In early November 1998, PWC and the Atlantic Division, Naval Facilities Engineering Command (LANTDIV), were tasked with providing approximately 6,500 square feet of renovated office space for the Commander Naval Region Mid-Atlantic (CNRMA) in building A at the Lafayette River Complex (LRC).

Initial assessment showed the project would require extensive historical restoration and the removal of both lead and asbestos. Design of the spaces would take until mid-January and the assessment determined a reasonable schedule for completion would be sometime in June. However, the June completion would not support the mid-February timeframe requested by the customer.

Although a formal letter of partnering was not evident, the spirit flourished as several agencies combined their talents to deliver the first phase renovation of building A at the Lafayette River Complex (LRC) "on time and within budget" in February.

LANTDIV, PWC, the CNRMA staff, the Resident Officer in Charge of Construction (ROICC) and Tesoro Corp. teamed up, believing by working together they could meet the Feb. 10 goal for the relocation of CNRMA from Naval Station Norfolk to LRC. Work began Nov. 15 with no design, asbestos, lead paint, historic preservation, intense interest by the customer, and the Feb. 10 construction completion deadline all looming as obstacles to success.

To meet what seemed a nearly impossible schedule, every member of the team, including subcontractors, committed to ‘do whatever it takes’ to make it happen. Weekly coordination meetings identified actions requiring aggressive attention. Scope definition, estimates, proposals, designs, funding and other activities that normally take weeks or months, were reduced to hours or days.

What began as a seemingly impossible task, evolved into the motivation that bound team members to accomplish the impossible. Team members took ownership of every problem. Pessimism, reluctance and suspicion were replaced with enthusiasm, innovation and trust.

Subcontractors and PWC designers worked to enhance con-structability.

Soon, asbestos and lead paint were abated, complex electrical and mechanical systems were coming together, historic restoration of the lobby was underway and even skeptics began to believe something special was happening.

The team included: CNRMA Staff Civil Engineer: Cmdr. Bill Duffy; PWC Project Manager: Lt. Liz Fitzpatrick; Lead Architect: Alan Johnson; Electrical Design: Bill Morris; Assistant: Anil Desai; Mechanical Design: Bill Skillman; Assistant: Omar San Antonio; Interior Design: CNRMA Interior Designer: Marta Nelson; Contract Administration: ROICC Norfolk; Engineers In Charge Of Construction: Chris Menia and Willie Wells; Construction Inspectors: Dave Dupree and Bobby Lee; Supervisory Contract Specialist: Georgia Owens; Construction Contractor: Tesoro Corporation, President: Dennis Gilbert; Vice President: Wayne Tomiak; Jobsite Supervisor: Jeff Rayford; Jobsite Superintendent: Scott Powers; and Assistant: Mark Hobgood.

Thirteen weeks later, many weary, but proud engineers, architects, contract specialists and construction workers proved once again that government agencies and private contractors can form incredibly effective teams to achieve difficult goals.