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Projects
Banner NCMC ED Refurbishment
The 13,500 sq. ft. project consists of an update of emergency department finishes which will include replacing the countertops and refacing millwork at the nurse stations, wall protection throughout the corridors, replacing light fixtures, reworking lighting controls, and painting throughout corridors and bathrooms.
The project is part of Pinkard's companywide commitment to their healthcare clients, including a push to certify project team members through partner organizations so they are experts on important patient safety concepts. Quentin Lowe, the onsite superintendent supervising the work, is a Certified Healthcare Constructor through the American Hospital Association.
The project will be completed under Pinkard’s special projects group, founded in 2021. This division was created to formalize the company’s commitment to providing existing and future clients’ small project needs with the same client-first services Pinkard is known for.
The project is part of Pinkard's companywide commitment to their healthcare clients, including a push to certify project team members through partner organizations so they are experts on important patient safety concepts. Quentin Lowe, the onsite superintendent supervising the work, is a Certified Healthcare Constructor through the American Hospital Association.
The project will be completed under Pinkard’s special projects group, founded in 2021. This division was created to formalize the company’s commitment to providing existing and future clients’ small project needs with the same client-first services Pinkard is known for.
Margaret Carpenter Recreation Center
The completed facility includes a new six-lane lap pool with an adjacent aqua-exercise pool, a wave pool with a lazy river and bubble pit, an activity pool with zero-depth entry, play structure, geysers, and sprays, a water slide, and a 20-person therapeutic hydro-jet spa. The universal locker room expansion better serves families and individuals with special needs, increasing accessibility for all.
The recreation center will remained open to the public throughout construction. To ensure guest and staff safety, and minimize impacts to daily operation, Pinkard implemented special safety and operational protocols learned from their 42 recreation centers and 60 pools constructed along the Colorado Front Range.
The recreation center will remained open to the public throughout construction. To ensure guest and staff safety, and minimize impacts to daily operation, Pinkard implemented special safety and operational protocols learned from their 42 recreation centers and 60 pools constructed along the Colorado Front Range.
Highlands Ranch Metro Dist. Service Center
The project scope includes an interior renovation of the existing service center building to allow for added office spaces, conference, break and lunchroom areas, locker rooms (with added fixtures) and overall interior finish upgrades. New construction will consist of a 6,000 square foot fleet services building and shops and storage buildings totaling 7,400 square feet located in the center of the existing yard area. The cost of construction is currently estimated at $5 million.
The existing 12,000 square foot service center was constructed in 1999 for the Parks, Recreation and Open Space Department and provides workspaces for administration, recreation, planning, facilities, parks, parkways, park services, open space, forestry, and fleet sections. Construction on the renovation began in September 2020 and is expected to conclude in August of 2021.
Three metal building structures:
Fleet Building: 6,500 sf ground up. Included office space, restrooms, mezzanine, lift and vehicle service equipment
East Storage: 3,500 sf ground up
West Storage: 2,500 sf ground up
The existing 12,000 square foot service center was constructed in 1999 for the Parks, Recreation and Open Space Department and provides workspaces for administration, recreation, planning, facilities, parks, parkways, park services, open space, forestry, and fleet sections. Construction on the renovation began in September 2020 and is expected to conclude in August of 2021.
Three metal building structures:
Fleet Building: 6,500 sf ground up. Included office space, restrooms, mezzanine, lift and vehicle service equipment
East Storage: 3,500 sf ground up
West Storage: 2,500 sf ground up
Schlessman Family YMCA
This extensive expansion included refinishing the main corridor with the ground, stained, and polished concrete; converting several small offices into a large cycling studio with a new storefront system and accent wall; expanding existing locker room space to create a Mindfulness Yoga Studio; demolishing key dividing walls to combine the existing cycling studio with the existing cardio area; expanding the teen area, and a kitchen remodel that includes rerouting plumbing within the slab-on-metal-deck crawl space. Pinkard also performed electrical rerouting and upgrades to accommodate the expanded program space.
The painting subcontractor was owner-contracted for Schlessman and Susan M. Duncan. Pinkard worked the painting subcontractor’s scope into the overall construction schedule and managed the work for the owner, including holding the subcontractor accountable for the schedule. During floor-cover demolition, Pinkard provided a creative fix for an unforeseen floor-height discrepancy that threatened the owner’s budget and schedule Both projects finished on time and within the budget, which included owner-initiated change orders for unforeseen conditions, code requirements, and owner scope additions.
The Schlessman YMCA expansion featured interior upgrades to a YMCA that is nearing the end of its functional adequacy. Slated for demolition in the not-too-distant future, YMCA elected to incorporate minimal remodels to the reception area including new floor coverings, along with select demising wall demolitions to open-up certain spaces and allow for expanded adaptability for key programs in this YMCA.
The painting subcontractor was owner-contracted for Schlessman and Susan M. Duncan. Pinkard worked the painting subcontractor’s scope into the overall construction schedule and managed the work for the owner, including holding the subcontractor accountable for the schedule. During floor-cover demolition, Pinkard provided a creative fix for an unforeseen floor-height discrepancy that threatened the owner’s budget and schedule Both projects finished on time and within the budget, which included owner-initiated change orders for unforeseen conditions, code requirements, and owner scope additions.
The Schlessman YMCA expansion featured interior upgrades to a YMCA that is nearing the end of its functional adequacy. Slated for demolition in the not-too-distant future, YMCA elected to incorporate minimal remodels to the reception area including new floor coverings, along with select demising wall demolitions to open-up certain spaces and allow for expanded adaptability for key programs in this YMCA.
STRIDE Community Health Offices
STRIDE Community Health Centers Corporate Office Consolidation
This 21,767-foot design-build project with MOA Architecture featured complete interior demolition (including demo of all existing interior MEP) to allow for complete office build-out including all new mechanical throughout the building – new ductwork, VAVs, fan-powered boxes, new hydronic system, routine testing and programming of RTU’s, new plumbing, electrical and light fixtures; break and conference rooms. Lots of open office areas with fan-coil units.
Interior glass demising walls; barnwood beams above the main staircase and first floor breakroom. Porcelain tile in wet areas, ACT ceiling clouds throughout open office areas.
This project centralized 125 STRIDE employees from 11 administrative teams into a centralized administrative building housing Human Resources, Patient Accounts, Call Center, Information Systems, Development, Operations administration, Finance, Strategy and Growth, Community Health, Compliance and Training and Development.
The permitting process was (uncharacteristically) four-to-five months long. To work around this delay and keep the work moving, we were able to pull a demo and rough-in permit that allowed us to start work; to put-up walls and get MEP rough-ins, plus some drywall installation.
Fire alarm systems and Denver Fire Department: There were two separate addresses at this one location, and both shared the alarm and sprinkler system with only one fire alarm panel. Final inspections required Pinkard and the design team to separate the fire alarm system, which would cause a significant delay. As a work-around, we met with fire marshal and got final sign-off without the mandated separation. The fire marshal required the other tenant to ultimately fund and implement the fire alarm system separation from STRIDE.
Project finished on time with a minimal, owner-approved schedule extension.
This 21,767-foot design-build project with MOA Architecture featured complete interior demolition (including demo of all existing interior MEP) to allow for complete office build-out including all new mechanical throughout the building – new ductwork, VAVs, fan-powered boxes, new hydronic system, routine testing and programming of RTU’s, new plumbing, electrical and light fixtures; break and conference rooms. Lots of open office areas with fan-coil units.
Interior glass demising walls; barnwood beams above the main staircase and first floor breakroom. Porcelain tile in wet areas, ACT ceiling clouds throughout open office areas.
This project centralized 125 STRIDE employees from 11 administrative teams into a centralized administrative building housing Human Resources, Patient Accounts, Call Center, Information Systems, Development, Operations administration, Finance, Strategy and Growth, Community Health, Compliance and Training and Development.
The permitting process was (uncharacteristically) four-to-five months long. To work around this delay and keep the work moving, we were able to pull a demo and rough-in permit that allowed us to start work; to put-up walls and get MEP rough-ins, plus some drywall installation.
Fire alarm systems and Denver Fire Department: There were two separate addresses at this one location, and both shared the alarm and sprinkler system with only one fire alarm panel. Final inspections required Pinkard and the design team to separate the fire alarm system, which would cause a significant delay. As a work-around, we met with fire marshal and got final sign-off without the mandated separation. The fire marshal required the other tenant to ultimately fund and implement the fire alarm system separation from STRIDE.
Project finished on time with a minimal, owner-approved schedule extension.
Eaton Terrace Remodel
The Summit Assisted Living conversion project is a major renovation of a vacant six-story tower that is a part of the larger Eaton Community campus in Lakewood. Work includes structural and MEP retrofits, and extensive unit renovations that include plumbing stack additions and rerouting, electrical redistribution, demising wall relocations, and unit buildouts.
Pinkard "rescued" this project for Eaton Senior Communities when the originally hired contractor was replaced during the preconstruction phase. When Pinkard entered the project in May 2018, midway through the schematic design phase, the project was almost $6 million over budget, and falling dramatically behind the owner's tight schedule. Because the tower was in the process of being vacated, the delay significantly imperiled the owner's revenue projections for 2018/ 2019, and created a dramatic need for urgency and efficiency within the Pinkard preconstruction team.
The owner's program challenged the Pinkard preconstruction team to find the most economical ways to consolidate 74 smaller assisted living (AL) units into 64 larger independent living (IL) units. The consolidation process included finding the best utilization of existing plumbing stacks
Following several timely partnering and design charrettes, the OAC team agreed upon a value engineering plan that enabled Eaton to maintain nearly all of its original program while meeting the owner's $6.4 million budget.
Pinkard's unit massing/revenue studies with Eaton and EJ Architecture were key to budgetary success in preconstruction. During budgeting/VE, Pinkard constructed an architectural mockup of a proposed unit to enable the ownership team to better visualize proposed unit sizes. To accelerate the design phase and allow construction to commence closer to Eaton's originally projected start date, the team agreed to combine the design development drawing phase with the construction document phase. This approach shaved roughly six weeks off the design schedule.
Despite the considerable delays associated with the changeover to Pinkard during preconstruction, Pinkard was able to complete the project in budget and only 13 days beyond the completion date set by the original contractor.
Construction on this affordable housing project was privately funded.
Pinkard "rescued" this project for Eaton Senior Communities when the originally hired contractor was replaced during the preconstruction phase. When Pinkard entered the project in May 2018, midway through the schematic design phase, the project was almost $6 million over budget, and falling dramatically behind the owner's tight schedule. Because the tower was in the process of being vacated, the delay significantly imperiled the owner's revenue projections for 2018/ 2019, and created a dramatic need for urgency and efficiency within the Pinkard preconstruction team.
The owner's program challenged the Pinkard preconstruction team to find the most economical ways to consolidate 74 smaller assisted living (AL) units into 64 larger independent living (IL) units. The consolidation process included finding the best utilization of existing plumbing stacks
Following several timely partnering and design charrettes, the OAC team agreed upon a value engineering plan that enabled Eaton to maintain nearly all of its original program while meeting the owner's $6.4 million budget.
Pinkard's unit massing/revenue studies with Eaton and EJ Architecture were key to budgetary success in preconstruction. During budgeting/VE, Pinkard constructed an architectural mockup of a proposed unit to enable the ownership team to better visualize proposed unit sizes. To accelerate the design phase and allow construction to commence closer to Eaton's originally projected start date, the team agreed to combine the design development drawing phase with the construction document phase. This approach shaved roughly six weeks off the design schedule.
Despite the considerable delays associated with the changeover to Pinkard during preconstruction, Pinkard was able to complete the project in budget and only 13 days beyond the completion date set by the original contractor.
Construction on this affordable housing project was privately funded.