DCS & Associates, Inc. is an American construction firm having twenty-eight (28) years of construction experience which provides a portfolio of engineering, management and operations support services to public and private sec­tors world-wide. Our exceptional services ensure powerful solutions for our clients.

Construction Management: We offer your company professional construction managers to oversee all phases of the construction project.  This is to assure the owner/client knows that everything is being completed to our precise specifications and your satisfaction. Our management professionals are there to make sure the project is staying within budget and will be completed on time as proposed.

Mr. Dusendang and his team of in-house technicians and laborers were called upon for the emergency repair of several structures within the Enclave and MAG OPS division at Stewart Air National AFB.  Projects consisted of emergency truss repair on the 6,000 square foot BX/Shopping Center, emergency roof repairs to Building 921 and Hanger 300 in the MAG Operation center.  All work was self performed by skilled craftsmen under the direct supervision of Mr. Dusendang.  This emergency project also included window replacement, HVAC and painting through out the specified buildings.  Mr. Dusendang performed the scoping and data analysis to determine factors that would influence cost.  He prepared the cost analysis, estimate and project proposal resulting in the successful acquisition of this emergency project. 

Total project cost was $3 million.

Mr. Dusendang participated in the management of this project, as an independent management consultant, in collaboration with two additional project managers.  This $14 million project included the design and construction of a 5-Star hotel located in the Grand Rapids area.  Mr. Dusendang performed the scoping, data analysis, cost analysis and final estimating for Divisions 6 through 10; wood finishing, thermal moisture protection equipment, doors and windows, finishes and specialty equipment.  In collaboration with his two other counterparts he organized and managed the project from the proposal stage to completion.  Additional responsibilities included preparation of proposal documents, subcontractor screening, selection and management, material acquisition, maintaining project budget and obtaining certificate of occupancy.  Project was completed within 18 months and on schedule.

This project involved the design and construction of a 12,000 square foot hanger for a flight safety school owned by Warren Buffet.  The objective of the project was to provide a training center for pilots of both small single engine and passenger planes and would include 14 flight simulation rooms, several maintenance bays, a 2,000 square foot mezzanine, a conference room, a central operations center and various office spaces.  Initial data analysis of soil topology revealed a critical path that had to be addressed before site work began; the need for soil stabilization was critical in this project.  Mr. Dusendang collaborated with the engineering team to propse a cost effective solution and managed all work personally.  Mr. Dusendang estimated the entire construction, engineering and design phases of work using R.S. Means software and hard bid methods.  He oversaw the design team, produced the red-line drawings, performed various engineering tasks and calculated the load share factors.  As Director of the construction division Mr. Dusendang oversaw and managed project development, labor selection, quality control, mobilization, construction, close-out decumentation and demobilization.

Project consisted of the design and construction of a $15.5 million structure which included 5 buildings, approximately 2,500 square feet each, each housing 6 luxury condos.  These majestic structures were devastated by hurricane Jean and required complete demolition of remaining debris and new construction.  Phase of work specifications included new wiring system, completionof EMP and finishes, interior sheet rock and carpet, new roof, replacement of all interior finishes, plumbing, electrical, flooring, millwork and cabinetry.

 The original project schedule was set for 180 days. Inclement weather presented a significant challenge as there were 35 days of rain during project mobilization and actual construction.  Due to the skillful analysis, forecasting and management experience performed by Mr. Dusendang, the project was completed one week ahead of schedule.