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University ofMinnesota

Academic Health CenterMinneapolis District Plan2000 to 2020

Prepared for:

Academic Health CenterUniversity of Minnesota Capital Oversight Group

By:Academic Health Center Minneapolis District Planning Team

Harvey Turner, U of M PlanningArnold Christianson, U of M PlanningLorelee Wederstrom, AHC FacilitiesAndreas Papanicolaou, AHC FacilitiesBrenda Trebesch, AHC FacilitiesJoshua Carrell, AHC FacilitiesRichard Varda, RSP Architects Ltd.Bryan Gatzlaff, RSP Architects Ltd.John Larson, RSP Architects Ltd.

With Assistance of:Peter Goodwin, CPMIDean Sharpe, Sebasta BlombergChuck Nelson, CNA Engineers

University ofMinnesota

Academic Health CenterMinneapolis District Plan2000 to 2020

TTTTTable of Contentsable of Contentsable of Contentsable of Contentsable of Contents

Preface......................................................Preface......................................................Preface......................................................Preface......................................................Preface...................................................... i

Executive SummaryExecutive SummaryExecutive SummaryExecutive SummaryExecutive Summary............................................................................................................................................................................... ii-iv

Introduction...............................................Introduction...............................................Introduction...............................................Introduction...............................................Introduction............................................... p.1

1.1 .1 .1 .1 . The AHC Minneapolis District PlanThe AHC Minneapolis District PlanThe AHC Minneapolis District PlanThe AHC Minneapolis District PlanThe AHC Minneapolis District PlanConcept Development and Circulation Plan ................................... p.3-15

Facilities to be Removed in the Future ...................................... p.16-19Use Locations ................................................................................. p.20-21Site Section ..................................................................................... p.22-23Green Space .................................................................................... p.24-25Density and Massing ..................................................................... p.26-27Relationships .................................................................................. p.28-29

Development Steps .............................................................................. p.30-46Growth Options Outside the Core AHC Minneapolis Campus ... p.47-48

2.2 .2 .2 .2 . Architectural CharacterArchitectural CharacterArchitectural CharacterArchitectural CharacterArchitectural CharacterHeritage .................................................................................................. p.49-51Exterior Spaces ..................................................................................... p.52Streetscape Development and Edge Definition .............................. p.56Interior Spaces ....................................................................................... p.58

3.3 .3 .3 .3 . Cost SummaryCost SummaryCost SummaryCost SummaryCost Summary ..................................................................................................................................................................................................................................................... p.61-78

4.4 .4 .4 .4 . AHC Minneapolis CampusAHC Minneapolis CampusAHC Minneapolis CampusAHC Minneapolis CampusAHC Minneapolis CampusNeeds and GoalsNeeds and GoalsNeeds and GoalsNeeds and GoalsNeeds and GoalsPurpose of the District Plan ............................................................... p.79-80AHC Strategic Facility Plan Considerations .................................... p.81

TTTTTable of Contentsable of Contentsable of Contentsable of Contentsable of Contents (continued)

5.5 .5 .5 .5 . Existing AHC Minneapolis CampusExisting AHC Minneapolis CampusExisting AHC Minneapolis CampusExisting AHC Minneapolis CampusExisting AHC Minneapolis CampusSummarySummarySummarySummarySummarySite Analysis .......................................................................................... p.83-91

Circulation, Service Access and ParkingCondition/Usability of Buildings ...................................................... p.92-97Space Usage ........................................................................................... p.98-107Space Needs Summary ......................................................................... p.108

6.6 .6 .6 .6 . AppendixAppendixAppendixAppendixAppendixPlanning Process/Participants ............................................................ p.109-112Space Inventory/Audit ........................................................................ p.113-126Infrastructure Issues ............................................................................. p.127-132Portal and Mined Space Development .............................................. p.133-138

i

Preface

May 2001

This document represents the initial phase of the ongoing development process for the University of Minnesota Academic Health Center (AHC) MinneapolisDistrict. Based on principles contained in the U of M Campus Master plan and the goals articulated in the AHC Strategic Facility Plan, this development plan forthe district is a “blueprint” for making the programs and the facilities that support them as efficient and effective as they can be.

With programmatic initiatives in education, research and service, and new interdisciplinary relationships already beginning to take shape, it was relatively easy forstakeholders and decision makers within the AHC to identify exactly what physical transformations need to be made. The development opportunities for the foursquare block Academic Health Center Minneapolis campus are built around the following five objectives:

1. Provide the quality and types of space within the Minneapolis district to support the current and future needs AHC’s educational, research and clinicalservice functions.

2. Improve the AHC visibility and ease of accessibility.3. Replace inefficient facilities that are not capable of sustaining technology intensive programmatic activities.4. Transform the built environment into an aesthetically pleasing and intellectually energizing place.5. Strengthen the “linkage” between collaborative programs and clarify circulation routes.

RSP Architects and Planners of Minneapolis and Phoenix helped the AHC and University planning staffs formulate the district plan using a simple five-stepdevelopment approach: (1) review and assess that which exists today, (2) listen to the stakeholders and other interested groups, (3) envision what might be, (4)develop concept and project specific plans for achieving agreed-upon objectives, and (5) begin prioritized project implementation based on the desired timing ofprogrammatic initiatives and financial feasibility as approved in the capital plan and budget.

All of the land use (built form, building massing, open space and landscaping), transportation, and infrastructure requirements for the AHC Minneapolis campusare addressed in this District Development Plan in the context of the physical and financial plans for the adjacent areas of the East Bank Campus. The instruc-tional, research, administrative, clinical services, and support service space required by the AHC is planned for in the proposed remodeling and / or expansion ofexisting buildings, the razing of functionally obsolete and construction of more appropriate facilities. Sequential implementation of this long range developmentplan for the district will eventually maximize the amount of development that can be contained within the boundaries of the AHC Minneapolis campus. While itwill be expensive, redevelopment of this portion of the Academic Health Center with this, or a similar plan, appears to be something the University can’t afford todelay.

Harvey TurnerDirector of Campus PlanningUniversity of Minnesota

ii

ExecutiveSummary

iii

�We must recognize that our efforts to anticipate the future help to shape it.�John Sawhill

�A campus is created which fosters academic pursuits, which is welcoming and walkable, and which providesthe opportunity for leisure and social activities to occur spontaneously.�

From �A Livable Campus �University of Minnesota TwinCities Campus Master Plan�

�The new strategic vision and accompanying six-year plan for the AHC will position us to prepareMinnesota�s new health professionals who can improve the health of our communities, discover and deliver newtreatments and cures, and strengthen the economic vitality of our health industries. To succeed will require a newcovenant between the Academic Health center, the state and federal governments, the private sector, and thehealth care community. By working together we have made Minnesota one of the nation�s healthiest states.Shaping and sustaining Minnesota�s health in the future will require an even greater shared commitment.�

Frank B. Cerra, MDSenior Vice Presidentfor Health Services

The University of Minnesota has initiated the first ever district planning effort of the institution�s AcademicHealth Center. The intent of this plan is to breathe life back into the physical body of the AHC Minneapolisdistrict and to create a physical sense of community that supports the professional schools in medicine, pharmacy,public health, nursing, dentistry and allied health sciences. The AHC Minneapolis District Plan is based onfundamental planning concepts of eliminating structures which no longer support the programmatic mission ofthe institution, creating social and physical organizing elements to the campus and developing, over the nexttwenty years, physical capacity and quality space to support the projected growth and programmatic needs. It is aplan which proposes the highest and best use of the available real estate.

The nation�s academic health centers have extraordinary planning challenges in their portfolio because of theneed for relationship and community not only between faculty and students, but between faculty and students andpatients. The education, research, clinical, and service missions of academic health centers require greater multi-dimensionality considerations to the planning process. We call them �short-streets.� Faculty must be close to

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their students and their patients, placing even greater demand on the precious urban real estate of most academichealth centers. This problem is particularly acute at the University of Minnesota. In addition, professions mustwork together in multi-disciplinary teams that bridge research, education, and clinical functions.

Finally, creating a sense of community for graduate students is extremely important to the students and tothe quality of educational experience. Repeated graduation questionnaires point to the fact that the facilities ofthe Academic Health Center do not often portray a sense of community for these adult learners. The AcademicHealth Center can improve the sense of community and multi-disciplinary interaction by creating and connectingthese �short streets� in a long-term district planning effort.

There are several major deliverables from this District Planning activity:

1. The plan assumes the eventual replacement of obsolete and inefficient structures and maximizes theavailable real estate.

2. The plan creates a landscaped central square with a variety of functional areas for use by students, staffand patients.

3. The plan organizes internal and external circulation networks around the new central square for efficientwayfinding. It also differentiates and extends pedestrian, vehicular and service circulation systemsthroughout the complex and into adjoining districts. A structure of spaces, landmarks and unifyingarchitectural elements reinforces the new circulation concepts.

4. The plan provides a framework, schedule and locations for identified upcoming projects over the next 15-20 years. It replaces approximately 1 million square feet of obsolete and inefficient space with 1.3 millionsquare feet of new construction.

Work on the AHC District Plan embodies the following Campus Master Planning Principles:· Creating and maintaining a distinctive and aspiring vision for the physical development of each campus;· Enriching the experience of all who come to the campus;· Maximizing the value of existing physical assets while responding to emerging/changing physical needs;· Adherence to an inclusive, accountable, and timely process for creating and implementing the master plan

vision.

1

Academic Health Center � Minneapolis District Plan

University of Minnesota Twin Cities CampusAcademic Health Center

The intent of this plan is tobreathe life back into the physicalenvironment of the Academic HealthCenter (AHC) Minneapolis District.The AHC Minneapolis District Planaddresses fundamental planningissues, many of which have beenoverlooked or ignored during theAHC�s past 20 years of growth.

The Academic Health CenterMinneapolis District occupies thesoutheast corner of the University ofMinnesota�s East Bank Campus. It ispart of the Health Sciences andResidences Precinct and is boundedby the I.T. District, the South Malland the Mississippi River.

Washington Avenue, which is amajor thoroughfare for both theUniversity and the City ofMinneapolis, separates the AHCDistrict from the remainder of theEast Bank Campus.

Introduction

2


University of Minnesota - East Bank Map

The South Mall, with CoffmanMemorial Union and RiverbendCommons, is immediately west of theAHC District. The boundary linebetween Riverbend Commons andCoffman Memorial Union is blurred.

The Mississippi River forms anatural boundary for the southernedge of the AHC District. East RiverRoad runs parallel to the river andseparates the AHC District on thenorth from the green open space onthe river flats below.

In turn, Harvard Street is theeastern boundary and helps toconcentrate all AHC facilities into asingle zone or core campus. HarvardStreet separates the AHC corecampus from housing, parking andthe retail establishments in StadiumVillage.

Additional AHC facilities arelocated on the University ofMinnesota St. Paul Campus, DuluthCampus, and at remote leasedlocations. The AHC District Planonly deals with the space andfunctional needs of the Minneapoliscampus.

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Academic Health Center - Minneapolis Campus 1

The diagram on page 5 depictsthe proposed 20-year districtdevelopment plan for the AcademicHealth Center. It portrays this plan atthe Washington Avenue level of thecampus, and envisions a majortransformation via three governingstrategies:

1. The plan assumes theeventual replacement offunctionally obsolete andinefficient structures.

ConceptDevelopmentand CirculationPlan

The AHCMinneapolisDistrict Plan

4


4. Boynton Health ServicesBuilding.5. Children�s RehabilitationCenter.

Removing proposed structures andreplacing them with new educational,research, clinical, and office buildingsthat have larger floor plates and greaterdensity will create more efficientfunctional floors and increase the totalspace in the district. Placing additionalspace in new, taller structures also makesit possible to create meaningful openspace within the district.

Proposed new construction projectsinclude (refer to diagram on p.5):

1. Research and office towersto replace the low-rise portion ofthe Mayo Memorial Building intwo phases of construction.2. Infilling the opening betweenMoos Tower and Phillips-Wangensteen Building. Thisspace will be open to theconcourse level.

3. An open and transparententrance between Moos Towerand Molecular/Cellular BiologyBuilding leading from WashingtonAvenue to the concourse level.4. A new multi-story entrancelobby for Diehl Hall facing thecentral square. The remainder ofDiehl Hall will be renovated.5. A new student servicespavilion to partially replace theMayo Garage and establish a newsouth entrance to the MCBBuilding from the central square.6. A new office/research/clinicalfacility to replace the Variety ClubResearch Center.7. A new office/clinical facilityto replace the VFW-MasonicMemorial Hospital.8. A research/office/studenthealth services facility to replaceBoynton Health Service andChildren�s Rehabilitation Center.

The large central square that will beestablished at the concourse level servesas the principal organizing element of theAHC District Plan. Construction of this

2. The plan creates a landscapedcentral square with a variety ofamenities to make the District a�livable place� for students, staffand patients.3. The plan organizes circulationfor improved accessibility andease of wayfinding around a newcentral square.

Bold red outlines on the diagramindicate where new construction willoccur. New buildings will replace pre-1960 structures that have codedeficiencies, inefficient floorplateconfigurations, and uncompromisinglylow floor-to-floor heights.

The plan proposes gradualreplacement of the following structures:

1. The low-rise portions of theMayo Memorial Building thatsurround the central tower.2. Variety Club ResearchCenter, which is located alongEast River Road.3. VFW-Masonic MemorialHospital on Harvard Street.

5


CONCEPT PLAN - STREET LEVEL(WASHINGTON AVENUE)

LEGEND

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AHC Facility to be Removed by Year 2020Gross

Bldg Sq Ft

Mayo SE Wing and Garage 300,000Mayo SW Wing 260,000Mayo NW Wing 203,200Masonic Memorial Hospital - VFW 89,299Children' s Rehabilitation 70,845Variety C lub Research Center 99,260Boynton Health Service Building 142,875

1,165,479 GSF

New AHC Facilities by Year 2020

Gross No. of No. ofBldg Sq Ft Levels Parking Levels

1A Research/Office Bldg 324,000 12 2 Note:1B Research/Office Bldg 367,000 12 2 All park ing levels2 Moos & PWB Infill 15,000 are underground.3 Moos & Weaver-Densford Entry 8,4004 Diehl Hall Addition 6,160 25 Student Center Addition 28,000 26 AHC Facility 271,125 87 AHC Facility/Clinical 177,000 6 38 AHC Facility 245,000 8 29 Service/Animal Facilities 105,000

1,546,685 GSF

Net Gain on Core Campus 381,206 GSF

square will require removal of thesoutheast quadrant of the MayoMemorial Building and the Mayo Garage.

The central square will be developedas a landscaped space suited to activeoutdoor use by students, staff, faculty,patients, and the public. It will act as thecentral organizing space, town plaza, andcollegiate quadrangle by providing a placefor people to gather and interact withinthe AHC community.

The central square is also the focusof a simple and clearly organizedcirculation concept:

1. An internal loop of corridorsat the concourse level (one levelbelow Washington Avenue) willsurround the central square andprovide access to all adjoiningbuildings. The square side of thiscorridor system will betransparentto facilitate visual orientation andaccess to the exterior open space.2. An external pedestrian and abicycle loop network on the decksabove the internal concourse willfacilitate visual access to thecentral square. This system willbe connected to WashingtonAvenue and create an east-westlink between Harvard and ChurchStreets along the north face ofFairview University MedicalCenter.3. Service access to all of themajor buildings in the AHC

The new central square will serve as the formal identity element for the AHCDistrict. Most of the major existing and new AHC buildings will border thislandscaped area and orient their entrances toward it.

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District will be provided througha new set of service dockslocated in deep mined spacebelow the AHC District. Thesedocks will be connected to aninternal service circulationnetwork, one level below theconcourse level. As analternative to the service systemprovided in deep mined space, theAHC Minneapolis District Plancan be accomplished through thecreation of a central loading dockfacility placed directly below thesouth half of the central square.

Existing surface service locations willbe transformed into usable space formore appropriate health center functions.The perimeter access loop at street levelconsists of Church Street, WashingtonAvenue, Harvard Street, and theextended Essex Street corridor. Thisnetwork will provide access to and easeof orientation throughout the AHC. Thisnetwork should have:

1. Identifying monuments at thefour corners of the district, andat entrances to the majorbuildings. These welcomingelements can provide informationand depict the history andpurpose of the Academic HealthCenter.2. New vehicular drop-offturn-arounds at each end of theeast-west internal corridor.3. An open green space at theend of Church Street overlookingthe Mississippi River to providevisual orientation to and fromEast River Road. Church Streetshould be designed in a way thatbetter links the AHC with the restof the campus to the north. Theportion of Church Street north ofWashington Avenue is currentlybeing redesigned to function as apedestrian corridor for theacademic campus. The portion ofChurch Street south ofWashington Avenue within the

Academic Health Center shouldbe designed to simulate thecharacter of the redesignedportion of Church Street north ofWashington Avenue. This entirecorridor should feel like acontinuous street space, from thegateway entrance near theArmory at University Avenue allthe way to the new green spacepark at the south end of ChurchStreet overlooking the MississippiRiver.4. An entrance marker at RiverRoad and Harvard Street toidentify the AHC for personsapproaching from the southeast.

�Twenty years from now you will be moredisappointed by the things you didn�t do than bythe ones you did do. So throw off the bowlines.Sail away from the safe harbor. Catch the tradewinds in your sails. Explore. Dream.Discover.�

Mark Twain

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The concourse level plan shows theprincipal public level and main internalcirculation network for the AcademicHealth Center. The concourse levelincludes (refer to diagram on p.9):

1. The main lecture halls andclassrooms for academicinstruction.2. The front desk entrance atDiehl Hall Library.3. A new enclosed gatheringspace between Moos and PWB.4. Retail food service andstudent common areas.5. Primary access to verticalcirculation cores.6. The new Central Square space.

The concourse level is organized asfollows:

1. The internal circulationcorridor loop around the CentralSquare.2. The internal, east-westconnection between the ChurchStreet entrance below MayoAuditorium and the new arrival

plaza at the intersection ofHarvard and Delaware Streets.3. The multistory gathering spacecreated between Moos and PWB.

Public entrances to this circulationnetwork will improve visual orientationand facilitate ease of access to the AHC.The entrances can be described asfollows:

1. A new and more transparentpavilion that encloses the stairsdropping from WashingtonAvenue through Moos to theconcourse along the east edge ofthe Central Square. A tunnelconnection currently exists fromthe elevator core of the parkinggarage north of WashingtonAvenue to the concourse level ofthe Academic Health Center. Thedistrict development planproposes an additional link bemade from this tunnel to theElectrical Engineering andComputer Science Building(EECS) corner of the intersectionof Washington Avenue and Union

Street. Access from grade to thetunnel connection on the northside of Washington Avenueshould be through a glazed andinviting entry pavilion thatmatches the architecturalcharacter of the glass pavilionproposed for the main entrance tothe Academic Health Centersouth of Washington Avenue.This new access point should beclose to the intersection at thecorner of the EECS plaza. Thepavilion should be situated toconveniently intercept pedestriantraffic coming diagonally throughthe EECS Building and alsosidewalk traffic along both UnionStreet and Washington Avenue.The purpose of the connection isto avoid pedestrian and vehicularconflicts in this congestedlocation.2. A formal entrance developedat the current Mayo Garageentrance on Church Street inconjunction with therehabilitation of MayoAuditorium.

Concourse Level Plan

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CONCEPT PLAN - CONCOURSE LEVEL(ONE FLOOR BELOW WASHINGTON AVENUE)

LEGEND

10


3. A transparent pavilionentrance at Harvard Street northof the vehicular drop-off plaza atDelaware Street. This entrancewill allow pedestrians to proceedalong a ramp down to theconcourse level while passingthrough the new Moos/PWBgathering space.4. A formal entrance from theEssex Street corridor to amultistory lobby on the westfacade of the renovated DiehlHall.5. A southwest corner entrance tothe concourse level where theEssex Street corridor intersectsthe green space at the south endof Church Street.

The Central Square and theconcourse level are the primary publicspaces of the Academic Health Center.The concourse loop around the squarewill make it easy for students, staff,faculty, patients, and the public to findtheir way by allowing visual connectionsto the outdoors and to the buildingssurrounding the space.

The simplicity of the loop and theeast-west spine along the north side ofthe square will facilitate wayfinding andimprove visual connections to activityhubs and key destinations.

Consistency of signage, materials,colors, lighting, and interior designthroughout this network will be essentialto achieve a sense of campus unity. Thisconsistency of spatial development willalso create an appropriate backdrop toemphasize individual points of uniqueinterest.

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These images are of an existingoutdoor space on the University�s WestBank Campus. The Pierson and FlorenceGrieve Courtyard is similar in concept tothe Central Square proposed for the AHCDistrict.

12


The district development plan for theservice level, two levels belowWashington Avenue, will utilize theexisting service corridor network andextend it into the new construction (referto diagram on p.13).

The network will also be transformedvia the creation of an internal truck-marshalling and service dock facilitylocated in deep-mined space andaccessed via a connection from EastRiver Road (refer to diagram on p.14).This will enable dock facilities to beremoved from their current valuablespace locations on grade. It will also giveservice vehicles access to the center ofthe circulation network and provideefficient connections to all verticalservice elements.

The service level plan proposes thatmost new structures include multiplelevels of parking from the service leveldownward, depending on practical andefficient construction conditions.

A ramp leading down from theChurch Street turn-around will provide

vehicular access to the parking levelsbelow the new office/research blocksaround the Mayo Tower.

The replacement facility for Boyntonand Children�s Rehabilitation Center mustprovide vehicular access from River Roadto parking below the new facility.

The arrival plaza at the intersectionof Harvard and Delaware Streets canalso provide access to visitor and staffparking below the new clinical facility onthe current site of Masonic MemorialHospital. This configuration will make iteasy for visitors to drop off patients atMoos and PWB before entering thevisitor parking facility.

As an alternative to the servicesystem provided in deep-mined space, theAHC Minneapolis District Plan can beaccomplished by creation of a centralloading dock facility placed directlybelow the south half of the centralsquare (refer to diagram on p.15). Thisnew facility can be linked below gradeand under the south end of Church Streetand then directly to River Road. Serviceaccess to this facility would occur directlyfrom River Road to avoid furthercongestion in the regular AcademicHealth Center campus. This service docklocation would allow direct access fromloading docks to the internal network ofservice corridors at this level. Thedevelopment of this service dock can belinked to the development of a newoffice/research facility south of the MayoTower, or could be executedindependently of other proposed districtprojects.

Service Level Plan

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CONCEPT PLAN - SUB-CONCOURSE(TWO FLOORS BELOW WASHINGTON AVENUE)

LEGEND

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CONCEPT PLAN - SERVICE LEVEL(SUBTERRANEAN - ELEVATION +732’)

Refer to the Appendix foradditional information on MinedSpace.

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CONCEPT PLAN - ALTERNATIVE SERVICE LEVEL(TWO FLOORS BELOW WASHINGTON AVENUE)

LEGEND

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When creating developmentopportunities covering a 20-year period,it is critical to identify which structuresare practical and appropriate to preserveand which should be considered forremoval. Reasons for removal mightinclude:

1. The structure�s location blocksmajor district plan objectives.2. Renovation required to bringthe building up to appropriatestandards costs more than newconstruction.3. The building�s architecturalcharacter or historic heritage areinsufficient to justify investmentthat exceeds the cost ofreplacement.4. The building plan andstructural bay sizes areinappropriate to efficiently layoutplanned functions.5. The building floor-to-floorheight is inadequate to serve theplanned function and/oraccommodate the normaltechnical systems located aboveceilings.

6. The building is low-rise andlocated where a building withmultiple floors could be built.

Experience indicates that mostbuildings not designed for fully integratedair conditioning and ventilation systemsare not suitable for long term reuse.These structures have inadequate floor-to-floor heights and narrow floorplates topromote cross ventilation. Floor-to-floorheights are often 10' to 12' instead of thepreferred 13' to 15' for office/instructional/research buildings.

Due to such dimensional deficiencies,these buildings are typically modified ona piecemeal basis, with substandardchanges made over the years. Generally,it is unlikely that buildings designedbefore 1955 would have properlyintegrated air conditioning andventilation systems.

The following buildings have beenidentified as candidates for removalbased on some or all of the listed criteria:

The Mayo Memorial Building is acomposite of many structures built from1924 to 1957. With the possibleexception of the main tower, the floorlayout and floor-to-floor height for thesebuildings are inappropriate for currentand future functions. The building hassignificant code and engineering systemsdeficiencies that will require largeexpenditures to remedy and will result ina net loss of space.

These structures are relatively lowbuildings occupying a site that couldappropriately accommodate facilities astall as the Mayo Central Tower. Theirpresence on this site blocks many of theplanning objectives and open-space needsof the 20-year district plan.

Facilities to be Removed in the Future

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Constructed in 1949, the VarietyClub Research Center on East RiverRoad has a very narrow floorplateconfiguration and floor-to-floor heightsless than 10'-6". It occupies an extremelydesirable site along the river, but does notblock any of the major planningobjectives for the AHC�s campus center.Since it is a likely candidate for removallater in the 20-year period, newinvestment in this facility should becarefully reviewed.

The Masonic Memorial Hospital-VFW Cancer Research Center dates from1957. It has narrow floorplates, andinadequate floor-to-floor heights ofapproximately 11�. It is located on a sitethat could accommodate a facility withsignificantly greater floor area. This siteis also on an edge of campus that is amain arrival point for clinical visitors. Anew facility could improve access to theAHC and accommodate three levels ofparking below grade. Investment in theexisting facility should be carefullyweighed in view of its likely eventualremoval.

The Children�s Rehabilitation Centerwas constructed in 1962. It occupies aprime location at the southeast corner ofthe AHC district. The facility hasmarginal floor-to-floor heights and arelatively small floor plate size. Itrepresents an under-utilized site andlimits future opportunities for thedevelopment of a defining corner of theAHC district. These limitations suggestthat any future investment in this facilityshould be weighed against the greatergoals of the district plan.

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The Boynton Health Service Buildingdates back to the late 1940�s, with lateradditions that repeated some earlierproblems. It has floor-to-floor heights ofonly 10'-6" in many areas. The building�smechanical and electrical systems requiresubstantial replacement to accomplishany re-use. Renovation efforts wouldalso need to address significant codedeficiencies, and the exterior skin needsto be replaced or upgraded to meetcurrent energy standards.

Finally, this building occupies a veryprominent site adjoining the new SouthMall and Coffman Union. Due to theUniversity�s significant investment inreplacing and remodeling the majorstructures in this critical core area, itwould be appropriate to eventuallyreplace Boynton with a facility ofappropriate quality and functionality.

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Facilities to be Removed in the Future

LEGEND

AHC Facility to be Removed by Year 2020

GrossBldg Sq Ft

Mayo SE Wing and Garage 300,000Mayo SW Wing 260,000Mayo NW Wing 203,200Masonic Memorial Hospital - VFW 89,299C hildren's Rehabilitation 70,845Variety Club Research Center 99,260Boynton Health Service Building 142,875

1,165,479 GSF

20


The activities that occur on the AHCcampus revolve around three basicfunctions:

1. Research2. Education3. Clinical and Outreach Services

The synergistic interface that occursbetween these three functions is ongoingand substantial.

However, there is also a need toensure each function has a distinctidentity. Each function�s unique energyand activity level requires a degree ofseparation.

Thus, providing zones of activity foreach basic function, while still facilitatinginteraction to strengthen the AHC as awhole, is an important goal for thephysical plan.

Suggested locations or zones forthese functions provide a coreorganizational structure for the DistrictPlan. The Use Location diagramidentifies these zones and the areas whereinteraction is likely to occur.

Use Locations

21


Use Locations

LEGEND

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This site section is intended toprovide further understanding of theactivities that occur simultaneously ondifferent vertical levels within the AHCcampus.

Site Section

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Site Section Through AHC Campus Looking North

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The Academic Health Center is avery high density campus complex withlittle significant tree canopy, landscapeplanting areas, or pedestrian-scale plazas.

The district plan emphasizes theimportance of creating new and largergreen spaces to both organize built formsand provide visual and physical relieffrom the mass of facilities in a way that isboth restful and energizing for thestudents, staff, faculty, patients, and thepublic who use the AHC complex.

The new green space network shouldinclude:

1. A Central Square with bothlandscaped and hard surface areasto encourage frequent usethroughout the year.2. A green lawn in front ofMCB (now under construction)to help link the AHC to thecampus and invite people into thedistrict.3. A park overlooking the rivergorge at the end of Church Street.

4. Pedestrian friendly vehiculardrop-off locations at Church andHarvard Streets that includesignificant tree canopy, colorfulplanting, and lawn areas.5. The extended Essex StreetCorridor as a landscaped,pedestrian and bicycle circulationpath connecting the HousingSuperblock with RiverbendCommons.6. The existing green lawn southof PWB, a quiet andcontemplative green space.7. Enhanced WashingtonAvenue and Harvard Street withnew planting areas along theheavily used pedestrian corridors.

Green Space

25


Green Space

LEGEND

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The district plan proposes increasingthe density and massing of the structureson sites where new construction willreplace obsolete and inefficient facilities.

This strategy will make it possible toexpand the total gross square footage offunctional space in the AHC districtwhile decreasing building footprints,thereby allowing for the creation of newgreen spaces.

The height of structures on theperimeter should be kept consistent withthe surrounding campus, while structuresin the core of the AHC could be allowedto rise to the approximate height of theexisting Mayo Tower.

This approach allows fordevelopment of:

1. A 12-story research officetower of 324,000 gross squarefeet, with two levels of parkingbelow.2. A 12-story research officetower of 367,000 gross squarefeet, with two levels of parkingbelow.

3. An eight-story research officebuilding of 245,000 gross squarefeet, with two levels of parkingbelow.4. An eight-story research officeand clinical facility of 271,000gross square feet.5. A six-story clinical servicesfacility of 177,000 gross squarefeet, with three levels of parkingbelow.

Implementation of the District Planwould remove 1,165,000 gross squarefeet of obsolete and inefficient buildingsand replace them with 1,547,000 grosssquare feet of new construction. The netgain of 382,000 gross square feet ofefficient space approaches the amount ofspace that the AHC is projected to needin its Minneapolis campus. It is themaximum amount of space that can beadded to the core while still maintainingthe aesthetic and functional integrity ofthe campus.

6. New entry pavilions of 20,000gross square feet.

7. A two-level student servicescenter of 28,000 gross squarefeet.8. Infill between Moos and PWBof 15,000 gross square feet.

Density and Massing

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Density and Massing

LEGEND

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South Mall and Housing Superblock

Stadium Village

Grace-University Lutheran Church

The Academic Health Center�scampus is situated between the HousingSuperblock to the east and thedeveloping South Mall project to thewest. These three areas share a northernboundary, Washington Avenue, and asouthern boundary, the Mississippi River.The AHC campus is a connectingelement between these two heavilypopulated student activity areas.

The route between Coffman Unionand the Superblock needs to be a short,aesthetically pleasing, experience forpedestrians. The Washington AvenueCorridor connects the AHC to StadiumVillage and separates it from the Instituteof Technology (I.T.) section of the EastBank Campus.

Since the laying of its cornerstone onJune 4, 1916, at its current location,Grace-University Lutheran Church has

Stadium Village is a thrivingcommercial and entertainment districtlocated just a few blocks east of theAHC campus.

The Alumni Gateway Center andStadium Village retail establishmentscontinue to provide services andentertainment options that attractstudents, faculty, and staff from theentire southern half of the East Bankcampus, including the AHC.

AHC activities run virtually round-the-clock and its users rely on StadiumVillage to meet many of their needs.

A key element of the proposeddistrict plan is to make the connectionalong the south side of WashingtonAvenue between the AHC and Stadium

Village safer and more aestheticallyattractive.

This might include a covered arcadeand improved streetscape as suggested inthe 1996 Campus Master Plan.

The AHC is expected to attract anadditional 5,000 students over the nextfew years and it needs to provide accessto services that meet the daily needs ofits population. One way toaccommodate those needs is to workwith business owners and developers inthe Stadium Village commercial area toattract the kinds of businesses andservices to the neighborhood that thestudents will support.

South Mall, Housing Superblock, I.T., Stadium Village, and Grace-University Lutheran Church

Relationships

29


Adjacencies

shared a life with the University ofMinnesota, particularly the AcademicHealth Center.

Ties between the church and theAHC have developed over the yearsthrough entities such as the AHC�sCenter for Spirituality and Healing.

However, during the early 1970�s,construction in the Health Scienceforever changed the physical relation-ship between Grace-UniversityLutheran Church and the AHC.

The AHC district plan provides amore gracious and open arrival areato the south of the church building.The church is currently planning anaddition to the south and will alsobenefit greatly from the visibility of anew arrival area.

30


The future success of the AHCdepends heavily on a clearly defined planof action that presents a series ofsequential development steps and breaksimplementation into two categories:Critical Path and Other Projects.

The steps listed under each of thesecategories will result in the creation of aprogrammatically functional facilitiesplan in the context of a livable AHCcampus.

Development steps listed under theheading �Critical Path� either address thestated program priorities of the AcademicHealth Center or are the infrastructuresteps required to develop the plan.

The steps listed under the heading�Other Projects� represent planning ideasthat, when implemented, will serve toreinforce the core area development plan.

A diagram with supporting narrativeillustrates each step.

Development Steps

31


Description

Build New Translational Research Facility

Vacate and Demolish SE Wing Mayo Building and Garage· Swing Space Leases

Build Central Square

Free up Space for Future Development & Programmatic Needs

Build AHC Learning and Education Center

Vacate and Demolish SW Wing Mayo BuildingObtain Planning Funding - Item #7· Swing Space Leases

Build 12 Level Research/Office Tower in Vacated SW Quadrant of Mayo

Vacate and Demolish NW Wing Mayo BuildingObtain Planning Funding - Item #9

Build 12 Level Research/Office Tower in Vacated NW Quadrant of Mayo

Development Steps

1.

2.

3.

4.

5.

6.

7.

8.

9.

AHC DISTRICT PLAN DEVELOPMENT STEPS(Refer to the subsequent pages for diagrams and additional information)

CRITICAL PATH

32


University of Minnesota - East Bank Map

Step 1: Build New Translational Research Facility (TRF)

33


Identifying a site for theTranslational Research Facilityprogram is a primary goal of the AHCDistrict Plan.

The planning process hasexplored multiple options for locatingthe TRF on potential sites within theAHC core campus as well as outsidethe core campus.

After careful consideration ofalternatives, the site adjacent to theLions Research Building was selectedfor the new TRF. This selection wasmade for the following reasons:

1. The site was available andpreviously prepared forexpansion when LionsResearch Building was built,making it available forconstruction.2. The site is adjacent to otherresearch facilities.

The new facility will beconstructed as an addition to theLions Research Building.

Development Steps - Critical PathStep 1: Build New Translational Research Facility (TRF)

34


The organizing element of the districtplan is the Central Square. The conceptand rationale for this element isthoroughly addressed in the �GreenSpace� section of this document.

The Central Square gives identity tothe AHC and provides clear circulationand orientation for visitors, faculty,students, and staff.

Implementing this portion of thedistrict plan requires demolition of thesoutheast quadrant and parking garage ofthe Mayo Building.

Obtaining swing space for thedisplaced occupants of the MayoBuilding will be a significant issue.Finding replacement space is another.

Securing parking space in theRiverbend Commons Parking Facility(under construction) or the WashingtonAvenue Ramp and providing off-siteparking with a shuttle service should beconsidered.

Step 2: Vacate/Demolish SE Wing Mayo Building and GarageStep 3: Build Central Square Space

35


KEY

3.1 Landscape Area

3.2 Circulation Corridor

3.3 Diehl Hall Addition

3.4 Infill Drive/Patient ArrivalLobby Moos and PWB

3.5 Dwan Entry

3.6 Animal Holding BelowCentral Square

Development Steps - Critical PathStep 2: Vacate and Demolish SE Wing Mayo Building and GarageStep 3: Build Central Square SpaceConcourse Level

36


A second major goal of the AHCDistrict Plan is to identify space for theproposed AHC Learning and EducationCenter (LEC). The nature of theinstructional activities dictates that theLEC be within the core of the AHCcampus. This means some existing spacemust be selected and vacated beforeconstruction of proposed projects suchas the LEC may begin.

Step 2 initiates the process ofvacating space within PWB and Moos toform the spine of the LEC or providehomes for other AHC program needs.

Development Step 5 more thoroughlydescribes the program requirements andconcept of the LEC.

Step 4: Free Up Space for Future Development andProgrammatic Needs

37


LEGEND

Development Steps - Critical PathStep 4: Free Up Space for Future Development and Programmatic NeedsConcourse Level

38


The Academic Health CenterLearning and Education Center is part ofa strategic planning effort at theUniversity of Minnesota to developfacilities that will allow the seven schoolsof the AHC to meet their strategicinitiatives in research, education, andservice.

The new Learning and EducationCenter will enhance and expand existinginstructional, library, and student supportfacilities for the Medical School, theCollege of Pharmacy, the School ofPublic Health, the Nursing School, andthe School of Dentistry and AHC AlliedHealth Programs.

The project will provide a total of157,500 g.s.f. or 110,250 a.s.f. betweenrenovation of existing facilities andconstruction of new facilities. It willfocus on the development of modernclassrooms, teaching labs and studentsupport spaces to meet the changingcurriculum needs and to replace outdatedand obsolete facilities. The project willalso provide an identity for theeducational mission of the AcademicHealth Center.

It is also critical that the AHC

Learning and Education Center becreated as early as possible in thedevelopment sequence.

The need for a strong relationship tothe existing biomedical library in DiehlHall and the curricula of other programsdrive the need to locate the LEC withinthe core of the AHC campus.

The ability of the LEC to createvitality and activity at the heart of thecampus is a significant asset. Newconstruction of approximately 72,000g.s.f. at the north end of the CentralSquare can be combined with aremodeled Diehl Hall to create a naturalspine off which classrooms, teachinglabs, and other student functions can belocated.

Reallocating space to achieve thenecessary square footage for the LEC willrequire ongoing investigation anddiscussion.

Potential options include, but are notlimited to the following:

1) Vacated clinic space in PWB2) Consolidating Fairview lease space3) Other lease agreements

Step 5: Build the AHC Learning and Education Center (LEC)

39


KEY

5.1 Student Services Center

5.2 Remodel Diehl Hall

5.3 Remodel Mayo Auditorium

5.4 Remodel PWB Concourseand plaza

Development Steps - Critical PathStep 5: Build AHC Learning and Education Center (LEC)Concourse Level

40


Step 6 entails vacating anddemolishing the southwest wing of theexisting Mayo Building and initiating thefunding process for Step 7. As inprevious steps, a major issue will beidentifying swing space for displacedoccupants of the Mayo Building.

Step 7 represents the first majorreplacement of space within the coreAHC campus. The new 12-story buildingwill provide 324,000 g.s.f. of research,office, and support space. Defining theactual ratios of these spaces will be partof the programming effort for the newfacility.

This development step also involvescreating new service access and loadingdock space in deep-mined space belowthe AHC District. Access to the minedspace will be from East River Road. Thenew service docks will eliminate the needfor the existing docks, currently accessedfrom East River Road.

Removing the service docks fromtheir existing location provides threebenefits:

1) Service functions will becentralized within the corecampus

2) Space will be freed for programneeds

3) There will be an opportunity tocreate a much more aestheticallypleasing image along the EastRiver Road, one of the definingedges of the AHC campus.

When combined with Steps 1 - 5,Step 7 completes the creation of theCentral Square concept, the definingelement of the Academic Health Centercampus.

Step 6: Vacate and Demolish SW Wing Mayo BuildingStep 7: Build 12 Level Research/Office Tower

41


KEY

7.1 12-Level Research/OfficeTower - 324,000 GSF

7.2 Demolish west end of VCRC

7.3 Service Dock inDeep-Mined Space

7.4 Service Access Drive

Development Steps - Critical PathStep 6: Vacate and Demolish SW Wing Mayo BuildingStep 7: Build 12-Level Research/Office TowerConcourse Level

42


Step 8 entails vacating anddemolishing the northwest wing of theexisting Mayo Building and initiating thefunding process for Step 9. As inprevious steps, a major issue will beidentifying swing space for displacedoccupants of the Mayo Building.

Step 9 represents the second majorreplacement of space within the coreAHC campus. The second of two 12-story buildings, this facility will add367,000 g.s.f. of research, office, andsupport space.

Again, the ratio of the variousprogram spaces will be determined aspart of the programming effort for thenew facility.

Completing this development stepfirmly establishes a zone of researchactivity consistent with the �UseLocations� diagram presented on p. 21 ofthis document.

Step 8: Vacate and Demolish NW Wing Mayo BuildingStep 9: Build 12-Level Research/Office Tower

43


KEY

9.1 12-Level Research/OfficeTower - 367,000 GSF

Development Steps - Critical PathStep 8: Vacate and Demolish NW Wing Mayo BuildingStep 9: Build 12-Level Research/Office TowerConcourse Level

44


AHC DISTRICT PLAN DEVELOPMENT STEPS(Refer to the subsequent pages for diagrams and additional information)

OTHER PROJECTS

A. Renovate Weaver-Densford Hall and Moos Tower to accommodate program growth andchanges in the schools of Pharmacy, Dentistry, and Nursing

B. Moos and Weaver-Densford Entry Pavilion with Washington Avenue Streetscape Improvements

C. Expand North Research Park

D. Remodel Remaining Mayo Tower

E. Replace Masonic Memorial Hospital - VFW Cancer Research CenterBuild Harvard Street entrance to the AHC

F. Replace Variety Club Research Center (VCRC)

G. Replace Boynton Health Building and Children�s Rehabilitation Center

H. Infrastructure Upgrades

45


KEY

A. Renovate Weaver-DensfordHall and Moos Tower toaccommodate Pharmacy,Dentistry, and Nursing

B. Moos and Weaver-DensfordEntry Pavilion with WashingtonAvenue StreetscapeImprovements

C. Expand North Research Park(refer to p.46)


E. Replace Masonic MemorialHospital - VFW CancerResearch Center, BuildHarvard Street entrance to theAHC

F. Replace Variety Club ResearchCenter

G. Replace Boynton Health Buildingand Children’s RehabilitationCenter

H. Infrastructure Upgrades

Development Steps - Other ProjectsSteps A, B, D, E, F & GConcourse Level

46


Development Steps - Other ProjectsStep C

47


Throughout the planning process for the AHC District, many options for future expansion were discussed. The proposed districtplan, when implemented, will maximize the amount of building area within the AHC Minneapolis campus. The expected growth ofAHC programs will eventually require creative solutions to finding space beyond the boundaries of the core campus. The 1998 StrategicFacility Plan for the AHC showed that the University was leasing almost 180,000 square feet of space in the Twin Cities area, at anestimated annual cost of $2.78 million. The University also rents, toward ownership, another 54,397 square feet, at an estimated annualcost of $1.06 million. Based on information available, the most viable options at this time for expansion space outside the core of theAHC campus include:

Location GSF

Translational Research Facility 95,000

2221 University Avenue 129,160

State Health Building 197,260

Develop North Research Park 120,000Total 541,420

The AHC has identified a need for additional square feet of leased space for its programs. In addition, there are retail services notpresently available in the area that could benefit AHC students, staff, and visitors to the AHC community. These represent privatedevelopment opportunities which could enhance the Stadium Village commercial district and the City of Minneapolis. The AHC wouldlike to work with the Stadium Village community and local planning officials to develop a vision for the area that could accommodatethis growth.

Growth Options Outside the Core AHC Campus

48


KEY

1. Translational ResearchFacility

2. 2221 University AvenueBuilding

3. State Health Building

4. North Research Park

5. Stadium VillageImprovements

Growth Options Outside the Core AHC Campus

49


Academic Health Center circa 1950’s 2

In 1911, Elliot MemorialHospital, the first building on thecurrent AHC Minneapolis campus,opened its doors to the universitycommunity. The following yearsbrought rapid growth and expansionto the area. In accordance with CassGilbert�s plan for the expansion ofthe University of Minnesota,Minneapolis campus, the healthscience buildings began constructionin 1911. Following Elliot MemorialHospital, the School of Anatomyopened in 1912, in part of what isnow Jackson Hall. The same year theDepartment of Medicine openedNew Millard Hall after the Old

Heritage

ArchitecturalCharacter

50


Millard Hall was destroyed by fire onMarch 1, 1912 (it was later rebuilt andrenamed Wulling Hall). The HospitalService Building was added in 1915, andwas connected to Elliot Memorial in thesame year.

In 1924, Todd Memorial Hospital wasbuilt as an addition to the eastern side ofElliot Memorial Hospital. In 1925, theUniversity�s first specialty hospital wasbuilt, George Chase Christian MemorialCancer Hospital, to help fulfill the needsfor greater specialization in a progressingfield of medicine. Similarly, in 1928, theMinnesota Hospital and Home forCrippled Children (later renamed theEustis Children�s Hospital) was built as awestern wing to the ever-enlarging Elliot

Memorial Hospital. In 1929, the HealthService- North Clinic was added to thenorthern end of the Eustis Children�sHospital.

In 1932, The New Medical ScienceBuilding (later renamed Owre Hall) wasbuilt as a southern addition to NewMillard Hall, bringing the College ofDentistry to the growing medical area. Inthat same year, Powell Hall, a dormitoryfor student nurses, was completed, thefirst building to expand the medical areabeyond Union Street. Further expansionin 1936, resulted in the construction ofthe Psychopathic Hospital, which wasbuilt on the roof of the Todd Memorialand Christian Hospital wings.

The Fifties brought a resurgence ofconstruction to the health science area.In 1950, the first Student Health Servicewas constructed and later expanded in1957. In 1954, the Mayo Auditorium andMedical Building were added to the area.

In 1951, the Variety Club HeartHospital was constructed on East RiverRoad. In 1945, Millard Hall wasconnected to the Institute of Anatomy(Jackson Hall) when the Elias P. LyonLaboratories were completed.

Additionally, the Mayo MemorialBuilding and Auditorium were completedthe same year. In 1958, the Cardio-Vascular Laboratory was constructed byremodeling a residence at 305 UnionStreet, and the Masonic MemorialHospital construction was completed. In1959, the Veterans of Foreign WarsCancer Research Center was opened.The Fifties came to a close with thecompletion of the Diehl Hall MedicalLibrary and Animal Research Center in1960.

In 1960, the Jackson-Owre Additionconnecting the two buildings was erected.

The next additions to the healthscience campus would not occur untilMedical Health Unit A (Moos HealthSciences Tower) was completed in 1976.

University Hospitals 1920

Medical Science Buildings 1932

51


Its neighbor, the Phillip-WangensteenBuilding, was completed 2 years later in1978 and Unit F (Weaver-Densford Hall)was completed in 1981. In the sameyear, Powell Hall was demolished toprepare for the construction of theMedical Health Unit J (Fairview-University Hospital). The constructionwas delayed and the first phase of thebuilding was not opened until 1984, andconstruction went on until 1986.

Further construction came in 1995-96, with the completion of the BasicSciences and Biomedical Engineeringbuilding and the Dwan Variety Club andCancer Research Building. In 1999,Lyons Laboratory, New Millard Hall andOwre Hall were demolished to createspace for the Molecular and CellularBiology Building scheduled to becompleted in spring 2001.

Mayo Building 1954

Powell Hall 1933

Jackson Hall 1913

52


This development plan for theAcademic Health Center will create asense of character-defining architecturalunity. It will transform the AHCMinneapolis campus from a cold,uninviting place to a warm, welcoming,easy-to-understand and secure campus. Itvisually and physically connects the AHCto the rest of the East Bank Campus andincreases transparency to the interior ofAHC buildings.

The architectural guidelines forrenovated as well as replacementbuildings are:

1. Use red brick and limestone asthe principal exterior materials(e.g. be consistent with the corecampus of the University). Inaddition to this warm palette ofbrick and limestone, glass shouldbe a warm hue of gray-green orblue-green with frames ofchampagne or bronze anodizedaluminum.2. Create exterior buildingelevations with a tripartite patternof base, middle, and top, againconsistent with the core of the

University�s campus. The baseand top should be primarily oflimestone. The middle portionand detail at the base and topshould utilize red brick.3. Maintain a higher density oftexture and detail at grade level.The base of a building is closestto the user and it should carry themost texture and detail.4. Maximize the amount ofwindow area at grade level for allbuildings.5. Align interior circulationcorridors with the exterior wallsof existing buildings to maximizethe connection from interiorcirculation to outdoor spaces.6. Make building entrancesdominant on their façades andlargely transparent to visuallyconnect interior and exteriorspaces.

Creating FutureExterior Spaces

�No amount of beauty in each individual building can evercompensate for the loss of the essential element ofharmony and unity in the whole group of buildings. Thisharmony is to be secured by the unity of quality and colorof materials and reasonable unity of style and design.�

Frederick Law Olmstead

In 1902, Frederick Law Olmsteadmade a statement to the Board ofTrustees of the University of Chicagowhich relates to one of the things thathas been lost on the AHC Minneapoliscampus. At the same time, he points towhat can be done to reclaim that loss:

53


Aerial Image of Central Square

54


Image of Arrival Court and Moos-PWB InfillViewed from Delaware Street and Harvard Street

55


Image of Central Square and Moos-PWB InfillViewed from the Mayo Tower

56


Image of Proposed Washington Avenue Pedestrian Tunnel North Entry

Like its architectural character, the streetscape adjacent to and within the AHCshould promote a sense of community, warmth, personal security, and comfort. It shouldalso make it easier for students, staff, faculty and visitors to find their way to and throughthe AHC campus. The principles for streetscape development are listed as follows:

1. Establish monuments atimportant AHC gateways thatprovide directional and historicalinformation.2. Subtly redirect pedestriansaway from street edges to createroom to protect them fromvehicular traffic, noise, dirt, anddebris.3. Increase the quantity and sizeof landscape planters by addinglow and colorful plantings that donot restrict visibility alongstreetside edges.4. Create covered arcades oversidewalks that are integrated intobuilding facades.5. Integrate covered arcades withthe development of bus sheltersto facilitate the use of publictransportation.6. Maintain a consistentvocabulary of signage, trashcontainers, bike racks, lighting,seating, and other streetaccessories.7. Use practical, easy to maintain,and consistent terrace andsidewalk paving.

Creating a FutureStreetscape and Edge Definition

57


Image of Moos and Weaver-Densford Entry PavilionViewed from Washington Avenue and Union Street

58


The development of public spacesinside buildings must help to unify theAHC campus, convey comfort andsecurity, and provide clear wayfinding.

The background colors and materialsshould be light, simple, and easy tomaintain. Unique features will stand incontrast to the general background.

The principal public circulationcorridors on the concourse levels must belinked. Connections should be clarifiedvia designed themes. Health, biology,DNA, or the river could all be sources forcreating an iconic motif.

The principles to maintain for interiordesign include:

1. Use practical, easy to maintain,and light colored finishes as aunifying background for publiccorridors.2. Use neutral colors to establishgraphic continuity and simplifysignage.3. Reduce glare in brightly litcorridors by screening orconcealing light sources.

4. Use patterns and colors offlooring to conceal soiling,provide effective traction, andsimplify maintenance.5. Use consistent detailing fordoors, windows, and accessoriesthroughout public spaces.6. Maximize windows and doorsthat connect to exterior areas.The interior public corridorsshould promote connectivitybetween the interior and exterior.7. Avoid trendy or unusualfurniture and details. Interiordesign should be simple andtimeless.8. Create a consistent system forlocating directional signage andcommunication/informationpanels.

Creating FutureInterior Spaces

59


Image of Central Square and Mayo Tower BeyondViewed from the Concourse Level Circulation Loop

60


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3

The AHC Minneapolis DistrictPlan was developed by RSPArchitects Ltd., Academic HealthCenter staff, and the University ofMinnesota Planning and ProgrammingGroup. The unit costs represent thefunction of the intended program andhave been developed from CPMI�sdata base of projects worked on andwith other consultants in the field.

Additional utility infrastructurecosts were developed by SebestaBlomberg & Associates, Inc. Thebase costs are as of August 2000.These costs are escalated to amidpoint of construction establishedfrom the fiscal funding year and anestimated completion year.

Escalation is based on anassumed yearly rate of 5%. Themultipliers for administrative costs,

Assumptions

CostSummary

62


TOTAL

PROGRAM SUMMARY - CRITICAL PATH PROJECT PROJECT

PROJECT COST FUNDING ESCAL. COST @ MID

REMODELING & NEW CONSTRUCTION SCOPING ESTIMATES QUANTITY COST/SF YEAR 2000 FY YEAR COST/SF CONSTRUCTION

DESCRIPTION

1. Build New Translational Research Facility 95,403 GSF 288.00 27,476,064 2002 335 32,000,000

Infrastructure: Replace Chillers @ Moos Tower 6,250,000 2002 7,031,300

2. Vacate & Demolish SE Wing Mayo Bldg and Garage 300,000 GSF 18.13 5,437,900

3. Build Central Square Infill/Landscaping 75,000 GSF 34.50 2,587,600

Diehl Hall Addition 6,160 GSF 284.06 1,749,800

Animal Holding Below Grade 30,000 GSF 411.13 12,333,800

Dwan Entry Addition 5,000 GSF 284.06 1,420,300

Three Story Circulation Loop Corridor 102,000 GSF 156.10 15,921,800

Infill Drive/Patient Arrival Lobby Moos & PWB 15,000 GSF 282.56 4,238,400

Subtotal Build Central Square 38,251,700

Infrastructure: Utility Tunnel/Piping/KE Chiller Addition 4,727,500

4. Free-up Space for Future Development No Cost Information

and Programmatic Needs

5. Build AHC Learning & Education Center

New Student Services 28,000 GSF 288.42 8,075,800

Remodel Diehl 50,000 GSF 197.34 9,867,000

Remodel Mayo Auditorium 20,000 GSF 265.65 5,313,000

Remodel PWB Concourse & Plaza 59,500 GSF 189.75 11,290,100

Subtotal AHC Learning & Education Center 157,500 GSF 219.34 34,545,900

Infrastructure: Steam, Primary Elect, Chilled Water, 3,125,000

Replace Chiller @ Moos Tower

professional design fees, infrastructure costs beyond the building perimeter, hazardous abatement, FF&E (furniture, fixtures andequipment), telecommunications, security, moving and contingencies are assumed to be: 1.25 to 1.30 for new construction; 1.30 to 1.35for remodeling; and 1.20 to 1.25 for demolition/infrastructure/exterior revamp.

63


TOTAL

PROGRAM SUMMARY - CRITICAL PATH continued PROJECT PROJECT



DESCRIPTION

6. Vacate & Demolish SW Wing Mayo Bldg 260,000 GSF 11.49 2,987,300

Planning Funding for Item #7 805,000

7. New 12 Level Research/Office Tower @ SW Quad 324,000 GSF 287.79 93,243,200

Demolish West End VCRC 20,000 GSF 7.48 149,500

Mined Space Service Dock & Access Drive 75,000 GSF 194.35 14,576,300

Subtotal SW Quad Research/Office Tower 453,000 GSF 238.34 107,969,000

Infrastructure: Utility Tunnel/Piping/KE Chiller 4,341,300

Addition/Primary Elect/Steam

8. Vacate & Demolish NW Wing Mayo Bldg 203,200 GSF 13.12 2,666,600

Planning Funding for Item #9 895,700

9. New 12 Level Research/Office Tower @ NW Quad 419,000 GSF 259.12 108,572,100

Infrastructure: Chilled Water Piping/Addition Moos 3,875,000

Cluster/Primary Elect/Steam

SUBTOTAL CRITICAL PATH PROJECTS 351,926,064

� The scoping estimates contained in this District Plan are offered as a preliminary guide for developing the University�s on-going sixyear Capital Plan (beyond 2002) and subsequent bi-annual Capital Budgets.

� Pending completion of a comprehensive utilities master plan it is not possible to accurately �scope� the cost of infrastructureelements outside the AHC district boundaries. It is known that the distribution of steam to the AHC district will not beadequate.

64


TOTAL

PROGRAM SUMMARY - OTHER PROJECTS PROJECT PROJECT



A. Weaver-Densford and Moos Tower Masterplan 199,400 123.59 24,644,250

(Refer to U of M Schools of Parmacy, Nursing and Dentistry Masterplan,

March 15, 2000 for detialed information.)

B. Moos & Weaver-Densford Entry Pavilion/Washington Avenue 15,400 GSF 225.06 3,466,000

C. Expand North Research Park No Cost Information

D. Remodel Remaining Mayo Tower 204,000 GSF 164.45 33,547,800

E. Replace Masonic Memorial & VFW Cancer 265,500 GSF 256.39 68,070,300

Infrastructure: Steam/Primary Elect/Chilled Water 250,000

F. Replace VCRC 271,125 GSF 289.95 78,613,100

Infrastructure: Steam/Primary Elect/Chilled Water 350,000

G. Replace Boynton Health & Children's Rehab 528,700 GSF 176.67 93,405,400

Infrastructure: Steam/Primary Elect/Chilled 6,250,000

Water Plant & Distribute W of Church Street

SUBTOTAL OTHER PROJECTS 308,596,850

TOTAL ALL PROJECTS 660,522,914

65


1. New Translational Research Facility - TRF

Addition to existing Lion's Research Building.

4 levels, lab & office space 95,403 SF 239.60 22,858,700

Construction Cost July 2001 95,403 GSF 239.60 22,858,700

14.85 1,417,200

(Start 6/2002, 24 months, Midpoint 6/2003) 254.46 24,275,900

Total Project Cost TRF 335.42 32,000,000

2. Vacate & Demolish SE Wing Mayo Bldg and Garage

(Assume floor to floor height average 13 feet)

Demolish/Temp Protection SE Quad 210,000 SF 5.00 1,050,000

Demolish/Temp Protection Garage 90,000 SF 3.50 315,000

Allowance For Infrastructure Reorganization for Buildings

Left During Demolition SW & NW Quad 463,200 SF 0.75 347,400

Mayo Tower To Remain Level -3 to +3 & +4 95,000 SF 2.50 237,500

Modifications for Temporary/Permanent Exterior Materials

(Assume 30% glazing/70%brick/stone @ Above Grade)

Mayo Tower Remaining 12,000 SF 60.00 720,000

SW Quad Temporary 7,800 SF 35.00 273,000

Below Grade Moos/PWB to East, North & South 21,000 SF 40.00 840,000

Subtotal Clear Mayo SE Quad 300,000 GSF 12.61 3,782,900

Contingency - 15% 1.89 567,400

SubTotal Mayo SE Quad August 2000 14.50 4,350,300

Project Cost Multiplier 1.25 3.63 1,087,600

Total Project Cost Mayo SE Quad August 2000 18.13 5,437,900

Escalation To Midpoint of Construction - 6.2%

Detailed Scoping Estimate - Critical Path

66


3. Build Central Square Infill/Landscaping

Import Soil/Dewater/Shoring 30,000 CY 25.00 750,000

Central Square - Landscape/Amenities/Pedestrian

Circulation/Kiosks/Utilities/Lighting 75,000 SF 15.00 1,125,000

Sub Total 75,000 GSF 25.00 1,875,000

Contingency - 15% 3.75 281,300

SubTotal Central Square August 2000 28.75 2,156,300

Project Cost Multiplier 1.20 5.75 431,300

Total Project Cost Central Square August 2000 34.50 2,587,600

3. Diehl Hall Addition

Diehl Hall Addition - Two Story (Concourse & Plaza) 6,160 SF 190.00 1,170,400

Sub Total 6,160 GSF 190.00 1,170,400

Contingency - 15% 28.51 175,600

SubTotal Diehl Hall Add August 2000 218.51 1,346,000


Total Project Cost Diehl Hall Add August 2000 284.06 1,749,800

Same Time Frame As Central Square

67


3. Animal Holding Below Grade

Animal Holding Below Grade 30,000 SF 275.00 8,250,000

Sub Total 30,000 GSF 275.00 8,250,000

Contingency - 15% 41.25 1,237,500

SubTotal Animal Holding August 2000 316.25 9,487,500


Total Project Cost Animal Holding August 2000 411.13 12,333,800


3. Dwan Entry Addition

Dwan Entry Addition - Two Story (Concourse & Plaza) 5,000 SF 190.00 950,000

Sub Total 5,000 GSF 190.00 950,000

Contingency - 15% 28.50 142,500

SubTotal Dwan Entry Add August 2000 218.50 1,092,500


Total Project Cost Dwan Entry Add August 2000 284.06 1,420,300


68


3. Three Story Circulation Loop

Circulation Loop - Service Level 32,000 SF 125.00 4,000,000

Circulation Loop - Concourse 35,000 SF 150.00 5,250,000

Circulation Loop - Plaza above Concourse With Rails/Lighting 35,000 SF 40.00 1,400,000

Sub Total 102,000 GSF 104.41 10,650,000

Contingency - 15% 15.66 1,597,500

SubTotal Circulation Loop August 2000 120.07 12,247,500


Total Project Cost Circulation Loop August 2000 156.10 15,921,800


3. Infill Drive Patient Arrival Lobby Between Moos & PWB

New Curtain Wall At East & West Ends

Step Back With Roof At East Side

New Floor & Wall Material To Create Interior Quality

Program Patient Arrival Lobby 15,000 SF 195.00 2,925,000

Sub Total 15,000 GSF 195.00 2,925,000

Contingency - 15% 29.25 438,800

SubTotal Moos/PWB Infill August 2000 224.25 3,363,800


Total Project Cost Moos/PWB Infill August 2000 282.56 4,238,400


69


5. New AHC Learning & Education Center

Remodel Diehl Hall - General & Computer Study 50,000 SF 130.00 6,500,000

Remodel Mayo Auditorium (Historic Renovation) 20,000 SF 175.00 3,500,000

Remodel PWB Concourse & Plaza - Education/Classrooms 59,500 SF 125.00 7,437,500

New 2 Story Addition @ MCB

Student Services 28,000 SF 190.00 5,320,000

Subtotal Remodel & New 157,500 GSF 144.49 22,757,500

Contingency - 15% 21.67 3,413,600

SubTotal L&EC August 2000 166.17 26,171,100


Total Project Cost L&EC August 2000 219.34 34,545,900

70


6. Vacate & Demolish SW Wing Mayo Bldg

Obtain Planning Funding For Item #7


Demolish/Temp Protection SW Quad 260,000 SF 5.00 1,300,000


Left During Demolition

NW Quad 203,200 SF 0.50 101,600





NW Quad Temporary 6,500 SF 35.00 227,500

Subtotal Clear Mayo SW Quad 260,000 GSF 7.99 2,078,100

Contingency - 15% 1.20 311,700

SubTotal Mayo SW Quad August 2000 9.19 2,389,800


Total Project Cost Mayo SW Quad August 2000 11.49 2,987,300

Planning Funding For Item #7

Predesign Study 805,000

71


7. New 12 Story Research/Office Tower in SW Quad

Demolish West End VCRC - 5 Floors (SF not in total area) 20,000 SF 5.00 100,000

Mined Service Dock & Access Drive 75,000 SF 130.00 9,750,000

Parking Levels Below - 2 Levels 54,000 SF 38.00 2,052,000

Research Program (50% of Total) 162,000 SF 225.00 36,450,000

Office Administration Program (50% of Total) 162,000 SF 160.00 25,920,000

Sub Total 453,000 GSF 163.96 74,272,000

Contingency - 15% 24.59 11,140,800

SubTotal Tower SW Quad August 2000 188.55 85,412,800


Total Project Cost Tower SW Quad August 2000 245.11 111,036,600

72


8. Vacate & Demolish NW Wing Mayo Bldg

Obtain Planning Funding For Item #9


Demolish/Temp Protection NW Quad 203,200 SF 5.00 1,016,000


Left During Demolition





Subtotal Clear Mayo NW Quad 203,200 GSF 9.13 1,855,000

Contingency - 15% 1.37 278,300

SubTotal Mayo NW Quad August 2000 10.50 2,133,300


Total Project Cost Mayo NW Quad August 2000 13.12 2,666,600

Planning Funding For Item #9

Predesign Study 895,700

73


9. New 12 Story Research/Office Tower in NW Quad




Sub Total 419,000 GSF 173.33 72,623,500

Contingency - 15% 26.00 10,893,500

SubTotal Tower NW Quad August 2000 199.32 83,517,000


Total Project Cost Tower NW Quad August 2000 259.12 108,572,100

74


A. Weaver-Densford and Moos Tower Masterplan for the

Schools of Parmacy, Nursing and Dentisrty

College Of Pharmacy 62,275 SF 180.74 11,255,625

Infrastructure 150,000

School Of Nursing 28,225 SF 128.81 3,635,625

Infrastructure 150,000

School Of Dentistry 108,900 SF 86.80 9,453,000

Project Cost Pharmacy, Nursing, Dentistry 199,400 SF 123.59 24,644,250

NOTE: The square footages and costs shown for the schools of Pharmacy, Nursing

and Dentistry were provided as part of a masterplan prepared by another consultant and

represent the midpoint of a cost range given in that masterplan. These numbers do not

reflect additional project costs assumed in the district plan to be:

Escalation of 4% per year from 10/1999; Construction Contingency @ 20%; Soft Costs @ 28%.

B. Moos & Weaver - Densford Entry Pavilion/Washington Avenue

Build Over Existing Plaza Deck With Glass Enclosure

Program Student Lounge & Study 8,400 SF 180.00 1,512,000

Washington Ave Improvements MCB To Harvard - Open Arcade/Paving - 200 Ft. 4,000 SF 175.00 700,000

Washington Ave Improvements MCB To Harvard - Streetscape Paving - 150 Ft. 3,000 SF 60.00 180,000

Sub Total 15,400 GSF 155.32 2,392,000

Contingency - 15% 23.30 358,800

SubTotal Entry Pavilion August 2000 178.62 2,750,800


Total Project Cost Entry Pavilion/Wash Ave. August 2000 225.06 3,466,000

Detailed Scoping Estimate - Other Projects

75


C. Expand North Research Park No Cost Information


Remodel 17 Floors Remaining Mayo Tower w/Office/Education Functions 204,000 SF 110.00 22,440,000

Sub Total 204,000 GSF 110.00 22,440,000

Contingency - 15% 16.50 3,366,000

SubTotal Remaining Mayo Tower August 2000 126.50 25,806,000


Total Project Cost Remaining Mayo Tower August 2000 164.45 33,547,800

E. Replace Masonic Memorial Hospital & VFW Cancer Research

Demolition 114,800 SF 5.00 574,000

Parking Levels Below 88,500 SF 38.00 3,363,000

Program - Clinical Facility 177,000 SF 235.00 41,595,000

Sub Total 265,500 GSF 171.50 45,532,000

Contingency - 15% 25.72 6,829,800

SubTotal MMH/VFW Replace August 2000 197.22 52,361,800


Total Project Cost MMH/VFW Replace August 2000 256.39 68,070,300

76


F. Replace VCRC

Demolition 79,300 SF 5.00 396,500



Sub Total 271,125 GSF 193.95 52,584,000

Contingency - 15% 29.09 7,887,600

SubTotal VCRC Replace August 2000 223.04 60,471,600


Total Project Cost VCRC Replace August 2000 289.95 78,613,100

G. Replace Boynton Health & Children's Rehab

Demolition 213,700 SF 5.00 1,068,500

Program - Health Services (65% of Program) 160,000 SF 245.00 39,200,000

Program - Children Rehab (35% 0f Program) 85,000 SF 230.00 19,550,000


Sub Total 528,700 GSF 118.17 62,478,500

Contingency - 15% 17.73 9,371,800

SubTotal CHR/BHS Replace August 2000 135.90 71,850,300


Total Project Cost BHS/CHR Replace August 2000 176.67 93,405,400

77


RE-DEVELOPMENT OF UTILITY INFRASTRUCTURE (OPTIONS)

1. Replacement Chillers

Replace Chillers @ Moos Tower 1 LS 5,000,000 5,000,000

Sub Total 5,000,000

Project Cost Multiplier 1.25 1,250,000

SubTotal August 2000 6,250,000

Escalation To Midpoint of Construction - 12.50%

(Start 4/2002 for 20 Months Midpoint 2/2003) 781,300

Total Project Cost Infrastructure - 2002 7,031,300

3. Tunnel/Piping/Chiller Addition

Utility Tunnel Through infilled Mayo Garage Area 1 LS 642,000 642,000

Chilled Water Piping to Mayo Tower 1 LS 640,000 640,000

Chiller Addition @ Unit K/E 1 LS 2,500,000 2,500,000

Sub Total 3,782,000

Project Cost Multiplier 1.25 945,500

Total Project Cost Infrastructure August 2000 4,727,500

5. Replacement Chiller

Replace Chiller @ Moos Tower 1 LS 2,500,000 2,500,000

Sub Total 2,500,000



� Pending completion of a comprehensive utilities master plan it is not possible to accurately�scope� the cost of infrastructure elements outside the AHC district boundaries. It is known thatthe distribution of steam to the AHC district will not be adequate.

78


7. Tunnel/Piping/Electrical/Chiller Addition

Utility Tunnel Unit K/E to North Border of New Mayo Tower 1 LS 458,000 458,000

Chilled Water Piping To Unit K/E 1 LS 240,000 240,000

Primary elec & Duct Bank Unit K/E to Delaware & Church St. 1 LS 275,000 275,000

Chiller Addition @ Unit K/E 1 LS 2,500,000 2,500,000

Sub Total 3,473,000



9. Moos Cluster & Chilled Water Piping

Chilled Water Piping To Mayo Tower 1 LS 1,100,000 1,100,000

Chiller Addition Moos Cluster 1 LS 2,000,000 2,000,000

Sub Total 3,100,000



G. Replace Boynton Health & Children's Rehab/Church Street Chilled Water Plant

Chilled Water Plant & Distribution West of Church St. 1 LS 5,000,000 5,000,000

Sub Total 5,000,000

Project Cost Multiplier 1.25 1,250,000


79


4

The AHC District Plan provides a20-year strategic approach that willrender real the vision presented bythe AHC Strategic Facility Planningdocument (published in May 1998).

Purpose of theDistrict Use andDevelopmentPlan

AHCMinneapolisCampusNeeds andGoals

80


The District Plan should help guidedecisions about the future growth of theAHC Minneapolis campus and ensurethat all proposed future developmentconcurs with established objectives anddesign standards. The plan prescribes alist of sequential steps needed to achievemany of the stated goals of theAcademic Health Center.

Some issues, brought to light by theStrategic Facility Plan, require furtherdiscussion, consideration, and policydecisions within the AHC, specifically,and the University in general.

The plan does not attempt to designbuildings or spaces. Rather itconceptualizes the following planningissues derived from the primary goals forthe Academic Health Center Minneapoliscampus:

1) Understand and defineprogrammatic needs. Examplesinclude: facilities for TranslationalResearch, an AHC Learning andEducation Center, consolidationof the School of Public Health,and facility improvements toenhance efficiency andeffectiveness of existing schoolsand programs.2) Develop new building massingoptions.3) Develop density options fornew buildings.4) Create a strong architecturalimage for the AHC.5) Define and create open spaceand landscaped areas todramatically improve theaesthetic appearance of the AHCand provide visual relief from thebuilding density.6) Clarify and simplify pedestrian,vehicular, and service circulation.7) Identify infrastructure issuesthat arise from the Plan.

�We must recognize that our efforts toanticipate the future help to shape it.�

John Sawhill

�It simply never occurs to us to make streets intooases rather than deserts. In countries wheretheir function has not yet deteriorated intohighways and parking lots, a number ofarrangements make streets fit for humans...�

Bernard Rudofsky,Architecture Without Architects

81


The AHC Strategic Facility Planningdocument, published in May 1998,provides the basis for the AHC DistrictPlan. The Strategic Plan summarizes theresults of an initiative started in April1997 that involved input from a broadspectrum of participants.

The Steering Committee for theStrategic Facilities Planning Process usedfour broad themes to develop a facilityvision for the Academic Health CenterMinneapolis campus. These are:

1. Core Challenges � What WeHave...

2. Guiding Principles � What WeDesire...

3. Primary Themes � What It CouldLook Like...

4. Major Objectives � How to GetThere�

A complete description of the fourthemes is included in The StrategicFacility Planning document that isavailable in the AHC Office of Facilities.The following lists summarizes thethemes of the Strategic Plan:

Core Challenges· Common spaces lack ownership

and are not adequatelymaintained.

· The labs, offices, and classroomsneed to better relate to eachother.

· The AHC needs criteria for spaceallocation and a space plan.

· The development capacity shouldbe quantified. How much morecan be built?

· The District Plan should addressthe safety, capacity, and locationof parking and traffic.

· Spaces should remain flexible andadaptable so they continue tomeet future needs.

· What are the incentives anddisincentives -- financial andother -- associated with changingthe status quo?

· Maintenance should be an integralpart of ongoing operations.

· Outdated facilities requiresignificant investment.

· Creating utilization standardswould help schools optimize theiruse of existing spaces.

Guiding Principles· AHC cares about its people.· Facilities should aesthetically

foster learning, collegiality, anddiscovery.

· The AHC�s students, staff,faculty, and visitors needgathering spaces to create senseof community.

· The AHC needs vital spaces thatcan respond flexibly to programand grant requests.

· All facilities need to be clean andto work properly.

· The AHC should have a sense of�here� provided by a commontheme, circulation spaces, oridentifiers within each school.

· Curriculum needs should drivethe design of new and renovatedspaces.

· Creating common areas forstudents outside of faculty officezones would make these officesmore accessible to students.

· �Short streets� should link clinicaland basic science researchers.

AHC Strategic Facility Plan Considerations

82


Primary Themes· Create a large central �people�

park/piazza to provide an identityfor the AHC.

· Improve connections within theAHC campus and beyond it to theentire University.

· Develop a visual vocabulary anddesign standards that effectivelycommunicate the AHC�s identityand define the edges and majorentry points to its campus.

· Identify patient, visitor, andstudent orientation areas andactivity zones.

· Improve the quality and uses ofspaces with natural light and freshair.

· Provide student gathering spaces.· Enhance visual and physical

cohesiveness of the AHC.· Make the major entries

welcoming, easy to identify, anduseful for orientation.

Major Objectives· Provide an ongoing assessment,

�a working vision� withimmediate, short, and long termgoals.

· Rebuild AHC by replacingbuildings that cannot supportfunctional requirements.

· Allocate Fairview release space ina manner to assist efficiencies.

· Improve AHC classroomfacilities.

· Resolve the needs of PublicHealth consolidation.

· Enhance and simplify circulationand wayfinding patterns withinthe AHC.

· Maintain/improve patient accessto all areas of the AHC.

· Create a space allocation usageand utilization policy.

· Create an off-campus propertydevelopment logic that paysattention to on-campus access.

83


5

Although the AHC Minneapoliscampus contains five relatedcollegiate units, this district has fewacademic connections with othercampus buildings in neighboringprecincts. Campus services inCoffman Memorial Union and othernearby buildings are patronized bystudents and faculty from the AHC.

Parking decks to the west, north,and east serve auto-dependentpersonnel.

Adjacencies

Site Analysis

ExistingAHCMinneapolisCampusSummary

84


have narrow, double-loaded corridorfloors configured around open courtyards.

With the exception of ElectricalEngineering Computer Sciences, theacademic buildings across WashingtonAvenue, Ford Hall and Amunson Hall arealso low-rise brick structures.

Completed in 1939 and located onthe South Mall, Coffman Memorial Unionis a mid-rise, brick-faced structure thatacts as the southern terminus for thecampus� historic Northrop Mall. Plansare currently underway for the extensionof the Mall to East River Road as well asthe development of Riverbend Common.

Large and monolithic mid-risemassings best characterize the nature ofthe nearby parking ramps that tend toblock views of other nearby precincts tothe north and northeast.

Although most of the AHC Districtsits on relatively level ground, thesouthwest corner of the district rapidlyfalls away and follows the natural terrainof the Mississippi River gorge. MostAHC buildings have street levelentrances relative to Washington Avenue,with the exceptions of Boynton HealthServices and the Children�sRehabilitation Center that have mainentrances one level below those of thenorthern AHC buildings.

Both the Dwan Variety ClubCardiovascular Research Center and theVariety Club Research Center have mainbuilding entrances that face East RiverRoad, well below those of the otherAHC facilities.

Washington Avenue is a divisiveelement through the University,separating the AHC from the rest of theEast Bank Campus. The corridorprovides access to commercial districts tothe East. Campus and neighborhoodhousing lie to the immediate southeast.The open recreational areas of theMississippi River Flats offer those on theAHC campus opportunities forcontemplative relaxation and leisureactivities.

Architecture around the AHC iscomposed primarily of low-rise buildingsbuilt in the mid-1930�s. The housingblocks to the east are also low-risestructures, which are clad in brick and

Terrain Features

85


The total drop in grade fromWashington Avenue to the Variety ClubHeart and Research Center entrance onEast River Road is roughly 55 feet. Thesoutheast corner of the AHC, occupiedby Fairview-University Medical Center, isnearly level with Washington Avenue,making the change in grade fromsoutheast to southwest nearly 55 feet aswell.

There are too few green open spaceswithin the AHC District. Only minorcourtyard areas exist between JacksonHall and the new Molecular and CellularBiology Building, between PWB and

Diehl Hall, and between the wings of theMayo Building.

The informal green spaces that fillvoids between buildings along theHarvard and Church Street (east andwest) sides of the AHC campus are solacking in �design amenities� that theydetract from the landscaped environmentof the district.

The hard surface plaza that connectsDiehl Hall, Fairview-University MedicalCenter, the Mayo Building, and the soon-to-be-completed Molecular and CellularBiology Building is an unfriendlyenvironment that discourages interface.

A network of sidewalks, bike paths,and pedestrian bridges -- most of whichrelate to vehicular corridors -- channel

pedestrian traffic to and through theAHC. Major pathways identified forpedestrians include Washington Avenue,Harvard Street, and Church Street. TheDelaware passage running through themiddle of the AHC is interrupted by theMayo Auditorium.

Within the district, secondary pathslink all of the AHC buildings. Pathwaysalong East River Road are best suited tobicycle travel because their connectionsto other paths and campus buildings areminimal.

Pedestrian travel through AHCbuildings -- a network of interiorwalkways, skyways, and tunnels -- iscircuitous. Students, faculty, staff, andvisitors are not always able to go frombuilding to building in the AHC withoutsetting foot outside.

Main facility entrances for several ofAHC buildings are accessible from theurban plaza between the Mayo Buildingand the Health Sciences Center. Mayo,Moos Tower, Phillips-Wangensteen,Diehl Hall, and Fairview-University

Landscape (Green vs. Plaza)

Pedestrian Access

86


Medical Center all face this plaza.The Molecular and Cellular Biology

Building will share an entrance courtyardwith Jackson Hall.

Basic Sciences, Boynton HealthServices, and Children�s Rehabilitation allhave main entrances off Church Street.The VFW Cancer Research Center andthe Masonic Memorial Hospital havemain entrances facing Harvard Street,away from the core of the AHC.

Due to the descending grade of theAHC site, both Dwan and The VarietyClub facility have building facades andmain entrances off of East River Road.Church Street terminates behind thesebuildings and provides access tosecondary pedestrian entrances.

Many visitors to the AHC park in theWashington Avenue Ramp and, therefore,use the Washington Avenue Corridor.Washington Avenue, a major east/westartery connects with the regional networkvia University Avenue, HuronBoulevard/I-94, and Interstate 35.

East River Road is a direct route tothe AHC where capacity far exceeds theamount of traffic currently on theroadway. It is, however, a MinneapolisPark Board Street. It will be essential touse this route for service vehicles in thefuture.

East River Road allows directvehicular access to various AHCBuildings. The Variety Club Heart &Research Center, Dwan Variety CardioResearch Center and the Fairview-University Hospital all have significantservice and visitor connections along thisroad.

Harvard and, to some extent, ChurchStreet provide access to the District�s eastand west edges. Both of these streetsafford drop-off access to perimeterbuildings in the AHC. Harvard connectsto East River Road. Church Streetterminates within the district. Those

traveling to AHC interior facilities canreach them by way of the truncated,east/west Delaware Street.

A service alley allows access to thebacks of Diehl Hall, VFW CancerResearch Center, and the MasonicMemorial Hospital. A new service drivefrom Church Street will allow vehicularaccess to a loading facility at theintersection of Jackson Hall and the NewMolecular and Cellular Biology Building.

East River Road

Vehicular AccessEast River Road Service Docks

Washington Avenue Corridor

87


General parking within the AHCdistrict is limited to on-street meteredspaces. A below-grade garage beneaththe Mayo drop-off loop is not open to thepublic. A parking ramp for Fairview-University Medical Center is located justoutside the AHC District on DelawareStreet.

Two additional ramps are locatednearby yet outside of the HealthSciences/Residential Precinct. Bothoffer public and contract parking options.These facilities are accessible to theAHC, with one located directly acrossWashington Avenue from the AHC andthe other just two blocks east of HarvardStreet on Oak Street.

To the west, the South Mall willconceal a below-ground parking garage.

The District Plan assumes the modalsplit (percent of auto versus transit) willcontinue to be approximately the same asit is today. This means that the visitorpopulation is predominantly accessing thedistrict by car. Students, faculty, andstaff are using various modes includingtransit, bicycle, and walking.

As is the case now, those taking thebus to the district will arrive or depart atdesignated stops along WashingtonAvenue.

Harvard Street

Church Street

Washington Avenue Parking Ramp

Mass TransitParking

Facility Entrance off East River Road

88


Though they were constructed over aperiod of many years, the various AHCfacilities do allow for movement betweenbuildings. Historically, AHC buildingshave been situated to align interiorcorridors and provide connecting pointsfor linked structures.

Buildings separated by streets, servicedrives, or surface pedestrian pathwaysuse skyways as enclosed, weather-shielded links. Interconnected floorsbelow grade erode discernible buildinglimits and create a vast zone ofunderground development.

Incorporating design features such asthese helped establish a singular identityfor the departments that make up theAHC.

Most AHC facilities have grade levelfloors that relate to each other. This hasresulted in a consistent floor numberingsystem. Topographic changes cause afew deviations from this standard. Somebuildings do not share common floorlevels.

AHC buildings east of Church Streetare interconnected at both one and twolevels below the common level of theurban plaza. People can pass circuitously

from the northern-most building of theAHC to Fairview-University MedicalCenter. Skyways are required to reachthe buildings west of Church Street.

The Variety Club Heart & ResearchCenter is the only building not directlylinked to others via a skyway. TheVariety Club does, however, directlyconnect to the neighboring Dwan VarietyCardio Research Center at all levelsbelow Dwan�s third floor.

Intra-Building Circulation

89


EXISTING CIRCULATION - STREET LEVEL(WASHINGTON AVENUE)

LEGEND

90


EXISTING CIRCULATION - CONCOURSE LEVEL(ONE FLOOR BELOW WASHINGTON AVENUE)

LEGEND

91


EXISTING CIRCULATION - SERVICE LEVEL(TWO FLOORS BELOW WASHINGTON AVENUE)

LEGEND

92


BSBE was completed and occupiedin 1997. It meets current construction,accessibility, and energy standards andcomplies with the University�s own dataand communications systemstechnologies.

Completed in 1949, this building wasfirst expanded in 1958, and again in1966. It does not fully comply withcurrent building codes. Most notably, itsdeveloped area exceeds the maximumallowed by code and the building is notfully sprinklered.

Future remodeling will require thatthe entire facility be sprinklered, the roofstructure be updated to a two-hour firerated construction, and all existingcorridor and exits be brought up to a one-hour fire rating.

The Boynton Health Servicesbuilding appears to provide total mobileaccessibility. It also has an appropriatenumber of toilet fixtures and most areaccessible to the disabled.

General floor-to-floor depths areshallow relative to modern standards,

with some existing depths as low as tenfeet. Taking into account floor slabdepths, little space is available for above-ceiling HVAC systems, sprinkler lines,recessed lighting, and power orcommunications conduits. Significantupgrades to these building systems will beimpossible without sacrificing somewhole floors.

Completed in 1962, this facility hasinadequacies similar to those listed forthe Boynton Health Services Building.

Basic Sciences/BiomedicalEngineering Building

Boynton Health Services

Children’s Rehabilitation

Condition/Usability of Buildings

93


Future remodeling will require that theentire facility be sprinklered to meetcurrent minimum code standards. Allexisting mechanical duct shafts and crawlspaces would also need to be brought upto a one-hour fire rating.

The Children�s RehabilitationBuilding appears to provide total mobileaccessibility. While it has an appropriatenumber of toilet fixtures, some facilitieswill need to be modified to be universallyaccessible.

Although floor-to-floor heights areslightly higher at 12�-0, above-ceilingplenum spaces appear to be insufficientto accommodate significant remodelingto building mechanical, electrical, data,and communications systems. Ceilingswould need to be lowered toaccommodate improvements. Lowerceilings throughout this building wouldmake the work spaces less than desirable.

Originally completed in 1958, DiehlHall received additional floors in 1963.This building exceeds maximumallowable floor area based on its currentlevel of fire protection. To meet today�sstandards, the entire building will have tobe fitted with an automatic sprinklersystem. Corridor walls and ceilings willalso have to be brought up to a one-hourfire protection status, and shaftways needto be protected by a two-hour fire-ratedassembly.

A number of minor accessibilitydeficiencies can be easily remedied.While the entire facility appears to bemobile accessible, accessible toiletfacilities are needed.

Since floor-to-floor heights areslightly higher at 13�-0�, there is morevolume available for upgrading airdistribution and other building systems.A mechanical renovation of basementanimal research areas will be necessary.Interior spaces without operable windowswill also need to be retrofitted to provideproper ventilation.

This early 1970�s building wasrecently remodeled. The quality ofconstruction, programmatic efficiency,and level of building code compliancy areadequate to support its present use.

Diehl Hall

Dwan Variety ClubResearch Center

94


Completed in 1912, this facility wascompletely renovated in 1999. It houseslaboratory and office space, and is fullycompliant with current coderequirements.

Masonic Memorial Hospital was firstconstructed in 1957, with additionalfloors added in 1965. It has many of theinadequacies listed for other AHCbuildings.

Any remodeling to this structure willrequire that the entire facility besprinklered to comply with current codestandards. Appropriate fire-ratedassemblies at all corridors, emergencystairways, and lab separations also needto be provided. All existing mechanicalduct shafts and crawl spaces would needto be brought up to code. The facilitymeets accessibility requirements and thecurrent number of required toilet fixtures.Several of the existing toilet facilities,however, will need to be made accessible.

Floor-to-floor heights are shallow at11�-0�, providing insufficient volume forsignificant mechanical or technologicalimprovements. Lowering the ceilings toprovide adequate above-ceiling spacewould, once again, create less thandesirable space.

Jackson Hall Masonic Memorial Hospital

95


Completed in phases, this facilitydates back to 1924. One of the oldeststructures within the AHC, it is currentlydeficient in a number of code-relatedareas, including fire-safety. Appropriatefire-rated assemblies at all corridors andemergency stairways must be provided.All existing mechanical duct shafts andcrawl spaces need to be brought up to atwo-hour fire rating.

Although main entrances to thebuilding are accessible, automatic doorsneed to be installed at the west entrance.While the balance of the building�sinteriors appear to be accessible,additional accessible toilet room facilitiesneed to be provided. Other minor

accessibility issues, such as tactile signagelocations and door opening pressureadjustments must be addressed.

Floor-to-floor heights below the SixthFloor range from 11�-0� to 13�-0�.Above the Sixth Floor, all distances are ashallow 11�-0�. During futureremodeling, it may not be possible toconceal air transfer, power, data,communications, fire suppression, andother building systems due to theseshallow floor-to-floor depths.

MCB is under construction. It willmeet current construction, accessibility,and energy standards, and comply withthe University�s own data and technologyrequirements.

Completed in 1976, Moos Tower isone of the more modern facilities withinthe AHC. It does not, however, complywith current code requirements in anumber of areas, including fire-safety.Upper floors are not currentlysprinklered. Appropriate fire-ratedassemblies at all corridors and emergencystairways also need to be provided. Allexisting mechanical duct shafts and crawlspaces need to be brought up to a two-hour fire rating.

Moos TowerMayo Memorial Building

Molecular and CellularBiology Building

96


Both main entrances to the buildingand its interior corridors appear to beuniversally accessible. Toilet facilitiesare adequate and several are accessible tomobility impaired persons.

Floor-to-floor heights are adequate at13�-0�, providing slightly more volume tofacilitate air distribution and otherbuilding system improvements.

Phillips-Wangensteen, constructed in1978, is currently deficient in a few areas

related to egress and fire safety codes.All corridors and emergency exitstairways need to be provided withappropriate fire rated assemblies.

All existing mechanical duct shaftsand crawl spaces need to be brought upto a two-hour fire rating. The entirebuilding is protected by an automatic firesprinkler system.

Both main entrances to the buildingand its interior corridors appear to beuniversally accessible. Toilet roomfacilities are adequate and several areaccessible to mobility impaired persons.Floor-to-floor heights are adequate at13�-0�.

This facility was originallyconstructed in 1958, with floors added in1968. It is not currently sprinklered, andit has many of the same inadequaciescited for other AHC buildings. Anyfuture remodeling will require that theentire facility be sprinklered to complywith current minimum code standards.Emergency lighting and illuminated exitsignage are also inadequate. Allcorridors and emergency exit stairs shouldbe provided with the appropriate fire-rated assemblies. All existing mechanicalduct shafts and crawl spaces would alsoneed to be brought up to a two-hour firerating.

While the VFW Cancer ResearchCenter appears to be completely

VFW Cancer ResearchCenter

Phillips-Wangensteen

97


accessible, it does not have the numberof accessible toilet fixtures currentlyrequired. Elevators are spacious, yetwould require more accessible callbuttons.

The floor-to-floor heights are ashallow 11�-0�. There is not enoughvolume for any significant mechanical ortechnological improvements.

Originally constructed in 1948, TheVariety Club Research Center wasexpanded in 1957. Its inadequacies aresimilar to those of the Boynton Building.

It is not sprinklered and futureremodeling will require installation of afire sprinkler system that serves the entirefacility. Emergency lighting andilluminated exit signage are insufficient.All existing mechanical duct shafts andcrawl spaces would also need to bebrought up to a two-hour fire rating.

This facility is not accessible from therear Church Street entrance and theFourth Floor cannot be reached by anelevator. These access issues will need tobe addressed. The Variety Club &Research Center has an appropriatenumber of toilet fixtures and some areaccessible. More toilet facilities will needto be modified, however, to meet themandatory building quota.

General floor-to-floor depths areshallow relative to modern constructionstandards, with some as low as 10�-0�.There is not enough room above theceiling for air ducts, sprinkler lines,recessed lighting, and power andcommunications conduits. Significantupgrades to these building systems arenot possible without sacrificing floorspace.

Weaver- Densford is in excellentcondition with relatively few deficiencies.The entire building is protected by anautomatic fire sprinkler system. Both theelectrical system and mechanical systemare adequate.

The entire building is accessible andall toilet rooms have accessible fixtures.

Floor-to-floor heights are adequate at13�-0�.

Weaver-Densford

Variety Club ResearchCenter

98


The School of Public Health is splitbetween the northwest corner of theMayo complex, a lower level of MoosTower, and several off-campus spaceleases. Fairview-University MedicalCenter occupies large portions of thelower levels of the Mayo complex andthe PWB (Phillips � WangensteenBuilding). They also occupy significantspace in the VFW-Masonic MemorialBuilding.

Although only five distinct collegiateunits make up the AHC Minneapoliscampus, at least a dozen different usergroups occupy space in universitybuildings within the AHC district. Thefive collegiate units are: Medicine,Nursing, Pharmacy, Public Health, andDentistry. The office of the Senior VicePresident for Health Services and AHCShared Programs make up a sixth groupof personnel common to other units.

AHC District facilities also housestudent service groups such as theBoynton Student Health Services, theBiomedical Library and Campus Healthand Safety. The University also leasessignificant space to Fairview-UniversityMedical Center and University ofMinnesota Physicians.

A few of the AHC user groups arelocalized within one building or onesection of the district while others aredispersed throughout the district. Userswho use space in multiple buildingsinclude the Medical School, the Schoolof Public Health, and AHC SharedPrograms. Both occupy space in nearlyevery building at various degrees ofconcentration.

Space Usage

99


Space Usage - Sub-Level 4 (4 Floors Below Washington Avenue)

LEGEND

100



LEGEND

101



LEGEND

102


Space Usage - Concourse Level (1 Floor Below Washington Avenue)

LEGEND

103


Space Usage - Level 0 (Washington Avenue Level)

LEGEND

104


Space Usage - Level 1 (1 Floor Above Washington Avenue)

LEGEND

105


Space Usage - Level 2 (2 Floors Above Washington Avenue)

LEGEND

106



LEGEND

107



LEGEND

108


The Strategic Plan of the Academic Health Center requires growth in strategic areas of research and health outreach, as well asincreased health professional school enrollment and greater community integration of the education and training programs. Theseprogrammatic areas of emphasis are reflected in the twenty-year District Plan for the Academic Health Center. Based on the MinnesotaFacilities Model, there is a current need for about 100,000 more square feet of space, with a growth projection of another 300,00 squarefeet.

The critical space analysis of the district planning process also addresses the quality of space and the functional ability of space toappropriately support the instructional, research and outreach activities that occur. It became clear that the major space challenge in theAcademic Health Center was in precisely these areas of the quality and functionality of the current space. In addition, there is a majorchallenge in achieving a nurturing campus environment, although the Molecular and Cellular Biology Building area is a clear step inimproving this situation.

Thus, most of the space needs are replacement for existing space that inadequately serves research, education and health outreach,while providing for a modest increase in space over the timeline of the District Plan. The District Plan would also remodel the space ina way that transforms the Academic Health Center into a �livable campus.�

Space Needs Summary

109


6

The Academic Health CenterMinneapolis District Plan has beencreated by the project team andfollows the criteria set forth by theUniversity Planning and ProgrammingDirector, and the AHC Office ofFacilities. The following informationis intended to summarize the planningprocess which has been used toachieve the 20-year AHCMinneapolis District Plan.

PlanningProcess/Participants

Appendix

110


The Precinct Planning Process wasthe basis for a streamlined five-stepapproach:

1. Review and assess that whichexists

2. Listen to stakeholders and otherinterested parties

3. Envision what might be4. Develop concept and project

specific plans5. Begin implementation as

programmatically and financiallyfeasible

As the first step in the planningprocess, the project team developed awork plan. The plan established aschedule of project team meetings attwo-week intervals beginning in lateMarch 2000 and continuing through lateOctober 2000.

The work plan further refined theplanning process into three main parts:

1. Discovery2. Concepts3. Refinement

111


The planning process included workby the following subcommittees:

a. Policy Committeeb. Steering Committeec. Faculty Consultative Committeed. Student Consultative Committeee. Classrooms Committeef. Back-of-House / Retail

Committeeg. Adjacent University Stakeholdersh. Adjacent Non-University

Stakeholders

These subcommittees were affordedthe opportunity to review and commenton the District Plan during it�sdevelopment. The timing of eachsubcommittee review was tied todevelopment of the Discovery, ConceptDevelopment, and Refinement phases.Feedback was evaluated by the projectteam and incorporated into the planningprocess.

A �Quote of the Meeting,� was delivered at each project team meeting. The intent of thequotes was to keep the team focused on the comprehensive perspective required to understand allof the interrelated issues associated with redevelopment of the AHC by incorporating a little levityinto the process.

4 April 2000Make no little plans; they have no magic to stir

men�s blood and probably themselves will not be realized.Make big plans; aim high in hope and work,remembering that a noble, logical diagram once recordedwill never die, but long after we are gone will be a livingthing, asserting itself with evergrowing insistency.Remember that our sons and grandsons are going to dothings that would stagger us. Let your watchword beorder and your beacon beauty.

Daniel H. Burnham

14 April 2000In planning, the �medical� solutions are a snare and

a delusion; they solve nothing, they are very expensive.The �surgical� solutions solve.

LeCorbusier

If you are not living on the edge, you are taking uptoo much space.

Unknown

16 May 2000Between the idea and reality falls the shadow.

T.S. Eliot

13 June 2000If you have an important point to make, don�t try

to be subtle or clever. Use a pile driver. Hit the pointonce. Then come back and hit it again. Then hit it athird time - a tremendous whack.

Winston Churchill

25 July 2000Higher education is a hundred years of tradition

wrapped up in a thousand years of bureaucracy.Roger Moe

5 September 2000This is not the end. It is not even the beginning of

the end. But it is, perhaps, the end of the beginning.Winston Churchill

19 September 2000Success on any major scale requires you to accept

responsibility�in the final analysis, the one qualitythat all successful people have�is the ability to take onresponsibility.

Michael Korda

The price of greatness is responsibility.Winston Churchill

3 October 2000Vitality shows not only in the ability to persist,

but in the ability to start over.F. Scott Fitzgerald

31 October 2000It ain�t over til it�s over.

Yogi Berra

The secret to success is constancy of purpose.Benjamin Disraeli

112


Academic Health Center

Sr Vice PresidentDentistry, School ofMedical SchoolNursing, School ofPharmacy, College ofPublic Health, School of

Total

Academic Health Center

Sr Vice PresidentDentistry, School ofMedical SchoolNursing, School ofPharmacy, College ofPublic Health, School of

Total

Office and Support Research Study and SpecialMFM MFM MFM MFM MFM MFM

Existing Existing Projected Existing Existing Projected Existing Existing Projected91203 56160 73160 50568 43050 54750 137592 138372 13840255294 50783 56633 28298 33110 39490 85672 79852 79852

390026 450962 535842 423730 521100 624600 56004 51403 5248323664 21453 27603 1754 1780 2180 1060 402 40223886 32815 43090 29596 25850 32230 7557 5130 5520

160132 104736 133956 9199 71800 107190 19629 24872 31262

744205 716909 870284 543145 696690 860440 307514 300031 307921

Dept Classroom Instructional Lab TotalsMFM MFM MFM MFM MFM MFM


12033 0 0 33383 33383 33383 915176 1056848 12463082178 0 0 4922 4922 4922 33578 28557 351076118 0 0 775 775 775 67932 64570 816152555 0 0 1969 1969 1969 193484 203377 274377

30921 0 0 52202 52202 52202 1677987 1765832 2090847

CONT

INUE

D BE

LOW

The Minnesota Facilities Model (MFM) for the Academic Health Center (AHC) was applied as follows: room by room space listingswere generated from the SPACE database for each department in the AHC, and given to the department so the existing inventory ofspace could be updated. The Academic Health Center Office of Facilities then generated and distributed existing staff listings for allAcademic Health Center departments. Each department made corrections to its staff listings, and provided data on graduate students inthe department. Each department also projected staffing requirements out to 2005. This information was analyzed using applicablestandards in the MFM to determine both existing space needs and space needs per staffing projections for 2005.

113


University of MinnesotaAcademic Health CenterMFM Application Results

Minneapolis Campus Collegesby

College

Sr Vice Pres forHlth Sci

Dentistry Medical School Nursing Pharmacy Public Health TOTAL

Ass

ign

able

Sq

uar

e F

eet

Existing Space MFM Existing Program MFM Projected Program

University of MinnesotaAcademic Health CenterMFM Application Results

Minneapolis Campus Collegesby

Type of Space

OFFICE ANDSUPPORT

RESEARCH STUDY AND SPECIAL DEPT CLASSROOM INSTRUCTIONAL LAB TOTAL

Ass

ign

able

Sq

uar

e F

eet

Existing Program MFM Existing Program MFM Projected Program

Space Inventory/Audit

114


Sr Vice President for Hlth Sci

Sr Vice PresidentCenter for BioethicsCancer CenterComparative Med/Res An ResouComm/Univ Health Care CenterMN Molecular/Cell Therapy Prog

Total

Sr Vice President for Hlth Sci

Sr Vice PresidentCenter for BioethicsCancer CenterComparative Med/Res An ResouComm/Univ Health Care CenterMN Molecular/Cell Therapy Prog

Total



16098 30625 38585 29909 37800 47700 3037 3817 38476147 3825 4575 5129 3300 3600 106295 106295 106295

0 0 0 0 0 0 11889 11889 118893540 750 1650 13777 300 600 0 0 0

91203 56160 73160 50568 43050 54750 137592 138372 138402


Existing Existing Projected Existing Existing Projected Existing Existing Projected5679 0 0 0 0 0 85209 35951 44051

0 0 0 0 0 0 4012 3030 35200 0 0 0 0 0 49044 72242 901320 0 0 0 0 0 117571 113420 1144700 0 0 0 0 0 11889 11889 118890 0 0 0 0 0 17317 1050 2250

0 0 05679 0 0 0 0 0 285042 237582 266312

CONT

INUE

D BE

LOW

115


University of MinnesotaAcademic Health Center

Sr Vice President For Health SciencesAll Units

OFFICE ANDSUPPORT


Ass

ign

able

Sq

uar

e F

eet


116




56 600 600 0 0 0 0 0 08965 7493 8543 22210 8360 9900 1221 1551 1551

15172 16355 17405 6088 16280 17820 24862 25462 254627295 5745 6495 0 4730 5830 16916 16916 16916

55294 50783 56633 28298 33110 39490 85672 79852 79852

School of Dentistry

AdminDiag/Surgical SciCont Dental EducationOral SciPreventive SciRestorative Sci

Total

School of Dentistry

AdminDiag/Surgical SciCont Dental EducationOral SciPreventive SciRestorative Sci

Total



2358 0 0 0 0 0 2414 600 6000 0 0 0 0 0 32396 17404 199940 0 0 99 99 99 46221 58196 607860 0 0 0 0 0 24211 27391 29241

2358 0 0 11153 11153 11153 182775 174898 187128

CONT

INUE

D BE

LOW

117



School of Dentistry - Entire College

OFFICE ANDSUPPORT


Ass

ign

able

Sq

uar

e F

eet


118


School of Nursing

AdminNursing

Total



23664 21453 27603 1754 1780 2180 1060 402 402

School of Nursing

AdminNursing

Total



0 0 0 0 0 0 12915 20458 26108

2178 0 0 4922 4922 4922 33578 28557 35107

CONT

INUE

D BE

LOW

119



School of Nursing - Entire College

OFFICE ANDSUPPORT


Ass

ign

able

Sq

uar

e F

eet


120


College of Pharmacy

Pharmacy, College of

Total



23886 32815 43090 29596 25850 32230 7557 5130 5520



6118 0 0 775 775 775 67932 64570 81615

College of Pharmacy

Pharmacy, College of

Total

CONT

INUE

D BE

LOW

121



College of Pharmacy

OFFICE ANDSUPPORT


Ass

ign

able

Sq

uar

e F

eet

Existing Space MFM Existing Program MFM Projected Program

122


School of Public Health

AdminBiostatisticsEnviron/Occupational HlthEpidemiologyHealth Services Research

Total


Existing Existing Projected Existing Existing Projected Existing Existing Projected15378 4950 8400 0 0 0 2179 989 98926472 13390 16390 676 12760 17600 2631 2918 348820663 22093 25993 6875 16060 22990 1066 1740 285075726 49113 62208 1648 41360 64020 11932 16462 1994221893 15190 20965 0 1620 2580 1821 2763 3993

160132 104736 133956 9199 71800 107190 19629 24872 31262



0 0 0 444 444 444 30223 29512 379220 0 0 618 618 618 29222 40511 524510 0 0 0 0 0 89306 106935 1461700 0 0 907 907 907 24621 20480 28445

2555 0 0 1969 1969 1969 193484 203377 274377

School of Public Health

AdminBiostatisticsEnviron/Occupational HlthEpidemiologyHealth Services Research

Total

CONT

INUE

D BE

LOW

123



School of Public Health - Entire College

OFFICE ANDSUPPORT


Ass

ign

able

Sq

uar

e F

eet


124



Existing Existing Projected Existing Existing Projected Existing Existing Projected27358 14615 14615 2312 2400 2400 15088 7612 76125591 3525 3525 3112 4350 4350 1356 892 8928316 16730 30230 34188 37350 58050 137 1367 10372247 750 1650 0 900 1200 0 0 02208 0 0 0 0 0 0 0 03085 3675 4875 3300 2550 3750 386 108 108

14670 12075 13800 305 900 900 2212 1739 176918676 32210 37355 62398 46950 55950 137 497 5574032 10305 10305 15388 16500 16500 0 600 1410

31754 29898 41313 33309 41550 58950 2727 3378 340848899 68540 78070 46673 71700 81600 9041 8570 85705087 11110 14025 24957 23250 26850 1085 1535 1535

14976 9975 14325 0 0 0 131 131 13113045 11080 12130 10876 13200 14100 2569 2569 25699373 14980 23010 32874 24750 34050 274 1714 13245669 2400 3150 2895 3600 3600 574 664 6045515 9995 11590 3017 11100 12900 2599 2599 2599

10167 15510 17460 7038 15300 17400 1247 1194 11946247 9115 10765 6508 8550 11550 716 776 9267164 9248 10148 9228 11100 11400 857 210 180

53194 62120 66960 24857 63450 70050 3501 3262 32626568 19618 23783 28660 28650 35550 1889 2039 19498984 5930 7580 2189 4800 6600 2123 1538 15684053 3080 3080 8601 4800 5700 513 603 1113

23205 23503 26128 6254 25650 28950 1572 3132 334214701 15360 15210 15602 24750 25050 1832 1594 162427609 30620 33965 32463 27900 30300 2691 2632 27524406 2895 3345 4137 3600 4500 297 30 303227 2100 3450 2589 1500 2400 450 418 418

390026 450962 535842 423730 521100 624600 56004 51403 52483

Medical School

AdminAnesthesiologyBiochem, Molec Biol, BiophysicsBiomedical Engineering InstContinuing Medical EducationDermatologyFamily Prac/Comm HealthGenetics, Cell BiologyHuman Genetics, Inst ofLab Medicine/PathologyMedicineMicrobiologyMinn Medical FoundationNeurologyNeuroscienceNeurosurgeryObstetrics and GynecologyOphthalmologyOrthopaedic SurgeryOtolaryngologyPediatricsPharmacologyPhysical Medicine/RehabilitationPhysiologyPsychiatryRadiologySurgeryTherapeutic RadiologyUrologic Surgery

Total

CONTINUED ON FOLLOWING PAGE

125


Medical School

AdminAnesthesiologyBiochem, Molec Biol, BiophysicsBiomedical Engineering InstContinuing Medical EducationDermatologyFamily Prac/Comm HealthGenetics, Cell BiologyHuman Genetics, Inst ofLab Medicine/PathologyMedicineMicrobiologyMinn Medical FoundationNeurologyNeuroscienceNeurosurgeryObstetrics and GynecologyOphthalmologyOrthopaedic SurgeryOtolaryngologyPediatricsPharmacologyPhysical Medicine/RehabilitationPhysiologyPsychiatryRadiologySurgeryTherapeutic RadiologyUrologic Surgery

Total



0 0 0 0 0 0 10059 8767 87670 0 0 0 0 0 42641 55447 893170 0 0 0 0 0 2247 1650 28500 0 0 0 0 0 2208 0 00 0 0 0 0 0 6771 6333 87330 0 0 0 0 0 17187 14714 164690 0 0 0 0 0 81211 79657 938620 0 0 0 0 0 19420 27405 28215

1444 0 0 5451 5451 5451 74685 80277 1091220 0 0 0 0 0 104613 148810 1682400 0 0 8863 8863 8863 39992 44758 512730 0 0 0 0 0 15107 10106 144560 0 0 0 0 0 26490 26849 287990 0 0 0 0 0 42521 41444 583840 0 0 0 0 0 9138 6664 7354

360 0 0 0 0 0 11491 23694 270890 0 0 0 0 0 18452 32004 360540 0 0 0 0 0 13471 18441 232410 0 0 0 0 0 17249 20558 217280 0 0 0 0 0 81552 128832 140272

879 0 0 0 0 0 37996 50307 612822727 0 0 1890 1890 1890 17913 14158 17638

843 0 0 3363 3363 3363 17373 11846 13256264 0 0 0 0 0 31295 52285 58420

0 0 0 0 0 0 32135 41704 418840 0 0 0 0 0 62763 61152 670170 0 0 0 0 0 8840 6525 78750 0 0 0 0 0 6266 4018 6268

0 0 012033 0 0 33383 33383 33383 915176 1056848 1246308

126



Medical School - Entire College

OFFICE ANDSUPPORT


Ass

ign

able

Sq

uar

e F

eet


127


Existing System Description

Future Loads and Capacities

Impact of AHC Planning

RecommendationsChillers located in Moos Tower,

Dwan, Mayo and Children�sRehabilitation Center currentlyproduce chilled water for the AcademicHealth district. The installed capacityand connected cooling load for thedistrict is 10,000 tons. Chillers arebeing installed in MCBB, which will becapable of providing 1,300 tons to thedistrict while meeting the 2,600 ton loadin MCBB.

An additional 2,000 tons of chillersand building loads for Basic Science andBoynton are currently outside thedefined Academic Health District andmay become part of a chilled waterdistrict to the west (RiverbendCommons). The chillers in thesebuildings have 20 years of useful liferemaining and can �stand alone� for theforeseeable future.

With the addition of MCBB,expanding service to loads in Mayo andDwan, increased dehumidification loads

and future building area (approximately300,000 s.f.), the total projectedconnected load for the AHC districtchilled water system is 16,000 tons.The diversified district load estimated tobe 13,000 tons. Current planning callsfor retiring chillers in Moos Tower,Mayo, Dwan and Children�sRehabilitation Center. 7,500 tons of newelectric chillers will be installed by 2010for a net installed capacity of 14,000tons.

Demolition of the Mayo Buildingand Garage will impact distributionpiping used to interconnect the chillerplants. Existing chilled water piping inthe Mayo Garage will connect Moos,MCBB, Jackson and Mayo. A naturalroute to provide future service toBoynton, Basic Sciences, the new AHCfacility buildings would be on the westside of the AHC facility buildings,extending south to Dwan. A currentlyplanned distribution pipe routebetween Moos Tower and Dwan isthrough an existing underground

tunnel, and would complete the districtcooling loop.

The current Chilled Water MasterPlan must be integrated into the AHCDistrict Planning effort. The primaryconsideration is to determine aworkable route for distribution piping.Other components of planning includeconfirmation of district cooling loads,connection of Basic Science to theAHC Cooling District andcoordinating scheduling.

Chilled Water

Infrastructure Issues

128


Chilled Water Distribution

LEGEND

NOTES

1. Line needs to be upsized toconnect to Boynton andBSBE in the future

2. Valved off, not available

3. Piping Impacted by Mayodemolition

4. Potential utility corridor forAHC development

129


Existing System Description

Impact of Development on ExistingInfrastructure

The Academic Health CenterDistrict is electrically served from theFulton Switch Station located at FultonStreet and East River Road. FutureAcademic Health Center Districtdevelopment must also be served via theFulton switching and electric distributionsystem.

Electrical power at the 13.8 kV levelis distributed throughout the presentAcademic Health Center District, fromthe Fulton Street sub-station via primaryfeeder systems installed in undergroundduct banks and manholes. Each majorbuilding or building complex in theAcademic Health Center District has oneor more electrical substations. Thesesubstations transform the 13.8 kVprimary electrical power to levels forutilization in the buildings.

Primary electric feeders from theFulton Switch Station serve theAcademic Health Center District.There are three east � west and twonorth � south duct bank/feederroutings through or around theAcademic Health Center District.

These routes are: Washington Avenue,Delaware Street, East River Road,Harvard Street, and Church Streetrespectively.

At present, all of the buildingsimpacted by the proposed AcademicHealth Center District improvementsare served by the Delaware Street ductbank/feeder. This duct bank includesduct installed under the Mayo Garagefloor. This routing is in an area scheduledfor demolition in the early stages of theAcademic Health Center Districtdevelopment.

The Mayo Building contains severalsubstations that serve various areas ofthe building. The primary feeders thatserve VCRC and Unit K/E are alsorouted through portions of the MayoBuilding. It is likely the primary serviceto some of the Mayo substations,VCRC, and Unit K/E will have to bere-routed to accommodate theproposed Academic Health CenterDistrict construction sequence.

The Fulton primary electricaldistribution system outside of the MayoBuilding will also have to be re-configured to accommodate theAcademic Health Center Districtconstruction sequence.

The majority of the duct bank neededfor the future Academic Health CenterDistrict development is in place. Theprimary electric distribution system willneed to be re-configured to provideservice at the new district developmentservice points.

Electrical

130


Electrical Distribution

LEGEND

131


Existing System Description Impact of Academic Health CenterDevelopment on Existing Infrastructure

Steam is supplied to theMinneapolis Campus by the SoutheastPlant, located just below the Lower St.Anthony Falls. The Southeast Plantprovides all of the MinneapolisCampus steam supply.

The steam and condensatedistribution system consists of acomplex piping grid routed in deeptunnels from the steam plant to theMinneapolis Campus. Steam isdistributed at 200 PSIG. The steampressure is reduced in several tunnellocations and piped to the campusbuildings at approximately 125 PSIG.The buildings in the Academic HealthCenter District are connected to thesteam and condensate piping grids inseveral locations, as shown in theattached drawings, via vertical shafts.Some of the shafts run directly betweenthe deep tunnels and the buildings.Other shafts run between the deeptunnels and shallow tunnels, whichconnect to buildings.

Current planning for the AcademicHealth Center calls for a net increase inbuilding floor space on the order of300,000 s.f. Taking into account thepresumption that the new floor spacewill experience greater ventilation rates,the increase in campus steam load isanticipated to be approximately 30,000PPH. This area of the campus isalready experiencing steam andcondensate problems. These upgradeswill also affect areas of the systemoutside of the Academic Health Center.

In order to preserve the reliability ofthe campus steam distribution system, itis likely that major upgrades to the steamdistribution system will be required. It isprobable the high pressure steam(200PSIG) distribution system capacitywill need to be upgraded either byincreasing distribution pressure or bypiping additions.

The 125 PSIG steam distributionsystem will need to be upgradedthrough the addition of pressurereducing stations and distributionpiping to handle increased local loads.

The need to expand the steamdistribution capacity on theMinneapolis Campus becomesimmediate, depending on developmentof other major projects outside theAcademic Health Center District.Further load increases will require a moredetailed assessment of steam line andplant capacity.

Steam

132


Steam Distribution

LEGEND

133


Potential Use of Mined Space

The Minneapolis campus at theUniversity of Minnesota has a uniquegeology that permits the developmentof tunnels and mined caverns in the St.Peter Sandstone at a depth of 60 to 90feet below the surface. Since the 1890s,a network of utility tunnels has beendeveloped at this level servicing allbuildings on the campus. The potentialuse of this space for other purposeswas incorporated into the UniversityLong Range Plan in the 1980s and againin the 1990s. The following benefits ofmined space have been recognized bythe planners and Universityadministrators:

1. Surface land can be preservedfor educational and other uses.The ability to keep the academicbuildings, people, and activities ina more concentrated central areahelps give life and vitality of thecampus

2. Massive spaces such as researchlaboratories, parking, servicedocks, and storage can be placedout of sight but remain in thecenter of the campus where theyare most convenient.

3. Mined space can be easilyexpanded as needed withminimal disruption to thesurface environment.

4. There is sufficient spaceavailable to house extensivedevelopment, and park thousandsof cars with direct elevatorconnections to buildings above.

The Civil Engineering Buildingutilizes deep mined space forlaboratories and offices, and the newLibrary Access Center on the WestBank makes extensive use of minedspace for storage and provides a portalaccess for future mined spaceexpansion beneath West Bank facilities.Below grade expansion space in the AHCfor research activities includingUniversity / Industry partnerships inclose proximity to the campus is a viableoption. Mined space also can serve as an

underground service network to thebuildings above with roads and loadingdocks located beneath existing and newbuildings. The ability to take advantageof all these uses is contingent onproviding a good portal access off ofEast River Road.

Portal & Mined Space Development

134


Portal AccessThe Key to Mined Space Development

Relation to the Master Plan

Vehicular access to mined space onthe East Bank must occur through aportal to the south that leads to EastRiver Road. In order to maximizebuilding sites within the AHC District,the portal design may be integrated intothe base of any new building. Accessthrough a portal in the river bluffs belowthe AHC is technically possible. ThePark Board could make this portalavailable for temporary constructionaccess.

Preserving access to and using minedspace on the University of MinnesotaCampus is part of the 1996 Twin CitiesCampus Master Plan as indicated below.

�Deep space, the unique geologicalfeatures on the Minneapolis Campus, ispotentially an important resource andhas the long term potential toefficiently meet service parking andstorage needs and make the mostefficient use of existing land holdings.The intent of the Master Plan is to ensurethat use of deep space is consideredwhen appropriate projects arise.�

In the Precinct Guidelines for theMississippi River Corridor, the MasterPlan states:

�Portals to mined space should bepreserved. (Section 21.11, Master Plan,page 132).� On the map of theMississippi River Corridor precinct(Master Plan, page 133), a mined spaceportal is shown along East River Road.

135


136


137


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