After Nearly 20 Projects Together, DPR Still Brings a Creative Approach to EDMC Jobs

Building longstanding relationships with existing customers is one of the highest forms of praise for DPR. In 2004, repeat clients accounted for 87 percent of DPR’s business. One such client, Education Management Corporation (EDMC), has called on DPR nearly 20 times over the past four years to work on projects for The Art Institutes International, a leading educator of students in the creative and applied arts. Across the country, DPR has built out everything from kitchen classrooms to computer labs to office space on Art Institute campuses. The latest project charged DPR with completing 12,000 sq. ft. of tenant improvements at an EDMC shared campus location for The Art Institute of Tampa and Argosy University/ Tampa just in time for the first day of classes.

Fortunately, DPR was no stranger to the needs of this particular customer and the site, completing tenant improvements that included new lobbies and 40,000 sq. ft. of classroom and administrative space in 2003. Though the first phase of work gave the building renewed luster, a year later The Art Institute and Argosy University were already outgrowing their quarters.

The Night Shift

According to DPR Project Manager Jack Poindexter, projects of this size and nature typically take nine weeks to complete. Facing a timeframe that amounted to roughly seven weeks and included little preconstruction time, a base schedule stretching across 10 hours a day, six days a week was established. Even so, more than half of the project was completed at night, complicating the project in a number of ways.

For instance, security commands an even bigger role during second-shift work. After exploring different security measures with EDMC, DPR implemented an identification badge policy for its workers. Though badge systems are routine in projects for advanced technology and biopharmaceutical customers, in this case, DPR voluntarily implemented this policy.

Tackling a project 24 hours a day also calls for an even stronger information network. For the Art Institute and Argosy University project, this depended on a tag team of superintendents—a primary, first-shift superintendent and an assistant superintendent, who covered the night shift. As the shifts changed, they would meet to discuss progress, as well as any issues that arose during the previous shift.

Detail Oriented

Throughout the project, DPR kept an eye on all the project’s details, large and small. As the aggressive schedule meant less time to procure materials, the team had to negotiate with manufacturers for faster delivery on long-lead items. Since materials such as carpet usually take as long as the project itself, DPR arranged to receive custom-dyed carpet, with a typical lead time of eight weeks, in just six. What could not be negotiated was the unforeseen, and when the wrong carpet was sent by the manufacturer, DPR relied on its relationships and communication skills to have it replaced within a week.

A Perfect Zero

When Art Institute of Tampa and Argosy University/Tampa students arrived for the first day of classes, the project had reached substantial completion. Four days earlier, DPR had turned over the space, free of defects and safety incidents.

“Achieving Zero Defects on a project that was as fast-tracked as this one was a real feat of scheduling, and shows the commitment of our team who gave it their all right through the holidays. Also, statistically, more injuries typically occur during night shifts, but we had none on this job—we logged 6,000 subcontractor hours with zero safety incidents,” said Poindexter.