Category: Program Development

HPM Expands Preconstruction Department Hiring Chance Mitchell

HPM’s in-house preconstruction department continues to grow, most recently bringing Senior Preconstruction Manager, Chance Mitchell on board. Chance will work in the firm’s Huntsville office, serving clients in the North Alabama area and beyond. Chance joins HPM having worked in the industry for fifteen years, but his construction experience goes much deeper than what can be shown on a resume. Born into a family-owned construction business, Chance has been well-versed in the industry for as long as he can remember. He enjoys the fast-paced, people-oriented nature of the industry.

Career Path

Chance previously served as Preconstruction Manager at Doster Construction, providing detailed budget estimates while developing relationships with clients, architects, engineers, and subcontractors. Earlier in his career, he worked on the operations side, managing large-scale federal government projects from start to finish. No matter his role, Chance excels in delivering best-in-class client-centered service.

“As a creative problem-solver, the preconstruction phase is well-suited for my skillset”, said Chance. “I enjoy building relationships with owners in the early stages of a project to catch their vision and carve a path for bringing it to life.”

Using his vast experience, Chance will manage the entire preconstruction process from the initial concept to the final design and contractor selection. He will guide projects from early design until ground-breaking– maintaining the owner’s established budget while implementing phasing and contracting requirements to keep the design team on schedule.

Chance was drawn to the family-oriented culture at HPM, along with the extensive potential for growth. He looks forward to fostering relationships with clients and trade partners while laying strong foundations for projects to be built upon.

Preconstruction at HPM

For almost 30 years, HPM has delivered successful, measurable preconstruction services to projects across the United States. The HPM preconstruction team formulates construction cost data for budget development and verification based on the programmatic requirements. Information from historical cost databases, market surveys, cost verifications, comparative data on the project type and recent experience are utilized to develop a total program budget.

Program Management: An Essential Tool in Today’s Volatile Building Market

What to expect when embarking on a building project in 2024

There is no denying the volatility of the current building market. More than ever, project owners must be intentional in earning and maintaining the trust of their constituents and partners. Remaining informed of the most up-to-date trends is key – below are important considerations for owners as they continue to navigate inflation, supply chain shortages and staffing challenges this year.

It’s a Contractor’s World

In today’s excess of work and shortage of people, general contractors are positioned to be highly selective in the jobs they take on. Owners must make their projects attractive to procure desirable industry partners. Realistic budgets and tight schedules are paramount in doing so. Contractors are seeking practical clients who are confident in their needs and committed to the longevity of the process.

A Dwindling Labor Force

A large pool of skilled workers in trade industries are on the brink of retirement. Meanwhile, the number of younger workers going into trades continues to thin. This, combined with the stimulus money that must be spent in a specific timeframe, creates a unique conundrum in the construction labor market.

Budget, Budget, Budget Before Building

Numerous projects were put on pause last year due to supply and labor shortages and a surge in expenses. Prior to resuming building, owners should rework their budgets. Contractors typically do not guarantee prices beyond 30-60 days. Owners must communicate with their contractors and revisit their projected expenses.

Why Hire a Program Manager?

Without a partner offering extensive knowledge of market conditions and counseling them through the building process, owners are likely to have to go back and request additional funding. A lack of confidence in a project can cause doubt among stakeholders, which leads to difficult conversations down the road. HPM’s job is to lead the way, enabling owners to deliver on the projects they have promised their communities, by positioning them for success.

Demystifying Construction Progress Using Forensic Schedule Analysis

Odds are, if you have embarked on a construction project of any shape or size, you have heard the dreaded words, “There’s been a delay in the schedule.” Building in today’s climate has become almost synonymous with delays. Maybe your contractor insists that everything is on track, but you are observing consistent slippage in critical activities over time. The reality of construction in the K-12 industry is there is no time for hidden delays or surprises—the school calendar demands accuracy and completion with little room for schedule adjustments. If your instinct is telling you progress is behind, but you can’t quite prove it, HPM has the solution for you.

Half-Step Period Analysis

Half-Step Period Analysis can help reveal what is going on under the surface of a construction schedule. This method stores schedule updates and quantifies the impact, whether good or bad, of field progress on a schedule at large. Conveniently for the user, this approach collects the progress information from a new update to the schedule and applies only that piece of information to the prior schedule. The schedule is then recalculated and the impact on progress can be observed and analyzed. At this point, you will find answers to your most pressing questions: Did the end date move? Did the critical path change? How will our plans be impacted? Once this data is calculated, it can easily be mapped out in a visual format for further analysis.

schedule

What Next?

Now that we have proof that slippage has occurred, we can begin studying the updated critical path. Reviewing the schedule changes provides insight into how the lost time will be recovered. Studying these adjustments spelled out on paper enables you to see if the changes are reasonable. Armed with this information, you are then prepared to discuss a plan of action with the contractor that will allow the project to truly remain on track.

Is This a Recognized Method of Schedule Analysis?

A recent project utilized this method to encourage schedule transparency with a contractor. This case used modularized construction, an approach in which main portions of the facility were fabricated like building blocks. This method demands that stages of progress build upon one another in order to move on to the next phase. In this instance, production of these “blocks” slipped behind by four months with significant delays to production. In spite of an obvious delay, the contractor maintained the position that the project was on track to reach its original completion date.

By applying half-step period analysis, data came together to prove gaps in the unaffected schedule the contractor was promising. Identifying these issues early in the project allowed for impactful remediation plans to be implemented, as well as identifying staffing needs well in advance of their respective start dates. This knowledge on the front end proved critical in today’s market where manpower can be difficult to acquire.

The Power of Period Analysis

When implemented early on in construction, period analysis can detect impacts to schedule before they occur. This data provides actionable information and a path forward. Using this knowledge, project teams can implement recovery plans and avoid critical delays.

Foundations for a Successful Facility Shutdown

Construction Executive recently published an article written by HPM’s Chandler Creel detailing the shutdown process. The article entitled “A One-Year Design for a Three-Week Project” can be read here.

A One-Year Design for a Three-Week Project

Intravenous immunoglobulin is a medical treatment that involves the infusion of concentrated antibodies derived from donated plasma, which boosts the immune system in individuals with various immunodeficiency disorders, autoimmune diseases and certain other medical conditions. The increasing demand for IVIG necessitated a strategic approach to bridge the supply-demand gap.

In a real-life scenario, a leading global manufacturer of IVIG faced the significant challenge of enhancing its IVIG production within the confines of its existing facility while adhering to a stringent three-week shutdown window. Aptly named IGMax, this life-sciences shutdown project exemplifies the challenges of contractors to maximize product within the confines of both time and space—even more confined than usual.

The Challenge

The demand for IVIG in the United States witnessed substantial growth over the years, surging from 6.6 million grams in 1990 to an impressive 67.3 million grams in 2015. This growth trajectory is projected to persist at a remarkable 8% annual rate, underscoring the pressing need for expanded production capacity. Consequently, the company confronted a daunting question: How could the existing facility be optimized without encroaching beyond its current footprint?

Given the constant high demand for IVIG, the facility operates 24 hours a day, seven days a week, 365 days a year, with a brief shutdown period occurring every other year. This relentless operational schedule left a mere three-week window for any modifications enhancing production. Considering these physical and calendar constraints, a comprehensive analysis of the facility’s processes, equipment and operations was conducted to chart a course toward achieving a 40% increase in production capacity.

Thoughtful Planning

One year of design; a seven-month lead-time; a three-week shutdown. The carefully designed project was finally ready for execution and had to be executed precisely. The equipment had a six-month lead time, thousands of feet of new piping, hundreds of pieces of new equipment such as valves, pumps, fans and all the wiring to connect everything.

When tackling such an intricate design plan, it is crucial to first determine what is necessary to have in place to set the brief shutdown up for success. What can be done ahead of time? What work will have to wait until the shutdown? Certain tasks, such as replacing air handler fans, can’t be started until the facility shuts down. However, equipment such as fans and necessary materials, can be staged in advance, directly within the working area.

Because lab shutdown windows are often extremely tight, contractors don’t have time to waste searching for or moving materials during the shutdown, making proper design-planning crucial.

If vital long-lead equipment such as heat exchangers or clean-in-place skids were to be late, the entire project would fail. Weekly check-ins with the equipment vendors are important to expedite all equipment as much as possible. By also including client stakeholders in these meetings, solutions can be made immediately.

Prior to shutdowns, creative solutions should be generated to gain access to areas previously thought to be inaccessible. Once the team determines what can be worked on ahead of time and all agree on processes for execution and problem solving, completing the work is relatively easy. As the shutdown approaches, all team members are prepared and positioned for a successful shutdown, allowing for some short weeks and for much needed rest ahead of the 21-day sprint.

Foundations for Success

The nature of the life sciences industry is marked by its concrete and tangible aspects, where formulas and calculations govern the design, and the final product comprises various materials, ranging from stainless steel piping to silicon chips. However, the cornerstone for success on a shutdown project is the trust cultivated among the team members.

For instance, say on a project you have a partner who has an unnecessarily negative attitude towards you and your responsibilities on site. They don’t like to be told what to do and are laser-focused on just getting their work done without any niceties involved. This leaves a lack of effective communication and respect between you and that partner, making trust hard to come by and possibly affecting the outcome of your project. This is where relationship building and leadership really come into play. Getting to know the people you’re working with on a personal and human level can help instill a sense of trust that is needed to ensure the job gets done most effectively. Do you both have children? Similar hobbies? Establishing these connections can increase the level of respect between two people on a project and ease any challenges with communication that might happen.

Trust plays a pivotal role in transforming individuals from mere problem identifiers to problem solvers. Collaboration and mutual support between team members facilitated the seamless execution of the project, leading to its resounding success.

Lessons Learned

Lab shutdowns like this one can be successful if deadlines are carefully adhered to or even beaten. This underscores the paramount importance of teamwork and trust in overcoming multifaceted challenges, sometimes years before construction even begins. While the decisions to increase production or expand facilities may be made in boardrooms across the globe, the success of those initiatives ultimately falls on the shoulders of a team made up of engineers, planners and workers. These professionals exemplify the ability to achieve substantial results with limited resources. Although demanding and intense, shutdown projects can be gratifying for those who thrive in such environments, transforming challenges into opportunities for growth and excellence. As the world evolves and demand surges, these professionals’ collaborative spirit and trust will remain invaluable assets for industries compelled to do more with less.

City of Lewisville, TX Breaks Ground on New Fire Training Complex

Last week, the City of Lewisville, TX hosted a groundbreaking ceremony marking the beginning of construction on the John Ashman Fire Training Complex. The facility will include a commercial and residential training facility, located on a 1-acre site. The City of Lewisville will share the facility with Highland Village and Flower Mound. Here, firefighters from the three cities will receive access to hands-on training, equipping them to serve their communities.

Lewisville

 

HPM’s Role

HPM is providing project controls, ensuring that funding for the facility is maximized and spent with purpose and efficiency. Additionally, HPM will conduct regular schedule analyses, detecting and omitting potential delays before they occur. CORE Construction and Martinez Architects are serving as the design-build team on the project. Together this team will bring the vision of these cities to life.

John Ashman’s Legacy

The facility is named in honor of Lewisville’s former Division Chief of Training, John Ashman. John was a well-known figure in the community who served the city for 40 years before passing away in 2023.

“We’re incredibly proud of Mr. Ashman and what he gave the city,” said Lewisville Mayor TJ Gilmore. “He made so much impact within the region as far as being able to train. I don’t know a firefighter around that doesn’t have kind words to say about his competency and the tools that he gave them. I want to thank Lewisville as a whole for continuing the traditions of the fire department, including training at incredibly high levels. Whoever’s filling the shoes of Mr. Ashman has large ones to fill.”

 

HPM’s Capabilities

HPM partners with municipalities around the country, providing state-of-the-art facilities and dynamic user experiences. The services offered by HPM benefit athletes, foodies, outdoor enthusiasts, and first responders. From sporting venues to entertainment districts, recreational facilities to critical public safety hubs, HPM excels in maximizing budget capabilities and streamlining schedules, providing peace of mind throughout the life cycle of a project.

The Business Case for K-12 Boundary Realignment

Depending on building operational needs and the district’s enrollment trends, K-12 districts often need a boundary realignment. Boundary changes should occur in areas that have experienced a shift in population or a shift in demographics within the population. Older neighborhoods begin to have more “empty nesters”. Other areas of the district may have vacant land that has begun to be built out. Some new construction areas might have more affordable housing ripe for families, whereas other new housing might be more suited for an older, less family-intensive group of homeowners.

Facility Planning

Understanding the details of student enrollment and the data that impacts the enrollment is critical to Facility Planning. Facility Planning must look at the story the data tells us:

Conditions – has the campus lived its useful life, and is it now cost-prohibitive to keep it open?

Adequacy – is each campus able to reach teaching and learning goals within its current state?

Capacity & Utilization – is each campus maintaining a balance of class size and maximizing the use of the campus?

Programs – are there program changes affecting the functional capacity?

If a campus or campuses can’t effectively support the educational delivery model, then the district must review the demographics, feeder patterns and program profiles and boundaries.

Boundary Realignment Solutions

We have seen districts add classroom wings to campuses for short-term solutions. These short-term solutions, however, create long-term impacts such as overcrowding cafeterias and too many lunch periods, packed hallways, insufficient parking lots and dismissal challenges, and unavailable gym space, in addition to hardships on staff and the increase in the facility’s operational maintenance costs.

Understanding your district’s enrollment and trends is critical to the overall boundary re-alignment analysis. Tracking students as a group or “cohort” over time enables a district to measure changes in student enrollment by grade. These observed trends will typically align with the other data sets, such as live births and macro-level social demographic trends. One common trend is the seemingly counterintuitive declining enrollments, even as your city or county is growing in population. Knowing the enrollment projections supports the facility planning at all campuses in addition to teacher staffing and operational needs.

As programs and enrollments change, a closer review of feeder patterns should be completed. Transportation and operational costs may have increased due to population shifts. Conditions, adequacy, and utilizations also support the efforts to alleviate overcrowding and assist you with balanced enrollment. Accommodations for new programs and learning opportunities will continue to be updated. This establishes the balance between all data sets and may lead your district to a much-needed boundary realignment.

HPM’s Chris Allee Shares Insights on Advanced Manufacturing

The article below was written by Richard Berger and published by GlobeSt.com. To learn more, click here.

Top growth markets Phoenix, Atlanta, Austin, and Raleigh are considered North America’s top four advanced manufacturing sectors, according to a new report from Newmark.

The firm said that rapid expansion in North America’s advanced manufacturing sector promises to deliver significant economic impact to newly selected sites and their surrounding regions through added jobs, infrastructure improvements, and substantial capital investments.

The report said regions predominantly secondary and tertiary metros near major markets with higher-than-average levels of preexisting advanced manufacturing talent, relatively lower-cost energy, and abundant, affordable land are poised to benefit most from advanced manufacturing investments.

Travis Epp, Partner, Audit & Assurance, EisnerAmper LLP, Partner, Eisner Advisory Group LLC, tells GlobeSt.com that the momentum for advanced manufacturing is strong because of supply chain challenges identified in recent years as well as geopolitical concerns.

He said the federal government has provided incentives to stimulate advanced manufacturing by creating initiatives such as the CHIPS Act, the National Biotechnology and Biomanufacturing Initiative, the Inflation Reduction Act (IRA), and the Infrastructure Investment and Jobs Act (IIJA), which itself provides a host of incentives for manufacturing clean energy technology.

“The economic viability of the advanced manufacturing sector is significantly impacted by both tax incentives (federal, state, and local) and qualified labor,” Epp said.

“In recent years, there has been a shortage of labor in the manufacturing industry despite significant wage increases to offset inflation. To meet the labor demands of both advanced manufacturing and traditional manufacturing, access to labor is essential, which requires proximity to metros near major markets.

“Further, skyrocketing land prices in metro markets adversely impact the attractiveness of developing manufacturing facilities in major markets.”

Research and development is also a key aspect of advanced manufacturing as more technology is involved in the process, according to Epp.

“Unlike the previously noted incentives, the taxation of research and development continues to be adversely impacted since the beginning of 2022 due to the elimination of the historical treatment of full expensing and the requirement for amortization,” he said. “Businesses continue to lobby for the return to expensing.”

His clients, which include both domestic companies and US subsidiaries of foreign parents, have utilized the tax incentives available to them and are in secondary and tertiary metros near major markets.

Chris Allee, Director of Program Development at program management firm HPM, tells GlobeSt.com that manufacturers and investors are targeting markets that can tick the many boxes needed to be successful amongst today’s headwinds, including low labor costs but accessibility to a wide pool of talent, a business-friendly atmosphere, and high population growth.

“We’re seeing hot spots emerge across the Sunbelt in states like Tennessee, Texas, North Carolina, and Georgia,” Allee said. “Especially in Texas, we’re seeing more suburban submarkets around major metro hubs like Austin and Dallas provide these infill locations that manufacturers find attractive and can offer the dynamic labor and strong fundamentals needed to be successful.”

Newmark said Phoenix has attracted 14 major project announcements—the most of any single market examined—that are expected to generate close to 15,500 additional advanced manufacturing jobs for the metropolitan area.

It pointed to mid-sized markets such as Syracuse; Albany; Greensboro; and Columbia, SC; as others that offer greater cost savings for manufacturing operators while still maintaining the skilled workforce needed.

New clusters are forming and existing clusters are further maturing as a record number of new industrial projects are set to begin in over 160 metro and micropolitan areas in the next decade, as captured in Newmark Research’s survey.

HPM’s Year in Review

2023 has been a year of exponential growth for HPM and the program management industry at large. More than ever, owners are finding immense value in securing a trusted partner to safeguard their interests as complex projects are brought to life. While it is impossible to sum up a very full year in one post, we’re taking a moment to reflect on this HPM’s milestones within the program management industry and beyond.

Awards & Recognition

ENR once again included HPM in their annual Top 50 Program Management Firms as well as their Top 100 Professional Services Firms. This recognition is a result of the many industry-leading clients who continue to entrust HPM with their program management needs.

HPM was honored to be named a 2023 Project Achievement Award winner the South Atlantic Chapter of CMAA in recognition of our work on Auburn University’s Rane Culinary Science Center. Representatives from HPM were able to attend the annual CMAA SAC Project Achievement Awards Gala held in Atlanta, GA. CMAA offers Project Achievement Awards annually to recognize projects that stand out as examples in the construction industry, demonstrating excellence and innovation. These awards are reserved for facilities that push the industry forward and motivate its leaders to push past perceived limitations and pursue what others have deemed impossible.

 

Rane Culinary Science Center’s Laurel Hotel and Spa received Five Diamond Recognition from AAA, indicating ultimate luxury. The Laurel is the first hotel in Alabama to be given this recognition, and one of only 89 nationwide.

Project Milestones

Among the many exciting project milestones this year was a celebration held at Airbus recognizing their newest expansion in Mobile, AL which will be accomplished through the construction of a second A320 final assembly line. Along with securing Mobile’s status as the fourth largest commercial airline manufacturing center in the world, this addition is projected to create 1,000 jobs for community residents, bolstering the economy in The Port City for years to come. We are proud to partner with Airbus as they continue to represent the best of the aviation industry.

 

This year brought great progress on the Manor ISD account as multiple facilities within the program opened their doors to students. Great strides of Progress were also made at Round Rock ISD, which are poised to continue successfully in the new year.

In August, HPM celebrated 20 years of supporting Regions Bank. HPM has provided support in capital improvement projects of all shapes and sizes as Regions has experienced exponential growth. Over the course of the last two decades, years, HPM has managed more than $800 million in project volume. This includes 3,000 projects and 10,000 associate moves on behalf of the client.

This fall, The University of Alabama broke ground on the Smith Family Center for the Performing Arts! HPM is honored to help deliver the vision for this state-of-the-art facility for dance and theater programs. Substantial progress was made on the numerous additional projects HPM is managing on behalf of the university as well.

Ground was broken on Ground has officially broken on Leonardo’s state-of-the-art customer support center in Milton, FL. The facility will span 113,000 square feet and include four large hangar bays, major component repair and overhaul, transmission work that will include Dynamic Test Bench, a full-sized paint booth and all associated tooling and equipment.

 

New Opportunities for HPM

The University of North Alabama to serve as program manager and owners’ rep for Bank Independent Stadium, a state-of-the-art, multi-purposed facility on campus. The stadium will be thoughtfully designed for year-round utilization by UNA and the wider Shoals area. We look forward to leveraging our vast portfolio of stadium experience in partnership with the outstanding university as they realize a much anticipated goal on behalf of students, athletes and the community at large!

 

Mississippi State University selected HPM to manage construction of new residence hall complex, the Luckyday Tower. The facility will serve as a living and learning community for MSU’s Luckyday freshman Scholars.

HPM also acquired work with The University of Alabama in Huntsville. Beginning in 2024, we will be managing the construction of their new School of Engineering.

Company Initiatives

Early this year, HPM rolled out our company-wide Building Women Initiative this year, along with hosting the inaugural Building Women ForumWe look forward to the program’s continued growth, providing an equitable platform to discuss challenges related to the corporate landscape.

 

The operations team implemented new “Fourth Friday Training” in 2023, a company-wide cross training opportunity. This equips our professionals with knowledge pertaining to all facets of the company.

In March, HPM celebrated Women in Construction Week with a video highlighting the females comprising our company. It can be viewed here.

In October, HPM launched an updated, reimagined website. The modernized site showcases HPM’s breadth of service offerings, diversity of experience and astute caliber of employees.

Community Impact

Community service is a key opportunity for us to live out the company’s core valuesNo matter the office location, employees across the footprint were given many opportunities to serve their communities. HPM was honored to sponsor and volunteer at a myriad of community events nationwide. These included chili cook-offs, golf tournaments, school reading days, toy drives and much more!

 

Company Growth at HPM

This year HPM expanded our footprint with a new, larger office in Huntsville, AL. The new office is located downtown at 200 Clinton Avenue West, Suite 703. The space enables HPM to better serve clients within the Huntsville area and expand capabilities on projects throughout the market. We look forward to finding new opportunities for growth and strengthening our robust team in The Rocket City and beyond.

 

Thank you!

These highlights are but a glimpse into the transformative HPM has enjoyed. We extend deep gratitude to our clients, industry partners and all following along as the company achieves success. 2024 has big shoes to fill, and we are confident that with our team, it will surely deliver.

HPM to Serve as Program Manager for University of North Alabama’s Bank Independent Stadium

Birmingham-based program management firm HPM will serve as program manager for University of North Alabama new Bank Independent Stadium. The firm will also provide owner’s representation and preconstruction services for the state-of-the-art, multipurpose facility on UNA’s campus. Davis Architects has been selected as the architect of record. The project is in the design phase with targeted completion during the 2026-27 academic year.

About the Facility

The multipurpose stadium will be thoughtfully designed for year-round utilization by UNA and the wider Shoals community. The venue will re-develop the campus space that currently houses the UNA turf field, Mike D. Lane Field and a grass practice field, incorporating UNA’s football, baseball and soccer teams into the re-imagined design. In addition to athletic practices and sporting events, Bank Independent Stadium will also enrich the community with concerts and live performances as well as other academic and community events. The new facility will serve as the new home for the University of North Alabama Lions football team. For over 70 years, the Lions played football at Braly Municipal Stadium, an off-campus facility owned by Florence City Schools.

“The forthcoming Bank Independent Stadium is an exciting addition to our extensive portfolio of sports and recreation projects across the country, and we have seen immense demand for these types of facilities in Alabama as our state’s population continues to grow,” said HPM Vice President of Program Development Ben Henson. “We’re looking forward to working alongside The University of North Alabama to deliver this highly anticipated multipurpose facility, which will serve as a transformative community venue and a catalyst for Florence’s burgeoning growth story.”

Services and Logistics

HPM will work closely with UNA to provide specialized services throughout the entirety of the project. Starting with preconstruction, HPM will oversee budgeting and scheduling, design management, risk assessment and contract negotiation. The program management firm, which has worked on over two million square feet of athletic facility projects, will use its more than 25 years of experience and industry connections in the Southeast to understand the university’s needs effectively and to serve as the official owner’s representative until the project’s completion. After the conclusion of the design phase, which is expected to conclude in 2024, a detailed plan for the stadium with more information about the scope, features and cost will be formulated.

“We are excited about this next step in the process of seeing the Bank Independent Stadium come to like at the University of North Alabama,” said Evan Thornton, UNA CFO and Vice President for Business and Financial Affairs. “HPM and Davis Architects will be tremendous assets to us as we embark on this historic project.”

Manor ISD’s Rise Academy Raises the Bar for Texas K12 Facilities

Grand Opening

Manor ISD’s best-in-class K-8 facility, Rise Academy, opened its doors to students for its inaugural school year in August. Acclaimed program management firm, HPM  provided quality control and preconstruction services and maintained schedule and budget compliance throughout construction.

About the Space

Manor ISD‘s $45 million Manor Rise Academy is a 116,000-square-foot school on a 40-acre campus on FM 973. State-of-the-art amenities and technology enhance the learning environment in every room. The school’s interior includes athletic facilities; a competition gym with seating for up to 500 people; a dedicated gymnasium for physical education classes; a large media center; two art rooms; three maker spaces; performing arts classrooms; and student collaboration areas. The campus will also house competition-level athletic fields, outdoor learning spaces and playgrounds.

 

“Education projects require strict scheduling oversight to ensure an on-track completion by the start of the school year, and I am proud of our team at HPM for its dedication to an on-time delivery for Manor ISD. We thank the school district for its invaluable support and collaboration during this project, and to our partners for ensuring success in the construction of these schools. As we move ahead on additional projects with the school district, we look forward to providing more quality program management services, expanding our footprint further into Manor.”

Ryan Austin, President, HPM

 

 

About Manor ISD

Manor ISD voters approved a $280 million bond package in November of 2019. The bond is focusing on projects to accommodate student growth. This includes addressing facility upgrades and improving transportation, security and technology within the district. It is one of the largest bond programs the district has initiated in its history. These increase capacity in the 9,500-student district, projected to grow by 2.5% to 5% annually for the next 10 years, according to district student enrollment projections. 

Greater Austin is one of the fastest-growing major metropolitan areas in the U.S. and was recently projected to surpass San Antonio in population size by 2040, according to the Texas Water Development Board. The population of Manor, located just 12 miles northeast of Austin, has grown by more than 160% since 2010. Manor ISD anticipates an additional 2,800 students over the next four years. A project of this scale required experienced and dedicated program manager to oversee the bond program.

Additional project partners for Rise Academy include ADM Architecture; Raba Kistner as geotechnical engineer; Civilitude as civil engineer; and Lee Lewis as the general contractor. 

Ready to discuss your next project?