Sardis Middle School was a new construction containing approximately 50,000 square feet. It contains offices, registration areas, kitchen, dining area, band room, science lab, library, gymnasium, locker rooms, eight banks of restrooms and classrooms. This project has monitored security accesses.
The kitchen includes a walk-in cooler/freezer as well as all of the state of the art kitchen equipment.
One corridor and three classrooms were reinforced with concrete and rebar to make a storm shelter. The storm shelter includes windows and doors that are blast rated. This shelter was constructed to withstand F5 tornado.
The gymnasium is a pre-engineered metal building with a wood sports floor. It also includes basketball and volleyball equipment. It contains telescoping bleachers with seating for 200 people. The gymnasium also included 650 student lockers.
The science laboratory contains twelve work stations, fume hoods, and lab sinks.
The project exterior is well illuminated at night. The exterior consists of sidewalks, asphalt paving, aluminum canopies and a bus loop used for loading and unloading students. The bus loop drop-off area is covered by aluminum canopies which contain security lighting.
a) Quality of Service:
The Quality Control manager spent each day checking work being performed and assuring that all work was done to a high degree of quality. The Quality Control Manager was dedicated to ensuring that all specifications were met, the mechanical control systems were installed per specifications and manufacturer’s recommendation, and coordinated between Albertville City Schools and mechanical testing agencies to produce a timely acceptable project.
b) Timeliness of Performance:
This project was completed on time and within budget. Change orders were added by Etowah County School Board, which extended the original schedule, but project was finished on the revised schedule.
We scheduled this project with a bar chart and Primavera Scheduling Software and coordinated work with our subcontractors closely to assure desired progress was being achieved. Monthly meetings were held with subcontractors to discuss schedule and other construction activities. Carmon’s superintendent assured that work items were performed on schedule and in accordance with the plans and specifications. He coordinated our work with the subcontractors. He also reviewed the schedule and coordinated all work items to maintain schedule and assure a quality built project. He kept a file of daily reports, which recorded number of workers, equipment on job, instructions from ECBOE, weather and many other items. In addition, monthly meetings were held with the ECBOE to discuss progress made and progress for next 30 days.
c) Business Relations:
Any problems or questions were submitted to the Goodwyn, Mills & Cawood in the form of RFI’s immediately when the need arose. An RFI log and all answers were kept on file at the job and home office. All unanswered or unresolved RFI’s were kept on a clipboard at the field office for Goodwyn, Mills & Cawood and Carmon’s review.
Monthly meetings were held between the Goodwyn, Mills & Cawood and Carmon Construction, Inc. to deal with any problems that occur in the project. Conflicts, if any, were discussed and resolved. CCI’s project manager, field superintendent worked as a team with the ECBOE representative on the job. We have found through experience that when a project is done with a team effort of the contractor, owner, and architect, jobs progress very well.
Our supervisor, was safety officer and responsible for safety.
He made daily safety checks and any deficiencies he found were corrected immediately. We have a written company safety program, which is made job applicable for each project. Periodic visits were made from our insurance safety engineer, who assisted us in developing our safety program. In addition, we had weekly safety meetings at the jobsite to assure all employees were well trained in safety.
All problems were resolved by discussions and meetings between Carmon and the ECBOE. There were no claims or unresolved problems on this job.
d) Cost Control:
Job cost was controlled by the project manager cost coding all invoices and transmitting them to the home office for payment. In addition, time cards were kept for all workers and transmitted to the home office on a weekly basis. Paychecks were given to employees weekly on Friday. Each time invoices or payroll was paid; a complete cost analysis was printed by our computer Construction Manager Accounting Software and reviewed by the president of Carmon Construction. These documents were transmitted to the superintendent for his examination. Corrections were made, if necessary, to assure cost control.
Project: A New Middle School for Sardis
Location: Sardis, AL
Owner: Etowah County Board of Education
Owner Contact: Dr. Allen Cosby
Phone: 256-549-7560
Architect: Goodwyn, Mills, & Cawood
Architect Contact: Gary Owen
Phone: 205-879-4462
Total Contract: $6,416,510.97
Completion Date: 03/25/15
Percentage of Self-Performed work: 45%
