Guidelines to Planning and Project Delivery at The Ohio State University

uideline

for Planning & Project Delivery at the The Ohio State University

To receive a print copy of this publication please send a request to fod_communications@osu.edu or call 614-247-0062.

OUr mission

planning and Project Delivery Process

Welcome to 2

Introduction

This guide was developed to communicate the planning, design and construction phases for new and renovated facilities on campus. It defines the roles

Organizational Overview Communications Diagram

PROJECT PhaseS

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Initiate the Project

Plan the Project Procure Professional Services

Manage Construction

Closeout and Transition

next steps

Requesting Service

Building Coordinators

Sustainability

and responsibilities of the numerous participants involved in university projects and describes the steps involved in project delivery from early project planning through occupancy of the completed space.

Facilities Operations and Development (FOD) manages the process of planning, design and construction of all campus structures, landscapes and infrastructure. Projects are initiated through Planning, implemented

by Design and Construction (FDC) and finally transitioned for ongoing support to Operations — all within FOD. These guidelines provide an overview of steps that are generally consistent for all projects. It is a process that is expanded for large and complex buildings and simplified for small space modifications. This process includes requirements of The Ohio State University, the State Architect’s Office (SAO) and the State of Ohio. Processes presented are guidelines, and variances in the sequence of activities may be required because of unique project circumstances.

Manage Design

Procure Construction Services

the Guidelines for Planning & Project Delivery at The Ohio State University.

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It is FOD’s goal to provide clear communications to improve project quality and customer understanding and satisfaction. The guidelines will be reviewed periodically for quality improvements and the evolving needs of the university.

FOD is always seeking input for improvement. Please take a moment to submit your feedback at fod.osu.edu/suggestions.

Historic Renovations

In support of the university's strategic goals and the Academic Plan, we will work to ensure excellence in all facility services by providing a seamless and unified support and delivery organization. {indoor track at RPAC, cover: aerial view of the Oval}

the

work

we do

Facilities Operations and Development supports Ohio State’s academic facility needs while providing responsible stewardship for the long-term preservation of the university’s physical assets. Our staff strives to deliver high-quality service to the university community while remaining cost effective and competitive.

Organizational

Overview

Contact Us

Maintenance, Utilities and Safety Operations is FOD’s largest service unit and includes the following: Regional integrated operations (RIOPS) performs maintenance, custodial, roads, landscaping and grounds services.

Utilities provides campus utilities and energy services and sustainability program support.

Environmental Health and Safety (EHS) serves the university’s occupational and environmental health and safety, radiation, bio safety and emergency preparedness needs.

RIOps 247-7622 Utilities 292-3428 Environmental Health and Safety 292-1284

Design, Construction and Project Delivery Design and Construction (FDC) oversees campus design, construction and renovation projects, technical support services and building design standards.

Design and Construction 292-4458

Planning and Development Planning and Real Estate (PARE) supports the university’s real estate and property management needs and provides capital, master, space, and renewal and deferred maintenance planning.

Planning and Real Estate 688-3715

Strategy and Structure FOD Administration includes human resources and labor relations; business planning and strategy; operational, administrative and lock and key services; marketing and communications development.

FOD Administration 292-0257

Resourcing Business Management supports financial, purchasing and contracting needs for FOD units and provides information technology support and services.

Business Management 247-0004

For detailed organizational information, see fod.osu.edu/aboutus. fod.osu.edu

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{Introduction}

PLANNING AND Project Delivery Process The intent of the Planning and Project Delivery Process is to provide a comprehensive roadmap that will enable successful cost, schedule and quality performance on all university projects. The process provides a balanced, systematic approach to planning and delivery of facilities improvement projects and incorporates project management best practices.

It is important to learn the language of the Guidelines and understand the roles and responsibilities of the different groups and individuals.

The Primary Communications Diagram describes the Project Team, which includes all PROJECT STAKEHOLDERS (see next page).

A “customer” is a person or organization that has direct responsibility or control over the project.

A “stakeholder” is a person or organization that has a stake or interest in the project.

primary communications diagram The diagram is an overview of the primary communication responsibilities within the Project Team — it is not an organizational chart. Each group provides input, guidance and professional expertise throughout the design, construction and closeout phases of a project.

The PROJECT TEAM includes representative(s) from four distinct groups formed according to function and expertise: Consultant Group, Technical Group, FOD Group and the University Community Group.

The PROJECT TEAM is responsible for communicating relevant issues about scope, budget and schedule to project groups and team members. The Project Manager leads the Project Team.

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Along with the PROJECT TEAM, five additional teams are formed during the Chartering process, serving different functions throughout the project.

EXECUTIVE TEAM Final contractual or project cost approvals.

STAKEHOLDERS Representatives that have indirect influence on the project.

FRIENDS & NEIGHBORS Representatives that are affected by the project.

PROGRAMMATIC & TECHNICAL COMMITTEES Provide expertise as needed.

DESIGN & PLANNING TEAM Architect and Urban Planner provide expertise as needed.

fod.osu.edu

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{William Oxley Thompson Library, under construction} 6

Project phases A project is defined as “a temporary endeavor undertaken to create a unique product, service or outcome that has a beginning, requires substantial coordination and effort to accomplish, and has an end.�

We have identified seven major project phases and steps for each phase. Each phase in the process is described in the following pages.

Building Customer Relationships The foundation of a successful project is the development of a strong, service-focused relationship. It is important to remember that the university is also a customer and that Project Managers must balance the needs of the university with the needs of the project user.

The benefits of a well-developed Planning and Project Delivery Process are satisfied customers who receive high-quality projects that routinely meet expectations, costs and schedule goals; and a consistent customer focus that is adaptable to ever-changing demands and challenges.

All projects are assigned a Project Manager to lead the Project Team and customers, stakeholders, design consultants and construction contractors through the design and construction process.

Initiate the Project

Plan the Project

Procure Professional Services

Manage Design

Procure Construction Services

Manage Construction

Closeout and Transition

fod.osu.edu

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initiate the project

Project Intake All projects begin in one of two ways: v Through the Capital Planning Process v Via the Project Request Form capital planning process This is the means by which the university reviews proposed new construction or major renovation projects, regardless of funding sources. Every two years the university determines facilities funding allocation from all sources — state allocations, bonds and local funds — for all units. Final recommendations are presented to the President and Board of Trustees. The state capital portion of the plan is submitted to the Ohio Board of Regents for inclusion in the state capital appropriations bill.

The Academic Facilities Plan (AFP) includes review of conditions and suitability for the purpose of existing facilities, an analysis of facility needs for all colleges and across the university and prioritization of capital allocations to meet the most urgent needs through renovation, replacement and new construction. project requests A Project Request Form must be submitted for funding allocations for academic units. Project approvals are determined through the Academic Facilities Plan, which aligns facility conditions, functional adequacy, building reuse opportunities, academic needs and priorities, and available funds. The planning process promotes sustainability and stewardship and encourages more efficient use of space and enhanced interdisciplinary opportunities.

All projects must be initiated through a Project Request Form (PRF) accessed online at fod.osu.edu/prf. This includes requests for new space, real estate related requests, study requests and requests to initiate projects that have prior approval through the university’s Capital Planning Process.

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Key definitions types of project requests Capital Plan Projects: Projects approved in the university

goal v define the project and validate pre-planning v develop an estimate v identify or validate funding v obtain approvals for the project

Capital Plan.

Cost Estimates: An estimate of the cost of any construction work or renovation related to existing space. The completion of a cost estimate does not guarantee or imply project approval.

Real Estate Services: Consultation services or initiating

actions needed to purchase real estate, lease space to others or for assistance with site selection, real estate valuation, property management or other real estate activities. repair and renovations: Initiated by FOD, includes work

such as painting; carpeting; adding, removing or moving walls; and adding or removing utilities in space that is already assigned to the unit. A cost estimate will be prepared as part of processing this type of request.

Signage Request: Interior, exterior, commemorative plaques,

project intake steps

building directories and studies.

v Project

Request submitted and approved

Space Request: For new, additional or replacement space or to

v Project

Manager (PM) is assigned

v PM

relinquish current assigned space based on assignable square feet (ASF). This could include on- and off-campus space, space owned by Ohio State, and/or space owned by non-Ohio State entities. Some of the options to satisfy your request for space could involve additional costs or fees.

validates scope of project with customer

v PM completes Estimate Letter and obtains approval from customer

v FOD staff works with customer to identify or validate funding sources v FOD staff works with customer to transfer funding to project account v PM completes Facilities Improvement Project Approval (FIPA) form and obtains approvals (as applicable) v For projects more than $10 million, PM obtains Board of Trustees approval (if required)

Study Request: For any type of study, such as a feasibility study for a building renovation or new facility; an engineering/ technical study; a physical planning study, such as a master plan, land use or study of a specific geographic area or physical campus issue.

capital funding sources Bond Funds: Bond funds are allocated to earnings and

administrative units through a biennial request process.

Local funds: Donor funds and unit or departmental funds

Deliverables

v Completed

Project Request Form (PRF)

v Signed Estimate Letter, approved funding FIPA form or Board of Trustees approval

typically augment state appropriations or bond funds to complete a project.

State Capital Appropriations: Such appropriations are allocated to academic units through the Academic Facilities Plan (AFP).

{BioMedical Research Tower arcade} 9 fod.osu.edu

pLAN the project

goal To understand client(s) needs and expectations; and establish the project delivery team.

Project Planning is the process of aligning expectations and identifying the scope of work, estimate and timeline for the project. It includes establishing the project charter and further project definition.

Chartering is a structured process used to define the Project Team — membership, goals, purpose, critical success factors, roles and responsibilities of team members, operational guidelines, dispute resolution processes and other elements that give the team the clarity of purpose essential for high-quality performance.

The chartering team includes members of the Project Team, the Executive Team and other support resources. A chartering session utilizes two-way communications to engage members and other participants to define the project. The deliverable is a written charter document that is endorsed by the participants.

project planning steps v

v

Align project expectations; identify scope of work, estimate, timeline Develop charter and work plan

Deliverables Project charter endorsed by participants includes: v

Project vision

v Team v

Communications plan

v Roles v

structure and responsibilities

Budget

v Schedule

Additional deliverables, for large-scale projects also can include: v Procurement

plan design phase

v Procurement

plan construction phase

v Communications v Change/risk

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plan

management plan

{Page Hall} 4

PROCURE Professional SERVICES

This is a qualifications-based selection process that includes, in most cases, public advertisement and interviewing and selecting one of three to six architectural/engineering firms deemed most qualified by the selection team.

goal To select the most qualified team of professional services consultants for the project.

This procurement process begins in the Plan the Project phase when the goals, purpose and critical success factors are defined. This includes the disciplines needed, the qualities for each discipline, appropriate firm size, location (if applicable), past performance and other qualifications. Sometimes the Project Team participates in the selection of subconsultants.

Professional Services consists of the architect or engineer and their subconsultants. This group most often is led by an architect but, in engineering dominated projects, may be led by an engineer. Most often the lead architectural or engineering firm proposes a team of subconsultants representing special disciplines. Specialty consultants are sometimes required for such things as acoustics, food service, garages and lighting.

The Procure Professional Services phase is completed when a contract is executed with the consultants. Typically this is the firm that provides the architecture or engineering services. For large projects, it can include separate contracts with a commissioning consultant and/or other speciality consultants. A construction manager may be included on large projects to advise the team on construction schedule, methods and cost and to lead the construction process.

professional services procurement steps

v Identify

disciplines and selection criteria v Request for Proposal/Qualifications (RFP/RFQ) v Review proposals and create shortlist v Interview, rank and select consultant team v Negotiate and execute contract(s)

Deliverables

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v Qualification

submittals v Executed contract(s) with selected consultants

{William Oxley Thompson Library reading room} 4

manage design

The Manage Design phase includes four distinct phases, each with deliverables: v program

development or program verification (POR) v schematic design (SD) v design development (DD) v construction documents (CD) The program is a written description of the requirements for the project, developed by the university or by the architect/engineer. It includes objectives of the project and detailed information of all spaces, including size, relationships and technical aspects.

goal To develop a project design that meets the needs of the project, including the critical success factors documented in the project charter (program, quality, budget and schedule goals).

The schematic design phase determines the general scope and design features, including plans, massing, materials, character of the project, siting and relationship to its surroundings.

In design development, the project is defined to a greater level of detail to define a clear, coordinated description of all the aspects of the project, including systems and materials.

Creating construction documents is the last design phase and finalizes drawings and specifications for all components of the project. The primary objective of the construction document phase is to produce bid documents, including drawings and written specifications for contractors to bid on constuction, and to obtain all necessary permits.

The Project Team participates and reviews deliverables during each of the four design phases. Each phase includes an approval by the Project Team and cost estimates are provided and schedules are updated.

Approvals are required to progress to the next design phase, and subsequent phases are based on the decisions and approvals of the previous phase.

design steps

v Program

development and approval or program verification approval v Schematic design document development and approval v Design document development and approval v Contract document development and approval v Obtain building permit and other required permits

Deliverables

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v Complete

contract documents (bid set) v Final estimate and schedule

Key definitions managing the project Manage Deliverables Effectively managing the design deliverables of a project is a critical role of the Project Manager. This entails continuously monitoring the scope of work being designed and comparing it to the scope of work that is planned and budgeted. The Project Manager proactively ensures that the project meets expectations within the defined constraints, including delivering a project on time and on budget and accomplishing the program and quality.

For projects that affect the University Master Plan, including public spaces, the Design Review Board (DRB) will review the design at three document review meetings and will advise the Project Team. Approval is required at each design phase to proceed to the next. As a result of managing deliverables, change may be deemed necessary.

Manage Project Changes Change management should occur during all design phases of the project. This involves carefully managing the project to keep it moving forward smoothly. Project Managers gather information so measurements and adjustments can be made to project progress and to ensure that the project’s goals can be accomplished. perform project controls Project controls include the budget, schedule, the program or requirements and previous approved documents. These controls enable Project Managers to communicate progress to the Project Team, management, customers and stakeholders and give Project Managers the justification for making any adjustments to the work plan. Changes that develop in the project should be recognized and acted upon in a proactive manner.

{Scott Laboratory walkway} 15 fod.osu.edu

Procure construction services

Procure Construction Services is often called the Bid and Award phase because the project is publicly advertised for bidding and the lowest responsive and responsible bidders are selected and contracted.

Responsive means they followed the bidding requirements set in the contract specifications. Responsible means they can pass a responsibility analysis that takes into consideration past performance, financial stability and capability to perform the work.

goal To select the construction contractors.

*Ohio Law, ORC ยง153

In the State of Ohio, there are typically five prime contractors for construction: v general

construction or general trades ventilation and air conditioning (HVAC) v electrical v plumbing v fire protection v heating

The project is coordinated by the lead contractor, which is most often the general trades contractor; however, all five contractors are separately contracted by the university. For larger and/or complex projects, the team of contractors may be managed by a construction manager hired by the university in the Procure Professional Services phase.

, requires that all construction projects $50,000 or greater by public institutions must be publicly advertised and awarded to the lowest responsive and responsible bidder and that projects are delivered using a multiple-prime construction delivery process. Prequalification of contractors is not permitted. The multiple-prime requirement means that construction contractors for each of the five areas of work must be bid and awarded separately.

procure construction steps v Advertise the project for bidding (total project cost greater than $50,000) v Conduct pre-bid meeting with interested bidding contractors v Receive and analyze bids for lowest responsive bidders v Perform responsibility analysis, if necessary v Select bidders and award contracts

Deliverables v Completed construction contracts and coordinated set of contract documents v Board of Trustees resolution for construction bidding approval for projects greater than $10 million

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{Psychology Building} 4

Manage construction Construction begins with a pre-construction meeting — a time for the Project Team and construction contractors to review the scope and charter and define roles and responsibilities.

The prime contractors are responsible for the purchase of all components included in the bid documents, delivery coordination, installation of materials and facilitating inspections to achieve building occupancy.

Project and Executive Team meetings continue during construction to review project progress and make decisions. The architect/engineer will review submittals from contractors and will be on site to respond to questions and review work.

Throughout the course of construction, the architect/engineer, Project Manager, Project Representative, Construction Manager and prime contractors will meet regularly to report on construction activities and track submittal status, budget and schedule. This is a time to resolve conflicts and other project issues. The lead contractor or architect/ engineer leads and documents these meetings.

Whether generated by unknown conditions, coordination issues or errors and omissions in the documents, changes will occur during construction. Managing and executing change documents are fundamental activities during construction. A construction contingency is included in the budget to pay for changes during construction.

Customers also may request changes in the work and carry a contingency to pay for these requests. Several of the most common project changes are detailed on the next page.

Sometimes there are disputes among the university and contractors that need to be resolved by the Project Team. The construction contracts and the specifications for the project describe the process for the resolution of disputes, changes in schedule and scope of work, contractor payments and other matters of process.

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Key definitions managing change: Change orders Differing Condition: This refers to a condition that could not have been

goal Complete project construction per contract documents.

anticipated within the “standard of care” for the profession. This is more often in a renovation where existing conditions could not be predicted.

Error/Omission: A change caused by an error on the contract documents or missing scope or omission that was intended to be included in the contract documents or should have been included within the “standard of care” for the profession.

Field Resolution: Most often associated with disputes between contractors or between a contractor and the university. It could be used to redistribute funds when a contractor affects the work of another or the project requires supplementing work of a contractor.

Owner Request Other: An increase in the scope of the program beyond what was anticipated for inclusion in the contract documents that benefits the university, not just a user of the facility. It is typically the judgment of the Project Manager that it benefits the project. An example would be a variance from the Building Design Standards or the addition of bike racks.

Owner Request User: An increase in the scope of the program beyond

what was anticipated for inclusion in the contract documents that is requested by and benefits only benefits user of the facility. Examples include additional cabinets, moving a wall and requesting better finish materials.

Value Engineering: Reducing scope to reduce the cost of the project;

finding the "second right answer" to bring a project back in budget.

construction steps v Pre-construction meeting v Regular project meetings v Review and approval of submittals v Review and approval of completed work v Manage changes and disputes v Make adjustments as needed to the schedule and budget v Approve contractor payments

Deliverables

v Completed

project ready for use

managing change: Contingencies Construction Contingency: Money held as “soft cost” funds to assist

in any monetary issues that may arise after the project is bid. The amount held varies, primarily because of complexity and phasing of the project but is normally budgeted at 8 percent of the construction cost.

Design Contingency or Estimating Contingency: Money held as “hard cost” funds to assist in covering costs that cannot be anticipated during the design period. Generally, this amount starts between 10 to 15 percent during schematics, reduces to 7 percent during design development and ends at 0 percent when the final estimate is established before bidding.

Project Administration Contingency: For the operational aspects

of the project, including advertising, trips by users and others and miscellaneous costs. Typically this has been budgeted at 3 percent of the construction cost.

User contingency: Money held by the user to answer any previously unidentified needs during construction and after completion. The amount varies with the user and the project.

Other contingency: Sometimes a project is considered such a high

risk that the university requests an additional contingency be carried. This percentage is carried until such time as the individual who requested the contingency agrees to its removal. {Student Academic Services (SAS), under construction} 19 fod.osu.edu

closeout and transition

Once a Certificate of Occupancy or Temporary Certificate of Occupancy has been received, the building or space can be occupied. Once the building or space is occupied, the ownership of the project is turned over to the customer and FOD Operations.

Before project completion, a transition meeting will occur with the customer, Project Manager and FOD Operations staff. Services that FOD will provide and contact information will be discussed and shared with the customer during this meeting. Customers should contact Service2Facilities (292-4357 or fod.osu.edu/s2f) with any service requests once transition has occurred.

Assessments, evaluations and lessons learned are facilitated by the Project Manager during this phase. This provides the customer with an opportunity to provide feedback and suggest improvements in the Planning and Project Delivery process.

goal To facilitate the occupancy and turnover of the finished project to the customer and FOD Operations (or an auxiliary

maintenance/operations area).

After customers occupy the facility, it continues to be the Project Team’s responsibility to ensure that any outstanding work is completed. Warranty items are reviewed 11 months after occupancy with the architect/engineer, FOD Operations and the customer. The Closeout and Transition phase lasts through the duration of the project warranties (typically one year). Project closure also requires that all contracted work be completed and final invoices processed for payment. Once the project account is reconciled with the university’s general ledger, the project can be marked closed.

closeout and transition steps

v Complete

any outstanding work v Project transition to FOD Operations and customers v Training programs for building operating systems v Customers move in v Final payments are made v Project assessments and lessons learned v Final financial reconciliation

Deliverables v Certificate of Occupancy (e.g., Temporary Certificate, Final

Occupancy, and 100% Final Reports) v Final drawings that reflect any changes (record drawings)

and operating and maintenance manuals v Beneficial occupancy notifications from the State Inspector

v Building turn over to customer and FOD Operations

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Once the building or space has been transitioned to the customer and FOD Operations, routine Service Requests for buildings on main campus should be requested through Service2Facilities.

A full list of services can be found at fod.osu.edu/services.

requesting a service Operated jointly by FOD and Student Life, Service2Facilities handles all routine customer requests on main campus, including: Maintenance v Custodial v Grounds v Service Questions v

get to know your

district & zone

r

If an additional scope of work for design, construction cost estimates or signage is identified once the project is complete, a new Project Request form should be submitted.

se

next steps

v

re q u est s e ic

To submit a Service Request, contact S2F at fod.osu.edu/s2f or 292-HELP (4357).

Regional Integrated Operations (RIOps) offers an integrated service model that provides customers with a single point of contact and around-the-clock service.

The campus is divided into three service districts and, within each district, there are four zones. Zone Leaders work closely with Building Coordinators to provide personalized service for each building, department and college.

Building CoordinatorS When possible, route service requests through a Building Coordinator. As partners with FOD, Building Coordinators represent the users and occupants of the building and serve as a resource on facilities service matters. A list of Building Coordinators can be found at fod.osu.edu/services. If no Building Coordinator is listed for your building, please contact your FOD Zone Leader. {Hayes Hall archway} 21 fod.osu.edu

SUSTAINABILITY

Creating a campus that is timeless, maintainable and flexible,

incorporating responsible use of fiscal, environmental and human resources and having minimal environmental impact.

Some sustainability programs: American College and University President’s Climate Commitment (ACUPCC)

President E. Gordon Gee signed this pledge in 2008, committing the university to the goal of climate neutrality. The commitment reads, “Universities that exert leadership in addressing climate change will stabilize and reduce their long-term energy costs … and increase the support of alumni and local communities.” presidentsclimatecommitment.org

President’s Council on Sustainability

President Gee created this council, comprised of students, faculty and staff, to help coordinate the university’s efforts on behalf of environmental sustainability. The council will serve as an overarching steering committee for campus issues surrounding sustainability.

Green Build and University Design Standards

The university is committed to developing new and renovated buildings that use resources efficiently and create healthy environments. Each new building or renovation with a $4 million budget (or more) will strive for U.S. Green Building Council (USGBC) Leadership in Energy and Environmental Design (LEED) Silver-level certification or higher. usgbc.org

SCARLET, GRAY & GREEN Developing principles and practices for a culture of sustainability at The Ohio State University.

Energy

Ohio State is committed to improving energy efficiency, reducing energy consumption and investigating cost-effective options for use of renewable energy sources.

Waste Management: Recycling and Composting

Disposal of materials represents an increasing cost to the environment and the university. As a result, the university has adopted a goal of 40 percent waste reduction by 2010. Programs include All-In-One recycling and food and landscaping waste composting.

Water Usage

Low-water flush valves and flow restrictors are used in all applicable areas.

Landscape design strives to utilize native plantings that require minimal maintenance, and rainfall will be utilized for irrigation.

Building Energy Management and Utility Metering

Energy audits and utility metering ensure that systems are operating efficiently. As funded, building system controls will be added to existing systems, and new buildings will have full metering capabilities to reduce energy use and costs.

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fod.osu.edu/sustainability

The commitment to campus sustainability and stewardship is a responsibility shared by each and every member of our campus community.

historic renovations at the ohio state university Facilities Operations and Development supports Ohio State’s academic facility needs while working to provide responsible stewardship for the long-term preservation of the university’s physical assets.

Page Hall Page Hall opened in 1903 and, before housing the current occupants, the John Glenn School of Public Affairs, it served first as the law school and then as part of the business college. It is named for Circleville attorney Henry Fulsom Page who left a generous bequest to the university. Built in the Classical Style of architecture, Page Hall was the ninth building to be erected on the Ohio State main campus.

Type of Project: Total renovation and expansion of 1903 campus building Cost: $11.65 million (construction cost) / $16.3 million (total project cost) Architect: Lincoln Street Studio and Miller/Watson Architects

Thompson library Designed in the Second Italian Renaissance Revival style by the Boston firm Allen and Collens, the William Oxley Thompson Memorial Library opened in 1913. The Olmsted Brothers, designers of Central Park in New York City, suggested the library’s site. The renovated Thompson Library is the centerpiece of a plan to move Ohio State into the forefront of academic excellence. The building’s original, unique architectural features have been restored to their original grandeur.

Type of Project: Total renovation and expansion of the 1913 original library Cost: $70 million (construction cost) / $108 million (total project cost) Architect: Acock Associates Architects and GUND Partnership

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Facilities Operations and Development 150 Central Service Building 2003 Millikin Road Columbus, OH 43210

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