Texas Southmost College (TSC) initiated a $68 million bond program in 2004 to fund multiple campus expansion and renovation projects, including academic buildings, a library, recreation and kinesiology facilities, a fine arts center, and early childhood and technology centers. Over time, program funding expanded to approximately $109.9 million through additional financing mechanisms and reallocations. 

In 2011, TSC engaged Spire Consulting Group to conduct an independent review and analysis of the construction management processes supporting the bond program. The objective was to evaluate program performance, identify root causes of cost growth and control challenges, and provide actionable recommendations for future capital programs. 

Client Challenge 

By November 2009, total program funding allocations had increased by approximately $41.9 million above the original bond value. While the projects were ultimately delivered, leadership sought clarity on: 

  • Drivers behind cost growth and funding reallocations 
  • Adequacy of scope, schedule, and budget controls 
  • Effectiveness of procurement, reporting, and contingency management processes 
  • Sufficiency of staffing, governance structures, and documentation 
  • Long-term implications for institutional capital planning 

TSC required a structured, evidence-based assessment to inform future bond initiatives and strengthen internal controls. 

Spire’s Role & Approach 

Spire performed a comprehensive program performance review covering program initiation and execution phases across eight bond-funded projects. The evaluation included document review, governance assessment, financial analysis, and stakeholder interviews. 

Spire’s review examined: 

  • Program scope development and change management controls 
  • Budget evolution and funding allocation tracking 
  • Staffing plans, roles, and authority structures 
  • Procurement and value engineering processes 
  • Program-level reporting and trend visibility 
  • Contingency management practices 
  • Payment application review protocols 
  • Quality assurance/quality control oversight 
  • Close-out documentation and cost reconciliation 

Spire also analyzed how funding reallocations affected overall cost transparency and governance. 

Results & Impact 

Spire’s review identified several opportunities to enhance program structure, documentation, and oversight practices in alignment with the scale and complexity of the bond initiative. Key observations included: 

  • The need for more formalized documentation of planning and execution processes 
  • Staffing levels and expertise alignment relative to program demands 
  • Greater clarity in role definition and governance responsibilities 
  • Opportunities to strengthen scope, schedule, and budget controls 

Based on these observations, Spire provided structured, forward-looking recommendations focused on: 

  • Formalizing program management plans and procedural documentation 
  • Aligning staffing strategies with capital program scale and complexity 
  • Enhancing owner-level oversight and integrated reporting practices 
  • Strengthening contingency management and cost tracking visibility 

The engagement equipped TSC leadership with a practical framework to reinforce governance, improve transparency, and support more predictable performance on future capital programs.