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Working in Olmsted's Shadow Guidance for Developing a Scope of Services for the Update of the Master Plan for the U.S. Capitol and Grounds (2003) / Chapter Skim
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2 Committee Recommendations
Pages 10-14

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
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From page 10...
... Projects totaling almost $l billion are currently planned or under way to address these concerns; additional funds will be requested in future budgets to complete the work. As a first-orcler priority, the committee believes that the Architect of the Capitol shoul develop an(1 implement a multiyear capital planning process to organize, in time and space, the approximately $1 billion in projects approvec!
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From page 11...
... should solicit the services of a core management group (resign, urban design, historic preservation, facility planning, facility performance evaluation, an(1 facility-based information management to manage the master planning effort through all of its phases. with proven expertise in architectures landscape Workshop participants devoted consiclerable time to discussing whether the master planning etiort should be performed by a muit~cl~sc~pt~nary team selecte(1 through a single procurement or a number of consultants selectee!
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From page 12...
... Capitol Complex is a critical part of the master planning process. However, because the visioning process will be lengthy and involve many stakehoiciers, it should proceed in parallel with the many observation ant!
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From page 13...
... Network infrastructure, information and transaction standards, and document management technologies, which allow remote storage and retrieval of documents, enable more automated transactions, and promote space density reflections, reduced floor loadings, and flexible location of staff. They also support a more robust and secure business environment through strategies such as redundant ant!
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From page 14...
... Capitol and Grounds should incorporate the CAFM strategic plan and make use of and continue to extend capabilities in the CAFM system. It is especially important that building superintendents have ready access to performance metrics derived from information contained within the CAFM system.
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Key Terms

  • master planning
  • capitol complex
  • facility management
  • capital improvement
  • planning effort

  • facility information
  • improvement plan
  • practical guidance
  • provide practical
  • performance evaluation

  • facilitate ongoing
  • capital planning
  • urban design
  • workshop discussions
  • facility planning

  • ongoing capital
  • operational issues
  • information management
  • historic preservation
  • space density

  • management efforts
  • capitol hill
  • transit authority
  • document management
  • rapid relocations

  • tourist environment
  • management services
  • concrete physical
  • communication skills
  • transaction standards


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