TKA - Providence College

Request for Architectural Design Services for: 

Providence College 

Campus Planning and Circulation 

May 15, 2013

SENIOR 

PRINCIPALS 

Edward T.M. Tsoi, FAIA 

Richard L. Kobus, FAIA, FACHA 

PRINCIPALS 

Jonathan P. Cohen 

Jocelyn L. Frederick, AIA, ACHA 

J. Erik Mollo-Christensen, AIA 

David M. Owens, AIA 

ASSOCIATE 

PRINCIPALS 

Barbara A. Carpenter 

Alan C. Fried 

Richard A. Moon, AIA 

John D. Synnott, AIA 

Katharine W. Tassmer 

Kathleen M. Wendt, IIDA 

ASSOCIATES 

Edward F. Barnett, IIDA, LEED AP 

S. Chu Foxlin, AIA, IIDA 

Nicholas J. Koulbanis, AIA, LEED AP 

Erin H. Miller 

Stephen W. Palumbo, AIA, LEED AP 

Andrew W. Pecora, LEED AP 

Alan P. Peterson 

One Brattle Square 

P.O. Box 9114 

Cambridge, MA 02238-9114 

Tel: 617-475-4000 

Fax: 617-475-4445 

www.tka-architects.com 

May 15, 2013 

Mr. Mark Rapoza 

Assistant Vice President Capital Projects / Facilities Planning 


Harkins Hall Room 410 

One Cunningham Square 

Providence, RI 02918 

Dear Mark: 

Tsoi/Kobus & Associates (TK&A) is pleased to have the opportunity to provide a 

proposal for professional services for the development of campus planning and circulation 

pathways at Providence College. The selection of the planning team is essential to the 

success of the Campus Circulation and Planning effort. In short order, the team needs to 

become part of Providence College’s culture, to understand and analyze the issues facing 

the campus, and to enthusiastically help craft the framework for Providence College to 

continue to be associated with the highest quality academic standards. 

Project Understanding 

TK&A intends to perform the services as outlined in this proposal and is willing to enter 

into an agreement upon the mutual review of the terms and conditions of the Providence 

College Professional Consultant Service Agreement. 

Qualifications 

Capitalizing on our 30 years of academic experience, we thoughtfully engage our clients 

in spirited discussions, carefully teasing out the essential data required to make informed 

long range decisions. We understand that for a master plan to be successful there must 

be clear and measurable goals. We will work with Providence College to formulate those 

milestones and then hold ourselves accountable for meeting them as promised. 

We are especially sensitive to historic landscapes and campus plans that often 

provide the context for our work at colleges and universities. One such example 

includes the recently completed Stokes Hall at Boston College. Among the great pleasures 

of working with academic institutions are the extraordinary campus settings in which we 

are able to work. It is also one of the greatest challenges. How do we link spaces that are 

distinct and fresh while working in a historic and richly textured context? Our work for 

many academic institutions has taught us to respect context without slavishly copying it. 

Planning and programming are among our strengths. We have participated in the 

preparation of nearly 30 master and precinct plans for academic clients. Most clients 

engage us for program and master plan verification at the outset of a major building 

project. Using an efficient interactive process that involves administrators, faculty and 

students, we offer specialized expertise in facilitating user group meetings and providing 

information to support decision making. 

TK&A is known for a collaborative design approach and exceptional consensus 

building skills. We are well aware of the diversity of interests among students, faculty, 

administrators, trustees, neighbors and regulators. We are accustomed to identifying and 

prioritizing these interests early in our work. Our approach is to reconcile as many issues 

as possible through alternative design strategies and multiple study alternatives which are 

then orchestrated to vet the most important campus planning and building issues.

Mr. Mark Rapoza 


May 15, 2013 

Page 2 

TK&A is recognized for delivering projects within fiscal parameters of an owner’s 

budget and within the time constraints of the project schedule. We believe good 

design is not possible unless it is developed with the Owner’s budget in mind, because the 

budget influences decisions regarding the size and scope of the project, and the proposed 

assemblies and materials. 

TK&A helps colleges and universities compete for top-notch students, faculty and 

donors by designing spaces and buildings that speak to both the mind and the heart. 

For a campus to speak to the mind, it must provide a stimulating environment from the 

moment one enters. Every space must function flawlessly. Our design approach speaks 

to the heart as well. Beyond meeting Providence College’s requirements, we want our 

work to inspire others. We strive to create compositions of forms and materials that are 

breathtaking and major public spaces and pathways that are memorable and exciting. 

Total Contract Price 

A full explanation of the proposed fee can be found on page 34 of this proposal. The 

proposed lump sum fee is derived from an estimate of hours to provide the Architecture 

and Landscape Services described in this proposal. We propose a lump sum fee for these 

services in the amount of $245,000. We have included a separate proposal from Vanasse 

Hangen Brustlin (VHB) to study traffic as an additional service. 

Schedule 

We have assumed a 5 month time frame to complete this work. A July project start 

requires careful advance scheduling to ensure all participants are available. The project 

schedule can be accelerated to accommodate Providence College’s requirements. A 

detailed workplan is included on pages 31-32. 

Planning Goal 

The overall effect we seek is that of an oasis: an academic and social meeting place that 

both students and alumni will treasure. 

What Sets Us Apart 

The truth is that at the end of the day, we’re inspired by what we do as architects and we 

want to share that contagious enthusiasm with Providence College. The dedicated staff of 

professionals at TK&A believes good design empowers people to change the social and 

intellectual fabric of the world. As architects we have an obligation to both our clients and 

the community that goes far beyond simply keeping the rain out and the heat in. We feel 

compelled to consider both the future of the College balanced with a careful response to a 

historically important Dominican campus. 

We seek to create personal relationships with the people we meet so that we understand 

the type of environment which motivates them to excel. The graduates who leave 

Providence College change the world we live in for the better; our goal as designers is 

to work together with PC to study and envision the physical environment which fosters 

teamwork and ignites the imagination of students, faculty and staff. 

Sincerely, 

TSOI/KOBUS & ASSOCIATES, INC. 

David Owens, AIA 

Principal 

Nicholas Koulbanis, AIA, LEED AP 

Associate

TABLE OF CONTENTS 

1. Statement of Understanding and Approach/Schematic Drawings.................1 

2. Company Information..................................................................................16 

3. Qualifications and Experience ....................................................................20 

4. Schedule .......................................................................................................30 

5. Estimate of Fee ..............................................................................................34

1. STATEMENT OF UNDERSTANDING AND 

APPROACH/SCHEMATIC DRAWINGS 

The expression of the campus should grow naturally from its surroundings. 

A great campus such as Providence College possesses a unique style and 

expression that stems not just from one building, but from many. Our design 

approach when working within a Gothic context is to achieve high standards 

of technical efficiency and environmental sustainability. This creates a campus 

which speaks to its historic core while fulfilling future needs. 

The Gothic language is rich and varied enough that it does not need to be 

“interpreted.” We start by asking what the original campus designers were 

searching for. Next we look for a larger pattern: formal, spatial, textural or 

historical and use that pattern as a springboard for design. 

Strategizing for future development entails fully understanding the recently 

completed master plan and then studying at the long term development of the 

campus around the edges. Our intent would be to help find ways to develop these 

areas wisely according to their best and highest use. Our design approach started 

with a series of questions, evolved into a series of concept diagrams illustrating 

interconnected vistas, green space, and pedestrian / service access. The first 

part of this section focuses on Providence College today. The second part of 

this section envisions the Providence College of tomorrow. Our team enjoyed 

dreaming about the endless potential inherent in the PC campus; we hope you 

will too. 

1

Achieving the Plan 

This proposal is built upon five basic premises: 

1. What happens when one size does not fit all? 

2. Can one plan make multiple connections? 

3. What happens momentum is embraced? 

4. Can topography unite the campus? 

5. How can the campus fabric be strengthened? 

3

What happens when one size does not fit all? 

Providence College “encourages the deepest respect for the essential dignity, freedom and equality of every 

person.”¹ By tailoring the scale and quantity of outdoor spaces, the campus architecture can respond to diverse 

needs of students by providing opportunities for learning, recreation and community building. 

Existing courtyards successfully interweave with green spaces in many areas of the campus. The area indicated 

below in orange hinders the connection between the east and west sides of the campus. These discrete open spaces 

throughout campus serve as an important source of identity for PC. 

The informal relationships between medium sized spaces are interconnected in a language unique to PC. 

Maintaining both the character and quality of these spaces will be paramount to the success of reinvigorating the 

campus. The four schematic plans presented in this proposal strengthen and clarify way-finding and the relationship 

between these outdoor spaces. 

Wayfinding can become clearer and pathways more accessible through close analysis of the topography. Informal 

meandering paths link medium and small size courtyards to strengthen the campus fabric. Gentle interconnects on 

the west side of campus serve as a model for the east side of campus. One approach might be to align pedestrian 

walkways with cross-campus destination points and shifting the circulation axis to meet with outdoor learning areas. 

Interesting but not complicated. 

¹Providence College Strategic Plan 

5

Can one plan create multiple connections? 

Students create a sense of community within a college; the physical campus can offer places which promote the 

budding of life-long friendships. Upon graduation, the idea of campus is no longer a physical concept. The campus 

continues to exist for the graduate through shared memories and relationships across local and global networks. 

Multiple connections between experiential learning, green spaces, and state-of-the-art facilities both sustain and 

nourish the student’s soul. Layered connections created across Huxley Avenue will link overlapping communities. 

Academic buildings and residential dormitories are interspersed throughout the campus, arranged primarily along an 

east-west axis. The athletic facilities are largely located on the north side of the campus. Easy interaction between 

these different uses creates numerous opportunities for informal social interactions among students and with the 

faculty. The schematic responses outlined in this proposal highlight these dynamic intersections. 

Moments of interaction outnumber isolation. 

6

What happens when momentum is embraced? 

The momentum found today at Providence College is transforming the campus from good to great. Capitalize on 

this energy by reinvigorating the campus gateways and cultivating outdoor common areas around the campus. 

Each one of the five gateways to the PC campus has its own identity and purpose. A formal entrance exists at Main 

Gate. The northernmost of the two entries along Huxley Avenue serves as the main point of entry for students and 

services. The Wardlaw Avenue gateway supports Alumni Hall and theathletic facilities. 

A signature path from the front gate to Harkins Hall defines the campus walls and open spaces, setting up 

expectations for open areas and interactions. In this proposal, the different functions and identities of each entry 

are recognized and then developed appropriately according to their best and highest use. Campus destinations from 

parking areas must be clear. 

Not all movement through the campus is swift and direct. Topography or shifting axes interrupts circulation in some 

areas. This diagram highlights in red those areas of interruption. To successfully connect the east and west sides 

of the campus, these spaces will require additional attention. Several suggestions for improving these areas are 

included with the master plan options. 

Access in and out should be easy. 

7

Can topography unite the campus? 

Topography is a strong driving force for behind the development of this campus. The topography links and separates 

spaces from each other. Moving from west to east the cascading topography allows for moments where site lines 

widen and vistas open, allowing for moments of contemplation and understanding. It is important that as one travels 

throughout the campus one knows where they are and where they are going, that they see the connections and 

transitions between all districts. 

Seamless service circulation and parking areas are critical to the 

everyday working of Providence College. Pedestrian access to 

buildings should be highlighted while maintaining easy and swift 

support to service each individual building. Similarly, parking 

areas should be consolidated when possible to allow increased 

pedestrian circulation and to plan for future development sites. 

8

How can the campus fabric be strengthened? 

The new Core Curriculum provides academic clarity and the ability to appreciate the complexities of the world. In 

return, the physical environment surrounding the students should foster the Core Curriculum by providing flexibility 

and encouraging spontaneous meetings. Reimagining the physical potential of the Providence College campus starts 

with a basic understanding of how the campus is organized. 

A strong design direction can be determined through the analysis of the nine distinct “districts” found on the 

Providence College campus. Visitors start at District 1: the main entry, Harkins Hall, Phillips Library, the new 

Ruane Center and several academic buildings. District 2 serves as a transition point between the visitor experience 

and the typical student campus experience. Although this location may seem to be a focal point of the campus, 

topography unfortunately isolates this zone. The designs presented in this proposal mitigate the issue. 

Districts 3, 4 and 6 have received “second class” status due to the presence of Huxley Avenue, creating a separation 

between the east and west sides of the campus. District 5, a blend of residence and academics, is separated from 

the main areas of the campus by Huxley Avenue. The remaining districts serve the athletic department and faculty 

housing. 

To strengthen the east-west campus connection it is critically important to inject vitality by connecting Districts 3, 4 

and 6. Bolstering the north-south connection will provide the space and momentum to repair the rift left by Huxley 

Avenue. 

9

How will Providence 

College transform you? 

Place matters. 

A carefully crafted circulation plan opens up the space for kinship 

to blossom. In this process wayfinding becomes more than a simple 

understanding of the campus. Deeply internalized, wayfinding becomes 

the transformative force behind the students, helping them to realize 

their full academic, athletic and personal potential. 

TK&A is pleased to present four transformations for your review. 

11

Legend 

Campus entry 

New campus greens 

Connecting pathways 

Vista point 

New building site 

Parking 

Service lane 

Food service 

Loading 

Plan view of campus 

3D view of campus

Transformation 1 

This scheme offers the gentlest overall impact compared to the subsequent transformation ideas presented in this 

proposal. 

Two new courtyards located to the west and north of Davis Hall along with a new parking structure adjacent to 

the Schneider Arena weave the foundation of a strong campus fabric. Outdoor areas to the west are modified to 

accommodate changes in traffic flow. At the arts quad to the east, the scale of the campus space is toned down to 

create a collection of smaller “rooms” more in keeping with the park-like areas found on the west campus. 

East-west pedestrian traffic travels through these new areas meeting at a formal overlook at the point of grade 

change between the upper and lower campuses. This approach impacts an existing utility platform, but we believe a 

workable solution exists. Informal pathways, reminiscent of the feel on the west end of campus, tie the east and west 

campuses together. Athletic facilities have been relocated to accommodate new construction. 

In summary: 

• Two new courtyards at the west end of the lower campus 

• New development parcel at the north edge of the lower campus with a 25,000 GSF footprint 

• One large new parking structure off of Huxley Avenue 

- Student and alumni parking structure of approximately 350 cars per level would be located to the north, 

adjacent to Schneider Arena 

- Visitor parking remains off of the West Gate 

• Gateways: 

- North access is via Huxley Avenue and Admiral Street 

- Service to Raymond Hall is approached from Donnelly Drive 

- South access is via the existing service road west of Mel Brown Hall 

- Pedestrian access and emergency traffic only on Huxley Avenue from Eaton Street to Ventura Street; bury 

all above-ground utilities. 

12

Legend 

Campus entry 



Vista point 


Parking 

Service lane 

Food service 

Loading 


3D view of campus


This scheme proposes four new courtyards located to the west, north and south of Davis Hall, and two 

new parking structures at the southern and northern edges of the middle Campus. East-west pedestrian 

traffic travels through these new areas meeting at a formal overlook at the point of grade change between 

the upper and lower campuses. Similar to the west end of campus, pathways are informal. Athletic 

facilities have been moved to accommodate new construction. 

In summary: 

• Four new, contiguous courtyards at the west end of the lower campus 

• Two new overlooks are located at the north and south corners of Accinno Hall 

• Two new development parcels at the north and south edges of the lower campus 

- The northern building footprint is 40,000 GSF per level 

- The southern building footprint is 50,000 GSF per level with below grade parking 

• Two new parking structures 

- Student and alumni parking structure of approximately 200 cars per level would be located on 

the north campus, adjacent to Schneider Arena 

- Faculty and visitor parking with approximately 125 cars per level is located to the south, 

accessed from Eaton Street 

• Gateways: 

- North campus access is via Huxley Avenue and Admiral Street 

- Central Service Road runs from the east side of the power plant, servicing Raymond Hall 

- Donnelly Drive terminates at the Raymond Hall loading dock 

- A second service access drive travels along the remaining portion of Huxley Avenue to the east 

and follows the northern and eastern edges of the lower campus 

- South campus access is via the existing service road west of Mel Brown Hall 

- Pedestrian access and emergency traffic only on Huxley Avenue from Eaton Street to Ventura 

Street; bury all above-ground utilities. 

13

Legend 

Campus entry 



Vista point 


Parking 

Service lane 

Food service 

Loading 


3D view of campus


This exciting transformation proposes two new centers of campus activity: one at the existing rotary 

entrance to the Aquinas/Meagher/McDermott quad and a second hub at the edge of the current Accinno 

Hall parking lot to the campus. The creation of two complimentary centers encourages an equal hierarchy 

of spaces split between the east and west sides of campus. Circulation radiates from the two hubs and meets 

at a new cafeteria toward the north end of campus, reinforcing the dynamic intersection of these paths. 

• Two new large, equal, open spaces at east and west sides of campus 

- Circulation bridges the grade change in former Raymond Hall area 

- Newly unveiled views of lower campus 

• Raymond Lot and fields are repurposed into a cafeteria, parking, and a new campus hub, opening 

views over fields toward Schneider Arena and the east side of campus 

• Takes advantage of natural grade changes by locating a 50,000 GSF parking lot underneath a renovated 

Glay soccer field and hides the new overflow parking lot at Raymond from the main campus views 

• Dedicated, yet hidden, vehicular access to the proposed cafeteria, Schneider Arena and Slavin Hall 

reduces pedestrian impressions of overall traffic volume 

• Central campus expands with potential building locations 

- Proposed new construction south of power plant includes views over Joseph into east campus open 

spaces 

- Re-grading and landscaping of former Raymond site drastically improves circulation, views and 

pedestrian accessibility between the west- and east sides of campus 

• Gateways: 


Street; bury all above-ground utilities. 

- South campus access is via the existing service road to the west of Mel Brown Hall 

- Campus entrances along north and south of former Huxley Ave (by Eaton and Ventura) each have 

access to parking with visual connections to the east campus center 

14

Legend 

Campus entry 



Vista point 


Parking 

Service lane 

Food service 

Loading 


3D view of campus


TK&A’s final scheme raises the question: “What would PC gain from a far more aggressive approach and 

could it work?” 

The final transformation calls for the development of five new courtyards along the Huxley Avenue spine. 

Two new parking structures, tucked into the rising topography with support buildings above, support the 

southern and northern edges of the Middle Campus. The northern lot contains a central receiving area for 

dry goods and food service to ease campus congestion. At this point, all service traffic terminates and a 

new Raymond Hall rises along the reinvigorated campus axis. Campus security moves to this area. 

An elevated gathering space and a lower courtyard replaces Accinno Hall, opening up the handsome 

east façade of St Joseph Hall to a well-deserved long view. Pathways are more formal, axial and straight. 

Sightlines from point to point are longer. A shift in the formal axis signifies the creation of a new space 

for outdoor classrooms and informal gathering spaces. 

In summary: 

• Five new courtyards located at the west end of the lower campus, four of them contiguous 

• Formal stairways flank the north and south corners of St. Joseph Hall 

• Replace Accinno Hall with a tiered open meeting space 

• Three new development parcels at the north and south edges of the lower campus: 

- Raymond Hall replacement has a 60,000 GSF footprint, accommodates food service and has 

direct loading access 

- A new courtyard at Dore and Davis Halls is formed by the creation of a development parcel 

with a 40,000 GSF footprint. 

- A third parcel accommodating a 50,000 GSF footprint contains a below-ground parking 

structure 

• Two new parking structures: 

- Student and alumni parking structure of approximately 100 cars per level 

- Faculty and visitor parking with approximately 125 cars per level, accessed from Eaton Street 

• Gateways: 

- North campus access is via Huxley Avenue and Admiral Street 

- Central service road provides access to the new Raymond Hall and the power plant 

- Remove Donnelly Drive 

- A second service access drive travels along the remaining portion of Huxley Avenue to the east, 

following the northern and eastern edges of the lower campus 

- South campus access is along the existing service road west of Mel Brown Hall 


Street; bury all above-ground utilities 

15

2. COMPANY INFORMATION 

Tsoi/Kobus & Associates 

One Brattle Street 

P.O. Box 9114 

Cambridge, MA 02238-9114 

617-475-4000 (p) 

617-475-4445 (f) 

Now in its 30th year, Cambridge-based Tsoi/Kobus & Associates (TK&A) 

is one of the nation’s leading architecture, planning, and interior design 

firms for academic, science and technology, healthcare, and commercial real 

estate projects. The firm is known for creating environments that advance the 

discovery of new knowledge and for award-winning designs that combine 

sustainability and cutting-edge technology with compassion and creativity. 

TK&A’s core services include: architecture, interior design, programming and 

planning, master planning, permitting support, sustainable design including 

LEED certification, marketing, graphic design and fund-raising support, on-line 

project management, digital 3D design, and construction administration. 

The expertise and commitment of our senior level team is drawn from a 

diversity of personal experience that includes campus/facilities master planning 

and project implementation for nationally renowned clients. This experience 

provides us with a broad perspective, energizes us to expand our knowledge 

and propels us to develop innovative solutions that will contribute to improving 

Providence College’s effectiveness. 

TK&A believes that team communications are critical success factors in every 

project. Accordingly, we have developed a highly collaborative working style 

that is known throughout the industry, particularly among contractors, engineers, 

and past clients. TK&A thoroughly involves our clients in the planning and 

design process, and we are continually open to good ideas from any source. 

Our efforts to improve team communications have led us to establish partnering 

sessions, project web sites, and advanced graphic capabilities. TK&A keeps the 

entire project team informed and prepared through project meetings, meeting 

reports, workplans, and electronic exchanges. 

Corporate Officers 

Board of Directors 

Architectural/Planning Sectors 

Academic Science & Technology Healthcare Commercial 

Interior Design 

Operating Directors 

Marketing Human Resources Information/Technology Finance Operations Administration 

16

DAVID M. OWENS, AIA 

Design Principal 

A principal of TK&A, David has been with the firm since its inception. He has been responsible for a 

variety of projects from initial programming through design and construction. A thoughtful architect 

and creative designer, David has planned and designed many of TK&A's award-winning buildings. He 

possesses the design acumen and technical capabilities required to design complex building types. His 

current design work incorporates 3-D Studio and other similar computer design applications. 

Representative Experience: 

Boston College, Middle Campus Master Plan and Lyons Dining Expansion, Student Center and 

Academic Building Study, Stokes Hall 

Bowling Green State University, Master Plan/Greek Housing Study 

Washington University in St. Louis, School of Medicine Master Plan, Earth and Planetary Sciences 

Building, Danforth University Center 

Suffolk University Law School, Library, Classroom Expansion 

University of Florida, Levin College of Law, Expansion/Renovation 

Harvard Law School, Feasibility Study and Implementation Strategy 

Fordham University Law School, Feasibility Study 

Harvard Graduate School of Education, Programming and Space Planning 

Harvard Medical School, Pathology and Microbiology Laboratory 

Babson College, Undergraduate Program Building 

The Fessenden School, Classroom Addition 

Boston Properties, 77 CityPoint Office Complex 

The Chiofaro Company, Parcel F Redevelopment 

Intercontinental, Winthrop Square Mixed Use Development, 90 Tremont Street Hotel, One Bulfinch 

Place 

Macomber Development Associates, Framingham Office Park 

Marine Biological Laboratory, Marine Resources Center 

MIT Real Estate, 28 Osborn Street and 700 Main Street (Renovations for Biotech Headquarters) 

Parametric Technology Corporation, Corporate Headquarters and Laboratories 

EMD Serono, Corporate US Headquarters 

Winn Development Company, Brookline Place 

Education: 

Bachelor of Architecture, Boston Architectural Center, 1983 

Bachelor of Fine Arts, Tufts University/Boston Museum School, 1971 

17

NICHOLAS KOULBANIS, AIA, LEED AP 

Project Manager/Project Architect 

Nick has a wide range of experience that includes college and university, science and technology, 

healthcare and commercial projects. He is a creative problem solver who consistently exceeds project 

goals. Nick assists his teams on all phases of planning, design and construction; providing master plans, 

schematic layouts, design development, model building, code research, product research, drawings and 

field verification. In addition to being an exceptional team member, Nick takes initiative with his work 

and is very responsive to clients’ needs. 


Endicott College, Business and Science Center 

Washington University in St. Louis, Danforth University Center 

Johnson & Wales University, Cuisinart Center for Culinary Excellence 

Oklahoma City University School of Law, Feasibility Study 

Suffolk University, Lounge and Café, Student Center 

University of Virginia, New Science and Engineering Co-Habitation and Collaboration Study, 

Undergraduate Sciences Master Plan 

Thomas Jefferson University Hospital, Inpatient Beds 

The Children's Hospital of Philadelphia, Ambulatory Care Center Study 

Duke University Medical Center, Comprehensive Cancer Center 

BioMed Realty Trust, Center for Life Science | Boston 

ProCure Treatment Centers, Proton Therapy Facility in Oklahoma City, OK 

MIT Real Estate, 640 Memorial Drive (Adaptive Reuse Study) 

Education: 

Bachelor of Architecture, Construction Management (minor), Fine Arts (minor), Roger Williams 

University School of Architecture, 2001 

BILL CHASE 

Project Designer 

Bill is a thoughtful designer and a team player who enjoys collective problem solving. Bill has worked 

in all phases of a project, from concept design to the final punch list of complex facilities. In addition to 

being a strong contributor and team member, Bill understands the importance of the clients’ needs and 

will strive to meet their goals. 


Bowling Green State University, Master Plan/Greek Housing Study 

Boston College, Middle Campus Master Plan and Lyons Dining Expansion, Student Center and 

Academic Building Study, Stokes Hall 

Harvard University, Helium Recovery Plant 

George Mason University, Healthcare/School of Nursing 

Dana-Farber Cancer Institute, Center for Life Science | Boston 

Kowa Science Institute, Center for Life Science | Boston 

University of Pennsylvania Health System, West Tower Fit-Out 

Brigham & Women’s Hospital, Amory 3 Renovation 

VNA Healthcare of Lynn, Medical Office Building 

Boston Medical Center, Albany St Renovation Study, MRI Installation 

University of Cincinnati Children’s Hospital Proton Therapy Center, Ambulatory Care Center 

Hong Kong Sanatorium and Hospital, Master Plan 

Education: 

Master of Architecture, Boston Architectural College 2011 

Bachelor of Finance, Providence College 1993 

18

SUBCONSULTANT 

TK&A has chosen a subconsultant that specializes in landscape design. The 

team will provide Providence College with a high level of confidence in our 

ability to plan the Campus Planning and Circulation project. 

Richard Johnson Landscape Architect 

Richard Johnson Landscape Architect provides full design services for 

institutional, residential, public, and commercial landscape clients. Each 

project is a unique creation synthesized from the client’s desires and needs, 

environmental and permitting constraints, budget, and the project’s relationship 

to its natural and built context. Sustainability is an important consideration, 

as are aesthetic resonance and craftsmanship. Planting design is a particular 

strength. Projects range in size from small scale to multi-million dollar phased 

landscape construction. Richard is a team player, experienced in collaborating 

with architects, engineers and contractors, and with clients represented by 

individuals and committees. 

TK&A REFERENCES 

Mr. Steve Krakoff 

Associate Vice President for Capital Planning 

Bowling Green State University 

(419) 372-7127 

Ms. Mary Nardone 

Director, Capital Planning and Engineering 

Boston College 

(617) 552-0346 

Mr. Edward Macias 

Executive Vice Chancellor 

Washington University in St. Louis 

(314) 935-6820 

19

3. QUALIFICATIONS AND EXPERIENCE 

Institutional master planning has been a large part of TK&A’s practice for 30 

years. To date we have completed more than 30 significant master plans and 

feasibility studies for institutions, experience which we believe will benefit 

Providence College. We understand that a key objective of the master plan is 

to develop an implementation strategy that addresses both the near term and 

mid-to-long term needs of the institution. It is often helpful to engage a CM or 

a cost estimator as an advisor for budget, constructability and capital planning 

considerations as an actionable master plan is created. Following is a select list 

of clients for whom we have developed institutional master plans and feasibility 

studies: 

Babson College 

Boston College 

Bowling Green State University 

Brown University 

Clark University 

Cornell University 

Dartmouth College 

Duke University 

Endicott College 

Fordham University 

George Mason University 

Harvard Business School 

Harvard Graduate School of Education 

Harvard John F. Kennedy School of Government 

Harvard Law School 

Harvard Medical School 

Harvard University, Faculty of Arts and 

Sciences 

Johnson & Wales University 

The Jackson Laboratory 

Marine Biological Laboratory 

Massachusetts Institute of Technology 

Medical College of Wisconsin 

Mount Sinai School of Medicine 

The Ohio State University 

Rutgers University 

Suffolk University 

Suffolk University Law School 

University of Chicago Pritzer School of Medicine 

University of Connecticut 

University of Florida Frederic G. Levin College 

of Law 

University of Massachusetts, Amherst 

University of Massachusetts, Dartmouth 

University of Massachusetts Medical School 

University of Michigan 

University of North Carolina at Chapel Hill 

University of Pennsylvania 

University of Pennsylvania School of Medicine 

University of Vermont, College of Medicine 

University of Virginia 

Washington University in St. Louis 

Washington University Olin School of Business 

Washington University School of Medicine 

Worcester Polytechnic Institute 

The case studies on the following pages describe the scope for some of our 

relevant projects and the strategic objectives we addressed. 

20

BOWLING GREEN STATE UNIVERSITY 

Master Plan and Implementation Plan 

Location 

Bowling Green, OH 

Size 

1,500 acres 

Completion 

2010 

Bowling Green State University engaged TK&A to create a campus master plan to strategize 

for campus growth and align the university with the 2008 State of Ohio Strategic Plan for 

Higher Education. Changing demographics, an increase in non-traditional learners, and a 

bubble of 1960s- and 1970s-era buildings approaching the end of their life cycles created an 

immediate need for the university to address critical facility deficiencies. 

The university and TK&A have embraced these challenges as an opportunity to redefine the 

residential liberal arts college environment, strengthen the school’s competitive position, and 

set the stage for a next-generation teaching and learning environment. Primary areas of focus 

for the master plan included: 

• Land use and zoning strategy that supports an interactive, energized campus environment 

• Build on the core “active mixed use spine” linking entire campus into one unit 

• Create interactive campus zones characterized by increased academic/student life 

adjacencies 

• Enhance student services and bolster the recruitment experience 

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neighborhoods are formed using new and existing quads to create connectivity from the core of 

campus. 

neigh 

acade 

resid 

auxili 

recre 

athle 

fig. xx 

Campus Greens 

zoning and campus use - long term growth plan 

sec. 

Proposed Plan 

22

BOSTON COLLEGE 

Stokes Hall Humanities Building | Middle Campus Master Plan 

Location 

Chestnut Hill, MA 

Size 

183,000 square feet 

Completion 

2012 

The evolving master plan considered a number of campus-wide design issues as the team 

studied building capacity of the Middle Campus. The design principles, constraints and 

opportunities gleaned from this plan were later integrated into the design project. The team 

explored issues of massing and scale, campus axes, interrelation of open spaces, student and 

service circulation, site topography, sustainability, methods of construction, programming and 

building style. 

TK&A then developed a master plan that establishes the location and foot prints of new 

buildings on the historic Middle Campus in the traditional collegiate Gothic style to maximize 

and seamlessly integrate the existing system of open spaces, views, diagonal walkways and 

formal greens. 

Concurrent with the Middle Campus master plan, TK&A completed the design of the first 

building on the site, Stokes Hall. This new facility and future companion buildings anticipated 

in the Campus Green plan add value to the campus by extending the Collegiate Gothic 

tradition to the south and west edges of the Middle Campus. 

23

The extension of the Middle Campus architecture and landscape emphasizes and supports 

BC’s mission through greater public visibility of it’s iconic built forms. Stokes Hall 

creates a new base for the humanities, providing space for: 

• 36 classrooms and over 230 academic offices 

• Collocation and sharing of resources for the English, History, Classics, Honors, 

Philosophy, and Theology departments encourages interdisciplinary collaboration 

• Light, open and inviting communal gathering spaces accent the core of Stokes Hall, 

facilitating social interaction and community activities 

• A beautifully landscaped link garden, west lawn and terraced natural amphitheater 

create an unique series of outdoor rooms that will provide additional spaces for 

respite, study and celebration 

24

Proposed Plan 

Location 

St. Louis, MO 

Size 

4,500,000 square feet 

Completion 

2005 

WASHINGTON UNIVERSITY 

School of Medicine, Strategic Facilities Master Plan 

TK&A’s master plan for Washington University School of Medicine (WUSM) 

provided a strategic vision for research and clinical space growth management 

over the next 25 years through a series of guidelines. The plan links strategic 

thinking about WUSM’s mission and physical plant needs with comprehensive 

documentation of existing facilities and departmental programs to accommodate 

for future expansion in realistic increments. 

Creating a sense of place and identity for the School of Medicine was an 

important part of this plan. The master plan established a strong, cohesive vision 

for the university by creating clearer campus connections, a more pleasant 

balance between buildings and open green space, a stronger definition of street 

edges and a greater variety of building heights and sizes. The formal visions 

represented in the physical layout of buildings and streets provide a framework 

for building over time. The framework provides guidance for unanticipated 

growth and change while simultaneously providing clear spatial definition. 

25

Site Capacity Plan 

26

THE OHIO STATE UNIVERSITY WEXNER MEDICAL CENTER 

(OSUMC) AND COLLEGES OF THE HEALTH SCIENCES 

Master Site and Facilities Plan 

Location 

Columbus, OH 

Size 

7,000,000 square feet 

Completion 

2005 

This Master Plan provided clarity for the first-time user while giving those who frequent the 

site a rich and rewarding experience. A clear, legible vision for the OSUMC was created, 

whereby the identity of the institution is easily recognized from the regional highway, 

throughout the surrounding urban fabric, to the front door. This included careful consideration 

of all major transition points and destination markers. Here, site legibility and clarity of 

circulation went hand-in-hand: the more legible the form, the stronger the institutional identity. 

To accommodate the projected doubling of space, this master plan proposed an incremental 

replacement and reorganization of many buildings on the 75-acre campus, including those for 

the Colleges of Medicine, Dentistry, Optometry, Nursing, and the School of Public Health. 

Every successfully implemented phase results in an operational medical center that will 

be augmented by each subsequent phase. The master plan co-locates the research facilities 

to provide numerous efficiencies and collegiality, and creates a dual adjacency with each 

discipline’s clinical counterpart (e.g., cancer research center and cancer hospital) to promote 

Ohio State’s commitment to the translational medical model. 

27

Research 

Research 

Research 

Dry Research 

Clinical Research 

Dry Research 


Dry Research 


Clinical Skills 

Teaching Labs 

A C A D E M I C M E D I C A L E N V I R O N M E N T 

Faculty Offices 

Administrative 

Centers 

Classrooms 



Centers 

Simulation 



Centers 

Clinical 

Clinical 

Clinical 

28

4. SCHEDULE 

We have proposed to work throughout the summer as much as possible. An 

alternative to this schedule is to delay the project start until August or September 

2013 and then complete the study through a shorter, but more intense, work 

effort. Our fees have been calculated by estimating the number of working hours 

required by each task, not simply upon a set number of calendar days. 

The schedule listed on the following pages is a guideline to spark further 

discussions about working together. We are more than happy to work with 

Providence College to determine a mutually agreeable schedule. 

TK&A will utilize multiple techniques to manage this study: 

• Plan the Work, Work the Plan: Develop a plan to meet the desired 

milestone dates at project commencement so that the available time can be 

appropriately budgeted. 

• Identify Critical Tasks: Include tasks that affect the critical path, even if 

of short duration. This includes adequate time for reviews and approvals, 

quality assurance, printing and distribution. 

• Identify Risk Factors: During the planning effort, challenging tasks should 

be identified to receive special attention and contingency plans developed to 

mitigate potential problems. 

• Incorporate Contingencies: Include float time in the schedule to allow for 

some slippage so the end date can be maintained. 

• Outline the Deliverables: Clearly define what is expected from each team 

member at each review to prevent gaps and disconnects. 

30

When What Who How 

Jul. 2013 

Project Definition and Analysis 

Weeks 1 - 2 Project kickoff meeting Executive Committee 

Working Committee 

Design Team 

Establish: 

-- PC mission / goals 

-- process and organization for user input, reviews, approvals, and decision making. 

Identify any unique client needs. 

-- schedule and key milestones in the process 

-- sustainability goals 

Identify: 

-- point person from both owner and design team responsible for milestone 

compliance as project progresses 

-- representatives who can address present and anticipated future growth 

-- ongoing proposed campus projects for impact 

-- issues and opportunities related to parking, circulation, image, and land use 

Working Group Meeting 


Design Team 

Prepare and access: 

-- initial landscape assessment plan related to plantings and onsite pedestrian 

circulation 

-- preliminary traffic assessment of current site; current parking numbers and 

locations; faculty parking locations 

-- building loading locations 

Identify: 

-- issues and opportunities related to parking, circulation, image, and land use 

Deliverables: 

Draft Work Plan 

Aug. 2013 Present Refined Analysis and Concepts 

Weeks 3 - 5 Workshop #1 Working Committee 

Administration 

Faculty 

Facilities Department 

Student 

Representatives 

Design Team 

Explore Campus Potential: 

-- review existing site, zoning information and connections to the Master Plan 

-- collect existing space accounting data and parking information 

-- pedestrian and vehicular circulation 

-- identify where/who may use campus landscape as a teaching resource 

-- conduct onsite wayfinding analysis of typical circulation patterns 

-- traffic analysis - study of sites and impact on community 

Explore Relationship Between: 

-- develop general functional and technical criteria 

-- high level project goals, objectives, and philosophies 

-- infrastructure and outdoor access 

-- visitor arrival vs. commuter arrival 

-- conduct a qualitative transportation and parking assessment 

Weeks 6 - 7 Working Group Meeting Working Committee 

Design Team 

Sept. 2013 Stakeholder Interviews 


Faculty 

Design Team 

Deliverables: 

-- initial campus circulation and transportation analysis 

-- site and landscape opportunities and constraints diagram 

-- conduct a qualitative transportation and parking assessment 

-- identify any areas which require additional investigation 

Conduct faculty interviews to identify: 

-- outdoor sites as a teaching resources 

-- relationships between residence halls and classroom buildings 

-- department interactions 

-- staff parking locations 

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When What Who How 

Sept. 2013 

Weeks 8 - 9 

(continued) 


(continued) 


Faculty 

Design Team 

Develop concepts: 

Focus on the character and function of the educational environment based on the 

understanding developed through the course of the project to date. 

-- refine circulation strategies 

-- offer recommendations for parking strategies based upon faciltiies 

upgrade/expansion/replacement planning 

-- campus circulation concept that relates open space, parking, facilities 

access and program destinations to create an integrated campus 

-- explore future siting and sustainability concepts; explore the edge between 

campus and community 

-- explore high level project goals and objectives 

-- understand institutional standards 

-- discuss current master planning concepts 

-- test new alternative site development strategies and impacts 


Faculty 

Design Team 

Oct. 2013 Design Refinement 


Faculty 

Design Team 

Review and confirm data collection from stakeholder interviews. 

Deliverables: 

-- facility and campus planning principles 

-- broad based vision statement and objectives aligning with the PC Strategic Plan 

to "Achieve the Vision" 

Create actionable plans: 

Armed with PC's fiscal and organizational goals, TK&A will develop options that 

explore conceptual circulation, wayfinding and parking locations. These plans will 

take into account the PC Strategic Plan and the 2012 PC Master Plan. 

-- campus gateways identified 

-- reinvigorate green corridors 

-- link historic buildings and new buildings through experiential learning spaces 

-- respond to the edge of campus / surrounding community 

-- pedestrian infrastructure and site access 

-- reach consensus on design direction 



Faculty 

Design Team 

Deliverables: 

-- interim report 

-- proposed plans and campus organization concepts 

-- transportation plan concepts 

Nov. 2013 Implementation 


Design Team 

Develop phasing strategies: 

This phase results in a sequence of well-defined site and construction projects to be 

executed over the next 10 years. TK&A will deliver an actionable set of plans based 

on capital capabilities and representative of consensus at all levels of PC leadership. 

The goals and sequence of specific initiatives will be prioritized. 



Design Team 

Refine phasing strategies: 

Refine Phasing concepts tied to capital plan and/or timeframe 

Deliverables: 

-- phasing plans which identify capital projects and schedules 

-- priority recommendations for projects over a 10 year time frame 

-- draft report 

Dec. 2013 Prepare Final Report 

Weeks 21 - 22 Final Presentation Executive Committee 


Design Team 

Final Presentation: 

Onsite presentation to PC 

Deliverables: 

-- hard copy and electronic copies in a full color brochure format; summary of the 

report to preface the document 

-- web-suitable graphics for use by PC 

32

5. ESTIMATE OF FEE 

Arriving at a fee would be very easy if it was as simple as consulting a 

spreadsheet. 

When reviewing a Request for Proposal, we try to determine how the project 

will be run by the school. Some schools make top-down decisions. Other 

corporate cultures require a grass roots consensus building approach before 

decisions make it to the top for review. We are equally adept at working within 

either framework; the type of resources we assign to the project vary upon the 

anticipated approach. 

Some Owners have a very clear view of who their peers are and what they need 

to accomplish to meet or exceed expectations. Other Owners know who their 

peers are but do not have an in-depth understanding of how the various facilities 

may compare. As expected, most Owners fall somewhere in the middle of this 

spectrum. TK&A works with Owners to find their own level of comfort when 

determining these standards. The early stages of the programming schedule, 

and therefore our resources, are determined in part by the degree to which we 

benchmark other schools. 

When asked to determine project fees, we leverage our knowledge about the 

Owner and the information available in the Request for Proposal to carefully 

select team members who provide an artful balance of a wide variety of skills 

and experiences. 

And then we work the numbers. 

When determining a fee for a master plan, we try to learn as much as possible 

about the client so that we can plan the project schedule and adequately estimate 

the number of hours required not just to churn out a report; but to quickly 

respond to Providence College’s needs, delve into resolving nitty-gritty issues, 

carefully work out details, consider long-term maintenance and operational 

requirements, and guide the project through to a successful completion. 

We cross-reference this information with the available staff and their skills, 

judiciously select team members, and incorporate the final number in a proposal. 

We’re proud to say that our team members follow a project from beginning to 

end, providing continuity for the Owner. TK&A ensures junior staff is properly 

mentored on all projects, contributing to the future of not just our office, but in 

service to the profession. 

34

TK&A aims to be a value leader providing high quality architectural services. 

Our staff of talented and passionate professionals constantly strives to improve 

their knowledge base and apply lessons learned from previous projects. 

Compensation 

Our proposed lump sum fee is derived from an estimate of hours to provide 

Architectural Services as described in this proposal. We propose a lump sum 

fee in the amount of $245,000. This fee includes landscape data collection and 

design services from Richard Johnson, Landscape Architect. 

If requested by Providence College we can retain the services of Vanasse 

Hangen Brustlin (VHB) to perform a transportation analysis suitable for a 

master plan study at an additional cost. The estimate we received from VHB 

indicates these services will likely cost about $24,000 with an additional $1,800 

in reimbursable expenses. 

Reimbursable Expenses 

We estimate that reimbursable expenses such as reproductions, couriers, 

telecommunications, two professional renderings and a model will be $30,000. 

If a model and/or renderings are not required, Providence College can expect 

these expenses to decrease considerably. 

35

TKA - Providence College

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