Program Plan
UCCS
South Hall
College of Letters, Arts and Sciences
APRIL 2009
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
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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
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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.
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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.
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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.
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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
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“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
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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:
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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:
Student Success
I.
Create a Vibrant, Engaged Campus Community
II.
Expand Student Access to UCCS Opportunities Through Vigorous, Responsible Growth
III. Customize an Individual UCCS Learning Development, and Leadership Experience for Students
Quality and Excellence
IV. Provide Excellence in Learning
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
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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:
College of
Letters, Arts,
and Sciences
Undergraduate
Master’s Degree
Ph.D.
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
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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.
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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
4300
4100
Student Credit Hours (in FTE)
3900
3700
3500
3300
3100
2900
2700
2500
1996
1998
2000
2002
2004
Year
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2006
2008
2010
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.
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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:
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Department
Reallocated ASF
Communication
615
English
Geography & Environmental Studies
1,250
665
History
Humanities Program
540
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
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.
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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
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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.”
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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)
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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
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3.
4.
5.
6.
electrical boards enforce the editions of their codes that are in effect at the time of permitting
not design.
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.
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.
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.
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)
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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.”
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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.
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Appendices
APPENDIX A – Proposed Site Location
Main Hall
University Summit Area
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Appendix A – Closer View of Site
University Summit
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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
1,000
1
1,000
120
1,800
1
1,800
Small Classroom
Conference Room
Kitchen
45
20
10
900
300
100
2
3
1
1,800
900
100
Break Room
20
200
1
200
4
120
1
120
Shared Spaces
Core (entrance, elevator(s), central
stair, restrooms)
Large Classroom
Mailroom
SUBTOTAL
5,920
Psychology
Chair Office
1
160
1
160
Faculty Office
1
130
18
2,340
Instructor Office
2
130
2
260
6 to 8
1
150
130
3
3
450
390
Admin Asst. Office
1
120
3
360
Research Asst. Office
Student Asst. Office
3
2
150
130
4
1
600
130
140
32
4,480
120
1
120
9,290
160
1
160
140
1
140
Lecturer / TA Office
Research Faculty Office
Research / Observation Rooms /
Labs
Storage / Work Room
SUBTOTAL
1
UCCS Gerontology
Center
Reception Area (Shared with UCCS
Aging Center)
Waiting Area (Shared with UCCS
Aging Center)
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
210
1
210
Project Room (Formerly Student
Office 1)
SUBTOTAL
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1,320
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)
Memory Clinic Room
120
6
720
110
1
110
Student Office (1 From Gerontology)
130
2
260
Work Space
130
1
130
120
1
120
120
3
360
Work Space Monitoring
6
Research (3 From Gerontology)
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
16
1
16
100
1
100
100
1
100
60
1
60
Med Draw Niche (located within a
hallway)
Registration Office
Lab
Restroom (Urine Samples)
SUBTOTAL
1
2,976
TOTAL NET AREA
REQUIRED
TOTAL GROSS AREA
REQUIRED (0.6 NET
TO GROSS RATIO)
21,876
36,460
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APPENDIX B (cont’d) – Space Requirements – Block Diagram
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APPENDIX C – Proposed Building Layout (Bubble Diagram) – First Floor
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APPENDIX C (cont’d) – Proposed Building Layout (Bubble Diagram) – Second Floor
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APPENDIX C (cont’d) – Proposed Building Layout (Bubble Diagram) – Third Floor
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Appendix D – Site Feasibility Analysis
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Appendix E – All Campus Space Needs Analysis for the Year 2012 (9,100 FTE students)
Existing
ASF
Guideline Surplus/
ASF
Deficit
82,677
50,196
29,447
40,073
88,161
56,569
10,610
357,733
78,219 4,458
54,233 (4,037)
53,581 (24,134)
37,743 2,330
127,538 (39,377)
99,802 (43,233)
35,084 (24,474)
486,201 (128,468)
8.2%
-7.5%
-63.9%
1.8%
-39.5%
-123.2%
-69.8%
-26.4%
Academic Support Space
Library
98,032
Administrative Offices & Service
60,557
Assembly & Exhibit-Gallery & Theater
8,434
Other Admin. Dept. Space
35,392
Physical Plant
13,750
Athletics - Dept. Athletics
3,302
Academic Support Space Subtotal
219,467
104,889
47,232
33,315
33,488
32,855
67,431
319,210
(6,857)
13,325
(24,881)
1,904
(19,105)
(64,129)
(99,743)
-6.5%
28.2%
-74.7%
5.7%
-58.1%
-95.1%
-31.2%
Auxiliary Space
Student Union
Residence Life
Auxiliary Space Subtotal
60,278
237,510
297,788
(33,203)
7,173
(26,030)
-55.1%
3.0%
-8.7%
Space Type
Academic Space
Classroom & Service
Teaching Labs & Service
Open Labs & Service
Research Labs & Service
Academic Offices & Service
Physical Education & Recreation
Other Academic Space
Academic Space Subtotal
Inactive/Conversion Space
27,075
244,683
271,758
-
-
-
Percent
Difference
-
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.
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