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Gordon King Consulting


20 Somerset Street

$70 million construction of a new academic building on the site of the former MDC headquarters in downtown Boston. The building is 112,000 square feet and contains four floors of science labs, five floors of classrooms (including three advanced learning classrooms), and a café. The site included an urban plaza that would be built and maintained by the university but was owned by the state. Although planning, entitlements, and preliminary design took 6 years, the project was built in two years. It opened on time in September 2015 and was on budget. NBBJ was the architect; Walsh Brothers and Suffolk Construction were the builders.

Modern Theatre

$41 million construction of new 200-bed residence hall and 180-seat theatre, including demolition and restoration of historic façade. The site area is approximately 4,600 square feet, the building is 60,000 square feet. The project was on time and under budget and opened in September 2010. CBT was the architect; Suffolk Construction was the builder.

10 West Street

$48 million project involving $15 million renovation of a 110,000 square foot former condominium building as 274-bed residence hall with two restaurants on the ground floor. The building was acquired in June 2007 and opened in January 2008 for occupancy. CBT was the architect; Suffolk Construction was the builder. The project was delivered on time and within its budget.

Annual Capital Projects

Approximately $8 million per year ($64 million total/eight years) of capital projects, involving creation of classrooms, the addition of a café, faculty office areas, renovation and expansion of classrooms and laboratories, theatre, library, cafes, office areas, restaurant fit-outs, energy efficiency, and the correction of deferred maintenance in campus facilities. All projects have been on time and on or under their budgets.

Brain and Cognitive Sciences Project

Consulting Project Director for the development of a $250 million, 360,000 gross square foot neuroscience research facility at MIT during its programming, approvals, schematic design, and design development phases. The project provides new state-of-the-art research facilities for MIT’s Brain and Cognitive Sciences Department, the Picower Center for Learning and Memory, and the McGovern Institute for Brain Research. The three-acre project site spans an active freight rail line. Charles Correa Associates of Bombay, India and Goody Clancy Associates of Boston were the architects; Turner Construction Company was the Construction Manager.

MIT Press Relocation

$1.5 million relocation of the MIT Press into leased space. The result was a successful, on-time, and under budget relocation of the MIT Press.

Neuroscience Laboratory Renovations (E-19)

Fast-track conversion to research laboratories and offices of 25,000 square feet at MIT within an occupied seven-floor building. Construction of the $8.9 million project was completed on time and under budget and within eight months. The schedule involved fast-tracked project delivery and at-risk construction management. The project involved programming, design and construction management, and client/user relations. Ellenzweig Associates was the architect; Turner Construction Company was the Construction Manager.

Nanoscience and Bioengineering Laboratory Fit-out

Owner’s Representative for $21 million fit-out of 80,000 square feet of space for the Bioengineering (BE) Department and the Institute for Soldier Nanotechnologies (ISN) at MIT. The project schedule required fast-track services, a six-month programming and design period, and a five-month construction schedule; it was completed on time and under budget.

John A. Burns School of Medicine and Biomedical Research Facility

Owners Representative to the President of the University of Hawai`i for the development of a $160 million medical research and education campus for the John A. Burns School of Medicine. Project construction was initiated within 359 days of its authorization by the President of the University. The new campus includes a new medical school, a Biomedical Research Facility, and a future Cancer Research Center. The 300,000 square foot project is located on a nine-acre site in the Kaka`ako waterfront redevelopment district of Honolulu and is an integral part of local redevelopment efforts.

Logan Airport Modernization (formerly Logan 2000)

Initiated the $2 billion modernization of Logan Airport. The program included capital planning and program management for all Logan Airport capital projects from 1993 through 1997, including roadway, parking, terminal renovations, hotel, and airside improvements.


Construction Audit/Program Management Review

The Fort Bend Independent School District is a K-12 school district with a $484 million bond program designed to improve existing schools and expand the number of schools due to increasing enrollments. Gordon King has supported Gibson Associates, Inc./PMCM2 in performing its ongoing audit of the program. He incorporated safety and security into the Design and Construction Manual; has performed a student safety review of ongoing construction activities; and has performed a management audit of the program management schedule.

Project Definition/Coburn Hall Renovation-Pod Addition

Coburn Hall is the original home of the Lowell State Teachers College. It was opened in 1897 and has been minimally renovated in the past 110 years. It is currently inaccessible to the handicapped and has bathrooms only at the basement level. Past studies of this building identified almost $70 million in potential upgrades. The University will spend approximately $17 million constructing a new “Pod” - a vertical transportation element – that will “unlock” the building and allow its use as an academic building. The Pod will include an elevator for accessibility, bathrooms, and other vertical infrastructure allowing for the building’s full use and also providing for future renovations and/or an addition.

Project Definition/North Campus Dining/Cumnock Hall Renovation

Cumnock Hall is a two story building on the North Campus of U. Mass. Lowell, originally built in the 1940’s. It is now a less than fully used auditorium and office space. Following a strategic study managed by Gordon King Consulting, the University will be making the auditorium available for food sales and eating by the University community – but without cooking – so as not to trigger a major renovation of the entire building. The project will be funded by the University’s food service provider.

Strategic Planning

Management of the growth and change of Suffolk University’s portfolio of buildings to accommodate the changing university needs – including particularly the increase in faculty, housing additional undergraduate students, the improvement of café facilities for university dining to encourage faculty-student-administrator interactions. Also responding to changes in current and projected enrollments, the University sold three buildings and relocated functions and staff to other buildings, decreasing accumulated deferred maintenance and increasing delight for students and faculty (and campus coherence).

Sustainability and Energy Efficiency of Operations

Development of recycling program and sustainability of all operations and construction, with corresponding operating cost savings combined with green/sustainable operations. Elements included development of computer controlled/web accessible energy management systems in all university buildings, implementation of recycling program (increase of recycling rate from 5% to 50% of the waste steam), green cleaning, conversion of incandescent to LED bulbs throughout the campus, and LEED certification of all major construction projects.

Annual Capital Budgeting

Development of annual capital budgets of approximately $8 million per year for implementation. The annual capital budgets were predominately comprised of projects correcting deferred maintenance in the University’s several buildings, but also included space improvements, tenant fit outs, office space additions, café improvements, and regular replacement of furnishings, café equipment, etc.

Space Inventory and Management System

Development of computerized space inventory and space management system for Suffolk University’s several buildings. The system used ‘appropriate technology,’ requiring regular updates as uses and floor plans changed, but was not so detailed as to require an unavailable staffing compliment to keep the system reasonably accurate and functioning. The system was electronically available to all within the University.

Facilities Management

Management of the facilities office, including in-sourcing of facilities management leadership, regular repair and maintenance for university buildings, development of standards for operation and improvements, and purchase of utilities (electricity, gas, steam, and water) both allowing for operating cost savings to the university.

Residential Common Areas in Dormitories

A post-occupancy analysis of the use, programming, and design of student common areas in a selection of undergraduate dormitories in six Massachusetts State Colleges.

Strategic Capital Plan for Residential and Student Life Facilities

A 10-year capital plan for the development of residential and student life facilities for the nine Massachusetts State Colleges.

College and City Revitalization

A strategic plan for the development of college facilities in coordination with the City of Westfield. College facilities would be located in the City and outside the campus boundaries. Facilities included undergraduate and graduate housing, academic facilities, a multi-modal transportation center and retail serving both the City and the College.

Overlook Ridge Mixed Use Development:

Consultation and advice in coordinating necessary state and local environmental reviews for the development of a 2,500-unit residential and mixed use project located in a 99-acre former rock quarry. Coordination of agreement between the two partners in the venture.

Capital Plan for 24 State and Community Colleges

A 10-year $1.2 billion capital plan for nine state colleges and 15 community colleges for the states’ Board of Higher Education and Division of Capital Asset Management. The plan was based upon detailed campus needs assessments.

Higher Education Market Studies.

Two academic and student demand analyses for potential development of satellite community college campuses in the currently underserved markets of Plymouth and Attleboro, Massachusetts.

Correctional Facilities Demand Analyses.

Several demand analyses and market studies for the public-private construction of private correctional facilities, each designed to accommodate inmates from a variety of jurisdictions to provide financial feasibility to the proposed project and provide economic development to the local region. Projects were undertaken in Texas, Colorado, and Missouri.

Logan Airport Parking Strategies

A dynamic supply and demand model of Logan Airport commercial, employee, and satellite parking for Massport. He used the model to forecast parking demand sensitive to changes in rate structures, operating policies, facilities availability, and environmental regulatory constraints and commitments.

Massachusetts Higher Education Capital Program:

As Director of Programming for the Massachusetts Division of Capital Planning and Operations Mr. King drafted a 10 year, $1 billion capital plan, assembled and led a program management team, and directed program implementation, including planning and design, innovative project delivery, and for individual projects, permits and approvals, property acquisition, schedule, and budget management. This program was designed to serve 5 university campuses, 9 state colleges, and 15 community colleges. The plan entitled “Access and Excellence” received a planning award from the American Planning Association.

Correctional Facilities Capital Program:

As Assistant Commissioner at the Massachusetts Division of Capital Planning and Operations, Mr. King drafted a capital plan, and commenced implementation, of a $500 million prison expansion program for the Commonwealth of Massachusetts. The program was based on the Governor’s commitment that prisons would only be located where host communities accepted them.