Columbus Aquatics Center

In 2009, the CCG advertised for architectural services for the development of a project called The City Services Complex. The complex would include a natatorium with Olympic swimming pool, a city services facility housing various city departments, and a parking garage. The project funding was coming from a Special Purpose Local Option Sales Tax (SPLOST), a tax specifically dedicated for a named project at a specified value.

Another local firm, Hecht Burdeshaw Architects, also held an annual contract with the CCG. Both firms, 2WR and HBA, had successful experience with the CCG, and both were looked at favorably by the CCG administration. Based on this, I pitched the idea of teaming to my partners, Scott and Michael, and upon receiving the greenlight, approached Tim Jensen, President of HBA. The idea, two large local firms, with exceptional and relevant experience, teaming together in development of the project and thereby keeping the tax dollars local. Tim found the idea favorable, and he and I began hashing out the details. We each shared our ideas of the team arrangements with our partners and upon getting our greenlights we began working on our submittal. The approach was HBA would develop the city services building and parking deck while 2WR tackled the natatorium and served as the prime firm and design team’s point of contact.

The project structure also supported the two-firm approach on several levels. The SPLOST defined specific costs for each facility. Thereby, the money had to be tracked by individual building in lieu of an overall project cost. The RFQ/P from the CCG defined the delivery method as CM/GC at-Risk. 2WR’s extensive experience with the CM at-Risk delivery was a strong plus for the team. The experience included several highly successful CM at-Risk projects with the CCG in the past. Based on the CM at-Risk approach it was decided that I would take a Program Management role on the project as my personal experience with this delivery method was extremely deep.

Our proposal was exceptional. It hit homeruns in all the boxes the CCG was looking to check in the experience, local participation, project approach, and team areas. We celebrated the win while diving into planning. We implemented a kickoff meeting to introduce the design team to the CCG project team. This was followed by a focused meeting for development of the RFQ/P for CM at-Risk Services. The schedule was defined to develop the programs and project narratives for each of the buildings, incorporate the programs and narratives into the RFQ/P, and issue the RFQ/P to get the CM/GC onboard aligned with the submittal of the schematic design.

Brasfield-Gorrie was selected as the CM/GC. Their depth of resources, experience, project approach, and in-depth analysis of information within the RFQ/P were factors in their selection. They too were a local company. They rolled up their sleeves and jumped right into evaluation of the schematic submittal. We orchestrated a page-turn review with the full project team of owner, design team, CM/GC, and major subcontractors. The CM/GC prepared cost estimates for each facility, value engineering ideas, provided a basic constructability review aligned with the level of documentation available, analysis of operational vs install costs of various systems, and individual project and overall schedules.

This process continued throughout development of the design to the submission of the CM/GC’s guaranteed maximum price (GMP). The GMP was accepted by the owner and the project moved into construction. The team met weekly throughout construction conducting OAC meetings and site observation along with pre-installation meetings. Both architectural firms attended meetings and ran their respective projects.

The projects were completed on time and within the GMP. There were minimal changes, mainly those implemented by the owner for department requested changes. The facilities continue to effectively serve the CCG’s needs.

This project was completed by 2WR of Georgia, Inc. My role on the project was Principal in Charge and Program Manager.