Issue 02 / Fall 2016
A quarterly publication of Goodwyn, Mills and Cawood, Inc.
Resolving a cityâ€™s decades-old water issue
Minimizing the risk of bird strikes
Why every airport needs a crisis communication plan
GMCâ€™s annual Can Do Good competition
GMC MANIFESTO We believe in community, collaboration and using the power of creativity and hard work to make a difference - in our hearts, homes, city, nation and world. We believe in hope, progress, beauty, and big ideas. We believe that people like us, need us. We are not just an engineering firm. We are not just architects. We are artists, designers, thinkers, doers, makers, and storytellers dedicated to doing great work, for good. We partner with passionate and like-minded individuals, businesses, organizations, and causes that have aggressive hopes and goals for tomorrow and beyond. Dreaming big is the only way to make big dreams come true, and we know that our solutions can only be as great as the people we serve. Communities are built by people, not companies. And it is that foundational concept that drives how we approach every project, big or small. Because it’s the passion and drive of individuals that feeds the growth and development of what’s next. Together, we will be smart. We will be relevant. We will be meaningful. We will be kind, supportive, enthusiastic and – at the very least – the very best we can be. We are – and will continue to be – a collaborative organization driven by the power of building better, happier, healthier, thriving communities. And we are committed to working with folks who share our vision for realizing their full potential, because we know that great engineering and architecture helps make communities better, for everyone.
ON THE COVER
CITY OF SENECA LIGHT AND WATER TREATMENT PLANT IN SOUTH CAROLINA
Schema is a quarterly publication of Goodwyn, Mills and Cawood, designed to keep clients, business partners, employees and others informed on company news and to provide insight on industry trends and issues. Don’t miss an issue! Subscribe at www.gmcnetwork.com
4 CLEARLY AFFORDABLE
8 IT’S A BIRD, IT’S A PLANE...
CAN DO GOOD
THE UP & COMING: CONFERENCES & EVENTS
18 AROUND THE NETWORK
10 AIRPORT CRISIS COMMUNICATION IN THE AGE OF SOCIAL MEDIA
16 VA CLINICS OPEN IN GEORGIA AND LOUISIANA
Mississippi Town Leans on Ion Exchange Process to Remove Brown Tint from Water By Steve Cawood, PE, Regional President and Wheeler Crook, PE, Design Engineer
Discolored tap water had long been a source of frustration for the City of Gautier, Miss., and its citizens. Bathtubs and sinks filled with brown water were hindering growth and stifling economic development. Businesses did not want to move to Gautier, and residents did not like living with the stigma. Drawing from eight groundwater supply wells, the City endured the brown water problem for some 29 years, much like many other municipalities and water systems in the region. The water comes from the Upper Pascagoula and Lower Graham Ferry aquifers, providing ground water to the system at a production capacity of approximately 4 million gallons per day (MGD). A color treatability study found that the source of color was total organic carbon – meaning it was not considered a contaminant and thereby complied with the EPA’s Primary Drinking Water Standards. However, ignoring the poor aesthetics of the water was no longer an option. Seen as an impediment to future development, City officials knew something had to be done. While there were several treatment options available
– such as reverse osmosis, ozone, granular activated carbon (GAC), ozone-GAC, ultrafiltration and nanofiltration – many of them would have been too costly, and thereby untenable, for the City. Devising an Affordable Solution In 2011, ClearWater Solutions, LLC (CWS), an operations and maintenance company and subsidiary of Goodwyn, Mills and Cawood, Inc. (GMC), enlisted GMC’s team of water resources and treatment experts to help resolve the City’s water issue once and for all. Initially, GMC was authorized by the City to perform field-scale pilot studies of GAC, pressure filtration and ion exchange systems to analyze the removal of color in groundwater by each process. GMC utilized desktop-sized equipment to determine if each method would work, ensure the feasibility of the technology and collect data to verify the effectiveness in removing the color from the water. Throughout the process, GMC collaborated with Tonka Water in Minneapolis, Minn., an innovative designer and custom manufacturer of water treatment equipment with tremendous treatment expertise. Since the chemicals used in the process
Photos posted on the “Gautier, MS residents against the dirty city water” Facebook page
can make a substantial difference in the level of treatment, Tonka’s expertise was needed to provide data and an understanding of the different coagulants and polymers available. The collaboration was instrumental in finding an effective coagulant and polymer.
As a result of the pilot, GMC’s team of professionals determined that ion exchange offered comparable clarity to more expensive treatment processes, with significantly reduced annual operations and maintenance costs. Utilizing cutting-edge technology, GMC was able to devise an affordable solution that visibly removed the water’s Ultimately, designers were seeking a solution more discoloration. In fact, it significantly reduced the economical than reverse osmosis (RO), widely thought color level from its previous 90 units to less than 5, to be the most thorough and effective water treatment an undetectable amount. The goal of the project was system available. Due to RO’s accompanying high to achieve color units less than 10. energy costs, chemical costs, and operation and maintenance costs – primarily the result of having Final cost of the plant was just $2.1 million, about to regularly change the RO membranes – the City $300,000 under budget. In contrast, an RO plant needed a less expensive option. would have cost an estimated $5 million. The City of SCHEMA 5
Gautier was subsequently able to refinance old debt and use the savings to pay for the new plant. Technically speaking, the innovative ion exchange process targets undesired particulates, based upon the type of media and ions within the vessel, through an exchange of ions between two electrolytes or between an electrolyte solution and a complex. In most cases, the term is used to denote the processes of purification, separation and decontamination of aqueous and other ion-containing solutions with solid polymeric or mineralic “ion exchangers.” Ion exchanges can be unselective or have binding preferences for certain ions or classes of ions, depending on their chemical structure. This can be dependent on the size of the ions, their charge or their structure. In the case of Gautier, ions responsible for color were specifically targeted. When the treatment facility is in operation, water is pumped through a pressure filter with sand media. On the outlet side of the filter, the water goes through a finishing process incorporating ion exchange. Design and Construction The City Council adopted its Clear Water Plan in January 2013, with the purpose of defining the process and timeline for developing a comprehensive water filtration system. A critical component of the plan was the construction of a 1 million gallon-per-day (MGD) ion exchange facility at the public works site on GautierVancleave Road in Gautier. A raw water pipe system ties four wells to the filtration and ion exchange system, and distributes the treated water through the rest of the city’s water system. The wells represent those with the most significant brownish tint. Creel Co. General Contractors of Mobile, Ala., was contracted to build the system, and Tonka Water, which assisted GMC during the pilot study, manufactured the water treatment equipment, including the ion exchange vessels. CWS installed 6 SCHEMA
Gautier’s ion exchange water treatment plant is Mississippi’s first such treatment system for municipal water.
the raw water pipe connecting the wells to the filtration system, providing the labor at no additional cost to the City. In the end, costs were significantly reduced – GMC was able to utilize existing pumps that were at the well sites, so the horsepower of the wells did not need to be increased. Thereby, no filtration and additional construction was required at the well sites. Completed in June 2015, Gautier’s ion exchange water treatment plant is Mississippi’s first such treatment system for municipal water and has already proven to be successful within its first months of operation.
The 1 MGD system, designed by GMC, is operated and maintained by CWS. Today, the operations and maintenance company optimizes the treatment process when necessary to achieve the most economical treatment. The company utilizes an instrument to continuously monitor the raw water online to adjust chemicals as needed for color removal. Through the successful troubleshooting of Gautier’s water quality issue, CWS and GMC locked arms with the City in its effort to find an economical solution. As a result of the success of the Gautier project, all of the entities involved actively promote the use of filtration and ion exchange as an affordable and effective water treatment method. S
“The water treatment plant has already proven to be successful within its first few months of operation.”
It’s a bird, it’s a plane... what happens when they collide?
Less than two minutes after taking off from LaGuardia Airport on Jan. 15, 2009, US Airways Flight 1549 struck a flock of geese at 2,818 feet above ground level, causing both engines to lose power. Astoundingly, Capt. Chesley “Sully” Sullenberger, a former fighter pilot with nearly 20,000 flight hours of experience, was able to regain control of the aircraft and safely land the Airbus A320 on the Hudson River. All 150 passengers and five crew members survived. According to the Bird Strike Committee, more than 90 percent of all wildlife strikes occur at altitudes of less than 3,000 feet, typically at locations on or near airports. Based on this statistic, effective wildlife management is one of the greatest tactics for reducing the incidence of bird strikes. Although it would be nearly impossible to prevent strikes from occurring completely, measures can be taken to deter wildlife from airports and the surrounding areas.
Passengers wait to be rescued along the wing of the downed plane in the middle of the Hudson River (Photo: New York Daily News)
GMC and Environmental Science Associates (ESA) partnered to provide Wildlife Hazard Management Training for the staff at Montgomery Regional Airport and brought in the Southeastern Raptor Center at Auburn University for a hands-on learning experience to enhance the curriculum. The training, led by qualified airport wildlife biologists Jof Mehaffey and Rob Carlton of GMC and Jessie Wheeler of ESA, was the third and final phase of a Wildlife Hazard Management program initiated by the Airport in 2013.
the airport complex, in addition to evaluating the existence of potential habitats and food sources on or near the airport property that may appeal to wildlife. The second phase involved collaboration among the wildlife biologists and airport personnel to produce a Wildlife Hazard Management Plan. The plan incorporates a variety of methods, including land management strategies, habitat modifications, and wildlife deterrents to minimize the appeal of the airport facility to birds and other wildlife. These efforts help to promote the safety of both the animals and aircraft. The Federal Aviation Administration accepted the plan for Montgomery Regional Airport in the spring of 2016, and implementation of plan objectives immediately followed.
The first phase consisted of a yearlong wildlife hazard assessment to identify the types of wildlife species, their numbers and frequency in and around
Part of the plan implementation includes this third phase of the overall Wildlife Hazard Management program, Wildlife Hazard Management Training. In
The great horned owl was among the raptors showcased by the AU Southeastern Raptor Center at the training session led by GMC at Montgomery Regional Airport.
addition to traditional classroom lecture and testing, the airport wildlife biologists arranged an educational demonstration provided by The Southeastern Raptor Center. The Center brought live birds of prey, both native to Alabama and commonly found in the Montgomery area, to teach airport personnel about the specific life cycles and habitat requirements of different species local to the area. Raptors showcased included the barn owl, barred owl, great horned owl, red-tailed hawk, American kestrel, turkey vulture and bald eagle. The interactive learning experience provided airport personnel with a greater knowledge of these and other species and will help further efforts to minimize their incidence at the airfield. For additional information on wildlife hazard management, contact Jof Mehaffey or Rob Carlton.
Bird remains recovered by the National Transportation Safety Board from one of the jet engines of US Airways Flight 1549 were determined to be from migratory Canada geese (Photo: NTSB)
Airport Crisis Communication in the Age of Social Media By Matt Thomason, CM AIRPORT PLANNER
Airports have long recognized the need for emergency response planning and advanced coordination with emergency services, in addition to being aware of federal notification requirements in the event of an accident. However, in today’s technology-driven world, many airports are not prepared for the widespread media and social media attention that can develop the instant an aircraft accident or other crisis occurs.
Social media is rapidly changing the way people learn about and respond to news stories. Recent reports point to the fact that a majority of those ages 18-29 get their news primarily from social media sources versus traditional broadcast or print media. The prevalence of social media use is staggering. Currently 73 percent of all internet consumers use some form of social media. There are more than 200 active social media networks with nearly 2.3 billion active users worldwide. Every second, there are more than 1,800 Instagram photos uploaded, 8,500 tweets posted on Twitter, 97,000 YouTube videos watched, 50,000 Facebook likes and 50,000 Google searches. And it’s not going away any time soon. Social media users have risen by 176 million in the last year, with 1 million new active mobile social users added every day. That’s 12 each second! The nature of social media is such that events once limited to the local newspaper can gain national and even global attention in minutes. Factor in the high quality cameras in every smartphone, and almost anyone is a reporter. When Asiana Airlines Flight 214 crashed on landing 10 SCHEMA
Eun’s photo of the Flight 214 crash was retweeted more than 32,000 times (Photo: twitter.com/Eunner)
at San Francisco International Airport in July 2013, a photo of the accident was uploaded to Twitter less than one minute after impact. Within 30 minutes, there were more than 44,000 tweets about the crash. One photo of the plane posted by passenger David Eun was retweeted more than 32,000 times.
It is not only the speed of social media that airports must consider, but also the reach of traditional media. Reports show that 90 percent of news editors turn to social media for information within 20 seconds of an incident. On Sept. 7, three people were killed when two pistonengine aircraft crashed at a small airport in west Georgia. The midair collision occurred just off the end of the runway at 10:54 a.m. Within 20 minutes, tweets regarding the crash were posted on Twitter, and within 40 minutes, the scene was being broadcast on live TV. The story broke nationally on NBC Nightly News. The opportunity to provide factual information and influence the narrative is reduced immensely once a story breaks. According to the International Air Transport Association, before the development of social media, a realistic target was to issue a first “holding statement” within one hour of notification of an incident. Today, the first comment acknowledging awareness of the incident should be issued within 15 minutes. The court of public opinion can be brutal and is often driven by incorrect information. Through the implementation of a well-defined crisis communication plan, airports increase the likelihood of credible and accurate information being shared. A crisis communication plan is essentially a roadmap for airport and local officials to follow in the event of an aircraft accident or other crisis. The plan identifies the team of individuals responsible for communication and the nature and type of response, among other things. A social media component details which platforms will be used and the type of response based on what is appropriate for that particular channel. Developing a crisis communication plan that incorporates social media is one essential strategy that can help airports maintain ongoing operations, minimize damage to their reputation and the leaders involved, and enhance relationships with key stakeholders when faced with a crisis.
After decades of working on a wide array of projects ranging from water and sewer to architectural, GMC found several of its clients seeking the same guidance and collaboration they had come to expect from the firm for their municipal airports. In 2006, GMC brought retired Col. Al Allenback on board to help fill this void with his extensive aviation knowledge. Allenback hired engineer Natalie Hobbs the following year, and the firm began providing airport planning and engineering services in-house. Now 10 years later, the Airport Planning and Engineering team includes a full staff of engineers and planners and has become the fastest growing airport engineering consulting group in the Southeast. They remain on the front lines of the everevolving aspects of aviation and their impact on airports, including the integration of unmanned aerial systems, airport safety management systems, energy and sustainment and non-aeronautical revenue generation facilities. They have developed a reputation as thought leaders in their field, and continue to serve many of GMC’s longtime clients, offering creative solutions to complex challenges.
For more information on airport crisis communication planning and airport management, contact Matt Thomason or any member of GMC’s Airport Planning and Engineering team. S SCHEMA 11
UNDER CONSTRUCTI N UAB Football Operations Center and Legacy Pavilion Birmingham, Alabama UAB’s return to the gridiron for the 2017 season will be preceded by completion of the Blazers’ 46,000-square-foot football operations facility and covered practice field. The building will house athletic training facilities, a weight room, meeting and film rooms, locker rooms, a kitchen and dining area, study hall and office space. The connected Legacy Pavilion will feature a 100-yard turf field covered by a pavilion roof but will not have walls. As such, the facility is likely to become college football’s first “indoor” practice facility that is not actually
enclosed. GMC designed the football ops building in partnership with HOK, and is providing architectural, civil engineering, landscape architecture and geotechnical services for the project.
Anderson County 5-Mile Interceptor Phase I Anderson, South Carolina Construction was recently completed for Phase I of the Anderson County 5-Mile Interceptor project in Anderson, S.C. The team conducted a study of the County’s sewer service area, which included basin delineation, demand and population projections, conveyance modeling, gravity line sizing and pipe material consultation, and developed a master plan based on the findings. Following completion of the master plan, GMC provided the design and construction administration for Phase I, which included nearly 7,000 linear feet of 30-inch ductile iron gravity main and one of the first large scale uses of polymer concrete manholes in South
Carolina. This phase of the project provides the County assurances for environmental protection and capacity for economic development for years to come. Design is underway on Phase II, which will entail approximately 4,500 linear feet of 30-inch gravity sewer.
UNDER CONSTRUCTI N City of Portland Fire Halls and EMS Portland, Tennessee GMCâ€™s Nashville team currently has two fire halls under construction for the City of Portland, Tennessee. Fire Hall No. 1 is a one-story building that will include living quarters, administrative space and three large fire engine bays, which can be expanded to five to accommodate future growth. Fire Hall No. 2 is a combined fire station and EMS facility that will be shared by the Portland Fire Department and Sumner County Emergency Management Agency. Plans for
the roughly 12,000-square-foot facility include three ambulance bays, one EMS bay and two fire engine bays. The building will also include a kitchen area, lounge area, bedroom space for all staff, bathrooms with showers and office space. Fire Hall No. 1 is slated for completion in November, followed by the completion of the Portland Fire/Sumner County EMS Facility in February 2017.
Element by Westin Huntsville, Alabama Work is underway on the new Element by Westin Hotel at Bridge Street Town Centre in Huntsville. The new hotel will operate on floors 7-11 of the existing Westin, which were originally designed as residential high-end condominiums, and will feature 150 extended-stay rooms and suites, each equipped with a full kitchen. The Element Hotel is Starwoodâ€™s latest addition to its brand lineup and features modern, sustainable design with emphasis on eco-friendly practices and programs. Floors 1-6 will remain a Westin Hotel, making this the first Westin-Element combination to operate in the United States. The Westin is getting a facelift of its own, with renovations of all rooms and suites and 17 more units
being added. The existing ballroom and meeting space, lobby, restaurant and bar are also being revamped, and a new 5,000-square-foot ballroom facing the lake at Bridge Street is being constructed.
Can Do Good In 2009, GMC launched Can Do Good, a social designbuild competition that provides students a hands-on learning experience with respect to the architecture, engineering and construction industry, while emphasizing the importance of giving back to the community. 14 SCHEMA
What do I need to submit?
• Submission deadline: Dec. 7, 2016 • Facebook voting begins: Dec. 14, 2016 • Facebook voting ends: Jan. 13, 2017 • Winners announced: Jan. 23-27, 2017
One overall photograph and two additional photos of your CDG Structure
Download the complete overview, entry form and rules at www.gmcnetwork.com/designbuildeat
Elementary schools were invited to participate for the first time last year, making the competition open to kindergarten through 12th grade students across the Southeast. Students first organize canned food drives at their schools, and then design and build creative structures using the items they’ve collected. All of the collected items are donated to a local food bank or charitable organization following the competition. More than 35,000 canned goods/food items have been donated to charitable organizations throughout the Southeast over the last three years through Can Do Good. Teams must strategically plan and work together to collect the items needed to construct a representation of their original design. Once their masterpiece is complete, teams submit photos of
A completed Entry Form, including a description of your CDG Structure
their structure for the online voting portion of the regional competition. One photo of each team’s structure is posted on the Can Do Good Facebook page for the online voting round, which is open to the general public. The three schools from each age division with the most votes (i.e., “likes” on their photo) advance to the finals. Each finalist’s entry is reviewed by a panel of GMC architects and engineers and judged based on overall theme, aesthetics, structure, difficulty and creativity, in addition to accounting for the number of cans used. One team from each division will win the title of “Best Can Do Good Structure in the Southeast” and $1,000 for their school. GMC will also match the winning teams’ donations to their respective charitable organization. S SCHEMA 15
VA Clinics open in Georgia and Louisiana On Sept. 9, 2016, the Veteran’s Administration formally accepted the keys to the new Lafayette Community-Based Outpatient Clinic in Lafayette, La. The new clinic will expand and replace the existing Lafayette CBOC and will provide primary care, physical therapy, eye care, radiological services and dental care, which had not been offered at the previous facility. An estimated 45,000 veterans in the area are expected to take advantage of the new clinic, which opens to patients Nov. 14, 2016, just three days after Veterans Day. “This new community-based outpatient clinic will provide not only much needed space, but also additional services to meet the health care needs of thousands of veterans in south central Louisiana,” said Goodwyn, Mills and Cawood Project Manager Richard Painter. Sen. Bill Cassidy (R-La.), a physician himself, said the additional space will allow doctors to see more patients efficiently and will provide more privacy to veterans being treated, giving them a “greater sense of comfort and calm.” The project team consisted of Goodwyn, Mills and Cawood, project architect; BL Harbert International,
general contractor; and Johnson Development, owner and developer. In addition to the Lafayette clinic, the three firms partnered to develop the recently completed VA Community-Based Outpatient Clinic in Savannah, Georgia. Prior to construction of the new Savannah VA Clinic, many veterans in Savannah and the surrounding area were forced to travel more than 100 miles to Charleston to receive the medical care they needed. The two-story clinic is almost twice the size of the 25-year-old facility it replaced and features expanded services, reducing wait times and the frequency of trips to South Carolina. Services offered by the Savannah CBOC include primary care, mental health, physical therapy and specialty care, including dermatology, gynecology, ophthalmology and podiatry. Both the Savannah and Lafayette clinics are registered with the certification goal of LEED® Silver under the LEED for Healthcare rating system. S
The Up & Coming
Georgia Association of School Facility Administrators Conference Savannah, Georgia
Georgia Airports Association Annual Conference Jekyll Island, Georgia
Alabama Association of Regional Councils Annual Training Conference Montgomery, Alabama
Georgia Association of Regional Commissions Annual Training Conference St. Simons, Georgia
Alabama Geological Society Annual Field Trip Oxford, Alabama
24 Georgia School Boards Association/Georgia School Superintendents Association Annual Conference Atlanta, Georgia
Can Do Good Entry Deadline www.gmcnetwork.com/ designbuildeat
Alabama Association of School Boards Annual Convention Birmingham, Alabama
8-10 Veterans Day
December ......... .......... ........... ...... ....................... .
Georgia Rural Water Association Fall Conference Helen, Georgia
National League of Cities City Summit Pittsburgh, Pennsylvania
.. ............ ......... ................ ......... ..... ................ ... ........... ........
CONFERENCES & EVENTS
Around the Network Building Communities from Earth to Mars The GMC Huntsville team participated in the fourth annual Pop-Up Parks event in Downtown Huntsville. From Oct. 13 - 23, the city “moved out the cars and brought in the people” to make way for 10 pop-up parks around the Downtown Square. Coinciding with this year’s theme, “Space to Innovate,” GMC’s pop-up park design was inspired by the firm’s work on the structural test stands for NASA’s Space Launch System – the most powerful rocket in history that will take humans farther into deep space than ever before. The joint-venture team of GMC and Merrick & Company designed the test stands for the SLS, which are being constructed at NASA’s Marshall Space Flight Center in Huntsville.
New Dorm Coming to Faulkner Campus The project team broke ground on the future site of Faulkner University’s new multi-million dollar residence hall in Montgomery, Alabama. The suite-style dormitory is the first of two to be built in the north end of the campus and will include private bathrooms, a large common area and laundry facilities on each of the four floors. Construction of the new dorm will help the University meet the growing demand for additional housing and future growth as it prepares for another record-breaking freshman class next year. The residence hall is scheduled to welcome its first tenants for the fall 2017 semester.
From the Peach State to the Heart of Dixie Members of the GMC Georgia team recently traveled to visit the firm’s corporate headquarters in Montgomery. After an office tour, staff from both offices enjoyed lunch out on the Lakeview Center patio, followed by some friendly interoffice competition that involved toilet paper and hula hoops (need we say more?). Several of the visiting team members joined GMC upon the firm’s acquisition of Stevenson & Palmer Engineering earlier this year.
Seneca Water Treatment Plant Wins Municipal Award The Municipal Association of South Carolina honored the City of Seneca with a Municipal Achievement Award in the public works category for its water treatment plant upgrade. Since its construction in the late 60s, a residential area had grown next to the plant, and the unattractive facility presented operational and safety concerns. With input from city leaders as well as neighborhood representatives, the project team developed logistical and design strategies for a covered water treatment plant on Lake Keowee that would double as a venue for community functions. Not only does the facility complement its natural surroundings, but also accommodates state-of-the-art water treatment procedures. The project team included GMC, architect and engineer; Hulsey McCormick and Wallace, engineer; and Harper Corporation, construction manager.
A Winning Design The Auburn University Jordan-Hare Stadium South End Zone Modifications project received an award of merit in the ENR Southeast 16th Annual Best Projects Awards in the sports/entertainment category. The new state-of-the-art video board at Jordan-Hare was debuted for the 2015 season, and at 10,830 square feet, is the largest in college football. Yann Cowart, Vice President of GMC Sports and a football walk-on at Auburn in the 1980s, served as the project architect and was responsible for development of the concept shape, design of the outside skin and the aesthetics. With the height of the board rivaling the top of Samford Hall as the tallest point on campus, the scale had to relate not only to the stadium, but to campus as a whole. Brasfield & Gorrie served as the construction manager and submitted the project for the award.
ALABAMA ANDALUSIA 207 Church Street Andalusia, AL 36420 t: 334.222.2699 | f: 334.222.3573 BIRMINGHAM 2701 1st Avenue South, Suite 100 Birmingham, AL 35233 t: 205.879.4462 | f: 205.879.4493 EUFAULA 111 Â½ South Eufaula Avenue Eufaula, AL 36027 t: 334.687.7441 | f: 334.687.7485 FAIRHOPE 316 Magnolia Avenue Fairhope, AL 36532 t: 251.210.0286 | f: 251.210.0287
HUNTSVILLE 7 Town Center Drive, Suite 201 Huntsville, AL 35806 t: 256.539.3431 | f: 256.536.9913
MOBILE 11 North Water Street, Suite 15250 Mobile, AL 36602 t: 251.460.4006 | f: 251.460.4423
ATLANTA - SMYRNA 2430 Herodian Way, Suite 101 Smyrna, GA 30080 t: 770.952.2481 | f: 770.955.1064
MONTGOMERY 2660 EastChase Lane, Suite 200 Montgomery, AL 36117 t: 334.271.3200 | f: 334.272.1566
AUGUSTA 1450 Greene Street, Suite 80 Augusta, GA 30901 t: 706.251.9099
OPELIKA 219 South 8th Street, Suite 3 Opelika, AL 36801 t: 334.364.0057 | f: 334.364.0489
SAVANNAH 424 East Oglethorpe Avenue Savannah, GA 31401 t: 912.655.6790
VERNON 44750 Highway 17 Vernon, AL 35592 t: 205.695.9137 | f: 205.695.9287
SOUTH CAROLINA GREENVILLE 101 East Washington Street, Suite 200 Greenville, SC 29601 t: 864.527.0460 | f: 864.527.0461
GEORGIA ALBANY 2547 Lafayette Plaza Drive, Suite E Albany, GA 31707 t: 229.883.0332 | f: 229.883.0543 ATLANTA - ALPHARETTA 12600 Deerfield Parkway, Suite 100 Alpharetta, GA 30004 t: 678.566.3776 | f: 678.566.3551
To subscribe to Schema, please visit www.gmcnetwork.com.
TENNESSEE NASHVILLE 3310 West End Avenue, Suite 420 Nashville, TN 37203 t: 615.333.7200 | f: 615.333.0529