UCCS
Program Plan
For
Academic Office Building
September 2012
CONTENTS
ACKNOWLEDGEMENTS __________________________________________________________ 3
A. EXECUTIVE SUMMARY __________________________________________________________________4
B. GOALS AND OBJECTIVES _____________________________________________________________________ 5
Academic _____________________________________________________________________
Student Life ___________________________________________________________________
Sustainability ________________________________________________________________
Business ______________________________________________________________________
Other_________________________________________________________________________
5
5
5
5
5
C. SUPPORTING INFORMATION __________________________________________________ 6
Programmatic Description ________________________________________________________ 6
Existing Conditions and Projected Needs ____________________________________________ 6
Academic ________________________________________________________________ 6
Capacity _________________________________________________________________ 7
Facilities Condition _______________________________________________________ 10
Health/Safety _________________________________________________________________ 10
Economic Impact ______________________________________________________________ 10
Consistency with Institutional Mission _____________________________________________ 10
Consistency with Strategic Plan __________________________________________________ 10
Consistency with Master Plan _____________________________________________________________ 11
D. FACILITIES RESPONSE _______________________________________________________ 12
Project Description _____________________________________________________________ 12
Backfill Analysis ________________________________________________________ 12
Technical Issues ________________________________________________________________________ 12
Master Plan Relationship __________________________________________________ 12
Land Use Plan Relationship ________________________________________________ 12
Pedagogical Relationship __________________________________________________ 12
Site ____________________________________________________________________ 12
Utilities_________________________________________________________________ 13
Design/Construction ______________________________________________________ 13
Legal __________________________________________________________________ 15
Review Process __________________________________________________________ 18
Alternatives ________________________________________________________________________________18
Goals & Objectives Impacts ________________________________________________ 18
Fiscal Impacts ___________________________________________________________ 18
E. IMPLEMENTATION INFORMATION ________________________________________________ 20
Budget _______________________________________________________________________
3rd Party Review__________________________________________________________
Funding Sources _______________________________________________________
Schedule and Phasing_____________________________________________________
Facilities Operating Budget ________________________________________________
20
20
20
20
20
F. APPENDICES ________________________________________________________________ 21
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ACKNOWLEDGEMENTS
Pamela Shockley-Zalabak, Ph.D., Chancellor
Brian Burnett, Ph.D., Vice Chancellor of Administration and Finance
Gary Reynolds, P.E., Executive Director of Facilities Services
Robyn Marschke, Director, Institutional Research
Ayers Saint Gross Architecture and Planning
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A. EXECUTIVE SUMMARY
In order to keep class sizes smaller, a hallmark of UCCS pedagogy and a part of the approved
UCCS Strategic Plan, it is necessary to hire faculty and staff to support the enrollment increases
that have been experienced and are projected. There is currently a significant shortfall in faculty
and staff office space and a projected continuing office space shortfall if no additional office
facilities are provided.
The pending master plan being prepared by Ayers Saint Gross confirms a shortfall in office space
with current shortfalls of 14,900 net square feet (nsf) for faculty and 18,700 nsf for staff for a total
shortfall of 33,600 nsf. In addition, based on the approved Strategic Plan’s enrollment projections
for 2020, the faculty office shortfall will grow to 73,436 nsf and the staff office shortfall will grow
to 33,091 nsf if no additional office space is provided. An analysis was also completed to
understand the impact of growth in on-line course delivery, and while it does reduce classroom
space demand, it does not reduce the need for faculty and staff to support the on-line courses and
the requisite office space needed.
Also, the approved Strategic Plan calls for dynamic responsible growth of enrollment to be
matched by concurrent faculty and staff increases. The Strategic Plan calls for and budgets for 101
new tenure track and non-tenure track faculty and 80 new staff for a total of 181 new faculty/staff.
This project will provide generic office space for faculty and staff in support of the growth of a
number of academic programs. The design will provide some enclosed offices as well as open
office plan space. The facility will also include conference meeting space as well as office support
spaces for such things as copy room, storage and formal and informal meeting areas. The facility
may include some consolidated programs. The program plan proposes that the facility will be
designed with enough flexibility to be adaptable to additional academic uses.
This project is consistent with the university’s mission, approved Strategic Plan and both the
approved master plan (Facilities Strategic Plan Update) and the pending Master Plan.
The building will be approximately 35,000 gross square feet (gsf) and located on a master plan
proposed site. A facility of this size will provide 150 to 180 office spaces, depending upon
configuration. The project budget is $12 million with an estimated operating budget of $140,000
per year.
If approved, design will start this fall with construction completion scheduled for fall 2014.
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B. GOALS AND OBJECTIVES
Academic
In order to keep class sizes smaller, a hallmark of UCCS pedagogy and a part of the approved
UCCS Strategic Plan, it is necessary to hire faculty and staff to support the enrollment increases
that have been experienced and are projected. As is noted in the Capacity section of this program
plan, and the approved UCCS Strategic Plan, there is currently a significant shortfall in faculty and
staff office space and a projected continuing office space shortfall if no additional office facilities
are provided. The objective of this program plan is to provide generic and flexible office space that
is located in close proximity to the classroom space on campus. The program plan proposes that
the facility will be designed with enough flexibility to be adaptable to additional academic uses.
Student Life
This program plan is meant to address academic needs and is not part of auxiliary/student life
plans.
Sustainable Design
This facility will be designed to meet LEED Gold standard.
Business
An important part of the UCCS budget strategy is increased enrollments as outlined in the approved
UCCS Strategic Plan. Increased enrollments will require additional faculty and staff in order to
ensure the class size pedagogy is maintained.
Other
The location of the proposed facility in this program plan is in accordance with the current
Facilities Strategic Plan Update approved by the Board of Regents in December 2006 and also the
pending, new Campus Master Plan, which will be presented to the Board of Regents at the
September 2012 meeting.
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C. SUPPORTING INFORMATION
Programmatic Description
This project will provide generic office space for faculty and staff in support of the growth of a
number of academic programs. The design will provide some enclosed offices as well as open
office plan space. The facility will also include conference meeting space as well as office support
spaces for such things as copy room, storage and formal and informal meeting areas. The facility
may include some consolidated programs. The program plan proposes that the facility will be
designed with enough flexibility to be adaptable to additional academic uses. The building will be
approximately 35,000 gross square feet (gsf) and located on a master plan proposed site. A facility
of this size will provide 150 to 180 office spaces, depending upon configuration. The project
budget is $12 million.
Existing Conditions and Projected Needs
Academic
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
24 undergraduate degrees, 9 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, Campus Services (maintenance) Building, Dwire Hall, Centennial Hall,
Osborne Center for Science and Engineering, Engineering Building, Columbine Hall, and the Eagle
Rock Fine Arts modular building.
In the last ten years the College has grown substantially. Student credit hours have increased 52%
from 91,599 in 2000-01 to a 2010-11 level of 139,086. The number of degrees awarded to LAS
students has increased about 55% from 489 in 2000 to 758 in 2010.
While the science programs in LAS have benefited from recent construction, the Social Science
programs including Communication, Economics, Geography, Political Science, Psychology and
Sociology and Women’s & Ethnic Studies have not. The Social Science departments include
Geography which was recognized by the CCHE as a “program of excellence”, Psychology with an
internationally recognized Ph.D. program with an emphasis in Aging, 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 with a 27% increase in
degrees awarded over the last 10 years.
The Humanities programs include English, 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 182% over the last 10 years. The Rhetoric and 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.
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The College of Education (COE) consists of four academic departments and maintains licensure
programs in all departments. Moreover, initial teacher licensure is offered at both the undergraduate
and graduate levels. Certification programs for school principals, counselors, reading specialists,
and linguistically diverse education teachers are offered at the graduate level.
The College of Education’s (COE) 66 full and part time faculty support five degree programs (4
Masters; 1 Ph.D.), 12 licensure and certification programs. They are also active as scholars in their
fields and are organically linked to the community by teaching at 14 Professional Development
Schools (PDS) in the Pikes Peak area while supervising student internships and field experiences.
Since the construction of Columbine Hall in August 1997, enrollment in COE has increased by
40%, largely due to the increased number of students in licensure programs at both initial and
advanced levels. In 2001, COE was organized into two departments and effective March 2004;
COE revised its organizational structure resulting in the establishment of four departments: the
Department of Curriculum and Instruction, the Department of Counseling and Human Services, the
Department of Special Education, and the Department of Leadership, Research, and Foundations.
During the past five years, COE has significantly increased grants and contracts and added new
programs including the United States Air Force Academy counseling program and a proposed
Bachelor’s in Inclusionary Early Childhood Education, all of which require additional space for
research assistants, graduate assistants, and on campus support staff,.
Capacity
Several of the potentially impacted programs have seen particularly large growth. Over the past 10
years, student credit hour production in English is up 69%, History and Communication are both up
44% and Women’s and Ethnic Studies is up 53% over this same time period. This growth in
student demand requires increased staffing and an increase in office space for faculty and staff,
particularly in Columbine Hall.
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
combined student credit hour production of the College of Letters, Arts and Sciences and the
College of Education is provided in Graph A. It is evident that substantial growth in enrollment
occurred over time with a leveling off during the major tuition increases of several ago, and then
renewed growth in recent years. The growth of the College of Business and the School of Public
Affairs is shown in the second graph.
The College of Business and the School of Public Affairs, which occupy Dwire Hall, have seen a
dramatic increase in credit hour production (Graph B). The College of Business has increased 43%
and the School of Public Affairs has increased 511% in the last 10 years. This growth in student
demand requires increased staffing and an increase in office space for faculty and staff, particularly
in Dwire Hall.
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University credit hour production has increased 43% in the last ten years as shown in Graph C.
Graph A
LAS and Education (Columbine Hall)
Student Credit Hour Production (FTE)
5,000
4,500
4,000
3,500
3,000
2,500
1995
2000
2005
2010
2015
Graph B
College of Business & Public Affairs (Dwire)
Student Credit Hour Production (FTE)
1,500
1,000
500
11-12
10-11
09-10
08-09
07-08
06-07
05-06
04-05
03-04
02-03
01-02
00-01
99-00
98-99
97-98
96-97
95-96
0
Graph C
University of Colorado Colorado Springs
Student Credit Hour Production (FTE)
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11-12
10-11
09-10
08-09
07-08
06-07
05-06
04-05
03-04
02-03
01-02
00-01
99-00
98-99
97-98
96-97
95-96
10,000
8,000
6,000
4,000
2,000
0
September 2012
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 College
of Education, the LAS Humanities Departments, the LAS Social Science Departments and the
College of Business.
College of Education
LAS: Humanities
LAS: Social Sciences
College of Business
TOTAL
AY 1997
108
85
327
220
740
AY 2002
125
82
386
351
944
AY 2011
170
161
432
445
1,208
The number of degrees awarded by the Education and LAS have increased over 56% since 1997,
when Columbine opened. The number of degrees awarded by the College of Business has
increased by 63% in the same time frame.
Based on the historical data, it is projected that there will be an increase in student credit hours and
degrees awarded of another 20% between now and 2020. This is consistent with campus
projections in the Strategic Plan.
During the 2007-08 academic year the College of Education added a new doctorate program in the
Department of Leadership, Research, and Foundations.
The College of Letters, Arts, and Sciences added a new B.A. degree in Women’s and Ethnic
Studies in 2008. We have also developed new interdisciplinary minors in Sustainable Development
and Pre-Law. In the next few years, we will be exploring a new M.A. degree in Humanities and
one in Spanish. All of these programs are in departments that will be impacted by this building
project.
As a result of the academic growth there is considerable strain on office facilities with many full
and part time instructional faculty sharing offices, which are often only about 80 to 90 square feet
in size. This makes it very difficult to provide confidentiality when meeting with students during
normal office hours or to schedule office usage. Also it does not provide even minimal space for
files, bookshelves, etc. which contain materials useful in teaching and in reference. A survey in late
Spring of 2012 showed that 86 full and part time LAS faculty were sharing offices on campus, for
an average of only 50 nsf per person. All the colleges and the School of Public Affairs continue to
hire additional faculty to meet increases in student demand, which is making the need for office
space more critical.
The pending master plan prepared by Ayers Saint Gross confirms the shortfall in office space with
current shortfalls of 14,900 net square feet (nsf) for faculty and 18,700 nsf for staff for a total
shortfall of 33,600 nsf. In addition, based on the approved Strategic Plan’s enrollment projections
for 2020, the faculty office shortfall will grow to 73,436 nsf and the staff office shortfall will grow
to 33,091 nsf if no additional office space is provided. An analysis was also completed to
understand the impact of growth in on-line course delivery, and while it does reduce classroom
space demand, it does not reduce the need for faculty and staff to support the on-line courses and
the requisite office space needed.
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Facilities Conditions
The goal of this program plan is to provide additional space for the expanding student body and the
subsequent required faculty and support staff. 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 provide
the required space for faculty and staff due to an increasing enrollment and pedagogical design.
Health/Safety
There are no health or life safety issues being addressed by this Program Plan.
Economic Impact
One of the keys to the UCCS budget is enrollment growth. In light of past and continued
reductions in State financial support it is an important part of UCCS’ strategy to grow enrollment.
This growth is outlined in the approved Strategic Plan’s Values of Excellence, Dynamic
Responsible Growth, “We value dynamic growth while continuing to be financially responsible,
academically sound and environmentally sustainable. We meet the future with energy, enthusiasm
and a commitment to retaining a close, interconnected campus community.” It is also found in
Goal #8 of the Strategic Plan, “Actively build responsible enrollment growth that helps achieve the
UCCS mission and values and contributes to the University’s financial viability.”
In addition, the project will employ up to 100 workers during the design and construction of the
project.
Consistency with Institutional Mission
As discussed in the section Capacity, the university continues to remain substantially short of office
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
Colorado Revised Statutes Section 2. 23-20-101 (1) (c) revised, Senate Bill 11-204, approved June
10, 2011.
The Colorado Springs campus of the University of Colorado shall be a
comprehensive baccalaureate and specialized graduate research 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 master’s and doctoral
degree programs.
Consistency with Strategic Plan
In addition to those items noted in the Economic Impact section, the new Strategic Plan entitled,
“2020 – Our Commitment to the Future”, which was approved by the Board of Regents in June
2012 has the following goals:

Foster academic programs that serve diverse communities and develop
intellectually curious graduates who are globally and culturally competent.
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



Cultivate an environment that sustains and extends quality research, scholarship
and creative work.
Provide a transformative educational experience that engages students both in and
out of the classroom.
Actively build responsible enrollment growth that helps achieve the UCCS mission
and values and contributes to the University’s financial viability.
Provide an infrastructure of innovative technology, effective facilities and
collaborative learning spaces, blending virtual and physical resources to enhance
and advance the educational experience.
One of the “Values for Excellence” in the Strategic Plan is Dynamic Responsible Growth – “We
value dynamic growth while continuing to be financially responsible, academically sound and
environmentally sustainable, We meet the future with energy, enthusiasm and a commitment to
retaining a close, interconnected campus community.” This program plan is also in alignment with
the Guiding Principle, “Maintain a Commitment to Excellence.”
The Strategic Plan also calls for additions to faculty and staff with a proposed increase of 101
tenure and non-tenure track faculty and 80 staff for a total of 181 new fulltime faculty/staff.
In reviewing several past Strategic Plans, it is clear that there are several themes in the current
Strategic Plan that have a thread of commonality throughout the history of past strategic plans and
remain valid today:
1. The University of Colorado at Colorado Springs is to be a comprehensive research
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 State wide 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.
Consistency with Master Plan
The site use and location of the facility is consistent with the current Master Plan (Facilities
Strategic Plan Update) approved by the Board of Regents in December 2006 and is consistent with
the pending Master Plan. See a further description in the section Facilities Response.
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D. FACILITIES RESPONSE
Project Description
This project will provide generic office space for faculty and staff in support of the growth of a
number of academic programs. The design will provide some enclosed offices as well as open
office plan space. The facility will also include conference meeting space as well as office support
spaces for such things as copy room, storage and informal meeting areas. The facility may include
some consolidated programs. The program plan proposes that the facility will be designed with
enough flexibility to be adaptable to additional academic uses. The building will be approximately
35,000 gross square feet (gsf) and located on a master plan proposed site. A facility of this size
will provide 150 to 180 office spaces, depending upon configuration. An example floor plan is
shown in Appendix A.
Backfill Analysis
A small facility is currently located on the proposed site of the Academic Office Building. The
facility houses a small component of research but its main occupant is the Small Business
Development Center (SBDC). It is proposed that the research component be relocated into the
Osborne Center of Science and Engineering and that SBDC be relocated into office park space,
where the university is currently renting space. Since the Academic Office Building is meant to
relieve over crowded office space, there will be minimal backfill with current office occupants.
Technical Issues
Master Plan Relationship
The facility is proposed to be located on a site that is consistent with both the current master plan
and the pending master plan. The site is currently occupied by a small residential scale building
that houses a small research project in the basement and the Small Business Bureau program. The
relocation of these two programs is consistent with both master plans.
Land Use Plan Relationship
As noted above the land use is conformance with the current Facilities Strategic Plan Update and
the pending Master Plan.
Pedagogical Relationship
The direct correlation of pedagogy, class size, enrollment growth and faculty and staff office needs
supports this program plan. With faculty offices already over-crowded, the ability of the faculty to
serve their students with excellence is compromised. As enrollment continues to grow it will be
imperative that faculty is hired and space is provided to meet the pedagogical values of the
university.
Site
The proposed site is shown in Appendix B1 and B2. The site is currently partially developed with
a small facility located on the site.
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Utilities
The campus uses Colorado Springs Utilities (CSU) as its source of electricity, natural gas, water
and sanitary sewer. The individual utilities are discussed below:
Electricity - CSU provides the distribution system and transformer for each building. The Owner
provides the secondary metered connection. There is currently an overhead line that will be
abandoned. Power will be provided from a current location on campus near the site.
Natural Gas - Medium pressure natural gas (5 psia) is available in the street next to the site and will
provide primary energy to fire hot water generators for heat and for domestic hot water.
Water - Two water connections will be required; one for domestic water and one for fire service.
Two CSU water lines are located just to the west of the proposed site.
Sanitary Sewer - A CSU 8” sanitary sewer system is located in Austin Bluffs Parkway. The impact
on this line will be determined during the design process.
Design/Construction
In order to meet the immediate needs for office space the university will explore using the
Design/Build process. If it is decided that the Design/Build process is not appropriate, the more
traditional CM/GC process will be used.
The following are general guidelines for academic facilities on the UCCS campus:
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
Mechanical Systems
The proposed mechanical systems 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. 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 and flexible 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 CSU’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.
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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 350 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, T8 or T5 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.
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.”
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 the Academic Office Building suggests that as an academic building it
should have a brick exterior with accents that complement Columbine Hall, which is nearby. 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 nearby Osborne Center. This 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 other design guideline recommendations.
The location of the Academic Office Building 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
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areas. Furnishings such as benches, tables, umbrellas, bollards, trash receptacles, etc. will be
consistent with the vocabulary of existing site accessories.
Legal
The project will comply with the following codes and all related codes and standards,
which by reference and mention are incorporated herein.
Standards:
The following approved building codes and standards have been adopted by State Buildings
Programs (SBP) as the minimum requirements to be applied to all state-owned buildings and
physical facilities including capital construction and controlled maintenance construction projects.
The 2009 edition of the International Building Code (IBC)
(as adopted by the Colorado State Buildings Program as follows: Chapter 1 as amended, Chapters
2-35 and Appendices C and I)
The 2009 edition of the International Mechanical Code (IMC)
(as adopted by the Colorado State Buildings Program as follows: Chapters 2-15 and Appendix A)
The 2009 edition of the International Energy Conservation Code (IECC)
(as adopted by the Colorado State Buildings Program)
The 2011 edition of the National Electrical Code (NEC)
(National Fire Protection Association Standard 70) (as adopted by the Colorado State Electrical
Board)
The 2009 edition of the International Plumbing Code (IPC)
(as adopted by the Colorado Examining Board of Plumbers as follows: Chapter 1 Section
101.2,102, 105,
107, Chapters 2-13 and Appendices B, D, E, F and G)
The 2009 edition of the International Fuel Gas Code (IFGC)
(as adopted by the Colorado Examining Board of Plumbers as follows: Chapter 1 Section 101,102,
105,
107, Chapters 2-8 and Appendices A, B, and C)
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 (2006), 11 (2005), 12 (2005), 12A (2004), 13 (2002), 13D (2002),
13R (2002), 14 (2003), 15 (2001), 16 (2003), 17 (2002), 17A (2002), 20 (2003), 22 (2003), 24
(2002), 25 (2002), 72 (2002), 409 (2004), 423 (2004), 750 (2003) and 2001 (2004))
The 2010 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, V, VIII-Divisions 1 and 2 and 3, 1X, X including the 2011 addenda and B31.1, 2010
edition.)
The 2011 edition of the National Boiler Inspection Code (NBIC)
(as adopted by the Department of Labor and Employment/Boiler Inspection Section)
The 2009 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 2007 edition of the Boiler and Combustion Systems Hazards Code, NFPA 85
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September 2012
(as adopted by the Department of Labor and Employment/Boiler Inspection Section)
The 2007 edition of ASME A17.1 Safety Code for Elevators and Escalators
(as adopted by the Department of Labor and Employment/Conveyance Section and as amended by
ASME International)
The 2005 edition of ASME A17.3 Safety Code for Existing Elevators and Escalators
(as adopted by the Department of Labor and Employment/Conveyance Section and as amended by
ASME International)
The 2005 edition of ASME A18.1 Safety Standard for Platform Lifts and Stairway Chairlifts
(as adopted by the Department of Labor and Employment/Conveyance Section and as amended by
ASME International)
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 2009 edition of the IBC became effective on July 1 of 2010. Consult the state electrical and
plumbing boards and the state boiler inspector and conveyance administrator 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 C,
Approved State Building Codes. Please note that the state plumbing and 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 2009 International Building Code and ICC/ANSI A117.1.
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However, each project may have unique aspects that may require individual attention to these
legislated mandates.
6. The 2006 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
1.
International Building Code, Chapter 1 as amended
Referenced Codes
1.
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.
2009 International Fire Code (IFC)
2009 International Existing Building Code (IEBC)
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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Review Processes
This program plan has been reviewed by the Chancellor and Vice Chancellor of Administration
and Finance.
Alternatives
Goals and Objectives Impacts of Alternatives
Alternative #1 – Rent Office Space
There is minimal office space available to rent in an office park located across Austin Bluffs
Parkway from the university. Some relief could be obtained through rental of office space.
There are two disadvantages to this alternative. First, while it is across the parkway, access is
extremely difficult with only right-in/right-out vehicle access and with no pedestrian crossing in
the vicinity of the office park. It is for that reason that the university has rented space for those
functions not needing frequent access to the main campus. Second, there is minimal office space
available and thus the demand for office space could not be met by renting in the office park
alone. Since this alternative could not accommodate all the need, the result would be continued
over-crowding in on-campus offices with continued difficult access for students. There is no
other office space available for rent in the vicinity of the university.
Alternative #2 – Continue with Current Situation
An alternative would be to not accommodate continued enrollment growth and subsequent
faculty hiring by continuing to take over space from closets, conference rooms and other support
spaces. The impact would be continued over-crowding and loss of support space that is an
important part of the academic program. While the loss of some support space can be tolerated,
the university has reached a point where additional loss of support space will have negative
impacts on the academic programs.
Alternative #3 – Grow Class Sizes by not Hiring Additional Faculty
This alternative proposes that additional faculty and staff would not be hired to accommodate the
enrollment growth of the university. This alternative would not relieve the current overcrowding situation and would have a significant impact on the quality of the academic programs.
In addition, the current mix of existing classroom sizes would not be able to accommodate larger
classes. Also it is not economically feasible to re-construct classroom facilities given state capital
construction constraints and funding availability.
Fiscal Impact
Normally an academic office building at a public institution would be eligible for state capital
construction funds however, given current funding limitations at the State level, other sources
must be developed and utilized.
The campus has approached this issue of funding and financing with a two-pronged strategy.
The main source of funding for the building will come from incremental student tuition revenues
that will be used to service a long term bond issuance expected to be issued in October 2012.
The amount financed is expected to be $10 to $12 million with a 30 year payback. Additionally,
a budget item set aside to service this debt will enable current funds to be used to supplement the
bond issue. The budget item set aside for the building debt service, operations and maintenance
is $1.0 million annually.
Thus, the project will utilize a combination of budgeted funds from the current budget as well as
bond proceeds to provide the necessary financing. The campus may also utilize campus reserves
if necessary to support the construction costs of the building.
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E. IMPLEMENTATION INFORMATION
Budget
Design and Construction Budget
The project budget has been set at $12 million in 2012 dollars.
3rd Party Review
This project has not received a 3rd party review. However, costs are based on recent experience
with design and construction costs for the Lane Center for Academic Health Sciences.
Funding Sources
This project will be cash funded using internal funds and bonds.
Schedule and Phasing
Upon approval of the program plan, the design will start in the fall with construction completed
in time for move in and fall semester 2014 classes. The project will be built in one phase.
Facilities Operating Budget
It is estimated that the operating budget will be approximately $140,000/year in 2012 dollars.
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F. APPENDICES
Appendix A – Example Floor Layout
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Appendix B1 – 15 Year Facilities Strategic Plan Update
Academic Office Building
Appendix B2 – Pending Master Plan
Academic Office Building
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