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The program scope as currently developed consists of: • Acquisition and renovation of temporary swing space, relocation of staff and functions to swing space, demolishing of existing Public Safety Building, construction of new criminal courthouse, relocation of staff and functions back to the new courthouse, renovations of Historic Courthouse to accommodate courtroom spaces for use as civil/probate/family courts • Design and construction of a new, approximately 374,000 square foot criminal courthouse on the site of the existing Public Safety Building, including: o One 10-story tower for courtrooms and associated spaces, and an attached four-story tower for administrative spaces o 24 criminal courtrooms, including 23 typical and one large, and shell space for another two courtrooms o Administrative and constituent service offices for the offices of the Sheriff, District Attorney, Clerk of Courts, and other related County and non-County courts services providers in new criminal courthouse o Physical connection of the new criminal courthouse to the rest of the Courthouse Complex. Targeting near-zero emissions design • Programming, design and renovation of the existing Historic Courthouse • Current working estimate of project cost is $435 million to $490 million • Construction management at risk (CMaR) project delivery method |
The purpose of the overall project is to renovate and enhance the existing facility while preserving and restoring historic architectural and design aesthetics with an eye toward serving community needs and innovative performance creation for the next 50 years. Key areas of interest include the mainstage auditorium, backstage, building exterior including the dome, building systems, Exhibition Hall and Pioneer Underground second space theater, patron areas and amenities, staff offices, and stage house/mainstage. The Pioneer Center envisions the master planning process as encompassing a broad range of services, including a full assessment of each key area of interest, space planning and efficiency recommendations, and establishing an estimate of project cost which will inspire and inform the goals of a capital campaign. The final scope of the master plan project will be refined during the process and will be reflective of the selected team along with budget considerations.
The master plan would integrate the renovation project with the Pioneer Center’s strategic
objectives. The hired team would also prepare a phasing schedule for master plan
implementation, understanding that the Pioneer Center serves as the prominent and primary
standalone performing arts center in the region and must be able to sustain operations during the majority of each year across the renovation project. This includes providing accurate consulting and planning fee estimates associated with each key area of interest. |
The program scope as currently developed consists of: • Acquisition and renovation of temporary swing space, relocation of staff and functions to swing space, demolishing of existing Public Safety Building, construction of new criminal courthouse, relocation of staff and functions back to the new courthouse, renovations of Historic Courthouse to accommodate courtroom spaces for use as civil/probate/family courts • Design and construction of a new, approximately 374,000 square foot criminal courthouse on the site of the existing Public Safety Building, including: o One 10-story tower for courtrooms and associated spaces, and an attached four-story tower for administrative spaces o 24 criminal courtrooms, including 23 typical and one large, and shell space for another two courtrooms o Administrative and constituent service offices for the offices of the Sheriff, District Attorney, Clerk of Courts, and other related County and non-County courts services providers in new criminal courthouse o Physical connection of the new criminal courthouse to the rest of the Courthouse Complex. Targeting near-zero emissions design • Programming, design and renovation of the existing Historic Courthouse • Current working estimate of project cost is $435 million to $490 million • Construction management at risk (CMaR) project delivery method |
Design and build a new Correctional Treatment Facility (CTF) Annex. The new CTF Annex will provide a safe, secure, and healthy environment that supports personal growth through innovative, promising, and evidence-based practices. All programming will be designed to support each resident’s safe return to the community and reduce recidivism. This new facility will provide a total of 600-1,000 beds. Future phases of this project may include demolition of the adjacent Central Detention Facility (CDF) and expansion of the existing CTF onto the footprint of that facility. These two facilities are outdated, inefficient, and ill-conceived. The CDF and CTF have operated well below capacity for years, yet there remains a severe lack of programmatic space which is essential to positive reentry. With this, there is simultaneously an abundance of unused space and a dearth of necessary space. A new facility would be right-sized to accommodate the current jail population while recognizing what is needed to encourage true rehabilitation and reduced recidivism. The District has not operated its own prison system since 2001. The National Capital Revitalization and Self-Improvement Government Act of 1997 provided for the closure of the Lorton Correction Complex and for the transfer of its felony population to a Federal Bureau of Prisons facility. Accordingly, from that point on, any person convicted of a felony under the D.C. Code was to be incarcerated within the Bureau of Prisons, not DOC. One of the most pivotal consequences of this custodial transfer is that DC residents convicted of felonies could serve their sentence anywhere in the country, including states as distant as California. Such an arrangement makes it virtually impossible to maintain family visits. Furthermore, it does not promote successful reentry as the inmate is completely detached from the resources, community, and network to which he or she will eventually return. |
Construct a four-unit, 64-bed housing facility to serve as the Life Skills and Re-Entry Center for Women in Baltimore City. The project is the outcome of Maryland Senate Bill 684 of the 2020 legislative session known as the Gender-Responsive Prerelease Act. The purpose of the project is to provide a free-standing location for incarcerated women who present the least risk of violence and escape to be assigned to the Prerelease Security Level. The FY 2025 budget includes funding to complete design of this project. |
The newly proposed phase one County Government Center building is intended to be approximately 200,000 gross square feet with six (6) above-grade levels. The CGC will be designed to accommodate offices and workspace for approximately 800 employees plus the Board of Supervisor’s public hearing chamber. In addition, a new Emergency Coordination Center totaling approximately 7,000 gross square feet will be constructed adjacent to the County Government Center. This Project description is subject to change. Parking to support the new County Government Center will be surface-level parking ultimately incorporating solar canopies creating a micro-grid for renewable energy production. |
Scope of Services and Process for Development of Campus Master Roadmap
1. Orchard is seeking a variety of master planning services including: high level current facilities assessment, space planning, facilities management, survey design and analysis, conceptual design, landscape ecology and conservation planning, preliminary cost estimating, and cost benefit analysis for options including changes of use, new construction, and remodeling. Consultants should have experience in facilities master planning for independent schools and in facilitating innovative and collaborative solutions.
2. Stakeholder Engagement
i. Meet with the appropriate team members on the Campus Master Planning Committee (“CMPC”) to obtain critical information on the existing facilities and conditions assessment. The CMPC shall meet throughout the Campus Master Roadmap plan development process. Participants in the CMPC may include members from the following groups:
a. Orchard Employees
b. Parent Association
c. Middle School students
d. Alumni
e. Board of Governors and Trustees
f. Various other stakeholders
ii. Community Outreach- Orchard has a very involved and active community. As such, the selected firm will be required to assist the school with community outreach events and meetings.
iii. Development of the Needs Assessment- The selected firm shall evaluate the school’s site based upon the curriculum needs and facilities needs. The site should be evaluated for the following items:
a. Growth/Expansion/Consolidation based on demographic projections (demographic data will be provided to the Firm by Orchard from previous demographics consultant work completed in 2022/2023)
b. Visual Definition of the school site
c. Indoor and Outdoor space functions
d. Current status of infrastructure
e. Building/facility modernization versus replacement based on life cycle analysis (previous life cycle evaluation report will be provided to the Firm by Orchard)
f. Pick up and drop off improvements (previous parking lot analysis will be provided to the Firm by Orchard)
iv. Final Needs and Alternatives will be prepared by the successful firm that provide the following information:
a. Short- and Long-Term Facilities Needs of the school prioritized by project
b. Concept
c. Cost estimates
d. Providing recommendations for energy savings and deferred maintenance needs
e. Facilitating and documenting the CMPC input and assembling all material for this committee
v. Provide Cost Estimates for all proposed work in the Campus Master Roadmap by a qualified cost estimator.
vi. At the conclusion of the scope of work noted above the successful firm will provide Orchard with a digital copy of the Campus Master Roadmap and assist Orchard with the presentation of the Campus Master Roadmap to the Board of Governors and Trustees, and the CMPC.
3. Conduct site visits to become familiar with the existing facilities conditions, pedestrian and vehicular flows, and other site-specific factors that could affect planning.
4. Identify and prioritize the needs for modernization, replacement, growth, and other academic and environmental sustainability requirements.
5. Develop cost estimates for the projects identified in the Campus Master Roadmap.
6. Prepare a comprehensive 2024 Campus Master Roadmap document. |
Scope of Services and Process for Development of Campus Master Roadmap
1. Orchard is seeking a variety of master planning services including: high level current facilities assessment, space planning, facilities management, survey design and analysis, conceptual design, landscape ecology and conservation planning, preliminary cost estimating, and cost benefit analysis for options including changes of use, new construction, and remodeling. Consultants should have experience in facilities master planning for independent schools and in facilitating innovative and collaborative solutions.
2. Stakeholder Engagement
i. Meet with the appropriate team members on the Campus Master Planning Committee (“CMPC”) to obtain critical information on the existing facilities and conditions assessment. The CMPC shall meet throughout the Campus Master Roadmap plan development process. Participants in the CMPC may include members from the following groups:
a. Orchard Employees
b. Parent Association
c. Middle School students
d. Alumni
e. Board of Governors and Trustees
f. Various other stakeholders
ii. Community Outreach- Orchard has a very involved and active community. As such, the selected firm will be required to assist the school with community outreach events and meetings.
iii. Development of the Needs Assessment- The selected firm shall evaluate the school’s site based upon the curriculum needs and facilities needs. The site should be evaluated for the following items:
a. Growth/Expansion/Consolidation based on demographic projections (demographic data will be provided to the Firm by Orchard from previous demographics consultant work completed in 2022/2023)
b. Visual Definition of the school site
c. Indoor and Outdoor space functions
d. Current status of infrastructure
e. Building/facility modernization versus replacement based on life cycle analysis (previous life cycle evaluation report will be provided to the Firm by Orchard)
f. Pick up and drop off improvements (previous parking lot analysis will be provided to the Firm by Orchard)
iv. Final Needs and Alternatives will be prepared by the successful firm that provide the following information:
a. Short- and Long-Term Facilities Needs of the school prioritized by project
b. Concept
c. Cost estimates
d. Providing recommendations for energy savings and deferred maintenance needs
e. Facilitating and documenting the CMPC input and assembling all material for this committee
v. Provide Cost Estimates for all proposed work in the Campus Master Roadmap by a qualified cost estimator.
vi. At the conclusion of the scope of work noted above the successful firm will provide Orchard with a digital copy of the Campus Master Roadmap and assist Orchard with the presentation of the Campus Master Roadmap to the Board of Governors and Trustees, and the CMPC.
3. Conduct site visits to become familiar with the existing facilities conditions, pedestrian and vehicular flows, and other site-specific factors that could affect planning.
4. Identify and prioritize the needs for modernization, replacement, growth, and other academic and environmental sustainability requirements.
5. Develop cost estimates for the projects identified in the Campus Master Roadmap.
6. Prepare a comprehensive 2024 Campus Master Roadmap document. |
The newly proposed phase one County Government Center building is intended to be approximately 200,000 gross square feet with six (6) above-grade levels. The CGC will be designed to accommodate offices and workspace for approximately 800 employees plus the Board of Supervisor’s public hearing chamber. In addition, a new Emergency Coordination Center totaling approximately 7,000 gross square feet will be constructed adjacent to the County Government Center. This Project description is subject to change. Parking to support the new County Government Center will be surface-level parking ultimately incorporating solar canopies creating a micro-grid for renewable energy production. |
Scope of Services and Process for Development of Campus Master Roadmap
1. Orchard is seeking a variety of master planning services including: high level current facilities assessment, space planning, facilities management, survey design and analysis, conceptual design, landscape ecology and conservation planning, preliminary cost estimating, and cost benefit analysis for options including changes of use, new construction, and remodeling. Consultants should have experience in facilities master planning for independent schools and in facilitating innovative and collaborative solutions.
2. Stakeholder Engagement
i. Meet with the appropriate team members on the Campus Master Planning Committee (“CMPC”) to obtain critical information on the existing facilities and conditions assessment. The CMPC shall meet throughout the Campus Master Roadmap plan development process. Participants in the CMPC may include members from the following groups:
a. Orchard Employees
b. Parent Association
c. Middle School students
d. Alumni
e. Board of Governors and Trustees
f. Various other stakeholders
ii. Community Outreach- Orchard has a very involved and active community. As such, the selected firm will be required to assist the school with community outreach events and meetings.
iii. Development of the Needs Assessment- The selected firm shall evaluate the school’s site based upon the curriculum needs and facilities needs. The site should be evaluated for the following items:
a. Growth/Expansion/Consolidation based on demographic projections (demographic data will be provided to the Firm by Orchard from previous demographics consultant work completed in 2022/2023)
b. Visual Definition of the school site
c. Indoor and Outdoor space functions
d. Current status of infrastructure
e. Building/facility modernization versus replacement based on life cycle analysis (previous life cycle evaluation report will be provided to the Firm by Orchard)
f. Pick up and drop off improvements (previous parking lot analysis will be provided to the Firm by Orchard)
iv. Final Needs and Alternatives will be prepared by the successful firm that provide the following information:
a. Short- and Long-Term Facilities Needs of the school prioritized by project
b. Concept
c. Cost estimates
d. Providing recommendations for energy savings and deferred maintenance needs
e. Facilitating and documenting the CMPC input and assembling all material for this committee
v. Provide Cost Estimates for all proposed work in the Campus Master Roadmap by a qualified cost estimator.
vi. At the conclusion of the scope of work noted above the successful firm will provide Orchard with a digital copy of the Campus Master Roadmap and assist Orchard with the presentation of the Campus Master Roadmap to the Board of Governors and Trustees, and the CMPC.
3. Conduct site visits to become familiar with the existing facilities conditions, pedestrian and vehicular flows, and other site-specific factors that could affect planning.
4. Identify and prioritize the needs for modernization, replacement, growth, and other academic and environmental sustainability requirements.
5. Develop cost estimates for the projects identified in the Campus Master Roadmap.
6. Prepare a comprehensive 2024 Campus Master Roadmap document. |
Concord Hospitality Tribute in Chapel Hill, North Carolina.
175 keys and estimated construction budget of $50 million. |