|
|
|
|
|
 |
 |
 |
|
 |
|
 |
|
 |
|
 |
|
Introduction The missions of UCSD are instruction, research and public service. Individual capital projects are pursued when they advance these missions. Capital projects generally entail new construction or renovation of facilities on UCSD premises, but also include the acquisition of existing facilities or construction of facilities off-campus. Annually, the Vice Chancellor-Resource Management and Planning sends a letter to all Vice Chancellors and the Director of the Medical Center requesting information on capital needs in their respective areas, and proposed sources of funding for each project. New capital projects also result from priorities set by periodic campuswide fundraising campaigns or particular "targets of opportunity" which arise. Sources of funds for proposed projects can be divided into two categories: State and non-State. Non-State funds can come from many sources, for example: fundraising from individuals, businesses or foundations; campus discretionary funds; student fees; grants; or rent from UCSD or non-university tenants of the new facility. Some facilities are all or partially funded through external borrowing and repaid from annual revenue available to UCSD. Projects can be funded from a combination of State and various non-State sources. Because of the limited availability of State funds, the restrictions on the purposes for which State funds can be expended, and the Office of the President's requirement for submittal of an annual five year State capital expenditure plan, a campuswide committee--the Capital Outlay and Space Advisory Committee (COSAC)--annually reviews all project requests for State funds. COSAC recommends a rank-ordered five-year program to the Chancellor, who reviews and forwards the program to the Office of the President1. The Capital Planning and Budgeting, office coordinates the required staff analysis, which includes program descriptions, project Justifications, schedules, and estimated costs. Capital Planning and Budgeting staff also develop options for the five year State funded capital improvement budget (i.e., various combinations of projects) which COSAC evaluates in the context of program needs and budgetary constraints. COSAC is composed of a senior official representing each academic Vice Chancellor area. Footnotes
Facility Development Process The UCSD facility development process is undertaken for State projects proposed within the five year State program, and non-State projects for which likely funding has been identified. The UCSD Capital Improvement Program has three components, the boundaries of which are defined by total project cost:
The process summarized below is undertaken for all new facilities, renovations to existing facilities, or infrastructure projects when the total project cost is expected to exceed $250 thousand. It does not apply to major repairs such as roof attachment. Total project cost typically includes planning, design, site clearance, construction, equipment, and architectural, engineering, and other consulting fees. There can be variation in some aspects of this process; for example, between State and non-State funded facilities or between off-campus construction and on-campus construction. Where variations are significant, they are mentioned below. A number of departments are involved in the development process. Attachment A lists these offices and provides a brief outline of their role in the capital process.
Establishment of Space Planning Advisory Committee (SPAC) The work of the SPAC includes the development of long range space plans for individual departments and programs, academic divisions, and colleges, as required by UCOP for all projects scheduled to receive State funding. Long Range Space Plans identify, long range space needs by functional area and type of space, and adjacency and other location requirements, in accord with projected workload and strategic priorities. SPACs conduct benchmarking studies to determine and -apply appropriate local and State space standards. SPACs are jointly appointed by the cognizant Vice Chancellor and the Vice Chancellor of Resources Management and Planning; they are staffed by Capital Planning and Budgeting with consultants from Physical Planning and Facilities Design and Construction.
Establishment of Project Workgroups In the event that the funding source for a non-State funded project has not been identified and committed and a department desires to proceed with planning, often as a critical step in securing funding support, a project workgroup is established. Project Workgroups define the preliminary program scope, location priorities, and funding opportunities and constraints, prior to establishment of a formal Building Advisory Committee. Workgroups are jointly appointed by the cognizant Vice Chancellor and the Vice Chancellor of Resources Management and Planning; they are staffed by Capital Planning and Budgeting with consultants from Physical Planning and Facilities Design and Construction.
Establishment of the Building Advisory Committee (BAC) In the event that the funding source for a non-State funded project has not been identified and committed and a department desires to proceed with planning, often as a critical step in securing funding support, a project workgroup is established. Project Workgroups define the preliminary program scope, location priorities, and funding opportunities and constraints, prior to establishment of a formal Building Advisory Committee. Workgroups are jointly appointed by the cognizant Vice Chancellor and the Vice Chancellor of Resources Management and Planning; they are staffed by Capital Planning and Budgeting with consultants from Physical Planning and Facilities Design and Construction. The Chancellor appoints a BAC, generally chaired by a senior academic or administrative official. The BAC always includes representatives of the departments or units to be housed in the facility. In addition, the Academic Senate is asked to appoint one or two faculty members who will not be users of the building, at least one of whom is a member of the Academic Senate Committee on Campus and Community Environment (CCCE) if the project involves the siting and construction of a new facility. [CCCE representatives are not appointed to BACs for internal remodeling projects that do not require design review.] Also, staff from Capital Planning and Budgeting, Environment Health and Safety, Facilities Design and Construction, Physical Planning, and Physical Plant Services are appointed as consultants or to serve as BAC staff to provide assistance and technical advise. Environmental Health and Safety reviews building plans to assess fire and other life safety issues, and to ensure compliance with the Uniform Building Code. In addition, Telecommunications Services reviews plans for data/telecommunications needs. Staff from the following offices are included when appropriate:
Development of Program The work of the BAC includes the preparation of a Project Planning Guide (PPG), required by UCOP for all projects to receive State funding and non-State projects with a total project cost exceeding $5 million. The PPG describes the justification for the facility, its role in the overall campus space plan and the scope, general location, cost and schedule for the facility. Throughout the design phase of the facility, the BAC works with Capital Planning and Budgeting, Facilities Design and Construction, Physical Planning, and the Executive Architect to ensure that the facility accomplishes the goals set forth in the PPG and is in accord with the UCSD Master Plan study. To support the preparation of the PPG, a Detailed Project Program (DPP) or architectural program is typically developed. This analysis, based on program elements contained in a Facility Plan prepared by Capital Planning and Budgeting staff is developed by the Executive Architect and addresses building organization and functions, design goals and criteria, and detailed room requirements and is integral to the design phase of a project. The entire BAC reviews the DPP document.
Selection of the Building Site on Campus The Campus/Community Planning Committee (C/CPC) is responsible for recommending to the Chancellor a specific site for each building to be located on the campus. C/CPC is composed of a senior representative for each Vice Chancellor (except VC-Development & University Relations), five members of the Academic Senate CCCE (one of whom serves as a C/CPC co-chair, with the other co-chair appointee rotating, on an annual basis, among the representatives of the three academic areas--General Campus, Health Sciences, and Marine Sciences), and representatives of the Staff Association, the undergraduate Associated Students organization, and the Graduate Students Association. Physical Planning provides staff support to C/CPC and coordinates all siting evaluations which are presented to the C/CPC on at least two occasions, once for discussion, and once for action. Staff from Government and Community Relations and Parking and Transportation Services serve as consultants to the C/CPC as appropriate Programmatic and related facilities information is provided to Physical Planning by Capital Planning and Budgeting and Facilities Design and Construction. Physical Planning consults with project BACs and reviews alternative sites within the goals and guidelines of the 1989 Revised UCSD Long Range Development Plan (LRDP), the Master Plan study, and applicable neighborhood studies. These documents provide the framework to evaluate the appropriateness of sites and land uses associated with individual major capital improvement projects. (See Attachment B for more detail.) A site is selected as early in the process as possible because the choice of site has programmatic, cost and schedule implications. (See Attachment C for a more detailed description of the site selection process.) Physical Planning is responsible for preparing and processing all environmental documentation required to secure site approval by the cognizant decision-maker (The Regents or the UCSD Chancellor depending upon the budget of each project) and to monitor environmental mitigation which may be required as conditions of approval. For projects within the purview of the California Coastal Commission, Facilities Design and Construction is responsible for obtaining required Coastal Commission development permits. A permit application is sought when all significant project impacts are known so that the impacts can be considered by the Coastal Commission (usually after completion of preliminary project plans). Facilities Design and Construction is responsible for coordinating the application process with Physical Planning and the Governmental and Community Relations Office. The Coastal Commission often attaches conditions to its permits which require formal responses, usually regarding environmental and community impact issues.
Selection of Executive Architect This process is coordinated by Facilities Design and Construction. An Executive Architect is selected for most projects, after the initial programming work is completed by Space Planning Advisory Committees or Project Workgroups. When project costs exceed $1 million, Regents policy requires that the selection process include public advertising to establish a pool of candidates, followed by the convening of separate screening and final selection committees. Typically, the screening committee narrows the number of candidates to four to six firms, who are then interviewed by the selection committee. Following the interviews, the selection committee recommends a firm to the Chancellor for appointment. When projects are in excess of $5 million, Executive Architects must be approved by The Regents. Both the screening and final selection committees include clients, including the BAC Chair and other client representatives from the BAC, and representatives from Facilities Design and Construction, Physical Planning, Capital Planning and Budgeting and the Academic Senate. In addition, one external architect serving on the Design Review Board (described below) is asked to serve on each screening committee. Screening and selection are chaired by the Assistant Vice Chancellor-Facilities Design and Construction.
Building Design Review The Design Review Board (DRB) is composed of eight members: four private sector architects, who serve four-year staggered terms, and four campus representatives. The external architects are selected by the Vice Chancellor-Resource Management and Planning on the recommendation of the Assistant Vice Chancellor-Facilities Design and Construction and the external architects currently serving, on the DRB, on the basis of professional design experience. The four campus members are: the administrative Co-Chair, C/CPC-1 the faculty Co-Chair, C/CPC (who is also chair of the Academic Senate CCCE); the at-large faculty member selected by the Academic Senate; and the Vice Chancellor-Resource Management and Planning. Staff from Facilities Design and Construction and Physical Planning serve as consultants to the DRB. Each project in design is reviewed by the DRB three times before being submitted to The Regents (or the Chancellor for projects costing less than S5 million) for design approval. Often, projects are reviewed by the DRB a fourth time, after Regental approval, for such issues as signage, colors, graphics, etc. The three pre-Regental reviews by the DRB are: pre-design, concept presentation, and final schematic design approval. The design is also presented to the C/CPC at the schematic design phase so that it may provide comments to the DRB. C/CPC is also informed after the final schematic design approval is conferred by the DRB. The DRB process applies to La Jolla and Hillcrest projects.
Preparation of Preliminary Plans and Working Drawings After design approval, the Executive Architect prepares Preliminary Plans and Working Drawings. During these phases, the Executive Architect, working under the direction of representatives from Facilities Design and Construction consults with the BAC as required to ensure that the facility meets the programmatic needs of the client, achieves the campuswide goals expressed in the Master Plan study and follows the approved design.
Project Construction After Working Drawings are completed, project specifications are made available to the public and contractors submit bids for construction work. The lowest bidder who meets all applicable University regulations is selected. Construction proceeds under the supervision of Facilities Design and Construction.
Project Equipment State funded capital projects with associated movable equipment needs require a separate PPG, prepared by Capital Planning and Budgeting, in consultation with the BAC. The for-mat of the Equipment PPG is prescribed by the Office of the President. The PPG includes a complete equipment inventory for each room, including equipment to be purchased or equipment already existing and being moved to a new building. Further, any equipment request that exceeds a unit cost of $2,000 must be accompanied by detailed justification. Total equipment requests are limited by allowances based on systemwide parameters that vary by academic discipline. If a total equipment request should exceed the allowance, then arguments supporting the exception request must be presented in a PPG. Following review and approval, appropriated funds are transferred to the campus for disbursement via Capital Planning and Budgeting to the appropriate departments. The funds are expended through the standard purchasing procedures established by the University. The delivery schedule for purchased equipment is often developed jointly by the Facilities Design and Construction project manager and Material Management staff. An Equipment PPG is not required for movable equipment associated with non-State funded capital projects.
Project Occupancy Prior to the occupancy of a new building or renovated area, Facilities Design and Construction is responsible for inspecting the project for conformance with the construction documents and specifying work items that must be completed before the project is accepted by the campus. Facilities Design and Construction project managers oversee the facility while it is under construction and Facilities Design and Construction inspectors are involved directly in the daily management of contractors' project construction activities. After occupancy, Facilities Design and Construction project managers are responsible for ensuring that the obligations associated with the warranties for the project are met.
Post-Occupancy Review A Post-Occupancy Review will enable the campus to reflect on the project experience, and evaluate how the planning, design, siting, and delivery systems can be improved, particularly from the user's perspective. Although most UCSD capital projects meet the standard measure of success, (i.e. on time and on budget), it is desirable to evaluate other aspects of performance, and assess user satisfaction, goals and project results, and so on. Beginning in 1998 Post-Occupancy Reviews are expected to become a routine, structured part of the planning and building process. Though UCSD has completed a remarkable number of capital improvement projects over the past ten years, no formal process has existed for evaluating the degree of success of those projects, and applying the lessons learned to later projects. In 1997 Vice Chancellor Woods requested that such an evaluation process be started. A plan was outlined, including a questionnaire/survey to be completed by members of the Building Advisory Committee and other key participants, prior to a meeting and discussion of the project. The Dance Facility was chosen as the test case for the initial post-occupancy evaluation, because of its timely completion and occupancy in the late 1997, and its relative simplicity as a project. Final approval to proceed with the post-occupancy evaluation occurred in January 1998.
Attachment A: Related Offices Analytical Studies develops enrollment information and analyses of instructional workload data which are converted into projections of long range space needs calibrated according to prevailing state standards. Analytical Studies also assesses classroom utilization patterns. These analyses are integral to justifications developed by Capital Planning and Budgeting for new building projects. Capital Planning and Budgeting (CP&B) coordinates the State and non-State minor and major capital improvement programs, and prepares required documentation in support ... CP&B provides staffing to SPAC, Project Workgroups and Building Advisory Committees that are convened for each major capital project. CP&B organizes project-related interactions with numerous campus units and committees, including COSAC. Data maintained include the official campus facilities inventory and space need analyses reported annually to the UC Office of the President (UCOP). CP&B is responsible for long range facility planning in support of the five year State and non-State capital programs the preparation of capital needs statements, and coordination with UCOP on systemwide planning efforts. Community and Governmental Relations assists, as needed, to obtain required permits for building projects (e.g., from the California Coastal Commission, Fish and Game, etc.), communicates University plans for buildings to concerned off-campus community planning groups (e.g., the University Community Planning Group, the La Jolla Shores Planning Association, the Uptown Planning, Group, etc.), and coordinates with cognizant governmental agencies (e.g., the California Department of Transportation, the City of San Diego, the Metropolitan Transit Development Board, etc.) as required when University projects may affect their domains or vice versa. Development provides advice and assistance to secure gift and foundation funding for selected non-State building projects. Development activities may be associated with individual ad hoc projects or may be undertaken in the context of a major campaign to secure funding for a slate of building, projects. Environment Health and Safety (EH&S) Under the provisions of a Memorandum of Understanding between the Office of the State Fire Marshal and the University of California, Designated Campus Fire Marshals (those identified as having required experience and knowledge) are empowered to review plans and specs and apply State Fire Marshal approval stamps to those found to be code-complying, saving time and effort previously involved with acquisition of State Fire Marshal approvals. EH&S assures the effectiveness of programs relative to health, safety and environmental protection issues. EH&S helps to insure that University operations are conducted in compliance with applicable governments, regulations, and when appropriate, with accepted health and safety standards, in the areas of: sanitation, industrial hygiene, environment protection, radiation safety, general safety and accident prevention, fire protection, occupational health and medicine, disaster preparedness, laboratory animal care, biological safety, and diving safety. EH&S routinely works with Facilities Design and Construction during the design phase of minor and major capital improvement projects to ensure that architectural plans address regulation and code compliance, fire protection, and laboratory and animal facility issues. Facilities Design and Construction (FD&C) coordinates all aspects of the design and construction phases. FD&C acts as the construction management office within the university and acts as liaison with executive architects, engineers, and contractors. Adhering to capital improvement project schedules and budgets are primary responsibilities of FD&C. Financial Analysis - When a capital project is to be externally financed, Financial Analysis prepares the initial request to the UC Treasurer's Office for external financing- develops financial feasibility analyses; coordinates with the Treasurer's, Non-State Capital Planning, and Business Analysis offices at UCOP regarding the development, review, submittal of project data, campus commitments, timing of interim/final financing, and preferred terms and conditions. Financial Analysis also maintains the campus debt capacity model, and identifies the impact of individual projects to campus debt capacity. Physical Plant Services provides building maintenance services and, therefore, participates in BACs so that due consideration is given to planning and designing those building features that enable completed facilities to function effectively (e.g., service access via loading docks and service elevators, maintenance equipment and supply rooms, building mechanical and ventilation systems, etc.). Physical Planning assists Planning Advisory Committees (PACs) that oversee the development of land use plans (e.g., campuswide long range master plans and neighborhood specific plans and associated design guidelines). These plans form the basis of this office's evaluations of site options and requisite environmental impact analyses for new facilities. All facets of the physical planning process for the main campus (including the Scripps Institution of Oceanography) are reviewed with, and influenced by, the Chancellor's Campus/Community Planning Committee (C/CPC). Staff assistance is also provided to the Marine Sciences Physical Planning Committee (MSPPC) and the Park Committee--two subcommittees of C/CPC. Real Estate Development (RED) negotiates leases with non-University entities which occupy University land and/or buildings. For buildings which the University has purchased, that are occupied by both University departments and non-University entities, RED manages and operates these buildings. Real Estate Development administers property acquisitions (including work with Development in the acquisition of real property gifts), ground leases, and space leases for University users in non-University owned properties. University "Clients" are representatives of the departments and Vice Chancellorial areas to be accommodated by proposed projects. Clients are integrally involved in all phases of project planning (e.g., the definition of program, occupants, facility site, size, cost, schedule, etc.) and a client leader (e.g., a Dean, Provost, Associate Vice Chancellor, etc.) typically chairs any given BAC.
Attachment B: Overview of the Physical Planning Process Introduction The 1989 Revised UCSD Long Range Development Plan (LRDP) is the document which officially expresses the land use policies and objectives for UCSD's main campus areas in La Jolla. The LRDP summarizes the general academic goals and land use objectives which will be in effect through the horizon year 2005, and provides a decision making framework used by The Regents and the UCSD Chancellor to evaluate individual major capital improvement projects. Whereas the LRDP provides an overview of general land use goals and policies, UCSD also prepares detailed physical planning studies. Together, these planning analyses comprise the UCSD Campus Planning Manual which includes:
The Campus Planning Manual provides the framework for direction provided to planning and design consultants and for recommendations by the Campus/Community Planning Committee (C/CPC) and the Design Review Board (DRB) to the Chancellor. Successful implementation of the Campus plan relies on widespread appreciation of the plan among the campus community at large, and especially the faculty, students, and staff who participate in the planning and physical development of UCSD. Bringing the plan to fruition requires collegiality among: a) faculty assigned by the Academic Senate to serve on the Academic Senate Committee on Campus & Community Environment (CCCE), charged to ensure that the physical development of the campus expresses and supports UCSD's academic programs and plans; b) students, staff, and administrators, who serve on the C/CPC, charged to advise the Chancellor on physical planning matters; c) representatives of Scripps Institution of Oceanography (SIO) who serve on the Marine Sciences Physical Planning Committee (MSPPC), charged with planning at SIO; d) the Design Review Board, composed of a number of independent architects and UCSD faculty and administrators, charged to advise the Chancellor on design matters; and e) the planning and design professionals in the administrative offices of Physical Planning, Capital Planning and Budgeting, and Facilities Design & Construction who will be required to have a thorough understanding of and commitment to the guiding plan. Overview of the LRDP the UCSD Master Plan- and Related StudiesThe UCSD Master Plan study and LRDP describe five organizing principles to direct UCSD's physical development:
These planning concepts are refined and extended in three ways: Through planning studies which elaborate on Master Plan ideas; through design guideline studies which provide neighborhood specific descriptions of the physical attributes to be represented in each neighborhood; and through site evaluation studies which ensure informed building, location decisions. With respect to the process of conducting physical planning studies, C/CPC annually reviews a list of potential studies drafted by Physical Planning. The C/CPC endorsed list is submitted to the Chancellor for approval. (Planning studies are undertaken given adequate budgetary and staff resources.) For each planning study a Planning Advisory Committee (PAC) is appointed by the Vice Chancellor-Resource Management and Planning and includes representation of the CCCE, other units or committees concerned with the subject matter of that study, and appropriate planning and design staff, a Physical Planning staff member will serve as the executive secretary for each PAC. PACs oversee the selection and work of external planners who provide consulting services. PACs advance recommendations to both C/CPC and DRB. In general, the C/CPC advises the Chancellor on neighborhood studies and campuswide plans, while the DRB advises on design guidelines. For studies which pertain to the Scripps Institution of Oceanography, PACs advise the Marine Science Physical Planning Committee, whose comments and recommendations are forwarded to C/CPC. In general, studies are submitted to C/CPC or the DRB on three occasions: a) prior to consultancy work, discussion with C/CPC or DR-B occurs to outline the scope of the project and to solicit issues or concerns; b) once basic planning/design concepts are established, in-study review occurs; and c) the final plans or design concepts are presented to the C/CPC or the DRD, respectively, for action and recommendation to the Chancellor. Miscellaneous Implementation IssuesThe Park. To ensure a campuswide perspective in the process of maintaining, extending, or restoring the land areas comprising the Park, C/CPC has designated a subcommittee, with staff support provided by Physical Planning, whose charge includes identifying measures (e.g., irrigation, development of paths, restoration of vegetation, etc.) that have the potential of enhancing The Park, and reviewing projects proposed to occur in the vicinity of the Park to guard against erosion and impacts on vegetation that might otherwise result unintentionally from grading activities or drainage systems. Education Process. To instill widespread understanding of the plan, Physical Planning offers regular presentations and discussions of the Master Plan study, and subsequent studies, to academic units and collegiate or neighborhood groups. Amendments to the Master Plan. The procedure endorsed by C/CPC in April 1989 guides the process of updating UCSD's Master Plan framework. This procedure is included in the Master Plan study on page 112.
Attachment C: Facility Siting Information Required to Analyze Site Options The siting of facilities is a critical factor in the capital development process. The following information is essential to evaluate site options and properly site the project:
Siting decisions should be made as early in the capital process as possible, subject to the availability of the information listed above. , Optimally, a site should be selected prior to the submittal of the Project Planning Guide (PPG). Site costs are an important component of the total project costs. Because PPGs for State projects are prepared over one year in advance of project approval and must contain a project budget, it is essential that the site costs be identified in the submitted PPG. Coordination Physical Planning conducts site analyses and:
On approval of a site by C/CPC, the following information is prepared by Physical Planning:
|
 |
 |
 |
|
 |
|
 |
|
 |
Copyright ©2001 Regents of the University of California. All rights reserved.
Capital Planning Webmaster