UCCS South Hall - University of Colorado Colorado … of projects/south...Quality/Excellence, Resource Development, Planning and Management. The university’s strategic plan, Coming

Program Plan

UCCS South Hall

College of Letters, Arts and Sciences

APRIL 2009

2 of 34

Table of Contents

Page Acknowledgements ............................................................................................ 3 Executive Summary ........................................................................................... 4 Description of Academic Programs .................................................................... 7 Relationship to the facilities Master Plan ........................................................... 8 Justification ...................................................................................................... 11

Existing Conditions ................................................................................ 11 Current Program Enrollment .................................................... 11 Assessment of Space Functionality ......................................... 11 Current Space Utilization ......................................................... 12 Facilities Condition Index ......................................................... 12 Specific Health/Life Safety Deficiencies ................................... 12

Changes and Projections ...................................................................... 13 Enrollment Projections ............................................................. 13 New Academic Programs ........................................................ 14 Changes to Class Sizes ........................................................... 14

Total Space Requirements .................................................................... 14 Planned Program Space Utilization ......................................... 14

Room Areas needed by Function .................................... 14 Total asf and gsf Needed ......................................................... 14 Backfill analysis ....................................................................... 15

Alternatives ........................................................................................... 16 Implementation and Design Criteria ................................................................. 17

Spatial Relations ................................................................................... 17 Diagrammatic Plans ................................................................. 17

Site Improvements ................................................................................ 17 Design Requirements ............................................................................ 17

New Utilities ............................................................................. 17 Building Systems ..................................................................... 17

Planned Green Building Goals......................................... 18 Architectural Design Features .................................................. 18 Health, Life Safety and Code Issues ........................................ 19

Project Schedule, Cost Estimates and Financial Analysis ............................... 23 Project Schedule and Phasing .............................................................. 23 Cost Estimates ...................................................................................... 23 Financing Explanation ........................................................................... 23

Third Party Review ........................................................................................... 23 Appendices ...................................................................................................... 24

Appendix A – Proposed Site Location ................................................... 24 Appendix B – Program Space Requirements ........................................ 26 Appendix C – Proposed Building Layout ............................................... 27 Appendix D – 3D Site Feasibility Analysis ............................................. 32 Appendix E – All Campus Space Needs Analysis for the Year 2012 .... 33

3 of 34

4 of 34

Acknowledgements

University of Colorado at Colorado Springs

Pamela Shockley-Zalabak, Chancellor Peg Bacon, Interim Provost and Executive Vice Chancellor for Academic Affairs Brian Burnett, Vice Chancellor for Administration and Finance Thomas Christensen, Ph.D., Dean of the College of Letters, Arts and Sciences Gary Reynolds, Executive Director of Facilities Services DLR Group Rich Sidoroff, AIA, LEED AP, Senior Associate Daniel Kessler, AIA, Senior Associate Bradley B. Bean Civil Engineers Cheryl Bean, P.E., Civil Engineer

5 of 34

Executive Summary Project Description The objectives of this Program Plan are to consolidate and expand our mental health related programs including the Department of Psychology, the CU Aging Center, and the Gerontology Center in one location and secondarily, through backfilling vacated space, provide additional space for other College of Letters, Arts and Sciences programs in Columbine Hall. The plan provides additional classrooms, conference rooms, specialty observation rooms and faculty, staff, student assistant offices and support spaces for the Department of Psychology, the CU Aging Center and the Gerontology Center. By combining the department and centers there is a saving of space through shared facilities and a reduction of duplicative offices. In addition a flexible plan is being proposed that would allow a community organization, Peak Vista, which works closely with the CU Aging Center, to be a part of the facility as their schedule and funding permits. The basic Program Plan proposes that approximately 18,900 assignable square feet (asf) be provided for Psychology, CU Aging Center, Gerontology Center and general classrooms in a new academic building of approximately 31,500 gross square feet (gsf). If Peak Vista is able to be a part of the facility the asf would increase to approximately 21,876 asf and the gross square feet of the facility would increase to approximately 36,460 gsf.

In addition this project will provide site utilities in support of expansion of University Summit as well as access and parking facilities.

The Psychology Department will relocate from Columbine Hall. The relocation of this program will provide additional expansion space for College of Letters, Arts and Sciences departments remaining in Columbine. Relocation of the CU Aging Center and the Gerontology Center from their current location in leased space off campus will help coordinate efforts and reduce campus annual expenses.

In addition to the space needs of the College of Letters, Arts and Sciences, the university, in general, is significantly short of open labs and support space (-63.9%), academic offices and service (-39.5%) and other academic support space (-69.8%). The final data on the new Science Engineering building is not yet available and it is acknowledged that these deficits will be reduced some when the building comes on line. However, it should be noted that the types of spaces that will be added by the Science Engineering building do not alleviate the deficits in the specific programs being addressed by this Program Plan. Peak Vista Community Health Centers’ mission is to provide exceptional healthcare for people facing access barriers. Peak Vista Community Health Centers’ vision is to be recognized as an organization focused on enhancing the health of people and the community-at-large through a professional, caring staff who are motivated, enthusiastic, respectful, energetic, and committed to strategic partnerships. In 2008, Peak Vista provided 187,133 patient visits to 50,995 un- and underinsured patients in the Pikes Peak region.

Peak Vista began in 1971, operating a few hours a week at one location. Today, Peak Vista operates fourteen health centers for all life cycles, including Family Health, Senior Health, Women’s Health, Pediatric Health, Homeless Health, Immediate Care, and Dental, and offers an array of ancillary services, including pharmacy, laboratory, 24-hour nurse triage, case management and health education. In 2009, Peak Vista was one of only 126 Community Health Centers nationwide and the only Community Health Center in Colorado to receive New Access Point funding through the ARRA (American Recovery and Reinvestment Act) for our Care Mobile.

6 of 34

Strategic Connection In 2005 the Seven Year Growth Plan was completed and approved by the Board of Regents on June 4, 2005. Key assumptions pertinent to this Program Plan included in the Seven Year Growth plan are:

• The student body headcount will grow during the years from 2006 to 2012 to 9,100 students • The student FTE will grow to 7,874 during this same period • That a significant investment in capital additions will be necessary to accommodate a growing

student body and the growing educational enterprise on the campus. This plan contemplates approximately $139,500,000 in new construction over the next seven years.

Following the Seven Year Growth Plan, a Facilities Strategic Plan Update (FSPU) was developed and approved by the Board of Regents on December 5, 2006. The FSPU looked forward to two timeframes of 6 years and 15 years and included guiding principles and sustainability goals. Both the 6 year plan and the 15 year plan identified potential locations for academic buildings including placement of an academic building on the site proposed by this Program Plan.

In the spring of 2007 the Board of Regents provided all campuses with defined areas of Student Success, Quality/Excellence, Resource Development, Planning and Management. The university’s strategic plan, Coming of Age in the 21st Century: UCCS Strategic Plan 2007 – 2012 was prepared following these defined areas. The UCCS strategic plan was approved by the Board of Regents on June 28, 2007. Within this framework the UCCS strategic plan identified strategies and selected measures. These strategies include the following elements pertinent to this program plan:

• Provide effective infrastructure to Support Faculty Development and Innovative Teaching • Provide an environment conducive to research and creative activity • Meet commitments to ongoing capital construction • Plan for new construction

In December 2008 the Southern Colorado Innovation Strategy (SCIS) was launched. The three key strategies of the SCIS include 1) Research, 2) Technology Transfer and 3) Regional Partnerships. The construction of South Hall directly supports research in geropsychology and the potential for the creation of a regional partnership with a nationally funded local agency. Enrollment Projections Student enrollment and credit hour production have increased 57% over the past ten years for the College of Letters, Arts and Sciences. Projections indicate that enrollment will continue with an increase of approximately 20% between now and 2012. A projection that is consistent with the Seven Year Growth Plan. Project Cost Estimate It is estimated that a 31,500 gsf general academic building will cost approximately $11.5 million in 2009 dollars or an estimated cost of $365 per gsf. In addition it is estimated that utility infrastructure and access and parking facilities will add $3.5 million for a total project cost of $15 million. If Peak Vista becomes a part of the facility it will add approximately $1.81 million to the project for a total of approximately $16.81 million.

7 of 34

Backfill Projection The Psychology Department will vacate approximately 7,000 asf in Columbine Hall. LAS departments expected to backfill the vacated space are those with the most enrollment pressure such as English, History, Philosophy, and others as noted in the body of the report. The majority of the vacated space can be re-occupied with minimal cost with more extensive costs for remodeling the research area vacated by Psychology. Operating Costs Operating Costs for the new facility (without Peak Vista) are estimated at approximately $126,000/yr in 2009 dollars.

8 of 34

South Hall

Program Plan

Description of the Academic Programs College of Letters, Arts and Sciences

The College of Letters, Arts, and Sciences (LAS) is the largest college on the UCCS campus with over half of the campus’ students majoring in departments within LAS and about 2/3 of the student credit hours on campus offered through LAS. The College’s 350 full and part time faculty support 22 undergraduate degrees, 8 graduate degrees and over 25 academic minors. They are also active as scholars in their fields and in working with our community.

The College has departments spread throughout the campus with faculty, offices or laboratories housed in University Hall, the Ulrich House, Campus Services (maintenance) Building, Dwire Hall, Science Building, Engineering Building, Columbine Hall, and the Eagle Rock modular complex. The College will also have units in the new Science and Engineering Building when it is completed in Summer 2009.

The last building that was constructed to partially meet growth in the College was Columbine Hall which opened in August of 1997. In the eleven years since the building opened, the College has grown substantially. Student credit hours have increased 58% from 79,002 in 1997 to 124,478 in 2008. The number of degrees awarded to LAS students has increased about 38% from 537 in 1997 to 739 in 2008.

Although campus construction in the last ten years has assisted the Science programs in LAS, the Social Science and Humanities programs have seen very little increase in the space available to meet their needs. The construction of a new classroom/office building, and the reallocation of space in Columbine Hall after the construction, promises to meet some of the needs of the Social Sciences and Humanities programs.

A primary beneficiary of this facility will be the Psychology Department since the construction will allow us to bring all aspects of our psychological sciences program into one location. The Psychology Department is nationally recognized for a Ph.D. program with a focus on Psychology of Aging (geropsychology). It is also one of our largest undergraduate programs. The 23 full time faculty and staff, along with 14 part time faculty and staff, and over 40 graduate students and research associates currently share 29 offices and approximately 3,700 ASF in research space. A recent accreditation review for the Ph.D. program noted the lack of space for the program with some concern. Psychology teaches over 9,000 student credit hours each year to undergraduates from many disciplines including over 430 Psychology majors. In addition, they teach over 700 student credit hours to about 42 graduate students. The Psychology faculty has won awards for Outstanding Teaching, Outstanding Research, Fulbright Fellowships, and numerous other recognitions. They serve the Pikes Peak region in many ways including innovative collaborations around their geropsychology focus such as an Aging Center clinic in the community and a cooperative project involving a senior living center.

The proposed relocation of Psychology out of Columbine Hall will allow us to reassign space for several other Social Science and Humanities programs. The Social Science programs include Communication, Economics, Geography, Political Science, Psychology and Sociology and Women’s & Ethnic Studies. The Anthropology Department is not part of this Program Plan since they are currently planning to move into renovated space in the old Science Building after the completion of the new Science and Engineering Building. The Social Science departments include Geography which was recognized by the CCHE as a

9 of 34

“program of excellence” and Political Science and Sociology which are strongly contributing to the new and growing bachelor degree program in Criminal Justice. The Social Science programs have seen steady growth (about 29% increase in degrees awarded over the last 10 years.)

The Humanities programs include English (literature and composition), History, Languages and Cultures, and Philosophy. These programs have seen a huge increase in student demand in recent years. Degrees awarded in the Humanities are up 115% over the last 10 years. The Writing Program within the English Department is particularly noted for the strength of their student assessment which has resulted in significant improvements in the program. The History department has a strong Masters degree program. Languages and Cultures have expanded language offerings with a very popular program on Japanese as well as restructuring the Spanish language major. Philosophy has incorporated Religious Studies which has been a popular area of study for many students.

Relationship to the Facilities Master Plan The University of Colorado at Colorado Springs (UCCS) is one of the fastest growing campuses in Colorado. When the campus opened in 1965, it was a non-residential campus on 80 acres with a student head count of 1,282. Today the campus has over 523 acres and supports a student body of approximately 8,000 students. As the campus continues to grow and change from a commuter oriented campus to a combination of commuter and residential campus the stress on educational and support facilities will continue to increase. In addition, in 1965 the population of El Paso county (Colorado Springs metropolitan area) was less than 100,000 people, today the county population exceeds 500,000 people. UCCS also serves the State of Colorado, one of the fastest growing states in the country. This program plan supports and provides justification for the design and construction of a new general classroom and office facility on the University of Colorado at Colorado Springs campus. The plan includes general classrooms of various sizes, specialty teaching spaces, observations rooms, therapy rooms, research space, conference rooms and office space. The addition of this facility will continue to allow the student body to grow as outlined in the university’s Master Plan while providing a quality learning environment and adequate faculty support space. As discussed in the section Justification, the university continues to remain substantially short of laboratory, office and educational support space as recommended by CCHE. The future quality of the educational experience at UCCS will depend upon “staying ahead of the curve” in order to ensure that student crowding and faculty constraints do not diminish the ability of the university to meet its role and mission as set forth in C.R.S. 23-20-101(c):

The Colorado Springs campus of the University of Colorado shall be a comprehensive baccalaureate university with selective admission standards. The Colorado Springs campus shall offer liberal arts and sciences, business, engineering, health sciences, and teacher preparation undergraduate degree programs, and a selected number of masters and doctoral degree programs.

Historical Context In December of 1995, then Chancellor Bunnell Shade appointed a University Planning Committee to oversee the creation of a strategic plan for the campus. The Committee held serious dialogue regarding the future of the campus, its mission and its core values. After gathering information from both the campus and the Colorado Springs community, the University Plan was finalized in February 1997. The University of Plan was proposed with four goals implicit in a vision statement. The vision statement

10 of 34

read: “We provide a public undergraduate education, unexcelled in the State, and we will provide selected, excellent graduate programs.” The four broad goals were:

1. To provide excellent and steadily improving education for undergraduates in a comprehensive set of liberal arts and science disciplines, as well as in selected disciplines in business and engineering and applied science.

2. To provide excellent and steadily improving education for graduate students in selected professional programs.

3. To provide expertise and service to the Southern Colorado community at-large. 4. To provide research and creative work that supports our educational and service goals and

contributes significantly to the general base of knowledge. Subsequently, then-President John Buechner instituted the “Total Learning Environment (TLE).” In response, the Colorado Springs campus developed seven initiatives in support of TLE, and in support of the aforementioned vision statement and goals. These initiatives were:

1. Grow responsibly to meet the needs of students, the community and the State. 2. Provide a comprehensive, personalized, educational experience that prepares students to excel

personally, professionally and as citizens. 3. Enhance research, scholarship, and creative works on and off campus. 4. Use and enhance technology to improve teaching, learning, research and management. 5. Expand and strengthen community partnerships 6. Model the values of diversity in the campus climate and educational programs. 7. Enhance the University’s human, physical and fiscal infrastructure.

In 2001, new CU President Elizabeth Hoffman promulgated a further strategic plan for the CU system, CU 2010, which outlined her vision for establishing a “Culture of Excellence” for the CU system. As part of that vision, the Colorado Springs campus set a specific goal to “… be the number-one comprehensive regional university in the United States, demonstrating outstanding research in targeted areas, with an enrollment of 10,000 to 12,000 students by the year 2010. In 1999, academic programs were analyzed with the University’s mission, vision, goals and initiatives in mind. As a result, an updated Academic Master Plan was prepared for the period 1999-2004. This Academic Master Plan outlined an overall academic program that reflected the growth and maturation of the campus. The Academic Master Plan was approved by the Board of Regents in April of 1999, and then submitted to the CCHE for review and approval. In support of the Academic Master Plan, a Facilities Master Plan and a Long Range Development Plan were developed. These two facility plans analyzed academic programs, existing facilities and land capabilities and space utilization in consonance with CCHE guidelines. As a result, the Facilities Master Plan identified facility requirements for a student head count of 10,000 students, and provided recommended projections for capital construction needs. The Long Range Development Plan reported the number of students that our existing campus land can support at build-out. The two plans were presented to the Capital Planning Committee of the Board of Regents. The Committee favorably endorsed the plans on February 16, 2000. The plans were submitted to the full Board for formal approval in June 2000. The Long Range Development Plan and the Facilities Master Plan were approved by CCHE on November 20, 2000. In 2005 the Seven Year Growth Plan was completed and approved by the Board of Regents on June 4, 2005. Key assumptions were included in this plan including:

11 of 34

1. The student body headcount will grow during the years from 2006 to 2012 to 9,100 students 2. The student FTE will grow to 7,874 during this same period 3. The College Opportunity Funds (COF) value will remain at $2,400 and will increase only by the

number of students attending UCCS each year 4. The Fee for Service contract with the CU system is equitably distributed across all three

campuses 5. The Plan assumes a constant level of financial support 6. Tuition increases will contemplate a linear structure in FY06 and FY07 with 6%-7% increases in

years 3 through 7. 7. Indirect Cost Revenues or Facility & Administration reimbursements will increase by 5% each

year 8. Other sources of General Funds increase by the rate of growth of students 9. The operations base costs increase by 5% 10. Financial aid will increase by no less than the minimum 20% of increases on undergraduate

resident student rates above inflation 11. That a significant investment in capital additions will be necessary to accommodate a growing

student body and the growing educational enterprise on the campus. This plan contemplates approximately $139,500,000 in new construction over the next seven years.

A number of the capital additions identified in the Seven Year Growth Plan have been completed or are underway including a complete renovation of Dwire Hall, construction of a Science/Engineering building, a new recreation center, completion of new classrooms in the Science building, remodeling of the Heller Center, energy efficiency improvements and other infrastructure improvements. Following the Seven Year Growth Plan, a Facilities Strategic Plan Update (FSPU) was developed and approved by the Board of Regents on December 7, 2006. The FSPU looked forward to two timeframes of 6 years and 15 years and included guiding principles and sustainability goals. Both the 6 year plan and the 15 year plan identified potential locations for academic buildings including placement of an academic building as shown in the site plan in Appendix A. In 2007, Chancellor Pamela Shockley-Zalabak initiated a campus-wide strategic planning process at the request of the Board of Regents. The process involved convening 10 separate committees and the work was compiled into a document titled, “Coming of Age in the 21st Century: UCCS Strategic Plan 2007 – 2012.” This document describes 15 distinctive goals in three distinct areas. These goals are:

I. Create a Vibrant, Engaged Campus Community Student Success

II. Expand Student Access to UCCS Opportunities Through Vigorous, Responsible Growth III. Customize an Individual UCCS Learning Development, and Leadership Experience for Students

IV. Provide Excellence in Learning Quality and Excellence

V. Transform Today’s Potential Into Tomorrow’s Leadership VI. Invest in Growth of Research and Creative Work VII. Expand Innovation and Entrepreneurship VIII. Promote Diversity and Assure Inclusiveness IX. Become a Sustainable Campus X. Build Bridges to the Community, Region, Nation, and World by Becoming a Social, Cultural,

Economic and Intellectual Hub

12 of 34

Resource Development, Planning, and Management XI. Distinguish and Communicate a Unique UCCS Identity XII. Steward the UCCS Natural Environment and Build a Campus Infrastructure That Fosters Discovery

and Establishes a Sense of Place XIII. Inspire Alumni to Connect and Grow with UCCS XIV. Support and Develop Faculty, Staff, and Administration to Sustain Achievement XV. Secure Financial Future to Stimulate and Sustain Responsible Growth The UCCS strategic plan was approved by the Board of Regents on June 28, 2007. In December 2008 the Southern Colorado Innovation Strategy (SCIS) was launched. The three key strategies of the SCIS include 1) Research, 2) Technology Transfer and 3) Regional Partnerships. The construction of South Hall directly supports research in geropsychology and the potential for the creation of a regional partnership with a nationally funded local agency. Throughout this past decade it has become clear that there are several common themes that remain valid today:

1. The University of Colorado at Colorado Springs is to be a comprehensive university that uses a selective enrollment process and with selected and targeted graduate programs.

2. UCCS is to provide an excellent educational experience as a regional university serving metropolitan, southern Colorado region needs, as well as Statewide needs.

3. The campus is to continue to grow in support of the growing population of the region and the State and as “… the number-one comprehensive regional university in the United States…”

4. Recent strategic and facilities plans acknowledge and include strategies and plans for facilities to accommodate increasing enrollments, expanding and increasing academic programs, and increasing research and community service.

This Program Plan directly supports these vision, mission, goals and master plans of the University.

Justification

Existing Conditions

Current Program Enrollment As of Fall of 2008, the College of Letters, Arts, and Sciences has the following enrollments:

Undergraduate Master’s Degree Ph.D.

College of Letters, Arts, and Sciences

4020 215 12

Assessment of Space Functionality Letters, Arts and Sciences All College of Letters, Arts, and Sciences programs have seen significant growth since the construction of Columbine Hall 11 years ago. This has put considerable strain on our facilities. Many full time

13 of 34

instructional faculty share offices, which are often only about 80 square feet in size. This makes it very difficult to meet with students during office hours. It also provides minimal space for files, bookshelves, etc. which contain materials useful in teaching and in reference. A survey in late Spring of 2007 showed that 35 full-time LAS faculty were sharing offices in Columbine Hall. Both colleges (the College of Education is located in Columbine Hall) continue to hire additional faculty to meet increases in student demand which is only making the need for office space more difficult. It should be noted that Psychology is one of our largest programs on campus graduating over 120 students each year.

Several of the potentially impacted programs have seen particularly large growth. The Women’s and Ethnic Studies program has seen 77% growth in student credit hours in the last 5 years. History has grown 37% and English has grown 35% over this same time period. This growth in student demand requires increased staffing (and increase office space) as well as increases in classroom space.

The Need for Specialty Spaces The Psychology department, the CU Aging Center and the Gerontology Center have unique requirements to provide counseling, examinations, testing and to meet the privacy requirements of HIPA. While the current locations of the CU Aging Center and Gerontology Center provide these facilities they are located away from the campus requiring travel time for students, faculty and staff and duplication of facilities between the off-site location and campus. There is no room in Columbine Hall to move the Centers onto campus and it would not be possible to provide the privacy required by HIPA. This program plan allows the University to bring together common program elements that have similar need for specialty spaces while providing the necessary space, access and elimination of redundant spaces and creating the potential for a strong community partnership with Peak Vista.

Current Space Utilization The University continues to suffer from shortages in many categories of space as shown in Appendix E – All Campus Space Needs Analysis. As the campus continues to move forward with its strategic plan of student body head count and FTE increases, the deficit in key areas of the learning and support environment will continue to deteriorate. While the demand for general classroom space is being met, some of the largest overall campus space deficits directly affect the learning experience with a 7.5% deficit in labs, 63.9% deficit in open labs, 39.5% deficit in academic offices (faculty offices) and a 69.8% deficit in other academic support space. The final data on the new Science Engineering building is not yet available and it is acknowledged that these deficits will be reduced some when the building comes on line. However, it should be noted that the types of spaces that will be added by the Science Engineering building do not alleviate the deficits in the specific programs being addressed by this Program Plan. Classroom utilization in Columbine Hall is an average of 67% of the seats filled and classrooms are used 75% of the available 65 hours per week.

Facilities Condition Index The goal of this program plan is to provide additional space for the expanding student body and required faculty and support staff. It also includes important new space of a higher quality than is available to the programs in their current location. While, in some cases, the poor condition of a facility may a play a role in moving programs to new locations, in this case the driving goal is to create higher quality space, reduce redundancy of spaces and to improve interdisciplinary teaching and research through co-location of programs with similar needs.

Specific Health/Life Safety Issues There are no health or life safety issues being addressed by this Program Plan.

14 of 34

Changes and Projections

Enrollment Projections Projections can be determined by looking at historical data and recognizing that the number of high school graduates in Colorado is projected to continue to increase over the next several years.

The student credit hour production of the College of Letters, Arts and Sciences is provided in the following graph (measured in Full Time Equivalent Students). It is evident that substantial growth in enrollment occurred over time with a leveling off during the major tuition increases of a few years ago, and then renewed growth in recent years.

Letters, Arts and Sciences Student Credit Hour Production

2500

2700

2900

3100

3300

3500

3700

3900

4100

4300

1996 1998 2000 2002 2004 2006 2008 2010

Year

Stud

ent C

redi

t Hou

rs (i

n FT

E)

15 of 34

While total student credit hour production is important, it is also useful to consider the awarding of degrees as well. The table below shows the considerable growth in degrees awarded by the Humanities Departments and the Social Science Departments (including Psychology).

FY 1997 FY 2002 FY 2007

LAS: Humanities 85 82 183

LAS: Social Sciences 327 386 422

The number of degrees awarded by the departments that will be impacted by this project have increased over 56% since 1997 when Columbine Hall opened.

Based on historical data, we project an increase in student credit hours and degrees awarded of another 20% between now and 2012. This is consistent with campus projections over a similar time period.

New Academic Programs The College of Letters, Arts, and Sciences recently added a new B.A. degree in Women’s and Ethnic Studies (approved by CCHE, December 17, 2007). This new degree program was approved by the Board of Regents in January 2008. We have also developed new interdisciplinary minors in Sustainable Development, Classics, Cognitive Development, and Pre-Law. In the next few years, we will be exploring a new M.A. degree in Humanities. All of these programs are in departments that will be impacted by this building project.

Changes to Class Size It is not expected that class sizes will change significantly as a result of this program plan, although the one large classroom proposed in this plan will allow Psychology to teach larger basic psychology classes.

Total Space Requirements

Planned Programmed Space Utilization

Room Areas Needed by Function Room areas to be located in South Hall are identified in Appendix B by department and center.

Total asf and gsf Needed The College of Letters, Arts, and Sciences will see a net increase of space with the construction of the new building. The Psychology department, which will move into the new facility, currently occupies approximately 7,000 square feet in Columbine Hall. This Program Plan will provide Psychology with approximately 9,300 asf or a net increase of approximately 33%. Given that the college had a deficit in space needs even after the construction of Columbine Hall, this project will put UCCS closer to meeting our space needs. In addition to meeting unmet needs from 1997, the College has seen significant growth in the last 10 years. Student credit hour production in LAS has increased 58% since the construction of Columbine Hall, and degrees awarded in the LAS departments that will gain space have increased 56% in that same time period. This increased student demand has required comparable increases in the number of faculty and in our need for faculty office space.

Most of the departments that will benefit from this project are currently in Columbine Hall, which was opened in Fall 1997. The offices in Columbine Hall are all much smaller than other buildings on campus. Window offices are typically 110 square feet. Interior offices are typically just under 90 square feet.

16 of 34

These offices are frequently shared by two people. Some of these spaces were designed as storage closets and have been converted to offices due to a critical space need.

To see the impact of this project, we can consider a few examples of departments that will benefit from either newly constructed space or filling in vacated space.

The Psychology Department is nationally recognized for a Ph.D. program with a focus on Psychology of Aging (geropsychology). It is also one of our largest undergraduate programs. The 23 full time faculty and staff, along with 14 part time faculty and staff, and over 40 graduate students and research associates currently share 29 offices and approximately 3,700 ASF in research space. A recent accreditation review for the Ph.D. program noted the lack of space for the program with some concern. Psychology teaches almost 10,000 student credit hours each year to undergraduates from many disciplines including over 430 Psychology majors. In addition, they teach over 700 student credit hours to about 42 graduate students. The Psychology faculty has won awards for Outstanding Teaching, Outstanding Research, Fulbright Fellowships, and numerous other recognitions. They serve the Pikes Peak region in many ways including innovative collaborations around their geropsychology focus such as an Aging Center clinic in the community and a cooperative project involving a senior living center.

The English Department consists of 36 full and part-time (all greater than half-time) faculty and staff who currently share 24 offices. They teach over 12,000 student credit hours each year to students from all colleges at UCCS. Over 360 students are majoring in English this year. The number of students receiving degrees in English has increased by a factor of 2.7 since they moved into Columbine Hall in 1997. During this time, four faculty from English have won awards recognizing their outstanding teaching, several have won prestigious, competitive fellowships, and many have served the campus on important committees and organizations including President of our Faculty Assembly. Despite the cramped spaces, this department has excelled in teaching, scholarly work and in service to our campus and community.

The History Department has 17 full and part-time faculty and staff sharing 10 offices. They teach over 4,700 student credit hours each year with students in both an undergraduate B.A. degree and a graduate (M.A.) degree. The number of students receiving degrees in History has increased by a factor of 2.3 since the department moved into Columbine Hall in 1997. The department is noted for the rigor of their courses with a heavy emphasis on writing. The faculty has won awards for outstanding teaching and research. Their service to the campus, community and their profession is also excellent.

These three departments are typical of the excellence found within the LAS departments that will benefit from this construction project. They demonstrate the critical need for additional space to just meet the current needs of our faculty who are often forced to share space in a 80 square foot office. The tremendous growth in student demand since the construction of Columbine Hall has forced us to add new faculty with no new space to accommodate them.

Backfill Analysis When the Department of Psychology vacates Columbine Hall, approximately 7,000 ASF will be available to be reallocated to other LAS units. The departments remaining in Columbine Hall have experienced minimal or no new space assignments in the last decade despite significant growth in faculty, staff and students. Based on an analysis of department size, growth expectations, and current space deficit, we anticipate that the vacated space will be reallocated in approximately the following manner:

17 of 34

The majority of the backfill space in Columbine Hall will require minimal renovation since it is already office space. The current research space for Psychology in Columbine Hall will require more extensive renovation for use as offices and classrooms.

Alternatives

Alternative #1 An alternative would be to not accommodate student demand by capping admissions into these programs. This would fail to serve the needs of our students as well as the needs of our community, region and state. This would be inconsistent with our Regent-approved strategic plan, which calls for expanding our student enrollments. In addition, there would be a loss of programmatic synergy from not co-locating the programs. It would also be inconsistent with the Southern Colorado Innovation Strategy.

Alternative #2 An alternative would be to reduce some departments in the College of Letters, Arts, and Sciences in order to allow growth in other departments. Given that we have seen growth in all programs in recent years, this would not serve the needs of a significant number of our students. Since this would be a zero-sum alternative, the campus could not expand as called for in our Regent-approved strategic plan. This alternative also would not provide the synergistic advantages of co-location of the programs and be consistent with the Southern Colorado Innovation Strategy.

Alternative #3 An alternative would be to reduce programs in other colleges in order to allow programs in the College of Letters, Arts and Sciences to grow. The other UCCS colleges and schools: Nursing, Business, Education, Engineering and Applied Sciences, and Public Affairs, all have substantial demand from students and from the needs of our community for an educated work force in a wide range of disciplines. Reductions in these programs would not serve our students or community. Since this alternative is also a zero-sum option, the campus would not expand as called for in our Regent-approved strategic plan and would not meet the needs as defined in the Southern Colorado Innovation Strategy.

Department Reallocated ASF Communication 615 English 1,250 Geography & Environmental Studies 665 History 540 Humanities Program 100 Philosophy 530 Political Science 410 Sociology 895 Visual and Performing Arts 625 Women’s and Ethnic Studies 485 College of Letters, Arts and Sciences 395 Classrooms 490 TOTAL 7,000

18 of 34

Implementation and Design Criteria

Spatial Relationships

Diagrammatic Plans Site information and general layouts of floors and are provided in Appendices A & C.

Site Improvements The current site is known as University Summit. It is a former residential area with minimal infrastructure. This project would provide the foundational infrastructure for development of the University Summit area. This development includes site utilities (electric, natural gas, water and sewer), pedestrian and vehicular access, parking and landscaping

Design Requirements

New Utilities The campus uses Colorado Springs Utilities (CSU) as its source of electricity, natural gas, water and sanitary sewer. If Peak Vista becomes a part of the project, separate utility connections will be provided. The individual utilities are discussed below:

Electricity CSU provides the distribution system and transformer for each building. The Owner provides the secondary metered connection. A utility feasibility study is underway to determine the exact nature of power distribution to the site and within the site. A preliminary analysis has been completed and is the basis for the cost estimate provided in this Program Plan.

Natural Gas Medium pressure natural gas (5 psia) is available. A utility feasibility study is underway to determine the exact location of a natural gas connection for the site and within the site. A preliminary analysis has been completed and is the basis for the cost estimate provided in this Program Plan.

Water Two water connections will be required; one for domestic water and one for fire service. A utility feasibility study is underway to determine the exact location of a water service connection for the site and within the site. A preliminary analysis has been completed and is the basis for the cost estimate provided in this Program Plan.

Sanitary Sewer A CSU sanitary sewer connection will be required. A utility feasibility study is underway to determine that location and size required for the site and within the site. A preliminary analysis has been completed and is the basis for the cost estimate provided in this Program Plan. A complete feasibility analysis will determine if there are downstream implications for this project.

Building Systems

Structural Systems Soil conditions at UCCS are challenging and often dictate the design of the foundation systems. Appropriate geotechnical studies will be completed to provide the necessary data for proper design. Superstructure systems that may be considered include:

• Braced steel frame • Load Bearing Masonry with structural steel roof and floor structure

19 of 34

Mechanical Systems The proposed mechanical systems for South Hall are designed to balance the requirements of building function, first cost, sustainability, operating costs and system reliability. High efficiency hot water generators will be used for the primary heat source. Non-CFC, energy efficient chillers will be used for the primary cooling source, with consideration for heat rejection recovery for reheat box coil input. Typical of simple classroom/office building systems, air handling systems will be variable air volume (VAV), providing efficient heating, cooling and ventilation. Direct digital controls (DDC) will provide control of the primary and secondary systems allowing the implementation of many energy conservation strategies.

Plumbing Systems Water service will be sized per code requirements. Backflow prevention, water metering, and a circulating domestic hot water system will be provided. A sanitary waste line will be sized per code requirements and connected to site’s main line.

Fire Protection The building will be serviced by a fire service line. Appropriate pressure analysis will be completed to determine if a fire pump is needed. A standard wet-pipe fire protection system will be designed to provide coverage per NFPA 13 based on the occupancy designations.

Electrical & Lighting Systems Power requirements will be determined upon completion of the design. 10 V-A/sf is a typical load for a classroom/office building resulting in an estimated demand of 315 kVa. Service equipment will be rated 480Y/277 V, 3-phase, 4-wire with properly sized service. Colorado Springs Utilities will provide the transformer sized for the project.

General lighting will be a 277 V, electronic ballast, super T8 lamp fluorescent system. Day lighting control and setback control will be considered. Specialty lighting will use compact fluorescent where feasible and LED lighting will be used for exit signs. Lighting dimming and switchology will be used where appropriate to support A/V technology.

Planned Green Building Goals

This facility will be designed to meet LEED Gold standard.

Architectural Design Features

From UCCS Campus Design Guidelines – 2007

From the earliest days of UCCS’s existence on the Central Campus (Cragmor Campus), the designs for its buildings have followed the traditions set by two buildings. The brick of Dwire Hall, the first UCCS building to be built on the campus, began the use of reddish brick on all of its academic buildings and become the “brick style.” The stucco and more romantic forms of the old Cragmor Sanatorium, now beautifully restored and renamed Main Hall, have been inspirations for the Summit and Alpine Villages and the recently completed UCCS Recreation Center. This is the “stucco style.” Recently, a third style has emerged in the glass enclosed pavilion which connects the brick of the University Center and the Kraemer Family Library. This style was – “the glass style” – was created in response to the request from students that a special image emerged for this building. This was followed by Cragmor Hall, which carries on that style. Now, the addition of Dwire Hall is a mix of the “glass style” and the “brick style.”

20 of 34

The guidelines recommend that academic buildings built on the Central Campus should continue in the “brick style.” It recommends that pre-cast concrete with integral color may be used as a second material on brick buildings. Window frames should be bronze or black anodized aluminum. The use of flat roofs should be continued on academic buildings. The “glass style” may be used occasionally to provide accents and visual interest on future buildings. The type and location of South Hall suggests that as an academic building it should have a brick exterior with accents that complement Columbine Hall. This design concept would create a “bookend” for the Cragmor campus with Columbine Hall at one end and South Hall at the other end. The use of glass as an accent would provide cross campus connection and integration into the fabric of the campus and create a relationship to other campus buildings. The exterior design will be in concert with the recommendations of the UCCS Campus Design Guidelines. The final size and massing of the building will be in concert with the site and configured to take advantage of the site shape and topography, view corridors and other design guideline recommendations. The location of South Hall places it in an urban landscape environment. This suggests that the landscape needs to be carefully considered to “create visual impact and continuity” to set the building in the context of UCCS. The urban landscape will consider plant materials that will survive in the micro-climate of the UCCS location including ground cover, tree and shrub species and traffic impact. The landscape environment will be used to frame and enhance both distant and near views and to create exterior spaces at various scales. Landscape elements will include natural and local materials to control grades, erosion and create exterior spaces. Furnishings such as benches, tables, umbrellas, bollards, trash receptacles, etc. will be consistent with the vocabulary of existing site accessories.

Health, Life Safety and Code Issues This project will be designed and constructed in accordance with the latest edition of the following approved codes and standards that have been adopted by the State Buildings Programs as the minimum requirements. The following codes are current as of the time of this Program Plan. The 2006 edition of the International Building Code (IBC)

(as adopted by the Colorado State Buildings and Real Estate Programs as follows: Chapters 2-35 and Appendices C and I)

The 2006 edition of the International Mechanical Code (IMC)

(as adopted by the Colorado State Buildings and Real Estate Programs as follows: Chapters 2-15 and Appendix A)

The 2006 edition of the International Energy Conservation Code (IECC)

(as adopted by the Colorado State Buildings and Real Estate Programs)

The 2005 edition of the National Electrical Code (NEC)

(National Fire Protection Association Standard 70) (as adopted by the Colorado State Electrical Board)

The 2003 edition of the International Plumbing Code (IPC)

(as adopted by the Colorado Examining Board of Plumbers as follows: Chapter 1 Section 101.2,102, Chapters 2-13 and Appendices B, D, E, F and G)

21 of 34

The 2003 edition of the International Fuel Gas Code (IFGC) (as adopted by the Colorado Examining Board of Plumbers as follows: Chapter 1 Section 101,102, Chapters 2-8 and Appendices A, B, C and D)

The National Fire Protection Association Standards (NFPA)

(as adopted by the Department of Public Safety/Division of Fire Safety as follows with editions shown in parentheses: NFPA-1 (2000), 11 (1998), 11A (1999), 12 (2000), 12A (1997), 13 (1999), 13D (1999), 13R (1999), 14 (2000), 15 (1996), 16 (1999), 17 (1998), 17A (1998), 20 (1999), 22 (1998), 24 (1995), 25 (2002), 72 (1999), 231D (1998), 409 (1995), 423 (1999), 705 (1997) and 2001 (2000))

The 2004 edition of the ASME Boiler and Pressure Vessel Code

(as adopted by the Department of Labor and Employment/Boiler Inspection Section as follows: sections I, IV, VIII-Divisions 1 and 2, X and B31.1)

The 2004 edition of the National Boiler Inspection Code (NBIC)

(as adopted by the Department of Labor and Employment/Boiler Inspection Section)

The 2002 edition of the Controls and Safety Devices for Automatically Fired Boilers CSD-1

(as adopted by the Department of Labor and Employment/Boiler Inspection Section)

The 2001 edition of the Boiler and Combustion Systems Hazards Code, NFPA 85

(as adopted by the Department of Labor and Employment/Boiler Inspection Section)

The current edition of the Rules and Regulations Governing the Sanitation of Food Service Establishments

(as adopted by the Department of Public Health and Environment/Colorado State Board of Health)

The 2003 edition of ICC/ANSI A117.1, Accessible and Usable Buildings and Facilities

(as adopted by the Colorado General Assembly as follows: CRS 9-5-101, as amended, for accessible housing)

Note: Additional codes, standards and appendices may be adopted by the state agencies and institutions in addition to the minimum codes and standards herein adopted by State Buildings Programs.

1. The 2003 edition of the IBC became effective on July 1 of 2004. Consult the state electrical and plumbing boards and the state boiler inspector and the Division of Fire Safety for adoption of current editions and amendments to their codes.

2. Projects should be designed and plans and specifications should be reviewed based upon the approved codes at the time of A/E contract execution. If an agency prefers to design to a different code such as a newer edition of a code that State Buildings Programs has not yet adopted, the agency must contact SBP for approval and then amend the A/E contract with a revised Exhibit D, Approved State Building Codes. Please note that the state plumbing and

22 of 34

electrical boards enforce the editions of their codes that are in effect at the time of permitting not design.

3. The state’s code review agents, or the State Buildings Programs approved agency building official, shall review all documents for compliance with the codes stipulated herein. Note: The Department of Public Health and Environment, Division of Consumer Protection will review drawings for food service related projects.

4. This policy does not prohibit the application of various life safety codes as established by each agency for specific building types and funding requirements. NFPA 101 and other standards notwithstanding, approved codes will supersede where their minimum requirements are the most restrictive in specific situations. If a conflict arises, contact State Buildings Programs for resolution.

5. It is anticipated that compliance with the federal Americans with Disabilities Act Accessibility Guidelines for Buildings and Facilities (ADAAG) and Colorado Revised Statutes Section 9-5-101 will be met by compliance with the 2003 International Building Code and ICC/ANSI A117.1. However, each project may have unique aspects that may require individual attention to these legislated mandates.

6. The 2003 edition of the International Building Code (IBC) is to be applied to factory-built nonresidential structures as established by the Division of Housing within the Department of Local Affairs.

A. Appendices

Appendices are provided to supplement the basic provisions of the codes. Approved IBC Appendices are as follows:

1. Mandatory IBC Appendix Chapter C - Agricultural Buildings

IBC Appendix Chapter I - Patio Covers

2. Optional Any non-mandatory appendix published in the International Building Code may be utilized at the discretion of the agency. Use of an appendix shall be indicated in the project code approach.

B. Amendments None

C. Referenced Codes While not adopted in entirety, portions of the following codes are referenced in the International Building Code (IBC), the International Mechanical Code (IMC), the International Energy Conservation Code (IECC) the International Plumbing Code (IPC), and the International fuel Gas Code (IFGC). These following codes would be applied as reference standards.

2006 International Fire Code (IFC)

2006 International Existing Building Code (IEBC)

23 of 34

D. Referenced Standards

The IBC, IMC, IECC, IPC and IFGC standards shall be utilized to provide specific, or prescriptive, requirements on how to achieve the requirements established in the code. These standards may be unique to the code or may be derived from other established industry standards. Recognized standards may also be used to show compliance with the standard of duty established by the code.”

24 of 34

Project Schedule, Cost Estimates and Financial Analysis

Project Schedule and Phasing This project will be constructed in a single phase. It is anticipated that design for utilities would begin immediately after receipt of the grant with utility construction to start within two months of the start of design. Schematic Design of the facility will start upon approval of the Program Plan in order to prepare for the grant submission, which is due June 17, 2009. Upon receipt of the grant the remainder of the design will be completed in a 9 month period with building construction scheduled for Fall/early Winter 2010.

Cost Estimates It is estimated that a 31,500 gsf general academic building will cost approximately $11.5 million in 2009 dollars. In addition it is estimated that utility infrastructure and access and parking facilities will add $3.5 million for a total project cost of $15 million. If Peak Vista becomes a part of the facility it will add approximately $1.81 million to the project for a total of approximately $16.81 million.

Financing Explanation South Hall would be funded from NIH funds through the federal stimulus funding made available by the American Recovery and Reinvestment Act of 2009.

Third Party Review

The Program Plan has been reviewed by DLR Group architects for space allocation, project costs and schedule and by Bradley B. Bean Civil Engineers for utility feasibility and preliminary costs estimates.

25 of 34

Appendices APPENDIX A – Proposed Site Location

Main Hall

University Summit Area

26 of 34

Appendix A – Closer View of Site

University Summit

27 of 34

Appendix B – Space Requirements University of Colorado at Colorado Springs South Hall - Program Space Requirements Rev. 4/6/2009 Department Room/Space Occ. Area/Room Qty. Net Area Shared Spaces Core (entrance, elevator(s), central

stair, restrooms) 1,000 1 1,000

Large Classroom 120 1,800 1 1,800

Small Classroom 45 900 2 1,800 Conference Room 20 300 3 900 Kitchen 10 100 1 100 Break Room 20 200 1 200 Mailroom 4 120 1 120 SUBTOTAL 5,920 Psychology Chair Office 1 160 1 160 Faculty Office 1 130 18 2,340 Instructor Office 2 130 2 260

Lecturer / TA Office 6 to 8 150 3 450 Research Faculty Office 1 130 3 390 Admin Asst. Office 1 120 3 360 Research Asst. Office 3 150 4 600 Student Asst. Office 2 130 1 130 Research / Observation Rooms /

Labs 140 32 4,480

Storage / Work Room 1 120 1 120 SUBTOTAL 9,290 UCCS Gerontology Center

Reception Area (Shared with UCCS Aging Center)

160 1 160

Waiting Area (Shared with UCCS Aging Center)

140 1 140

Project Coordinator Office 1 130 1 130 Staff Office 1 130 1 130 Grant Writing Office 1 130 1 130 Project Director Office 1 130 2 260 Director's Office 1 160 1 160 Project Room (Formerly Student

Office 1) 210 1 210

SUBTOTAL 1,320

28 of 34

UCCS Aging Center Filing Storage - 100 1 100 Closet/Storage - 20 1 20 Grant Office 1 130 1 130 Director's Office 1 160 1 160 Staff Office 1 130 1 130 Grant Student Office 130 1 130 Therapy Rooms (2 From

Gerontology) 120 6 720

Memory Clinic Room 110 1 110 Student Office (1 From Gerontology) 130 2 260 Work Space 130 1 130 Work Space Monitoring 6 120 1 120

Research (3 From Gerontology) 120 3 360 SUBTOTAL 2,370 UCCS TOTAL 18,900 UCCS TOTAL GROSS AREA (0.6 N

to G) 31,500

Peak Vista Community Health Center

Reception Area 160 1 160 Waiting Area 500 1 500 Exam Room 100 11 1,100 Procedure Room 120 1 120 Clean/Dirty Utility 120 1 120 Central Supply 100 1 100 Pods/Dictation 500 1 500 Clinical Team Manager 100 1 100 Med Draw Niche (located within a

hallway) 16 1 16

Registration Office 100 1 100 Lab 100 1 100 Restroom (Urine Samples) 1 60 1 60 SUBTOTAL 2,976 TOTAL NET AREA REQUIRED

21,876

TOTAL GROSS AREA REQUIRED (0.6 NET TO GROSS RATIO)

36,460

29 of 34

APPENDIX B (cont’d) – Space Requirements – Block Diagram

30 of 34

APPENDIX C – Proposed Building Layout (Bubble Diagram) – First Floor

31 of 34

APPENDIX C (cont’d) – Proposed Building Layout (Bubble Diagram) – Second Floor

32 of 34

APPENDIX C (cont’d) – Proposed Building Layout (Bubble Diagram) – Third Floor

33 of 34

Appendix D – Site Feasibility Analysis

34 of 34

Appendix E – All Campus Space Needs Analysis for the Year 2012 (9,100 FTE students)

Space TypeExisting

ASFGuideline

ASFSurplus/Deficit

PercentDifference

Academic SpaceClassroom & Service 82,677 78,219 4,458 8.2%Teaching Labs & Service 50,196 54,233 (4,037) -7.5%Open Labs & Service 29,447 53,581 (24,134) -63.9%Research Labs & Service 40,073 37,743 2,330 1.8%Academic Offices & Service 88,161 127,538 (39,377) -39.5%Physical Education & Recreation 56,569 99,802 (43,233) -123.2%Other Academic Space 10,610 35,084 (24,474) -69.8%

Academic Space Subtotal 357,733 486,201 (128,468) -26.4%

Academic Support SpaceLibrary 98,032 104,889 (6,857) -6.5%Administrative Offices & Service 60,557 47,232 13,325 28.2%Assembly & Exhibit-Gallery & Theater 8,434 33,315 (24,881) -74.7%Other Admin. Dept. Space 35,392 33,488 1,904 5.7%Physical Plant 13,750 32,855 (19,105) -58.1%Athletics - Dept. Athletics 3,302 67,431 (64,129) -95.1%

Academic Support Space Subtotal 219,467 319,210 (99,743) -31.2%

Auxiliary SpaceStudent Union 27,075 60,278 (33,203) -55.1%Residence Life 244,683 237,510 7,173 3.0%

Auxiliary Space Subtotal 271,758 297,788 (26,030) -8.7%

Inactive/Conversion Space - - - -

Campus Wide Total 848,958 1,103,199 (254,241) -23.0% NOTE: This analysis does not include the nearly completed Science Engineering building however it should be noted that the Science Engineering building does not address the space needs of the Sciences and Humanities associated with this Program Plan.