| The purpose of this phase is to describe the requirements
of a proposed program of activities in such a manner that a professional
consultant could prepare a proper design. The information contained
in the document is also used to obtain approval to proceed, to establish
the project budget and source of funding, and to provide a schedule
for implementation. The program plan does not address specific
design detail; it calculates but does not dimension space; and it
does not layout each and every contingency that could be encountered
at some future time. It only addresses each item in a programmatic
way, such as: location, type, and quantity of space to meet a specific
need. Its specific design, detailed dimensions, and its direct
fit with other adjacent systems or space will be determined later
after the program is laid out to scale by a project architect.
The program plan document must conform to the
CCHE format and there are some differences between renovation
projects and new construction. The size and cost of the program
plan will vary depending on the type of project invisioned, the
size of the project, and the speed required to produce the plan.
As a rule of thumb, program plans cost between 0.3% to 0.5% of the
total project cost determined in the Feasibility Study. Renovation
projects may cost more if extensive diagnostic testing is required
to meet CCHE requirements.
The average length of time that projects spend in this phase is
nine months, with two additonal months required to secure campus
level approvals. Program plans have been prepared in as little
as one month (though quality of the product suffered) and have taken
as long as two years to write (due to unresolved political issues).
Facilities Planning recommends that program plans begin no later
than September for submission to CCHE the following July.
Getting Started
Like a building, no two planning processes are exactly alike.
As the Feasibility Study is approved, Facilities Planning will sit
down with representatives of the client department and work out
a program planning process that is appropriate for the project being
considered. Some questions that may be discussed include:
- How public should the process be?
- Should the design architect be retained for the program plan?
(required for renovations)
- Is there political support for the project, both internally
and externally?
- What is the schedule for producing the program plan?
- How much money does the department have to write the program
plan?
- How much experience does the client department have with captial
construction?
Answers to these broad questions will lead to specific recommendations
on the format of the planning process.
Outline of the Required Steps
As noted above, the actual process of program planning is not set
in stone like the other phases described on these pages. Instead
the process is tailored to meet the needs of the proposed project.
There are steps that generally occur, as well as review requirements
that happen as the plan nears completion.
The 10 steps of the program planning process are:
Writing the Program Plan
Step 1: Forming a Building Committee
What is required? Facilities Planning recommends that
a building committee be formed to put together the program plan.
The size and composition of the building committee will vary dependingon
the type and size of the project.
Who to see? Facilities Planning will invite the appropriate
Facilities Management personnel to be on the committee and will
coordinate participation from the planning consulting firm.
The client department is responsible for appointing other members
of the team.
What will happen? Facilities Planning recommends the
following minimum composition to the team:
- the client department representative;
- the dean, director or designee of the client department;
- the CFO of the client department;
- the Facilities Management project planner; and
- the program planning consultant.
This group will be the primary decision makers for the project.
Others that might be added to the core group include
- students;
- faculty;
- key staff members;
- external advisory members;
- CU Foundation fundraisers; and
- allied program representatives.
Facilities Planning also recommends that a staff member be added
that has experience writing material for external public consumption.
This person will develop the Institutional Goals section of the
plan. Experience has shown that the vision statements required
at the beginning of a major program plan are best written by the
client department, who are most aware of objectives and goals driving
their project.
Step 2: Initiating the Program Planning
Process
What is required: The most successful project begin
with a "kickoff" session that orients program planning
participants with what will be happening throughout this phase.
Who to see: Facilities Planning and the program planning
consultant will initiate this meeting with the core team members
and other participants.
What will happen: This meeting will be used to provide
an overview of subsequent steps that will occur in the process.
Lines of communication will be drawn and concensus will be established
as to how decisions about the project will be made. Assignments
will be made to people about what information they will be brining
to the table. The schedule will be reviewed to ensure that
all team members are aware of deadline requirements.
Step 3: Analyzing the Project
What is required: Each aspect of the program must
be analyzed and justified to demonstrate that it conforms to CCHE
guidelines and is proposed to occupy space as efficiently as possible.
Who to see: The consulting program plan team will
drive the collection of information with input fromt he core team.
What is required: This is the heart of the matter
and is often the most difficult and rewarding part of any pre-design
phase. In this step, true analysis and decision making occurs
that creates a viable project.
The program plan is loosely orgainized into six sections:
- Institutional strategic goals and objectives
- Program goals and needs
- Facilities response to program needs
- Relationship to the Campus
Master Plan and other projects
- Implementation requirments (primarily cost and schedule)
- Appendicies showing supporting data and calculations
The institutional requirements section describes how the
project fits within the larger goals of the institution, both aththe
campus level and at the system level. National trends in higher
education and even broader perspectives can be used to demonstrate
the need for a project. Enrollment trends must be examined
to determine if program growth will support expansion. Goals
and objectives should be clearly stated in visionary terms rather
than deploring the state of existing facilties. Comparative
data with other institutions is often beneficial so long as it does
not appear that the program is trying to "leapfrog" over
those institutions to which it is being compared.
The program requirements section describes the physical
needs of the program being planned, both qualitatively and quantatively.
While specific analyses will ary from project to project, a space
needs analysis is teh most frequently used tool to determine program
need. Affinitities between programs are described so that
relationships can be properly laid out. Alternates to the
program requirements are described to ensure that the plan selected
is an appropriate response.
The facilities requirements section describes the proposed
arangement of spaces usually in the form of a conceptual plan.
The conceptual plan is then test fit onto the proposed site.
General building systems are described verbally and any special
requirements are noted. A section on alternatives to the chosen
facilities response is also required.
Relationship to the Campus Master Plan is used like the institutional
requirements section to demonstrate that the proposed facilities
response is in conformance with the master plan. The section
also descibes other projects that may be dependent upon this project
or may have to occur as a part of this plan (e.g. utility expansion)
The implementation requirements section describes the cost
and proposed schedule. The cost is generated modeling the
space needs analysis in the CU-Boulder Cost Model. Facilities
Planning staff will use the model to directly inform clients of
the cost associated with space changes throughout the programming
phase. Planning staff will also aprise the client of the likely
schedule and will note when there is potential for slippage or opportunities
to improve the delivery time.
It should be noted that a financing plan is required to got to
CCHE but is often included as a separate package not subject to
approval by BCPC and CEC. The funding model will need to be
established with the Vice Chancellor for Administration's office,
the Executive Vice Chancellor for Planning and Budget and the CU
Foundation (if private donations are sought). These financial
officers will work with the Treasurer and the client to develop
a funding plan for the project. It is the client's responsibility
to coordinate this aspect of the project along a parallel track
to the preparation of the program plan.
The appendicies provide supplemental information for campus and
state reviewers related to the project. Examples that are
required are:
- code review;
- space reconciliation table;
- vicinity map
- third party review letter
Other items that may be required include:
- classroom calculation tables
- detailed space needs analyis
- space description forms
- library space calculation tables
- courses taught and enrollments
- building audits
Unlike the feasibility study, a program plan must be thoroughly
tested and justified. Facilities Planning's role in this process
is to challenge conventional thought to ensure that each square
foot of space (and consequently each dollar) is truly needed.
This process helps ensure that the program plan will be approved
by the campus and by CCHE.
Step 4: Documenting the Plan
What is required: The analysis portion of the plan
must be documented in a CCHE format plan.
Who to see: The program planning consultant will prepare
and coordinate the various components of the plan. Portions
will be written by the client and Facilities Planning staff.
What will happen: There will be an assignment of work
early in the process. The client will likely be responsible
for much of the visionary section in the implementation requirements.
Facilities Planning will be responsible for the cost (with assistance
from the consultant), schedule, master plan reconciliation tables
and enrollment tables. These are all given to the consultant
for incorporation into the preliminary review draft(s).
Step 5: Preliminary Review Draft
What is required: The consultant is required to provide
at least one preliminary review draft of the main body of text not
less than two weeks prior to the deadline for the final review draft.
Appendices are recommended but not required.
Who to see: The preliminary review draft should be
submitted to the Facilities Planner for distribution to the team.
What will happen: The team will review the plan to
ensure that all the material is coming together appropriately.
This is the last real opportunity for the client to review what
is being written and edit the language and content that is being
written. The document should be clearly noted as the "Preliminary
Review Draft"
Step 6: Final Review Draft
What is required: Not less than three weeks before
the required BCPC posting, the consultant will submit between 20
and 25 copies of the complete program plan for distribution to university
reviewers.
Who to see: Facilties Planning will handle distribution.
What will happen: The program plan will be distributed
technical staff and administrators for their review.
The document should be clearly noted as "Final Review Draft".
Step 7: Technical Review
What is required: Facilties Management, ITS and EH&S
staff review the program plan to ensure technical requirements are
properly described in the plan. Administrators review the
plan to ensure that political concerns are well addressed.
The review period is two weeks
Who to see: Facilities Planning will coordinate responses
back from reviewers.
What will happen: Each reviewer will make comments
back on their particular area of expertise. Most comments
are solely within that area although some areas may overlap.
As comments are received, they are sent to the consultants for incorporation
into the plan. Occasionally, there are conflicting comments
or ones that require some other form of arbitration. Facilities
Planning will arbitrate some of these issues and facilitate consensus.
At the end of the review period, the consultant will have approximately
5 days to incorporate the comments prior to the date of submission
to the BCPC.
Step 8: BCPC Approval
What is required: Formal approval of the program plan
is required prior to submission to the CEC for their approval.
Who to see: Facilities Planning will place the program
plan on the agenda for BCPC. The client and consultant will
give portions of the presentation.
What will happen: The program plan will be posted
on a web page or hard copy will be sent to members.
There will be a presentation at the meeting and a question and answer
period for the members to ask about aspect of the plan. A
formal motion and vote will be taken. Conditions of approval
may be added to the motion for consideration by CEC.
Step 9: CEC Approval
What is required: Formal approval of the program plan
is required prior to submission to the Chancellor for approval.
Who to see: Facilities Planning will place the program
plan on the agenda for CEC. The Campus Architect will give
the presentation, with the client in attendance for questions.
What will happen: The program plan will be posted
on a web page or hard copy will be sent to members.
There will be a presentation at the meeting and a question and answer
period for the members to ask about aspect of the plan. A
formal motion and vote will be taken. Conditions of approval
may be added to the motion for consideration by CEC.
Step 10: Chancellor's Authorization
What is required: The Chancellor must give final authorization
to proceed before a program plan leaves the Boulder campus.
Who to see: Facilities Planning will obtain this approval
prior to submitting the Regent resolution.
What will happen: The Chancellor will review the motions
and adenda that the various review committees placed on the plan.
He will then authorize Facilities Planning to submit a Regent Action
Item for the project to the Board of Regents.
This completes this phase of the planning process. Once
through this stage, the project moves into the Project
Approval Phase.
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