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Program Plan
UCCS
Academic Health Services Center
Phase 1 College of Letters, Arts and Sciences
Beth-El College of Nursing and Health Sciences
University of Colorado
Colorado Springs
May 2011
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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 .....................................................................14
Facilities Condition Index ....................................................................14
Specific Health/Life Safety Deficiencies .............................................14
Changes and Projections .....................................................................................15
Enrollment Projections.........................................................................15
New Academic Programs ....................................................................16
Changes to Class Sizes.........................................................................16
Total Space Requirements ..................................................................................17
Planned Program Space Utilization .....................................................17
Room Areas needed by Function ................................................17
Total asf and gsf Needed......................................................................17
Backfill analysis ...................................................................................18
Alternatives .........................................................................................................18
Implementation and Design Criteria ...............................................................................18
Spatial Relations .................................................................................................18
Diagrammatic Plans .............................................................................18
Site Improvements ..............................................................................................18
Design Requirements ..........................................................................................18
New Utilities ........................................................................................18
Building Systems .................................................................................19
Planned Green Building Goals....................................................20
Architectural Design Features ..............................................................20
Health, Life Safety and Code Issues ....................................................20
Project Schedule, Cost Estimates and Financial Analysis ..............................................23
Project Schedule and Phasing .............................................................................23
Cost Estimates .....................................................................................................23
Financing Explanation ........................................................................................23
Third Party Review .........................................................................................................23
Appendices ......................................................................................................................25
Appendix A – Facilities Strategic Plan Update – 15 yr plan ..............................25
Appendix B – Proposed Site & 3D Site Feasibility Analysis .............................26
Appendix C – Program Space Requirements......................................................28
Appendix D – Concept Floor Layouts ................................................................41
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Acknowledgements
University of Colorado at Colorado Springs
Pamela Shockley-Zalabak, Ph.D., Chancellor
Peg Bacon, Ph.D., Provost
Thomas Christensen, Ph.D., Dean of the College of Letters, Arts and Sciences
Nancy Smith, Ph.D., Dean of the Beth-El College of Nursing and Health Sciences
Kelli Klebe, Ph.D., Chair, Department of Psychology
Sara Qualls, Ph.D., Director of the Gerontology Center
Michael Kenney, Ph.D. Director of the CU Aging Center
Clint Peterson, Director of Facilities, Peak Vista
Brian Burnett, Ph.D., Vice Chancellor for Administration and Finance
Charles Sweet, Esq., Executive Director of Strategic Planning and Initiatives
Gary Reynolds, Executive Director of Facilities Services
Nakai Architects
Jim Nakai, AIA
Doug Carr, AIA
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Executive Summary Project Description The objectives of this Program Plan are to consolidate and expand our mental health and wellness related
programs including the CU Aging Center (CUAC), the Gerontology Center (GC) and wellness program
in one location, and to potentially provide space for a medical branch campus, a primary care physician
office and/or other medical/wellness programs with academic ties. In addition, this plan provides space
for a community health organization, Peak Vista, which works closely with the UCCS Department of
Psychology, the CU Aging Center and the Gerontology Center. The plan includes common areas to be
shared by the various entities providing access to waiting areas, meeting rooms, restrooms, vertical
circulation, deliveries, break area, etc. By combining these entities there is a saving of space through
shared facilities and a reduction of duplicative areas.
Peak Vista will purchase their portion of the building through a condominium purchase with UCCS
owning the rest of the facility. In the case of university occupied space, university funds will be used to
finish the space to suit the needs of the individual departments. Similarly Peak Vista will fund the tenant
improvements (TI) for their space.
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
that are motivated, enthusiastic, respectful, energetic, and committed to strategic partnerships.
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 a Care Mobile.
UCCS’ CUAC and Peak Vista have a long history of working together. For example, in 2005 the high
demand and frequently lauded program, the Integrated Behavioral and Medical Health Services was
started with Peak Vista Senior Health Clinics as a partner. In addition, the CUAC provides services to
seniors at community locations through the clinicians in the community program, with Peak Vista
Community Centers providing one of those sites. In many instances Peak Vista refers patients from their
clinics to CUAC to receive services, thus working together to provide integrated mental health and
primary care services to seniors. This partnership allows for screening for mental health needs on-site at
Peak Vista, information about mental health needs can be provided to the primary care giver who can then
work with seniors to address health concerns, consultation between primary care giver and behavioral
health provider to occur on site to enhance health services for seniors and increased access to mental
health care for high risk vulnerable populations and removes barriers to using mental health services are
lowered.
Academic benefits include 2 to 4 doctoral students or interns doing clinical rotations at Peak Vista
through paid externships that provide training in a medical setting. The clinical psychology faculty has a
location to provide on-site supervision of the students while at the same time they are provided access to
clinical populations for research. The co-location of CUAC, GC and Peak Vista will enhance
opportunities for further collaboration, provide the potential to expand senior services, provide a
proximate site for training and research and increase community engagement.
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The Beth-El College of Nursing and Health Sciences also has a strong connection to Peak Vista through
its Health Sciences programs. These programs include physical fitness as well as nutrition education.
Through the co-location with Peak Vista these programs will be directly integrated with Peak Vista’s
clinical services.
The project also includes parking improvements to include new parking and replacement parking to be
funded by the UCCS Auxiliary Parking System.
Strategic Connection 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.
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 addition, the FSPU plans show joint use space that
includes both academic and private development on the north campus.
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 the Academic Health Services Center directly supports research in geropsychology and
the creation of a regional partnership with a federally funded local agency (Peak Vista).
In the 2011 legislative session, the General Assembly passed SB11-204, which included a modification to
the campus’ role and mission to clarify the research aspect of the campus’ mission.
Enrollment Projections Student enrollment has increased 40% over the past ten years for the College of Letters, Arts and
Sciences. Projections indicate that enrollment will continue with an increase of approximately 5%
between now and 2012. The Psychology Department (one of the largest departments on campus with over
480 undergraduate and graduate majors) added a Ph.D. program to their existing BA and MA degree
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programs in 2003. This has significantly increased the need for clinical and laboratory space to provide
appropriate training as the Ph.D. program grows.
Beth-El credit hour production has increased dramatically since it’s moving to UCCS with an increase of
over 125%. In just the past three years, degrees granted by Beth-El have increased by 25%.
Project Cost Estimate It is estimated that a fully fitted, 56,367 gsf building, will cost approximately $16.0 million in 2011
dollars with an additional $1 million for new parking and replacement parking for a total project budget
of $17.0 million. The master plan design of the facility includes the potential to add two wings to the
building that could add approximately 68,300 additional gross square feet on the site for a total of
approximately 125,000 gsf at a yet to be determined cost.
Backfill Projection There will be limited backfill requirements as the CU Aging Center and the Gerontology Center will be
moving from leased office space in another location in Colorado Springs. Other programmatic elements
in the Academic Health Services Center are new and are not being relocated.
Operating Costs Operating Costs for Phase 1 of the new facility are estimated at approximately $200,000 in 2011 dollars.
Costs will be divided between the occupying entities.
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Academic Health Services Center
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 24
undergraduate degrees, 9 graduate degrees and over 28 academic minors. They are also active as scholars
in their fields and in working with our community. LAS student enrollment has expanded 40% in the last
decade.
The College has departments spread throughout the campus with faculty, offices and teaching and
research laboratories housed in University Hall, the Campus Services (maintenance) Building, Dwire
Hall, Centennial Hall, the Engineering and Applied Sciences Building, the Osborne Center for Science
and Engineering, Columbine Hall, and the Eagle Rock modular complex on the west side of the campus.
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 Academic Health Services Center promises to meet some of the needs of the
Psychology program for clinical and laboratory facilities to support their large BA, MA, and Ph.D.
programs.
A primary beneficiary of this facility will be the Psychology Department since the construction will allow
the campus to provide appropriate clinical and laboratory facilities for this program. 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 campus’ 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 440
Psychology majors. In addition, this department teaches over 700 student credit hours to about 42
graduate students. The Psychology faculty have 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 in the community and a cooperative project involving a senior living center. This project will
allow the campus to relocate the CU Aging Center and Gerontology Center from an off-campus location
onto the UCCS campus.
Beth-El College of Nursing and Health Sciences Beth-El has a very long and rich history in the Colorado Springs community. In 1903, a group of
community women organized around the need of having a protestant hospital. In 1904, the Women’s
Home Missionary Society of the Colorado Conference of the Methodist Episcopal Church established the
Colorado Conference Deaconess Hospital and Training School. In 1911, the name was changed to the
Beth-El Hospital and Training School.
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From 1943-1985, the Beth-El School of Nursing and its nurses were located at Memorial Hospital in
Colorado Springs. During this period, the first two African-American women and the first two men
graduated from the school.
The School became Beth-El College of Nursing and graduated its last diploma students and its first
baccalaureate students in 1987. In 1997, the citizens of Colorado Springs gave permission, through
approval of a referendum by public vote, for Beth-El College of Nursing to merge with the University of
Colorado Colorado Springs. In 2003, the College moved into its current home, University Hall on the
UCCS campus.
The college is now one of six colleges and schools on the campus and offers baccalaureate, masters, and
doctorate of nursing practice degrees in nursing, as well as health sciences programs. The graduate
nursing programs are one of two university programs in Colorado, which are nationally ranked by US
News & World Report.
Options in the baccalaureate nursing program include the traditional option, RN to BSN, and the
accelerated nursing option. The master’s program offers advanced practice as adult or family nurse
practitioners. Students can also be admitted as post-master’s certificate students for the advanced practice
options. All graduate nursing programs are offered in an on-line format.
The Health Sciences program has become a significant part of this college with undergraduate programs
in wellness and health promotion, sports medicine, and nutrition. Graduate programs are offered in sports
medicine, sport nutrition and wellness and health promotion. Enrollment in the health science program
has grown 28% in the last three years.
The college also has extended studies offerings and offers a RN Refresher Program and is the State of
Colorado provider for the SANE (sexual assault nurse examiner) training.
Relationship to the Facilities Master Plan
The University of Colorado 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 544.5 acres and supports a student body of approximately
9,000 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 600,000 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 public-private
partnership of closely inter-related programs. The plan includes clinical space, observation rooms,
therapy rooms, research space, conference rooms, office space and common use facility support spaces. In
addition, a part of the facility will be shelled out to allow for the addition of future related programmatic
elements or the expansion of programs within the facility.
The Facilities Strategic Plan Update (FSPU), approved in December 2006 by the Board of Regents,
identifies locations for academic facilities on the North Campus. It also identifies facilities that would
incorporate public/private partnerships. This program plan is in keeping with the FSPU and proposes that
the facility be placed on the site recommended for an academic facility.
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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 expanded role and mission of UCCS per SB11-204.
UCCS’ CUAC and Peak Vista have a long history of working together. For example, in 2005
the high demand and frequently lauded program, the Integrated Behavioral and Medical Health
Services was started with Peak Vista Senior Health Clinics as a partner. In addition, the CUAC
provides services to seniors at community locations through the clinicians in the community
program with Peak Vista Community Centers providing one of those sites. In many instances
Peak Vista refers patients from their clinics to CUAC to receive services, thus working together
to provide integrated mental health and primary care services to seniors. This partnership allows
for screening for mental health needs on-site at Peak Vista, information about mental health
needs can be provided to the primary care giver who can then work with seniors to address
health concerns, consultation between primary care giver and behavioral health provider to occur
on site to enhance health services for seniors and increased access to mental health care for high
risk vulnerable populations and removes barriers to using mental health services are lowered.
Academic benefits include 2 to 4 doctoral students or interns doing clinical rotations at Peak
Vista through paid externships that provide training in a medical setting. The clinical
psychology faculty has a location to provide on-site supervision of the students while at the same
time they are provided access to clinical populations for research. The co-location of CUAC,
GC and Peak Vista will enhance opportunities for further collaboration, provide the potential to
expand senior services, provide a proximate site for training and research and increase
community engagement.
The Beth-El College of Nursing and Health Sciences also has a strong connection to Peak Vista
through its Health Sciences programs. These programs include physical fitness as well as
nutrition education. Through the co-location with Peak Vista these programs will be directly
integrated with Peak Vista’s clinical services.
Historical Context
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:
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%
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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
including a complete renovation of Dwire Hall, construction of a Science/Engineering building, a new
recreation center, a new events center, renovation of the science building (now called Centennial Hall),
remodeling of the Heller Center Main House and 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
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
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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 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 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.
Justification
Existing Conditions
Current Program Enrollment
Undergraduate Master’s Degree Ph.D.
College of
Letters, Arts,
and Sciences
4020 215 12
Undergraduate Master’s Degree DNP
Beth-El College
of Nursing and
Health Sciences
540
411 pre-
professional
202 29
Assessment of Space Functionality The Need for Specialty Spaces
College of Letters, Arts and Sciences
The Psychology department, the CU Aging Center (CUAC) and the Gerontology Center have unique
requirements to provide counseling, examinations, testing and to meet the privacy requirements of the
Health Insurance Portability and Accountability Act (HIPAA). 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
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location and campus. There is no room to move the Centers onto campus in existing space and it would
not be possible to provide the privacy required by HIPAA. 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 a strong community partnership
with Peak Vista.
CU Aging Center
The CU Aging Center opened in 1999 with four part-time faculty and staff and 3 students providing 460
hours of services to 70 clients. With thoughtful growth aimed at meeting the community’s escalating
needs, we have successfully built service and financial partnerships enabling us to offer 2,700 seniors and
caregivers 9,000 hours of services in 2010. There are currently 4 full time staff members, 9 part time
faculty and staff members, and 11 graduate students, interns and post-docs at the CU Aging Center.
In 2004, figures collected from the Colorado Department of Local Affairs predicted an increase from
60,000 to 90,000 older adults in the Pikes Peak region between 2000 and 2010. More recent estimates
suggest a much higher aging population that will continue to grow from 131,818 to 231,169 elders (55+)
in El Paso County between 2010 and 2030 (Colorado State Demography Office). As life expectancy
increases into the 70’s and 80’s, 1 in 5 adults can expect to experience a mental disorder in later life. Less
than a third of those experiencing a mental disorder receive care; more than 17,000 elders in El Paso
County are not being treated.
Despite the growth and expansion of CU Aging Center service programs and facility space, the program
is still not meeting the needs of the community. In Colorado alone, there are an estimated 540,000
caregivers of which nearly 90% are caring for someone over the age of 65. Of those caring for someone
over the age of 65, the average age of caregivers is 63 with one third of these caregivers in fair to poor
health. Rates of depression are 30-50% higher for caregivers than non-caregivers. Approximately 50%
of caregivers will lose a job while they are caring for a family member and they suffer higher rates of
physical illnesses than non-caregivers. Clearly, there is a higher demand for psychological and integrated
services than there are resources.
Growth during 2005-2010 primarily involved the addition of community partnerships; Peak Vista
Community Health Centers, Rocky Mountain PACE, Silver Key At-Home Program, and Sunny Vista
Living Center. Each of our training partners provides direct financial support and in-kind support.
The need for high quality mental health services for seniors and caregivers and for well-trained mental
health professionals will continue to grow in this region and across the nation. The CU Aging Center is
$215,000
$503,810
$383,920
$474,348 $437,000
$536,441
2005 2006 2007 2008 2009 2010
CU Aging Center Fundraising 2005 - 2010
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operating at full capacity and continued growth of the CU Aging Center programs will depend on
additional space available to provide services and long term funding to support infrastructure growth and
additional student clinicians. Co-locating the CU Aging Center psychology training clinic to provide
integrated services will best be served with thorough planning for shared space and additional room for
expected growth.
There is a strong programmatic and working relationship with Peak Vista including the Integrated
Behavioral and Medical Health Services program delivered in cooperation with Peak Vista. The CUAC
delivers services to seniors at many community locations through the “Clinicians in the Community”
program, with Peak Vista as one of those sites. Similarly Peak Vista makes many referrals for patients to
the CUAC. Through these cooperative arrangements the CUAC recently expanded their services at Peak
Vista to include disease management therapy groups and in-home behavioral interventions. Academic
relationships with Peak Vista are strong with two to four doctoral students or interns doing clinical
rotations at Peak Vista. Faculty are also conducting clinical services research on Peak Vista
interventions.
Gerontology Center
The Gerontology Center coordinates and oversees the strong collaborative partnership between UCCS
and the Palisades at Broadmoor Park, a senior housing complex. Three primary faculty (from
Psychology, Nursing, and Health Sciences departments) have been involved in the planning and
implementation of the campus community, with a total of 6 faculty, 5 staff, and over 10 students involved
in the research team. To date, research funding has supported the development of a longitudinal dataset
of wellness assessments on all residents and two dissertation projects related to dementia care (total of
$115,651 disbursed as of 12/10).
Research grants and contracts are now being sponsored by the Center, with a split of a share of the
indirect cost recovery funds between the faculty Principal Investigator’s primary unit and the center. To
date, $2,709,078 in federal (NIH) and foundation grants have been submitted with support from the
Center, with $864,348 being funded ($1,844,730 pending). These grants reflect a systematic strategy of
building private/public partnerships with technology businesses whose products and services address
issues in aging populations, as well as expansion of services training funding. The Gerontology Center is
demonstrating expertise in conducting field research relevant to product and service development as well
as evaluation of processes and impact.
The Gerontology Center (GC) has developed outreach programs and a model certification program with
over 400 graduates with increasing enrollment and a waiting list and expansion of the program to the
Denver area.
Enrollment in gerontology courses is stable with more majors in Beth-El selecting it as a minor with an
option to shit the introductory course to a lower division. The College of Business is considering an
option to select an emphasis in aging within their undergraduate program.
Beth-El College of Nursing and Health Sciences
Beth-El College of Nursing and Health Sciences is housed in University Hall on the eastern portion of the
campus. The building was acquired by the university to specifically house the college and the move
occurred in 2003. It is a multi-level structure that provides 42,614 square feet for nursing and an
additional square footage for HSCI programs. The physical plant provides offices, classroom spaces
(including smart classrooms), clinical learning laboratory space, computer lab, and conferencing rooms.
14 of 42
It is networked electronically with the rest of the campus. There are also areas equipped with tables,
chairs, kitchen space and other furniture to promote the community of students, faculty, and staff.
Both nursing and health sciences programs are practice disciplines and have unique requirements. Of
specific need for development include a teaching nutrition kitchen that is necessary to maintain
programmatic accreditation of the dietetics program as well as a clinical simulation learning center for
nursing. Additional needs include: inter-professional practice space to provide direct client and patient
care. Currently, practice sites are community-based and distant from the campus.
Current Space Utilization
The AHSC will not have classrooms and laboratories in this phase of the program and as such the
program plan is not addressing issues of space utilization for those facilities. University programs
moving into the space will be relocating from off-campus leased facilities or are new programs being
developed with specific programmatic ties to the proposed programs for the building.
Facilities Condition Index
The goal of this program plan is to provide additional space or 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
specialty space, reduce redundancy of spaces and to improve interdisciplinary teaching and research
through co-location of programs with similar missions.
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 LAS and Beth-El are provided in the following graphs
(measured in Full Time Equivalent Students). It is evident that substantial growth in enrollment occurred
over time with a leveling off during the middle of the decade, and then renewed growth in recent years.
80,000
90,000
100,000
110,000
120,000
130,000
140,000
97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10
Stu
de
nt
Cre
dit
Ho
urs
Academic Year
LAS Student Credit Hour Production
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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 LAS and Beth-
El.
FY 1997 FY 2007 FY 2010
LAS 537 798 806
FY 1997 FY 2007 FY 2010
Beth-El N/A 172 215
New Academic Programs
Beth-El College of Nursing and Health Sciences: Beth-El added a newly approved Doctorate of
Nursing Practice degree in 2007, graduating the first students in 2009. A master’s option in the nursing
program now includes nursing education as of fall 2010 to meet the faculty needs of the community
college nursing programs.
Changes to Class Size
It is not expected that class sizes will change significantly as a result of this program plan.
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
Sum
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all +
Sp
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Student Credit Hours by Fiscal Year Beth-El
College of Nursing & Health Sciences
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Total Space Requirements
Planned Programmed Space Utilization
Room Areas Needed by Function
Room areas to be located in AHSC are identified in Appendix C by floor and department.
Total asf and gsf Needed
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.
College of Letters, Arts and Sciences: 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 440 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.
Beth-El College of Nursing and Health Sciences: The UCCS Health and Wellness Integrated
Innovation and Research Center (the Center) will bring together and leverage the expertise of UCCS
faculty to create innovative and inter-professional models of health delivery and research. Innovative
models of care will be applicable to age groups across the lifespan and of varying ability. The Center will
also serve as a resource center for models of innovative care throughout the region. There will be a
substantial focus on the integration of preventive lifestyle activities combined with quality nurse managed
care and referral to university physician-based care as needed. This emphasis on the prevention and
lifestyle based treatment of disease is a model that is being called for across the system, but is rarely used
in health care delivery. Health care at the Center will go beyond typical medical care and focus on the
needs of the whole individual with the goal of impacting overall quality of life across the lifespan.
The Center will have a strong community based outreach with many courses and activities designed to
educate and give community members the tools and knowledge needed to live a vibrant and health
focused lifestyle. In addition, through the use of Cisco tele-health and other learning technologies, the
Center will be able to reach out to the underserved populations in rural southern Colorado.
Due to the unique nature of this center, abundant research opportunities will be available to examine the
areas of health maintenance, health promotion, and comparative effectiveness of innovative and evidence-
based health and wellness interventions. This Center will afford faculty the unique chance to generate
knowledge and to translate it into practice. A center of this nature will be a valuable asset to the
university, the faculty involved, students (through quality hands on learning experiences), the immediate
community and the region.
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It is intended that these opportunities have the following priorities:
1. Clinical and Shared Space –Nurse managed clinic, Transitional Care Model, Teaching
Nutrition Kitchen, Fitness Facility
2. Research Space
University Hall currently does not have available space to fill these functions which are estimated to be
14,180 sq ft.
Backfill Analysis There will be no backfill as the programs will be moving from rented space or are new programs.
Alternatives
Alternative #1 Alternative No. 1 would be to do nothing. Peak Vista would build a northern location somewhere else
and the appropriate UCCS programs would continue to collaborate with the same geographic/location
difficulties as they have today.
Alternative #2 There is a valuable relationship with Peak Vista that warrants a close physical relationship. One
alternative would be to do a ground lease to Peak Vista and allow them to build a facility on university
property that would house only Peak Vista. This alternative would marginally improve the ability to
collaborate but difficulties would remain with the CU Aging Center and Gerontology Center still located
off-campus.
Alternative #3 A third alternative would be to build a smaller building with some shelled out space that could be finished
for the UCCS components of the program at a later date.
Implementation and Design Criteria
Spatial Relationships
Diagrammatic Plans
Site information and general layouts of floors and are provided in Appendices B, C & D.
Site Improvements
The current site is known as the Watson property. It is an undeveloped area with minimal infrastructure.
This project would provide the foundational infrastructure for development of the Watson property. 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. The individual utilities are discussed below:
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Electricity CSU provides the distribution system and transformer for each building. The Owner provides the
secondary metered connection. A utility feasibility study will determine the exact nature of power
distribution to the site and within the site.
Natural Gas Natural gas is available in the street next to the site. A feasibility study will be conducted to determine the
exact location of a natural gas connection for the site and within the site.
Water Two water connections will be required; one for domestic water and one for fire service. Water mains are
available from multiple locations near the site. A feasibility study will be conducted to determine the
exact location of the water connection for the site and within the site.
Sanitary Sewer A CSU sanitary sewer connection will be required. A feasibility study 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
Mechanical Systems The proposed mechanical systems for the facility 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. The
air handling system will be designed to allow individual area control. 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. 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.
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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 switchology will be used where
appropriate to support A/V technology and to minimize energy use.
Planned Green Building Goals
This facility will be designed to meet the LEED-NC 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.”
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 location of the facility 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 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.
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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 2008 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 2007 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 and 3, X and
B31.1)
The 2007 edition of the National Boiler Inspection Code (NBIC) (as adopted by the Department of Labor
and Employment/Boiler Inspection Section)
The 2006 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 (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 Rev. 7/2010
1 (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)
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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. 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 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
Rev. 7/2010
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
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1. International Building Code, Chapter 1 as amended
C. 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)
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.
Project Schedule, Cost Estimates and Financial Analysis
Project Schedule and Phasing
This project will be constructed as a first phase of a possible multi-phase facility. It is anticipated that
design will begin upon immediate approval of the project with design and construction to take
approximately 2 years.
Cost Estimates
It is estimated that the fully fitted, 56,367 gsf building with parking will cost approximately $17.0 million
in 2011 dollars.
Financing Explanation
The facility will be financed through several cash fund approaches. The overall strategy is a
condominium based financing structure that allows individual entities to purchase their portion of the
facility with the costs including a ground lease. The initial occupants will be Peak Vista and UCCS.
Peak Vista will purchase 7,786 gross square feet (gsf) and participate in a proportional share of the
common space areas for a total initial investment of $3.2 million. The UCCS Auxiliary Parking system is
expected to cover the costs of the parking improvements at approximately $1 million. The remaining
$12.8 million dollars will be financed with a combination of use of designated campus reserves ($2
million) along with new debt service ($10.8 million). The annual debt service costs will be covered
through campus debt defeasement management and co-location expense reductions. The campus intends
to borrow the least amount of funds possible and is examining a debt limit of $11 million for this project.
Third Party Review
Cogdell Spencer and Erdman completed a building cost estimate for approximately $260/gsf. This
program plan is based on $285/gsf to account for additional site work. The program plan costs have been
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developed based on recent construction at UCCS for facilities with similar construction materials and
construction logistics.
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Appendices Appendix A – Facilities Strategic Plan Update – 15 Year Plan
Academic Facilities
Proposed Site
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APPENDIX B – Proposed Site Location
Main Campus
Four Diamonds
Sports Complex
N. Nevada
Austin Bluffs
Proposed Site
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Appendix B (cont’d) – 3D Site Feasibility Analysis
Academic Health Services Center
* Grey area indicates Phase 1
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Appendix C – Program Space Requirements
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APPENDIX C – Concept Floor Layout – First and Second Floor
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APPENDIX C (cont’d) – Concept Floor Layout – Third Floor
The fourth floor will have the same footprint as the second floor but would be shelled out space only.
