-stressful industry.
Eric: Our success is tied directly to the quality of our staff. Our “boots on the ground” team is just really strong. They provide effective and efficient leadership so that our projects are well run.
Why and how is VPCS well-positioned to lead the industry in the next 25 years?
Mark: We’ll never waver from our policy of delivering the highest level of service to clients. Maintaining that commitment always paves the way for new clients, especially in the K-12 school realm, where people frequently move between districts.
Mike: We’ll continue to populate our employee roster with smart, talented and loyal professionals. And we’ll continue to treat them well, making sure they feel valued for all that they do to contribute to the firm’s success. Our people make us who we are.
Kelli: We are building our team for success. As we grow, we are strategic with regard to the staff and skill sets we bring on board. We also build healthy relationships with our industry partners. All of this demonstrates that we monitor the pulse of the industry, and our clients benefit from that.
At VPCS, we pride ourselves on the diversity of perspectives that we bring to everything we do. That includes a staff with a gender mix that more closely matches the actual population and is dramatically more balanced than the industry average. (Women account for 45% of VPCS’s employees, while the Bureau of Labor and Statistics report that women only represent approximately 10% of the overall construction industry workforce.)
“Construction has traditionally been a cis-male-dominated industry, but that’s changing. And we’re leading that change,” said VPCS Vice President Kelli Van Pelt Jurgenson. “With women making up approximately half of our staff and occupying every level of our organization, we are helping disrupt the industry and change the conversation. Most importantly, it’s one more way for us to deliver comprehensive and well-rounded skillsets to our clients and the communities they serve.”
Kelli led a contingent of VPCS’s talented female leaders at this year’s Women in Construction West Coast Conference, held last week in Phoenix. We asked them to give us their insights on this topic and share their takeaways from the event. Below are the thoughtful words of Jennifer Gibb, Prachi Amin, Mary Fitzpatrick, Melanie Griffiths, Jenny Choi and Patti Llamas.
How has the role of women in the construction industry changed since you began your career?
Melanie: In my nearly five years in this industry, I’ve watched women’s roles get stronger but the change needs to happen faster. More women are entering the field of construction management, which has been amazing, but is it fast enough?
Patti: I’ve worked in the construction industry for about 18 years, initially in an executive support role and then in a program management capacity once I started here at VPCS. I see more and more women running jobs in the field. However, I’m still seeing a lot of projects where you may only see just one female on the jobsite.
Why is it important to seek gender parity in construction industry leadership?
Jennifer: Gender parity in the construction industry is incredibly important, as is racial and socioeconomic diversity. Having a group of committed individuals who can provide different opinions, backgrounds and views on the work that we do can only help us do a better job. This is especially important in education and healthcare.
Jenny: I believe that it is important to seek equality in general, such as with opportunities and pay, especially for the same position.
What challenges are commonly faced by women in this industry, particularly those in leadership roles?
Jennifer: In construction, there’s an outdated assumption that you have to be “strong and tough” (in other words, cis-male) to know how to build a building. Every single day, I’m judged by my appearance and encounter people who assume that because I’m a woman I don’t know anything about what is needed.
Prachi: Women are sometimes deemed inferior to men in the trades and undermined in discussions. We also face sexual harassment.
Melanie: Women have to prove themselves more, while men’s skills are often accepted outright. Respect should be based on ability rather than gender, race or any other factor.
Patti: There are logistical, physical and other issues that have prohibited or limited the success of women (such as lifting requirements that may be limiting, irregular working hours that are difficult for women with children to accommodate and, unfortunately, sexual harassment or bias that can come in many forms).
What can construction companies do to help elevate women from administrative to leadership roles?
Jennifer: I believe everyone, no matter their gender, should start at the bottom and work their way up. Giving employees the opportunity to see their career path or potential areas of growth and then discussing those openly allows all genders to know that they are important to the company involvement and growth.
Mary: Support and educate!
Jenny: It’s important for employers to engage with employees on their goals and interests to help them reach their full potential. It can be difficult for women to be upfront about what we want.
Why should men also engage in the effort to expand women’s impact within the industry?
Melanie: Some men in this industry stand by and observe how others treat women and yet they don’t always speak up. That’s just never been a concern at VPCS. People are recognized for the skills we can contribute regardless of gender. My co-workers foster and encourage me.
Patti: Women have historically been considered disruptive to male-dominated workforce. Men need to engage so they’ll become part of the solution in educating and wholly supporting the inclusion of women in construction.
VPCS’s employee roster is approximately 45% female. How does that help the company better serve its clients? How does it set the company apart?
Prachi: We are better able to relate to issues faced by our female clients who are in leadership positions.
Mary: Everyone feels comfortable. Since we don’t have to worry about discrimination, we can focus on doing our jobs well.
Melanie: I am so proud that VPCS is such an amazingly diverse company. We are intelligent, capable and talented together and each individual brings something different that helps serve our clients.
Patti: VPCS serves as an example to our clients that we are serious about building programs that are inclusive.
Of all the sessions and conversations you participated in at the Phoenix conference, what takeaway stands out?
Jennifer: Connecting with fellow VPCS team members was my highlight of the conference.
Prachi: That women at every level, from the trades to corporate positions, face discrimination.
Mary: I kept hearing presenters talking about the importance of being well versed in the industry, which is something I take very seriously – always researching a topic before joining any meeting.
Patti: Take your seat at the table. Be prepared and speak up in meetings. Own what you know. Be confident! Be someone others want to work with. Find a mentor AND be a mentor.
Why is it important for VPCS’s female leaders to attend gatherings such as this?
Prachi: These events offer opportunities for networking, as well as discussions about diverse approaches to the challenges we all face. It’s also a chance to show our support for the younger women joining the industry.
Melanie: It was eye-opening to be there with the women from VPCS; together, we gained insights, information and techniques that will only make us stronger as individuals and therefore stronger as a team so we can contribute to the greater VPCS partnerships.
Jenny: It helps create a safe space to connect and review methods on how we can grow together.
Any other insights you’d like to add?
Jennifer: We have a great team and many very talented women who work for our organization, and none of that would be possible without the wonderful leadership at VPCS.
Melanie: I appreciated learning about techniques to help each of us find our voice and speak up to advocate for ourselves.
At VPCS, we have more than 25 years of experience supporting the K-12 sector, and we’re proud of the ever-growing roster of school districts around the state that have trusted us to oversee their facilities work.
While our larger district clients and their more sizeable bond-funded projects tend to get broader media attention, we are equally invested in – and more than honored to serve – many of our state’s modest-sized districts. In fact, approximately half of our active clients fit that description, with fewer enrolled students and/or fewer physical facilities than their larger metro counterparts.
Here are seven reasons “boutique” school districts continue to rely on VPCS for construction and/or program management:
1. A team of specialists. Our small district clients have access to our entire company’s expertise. When we service a small district, we bring in subject matter experts from our expansive team to address individual concerns as they arise rather than limiting our involvement to a smaller team responsible for handling everything related to the contract. Our regional teams work together to ensure that small districts get what they need when they need it, which allows for operational and financial efficiency.
2. Scalability. We know how to adapt our services to suit any size, scope and budget. Small districts receive the same level of attention and expertise, always aligned to fall within the parameters of any assignment. Our commitment to students remains constant, regardless of other changing factors.
3. An à la carte menu of services. We often work with small districts to determine which of our services would be most useful, and which responsibilities would make more sense for them to handle internally. We take the time to walk through each phase of their upcoming journey – from design management, bid support, CBOC engagement and more – to identify when and where we can help fill in the gaps. This helps stretch sometimes limited budgets, effectively utilizes district staff resources and allows us to step in at points when we can be most beneficial.
4. Main Street community insights. We understand how small districts operate; that people wear many hats; that administrators sometimes become substitute bus drivers and that it’s common to bump into school board members at the grocery store. When we serve these clients, we also make an effort to connect with the local communities because it’s just one more thing that will help us do our jobs even better.
5. A dedication to districts of all sizes. At VPCS, we believe in giving all of California’s school districts the attention they deserve. That’s one reason we actively support the Small School Districts’ Association (and were proud to sponsor and attend its state conference, held earlier this month).
6. An unwavering commitment to protecting our clients. Whether we’re overseeing a bond program valued at hundreds of millions of dollars or supporting a district only needing to modernize a single structure, VPCS will deliver the same level of quality, integrity and professionalism. Neither a client’s size nor the scope of its needs ever affects the way we approach our work because the same laws apply, regardless of a district’s size. Part of our job as construction and program managers is to minimize risk for our clients by ensuring that applicable state regulations have all been met.
7. A student-focused mission. Whatever the size of the districts we serve, our goal remains the same: VPCS is here to ensure that California’s students have access to safe, high-quality school facilities. Kids are kids, wherever they go to school. We are here for them.
Project Manager Jennifer Kerr, who joined the VPCS team in 2017, brings a lot to the table, whether that table is in a conference room, a kitchen, an art studio or a foreign country. Read on to learn more about just a few of Jennifer’s many skills and experiences.
Q: You hold an associate degree in architecture. Did you originally plan to pursue a career as an architectural designer?
JK: Not really. The subject has just always interested me. I took some drafting and engineering classes in high school – and also in middle school, actually – and I was good at them. So when I first enrolled in my college courses, I decided to explore architecture at that level to see if it was something I wanted to continue with. I’m glad I got that architectural education, but it wasn’t going to be the right full-time profession for me.
Q: How do you use your architectural training in your work now?
JK: It’s helpful to have that knowledge of what the architects on our projects have to do and some of the challenges they face so I know the right questions to ask. [Jennifer is currently part of the VPCS teams that work for the Napa Valley Unified, Calistoga Joint Unified and Berkeley Unified school districts.] My degree does seem like an advantage that I bring to the team so I’m never just stepping in blind to those technical conversations.
Q: VPCS is a family-run company. What’s your family connection here?
JK: Eric [Van Pelt] is my brother-in-law; his wife, Erin, is my sister. And my brother Benjamin is also a VPCS project manager.
Q: What tactics do you use to maintain a distinction between family and work relationships?
JK: I don’t think I have any tactics. I don’t need any, really, because it all comes very easily. It never feels like I’m treated any differently for being a family member. Kelli [Van Pelt Jurgenson] and I frequently work together, so family topics come up in conversation all the time, of course, but we’re able to separate all of it. It feels very natural; never messy. When we’re at work, that’s always the priority.
Q: What are some of your non-work priorities?
JK: I guess being committed to the environment is a pretty big thing in my life. I try to do my part wherever I can. You know – reducing waste, avoiding excessive buying, living a vegan lifestyle, just generally thinking about how I can reduce my impact on the planet.
Q: Is it challenging to maintain a vegan diet when you’re having meals at meetings or work events?
JK: Not really. I’ve learned how to work around it and I’d never make a big deal about it. There’s a stereotype of the annoying vegan and I really try not to be that person! So if there’s a work-related potluck, for example, I’ll always bring something that I can eat (and I expect other people would like too). Or if we’re ordering in for a lunch meeting, I’ll just ask the person who’s placing the order to see if there’s a vegan option. If not, I’ll adapt. I really try not to impose it on everybody around me.
Q: Shifting gears, where are you in this photo?
JK: That was taken at the Berlin Wall on a trip I took in 2018 with my brother Frankie. We went all over Germany for about a week. It was my first time traveling internationally and it was an amazing experience. Our mom lived in Germany for a while when she was younger and I took four years of German language classes in high school, so I’d always wanted to go.
Q: Did you use your language skills on that trip?
JK: Yes, some. My brother had also taken high school German classes. But most people in Germany also speak English, and they know almost immediately to shift from German to English when tourists start to talk and we were happy they did that with us! But we were able to read signs and generally make our way through the trip with our little bit of German. (My high school German teacher once told our class that we had enough language training under our belts to speak at about a kindergarten level, so I had realistic expectations by the time I went!)
Q: When you’re not working or traveling, what’s your favorite way to spend time?
JK: I love creating art and I’ve always been pretty crafty. I’ve played around with calligraphy and watercoloring for a few years. I like to make watercolor cards and paintings for people’s birthdays and other special occasions instead of buying something generic from the store. It feels more personal. I also recently decided I wanted to learn how to crochet, so I taught myself how to do that. I watched a few YouTube videos and got a book that showed the different stitches and I just kind of worked on figuring it out. When it comes to arts and crafts, I like to try a little bit of everything.
Q: That kind of versatility probably comes in handy at work too, yes?
JK: Absolutely. In this job, you have to know how to be good at a lot of different things!
It’s a new year, and that means the start of our industry’s conference season. We’ll kick things off in a few weeks at the Coalition for Adequate School Housing (CASH) 44th Annual Conference on School Facilities, to be held February 22-24 at the SAFE Credit Union Convention Center in Sacramento. As longtime CASH sponsors and very active members, we always get so much out of this event.
The CASH conference is such a great opportunity to visit with our existing clients in a fun, casual setting. We also love getting to know new people and swapping stories and strategies about our shared commitment to California’s school facilities. Most importantly, this annual gathering gives attendees a three-day deep dive into best practices, legislative insights and the valuable sense of community that will help us better serve school districts in the coming year.
Here’s a sneak peek at some of the ways VPCS will be supporting this year’s CASH conference:
PROUD SPONSORSHIP. Once again, VPCS will show its unwavering support of CASH and its valuable programs by serving as a top-level sponsor of the conference. We are one of only two “Exclusive Sponsors” of this year’s event.
PROGRAMMATIC OVERSIGHT. Members of our leadership team play key ongoing roles in helping shape the CASH conference curriculum. Jennifer Gibb, our director of business development, is co-chair of the planning committee’s fiscal management strand and also sits on other workshop committees, working all year to ensure an effective agenda that’s packed with noteworthy speakers. VP Kelli Van Pelt Jurgenson also supports the construction and planning committees in their efforts to deliver a high quality, professionally beneficial program.
WORKSHOP LEADERSHIP. Two of our own will be on the conference agenda this year, both on Thursday, February 23. Kelli Van Pelt Jurgenson will moderate a workshop entitled “School District Facilities Leadership for Those Without a Facilities Background.” Among the panelists will be Mike Pearson, assistant superintendent for the Napa Valley Unified School District, who made the transition from site principal to his current role. Later that morning, VPCS’s Jennifer Gibb will moderate a workshop entitled “What’s the Plan? Successful Partnering with State Agencies to Strategically Plan and Fund Facility Projects.” The workshop’s panel, which will include John Gordon from the California Department of Education, will address the benefits of working closely with key state agencies to streamline approval processes and maximize funding opportunities.
NEW ACADEMY ACTIVITY. We’re thrilled to be expanding our participation in the CASH School Facilities Leadership Academy as part of our goal to send each of our current and future leaders through this prestigious and rigorous year-long program. Project Manager Minh Dao is scheduled to graduate at the February conference with the 12th cohort, and Project Manager Mary Fitzpatrick will begin her studies as part of the new 13th cohort later this spring. Minh and Mary are the fourth and fifth VPCS employees to attend the CASH Academy (joining Kelli Van Pelt Jurgenson, Jennifer Gibb and Brian Cameron, each of whom graduated from the program in recent years).
GOLF TOURNAMENT FUN. Once again, we’ll be sponsoring a hole at the conference golf tournament to be held on Wednesday, February 22 beginning first thing in the morning at the Teal Bend Golf Club in Sacramento. If you plan to play, swing by our tent for a quick hello and some refreshing treats.
AN OPENING NIGHT MIXER. Along with some of our industry partners, we’ll be co-hosting a mixer on Wednesday, February 22 beginning at 6:00 p.m. at Saigon Alley on L Street – just a few blocks from the Convention Center. This is always a wonderful chance to say hello to old friends and meet new ones at the start of the event. Don’t miss it!
A BUSY EXHIBIT BOOTH. Stop by to see us at the VPCS booth on the exhibit floor. We’ll be there throughout the conference in spot #230.
We hope to see you in Sacramento beginning February 22!
As we wrap up another year, the VPCS family extends our warmest wishes to clients, colleagues, associates and friends. We are so grateful to all the talented, dedicated people in our professional community who inspire us every day to go above and beyond. Here’s to a safe and happy holiday season and a prosperous 2023.
The 2022 election cycle has come to a close. In many California communities, voters were asked to support local K-12 school bonds. For districts whose bond measures passed, this is roll-up-the-sleeves time. As experienced program managers (PMs), VPCS has seen many school districts through this process, providing guidance and support to ensure a smooth process within our clients’ communities.
At VPCS, we follow best practices in everything we do. When it comes time to help school districts implement strategies after local bond measures pass, here are some of the keys to our advice:
Form your citizens’ bond oversight committee (CBOC).
If your district passed a Proposition 39 bond, which requires 55% of the vote to pass, California law requires that you form a CBOC. If yours was a Proposition 47 bond, which can pass with only 67% percent of the vote, CBOCs are not legally stipulated – but are still highly recommended. Work closely with your PM team and your legal counsel to ensure that you are meeting your statutory obligations as well as your community’s needs by forming this committee and drafting its formal bylaws.
Consider your CBOC roster.
CBOCs are made up of local community members, school board representatives, district administrators and other stakeholders. Together, these individuals are responsible for ensuring that taxpayer dollars are properly allocated through the life of the bond. If your district recently passed its bond, you should immediately begin recruiting CBOC volunteer members, each of whom will need to be formally appointed by your school board. Work closely with your legal counsel to ensure your CBOC formation efforts comply with the Proposition 39 bond statute and the Ralph M. Brown Act.
Create a CBOC website.
Build a dedicated online home for your CBOC. This will be the single source of details, resources and status updates for everything related to your bond. Since there is specific language that must be used (and avoided) on CBOC sites, this is another task that should be done with the help of experienced PMs and reviewed by legal counsel.
Develop a preliminary implementation plan.
Now that you know the amount of bond funds that passed, it’s time to lay out a tiered plan that maps out how and when to put those dollars to work in your district. Of course, this means prioritizing projects based on your district’s established goals. Unfortunately, there is almost always more need than funding, so not everything can likely get accomplished. An experienced PM team can help determine how to allocate those taxpayer dollars most effectively, particularly when voters are expecting specific results based on campaign promises. Implementation plans are living documents that can and should be updated at least annually to ensure that they still align with board priorities, community expectations, legislative requirements, etc.
Start some projects.
Depending on the size of your bond, your larger projects may take some time to get off the ground. However, you can always dive right in with smaller elements of your plan to show your community that you’re hitting the ground running. Improve a stretch of frontage, repaint a building or make a small enhancement to a campus. Do things that are needed and covered by your overall budget, but won’t get in the way of bigger projects to come. While you’re at it, post a sign that reminds your constituents that their tax dollars are already hard at work.
Establish a bond program schedule.
Create a bond program schedule that overlaps with other funding opportunities, including potential future state bonds. The Coalition for Adequate Student Housing (CASH) and the California Building Industry Association (CBIA) are both predicting that a statewide bond will hit ballots in 2024, so districts should begin tracking that potential cash flow now. This is especially critical when local bond funds fall short of a district’s total demonstrated need.
Work with experts.
Passing a bond is cause for celebration, but nothing to take lightly. With seasoned, trustworthy partners on your district’s team, you are in a stronger position to deliver what voters have asked for and students deserve. Please contact VPCS if we can be of service.
