UNIVERSITY OF VIRGINIA
BOARD OF VISITORS
MEETING OF THE
BUILDINGS AND GROUNDS
COMMITTEE
SEPTEMBER 12, 2012
BUILDINGS AND GROUNDS COMMITTEE
Wednesday, September 12, 2012
2:00 – 4:30 p.m.
Rice Hall, Room 242
Committee Members:
The Hon. Alan A. Diamonstein, Chair
Hunter E. Craig
John L. Nau III
Marvin W. Gilliam Jr.
Timothy B. Robertson
George Keith Martin
Hillary A. Hurd
Vincent J. Mastracco Jr.
Helen E. Dragas, Ex-officio
AGENDA
PAGE
I.
II.
CONSENT AGENDA (Ms. Sheehy)
A.
Easements Related to the Kirtley Property
B.
Architect/Engineer Selection
1.
North Grounds Mechanical Plant
2.
Alderman Road Residence Halls Building #6
ACTION ITEMS (Ms. Sheehy)
A.
Demolition, 1224 Jefferson Park Avenue
B.
Namings
1.
Indoor Practice Facility - Fieldhouse
2.
Fralin Museum of Art Plaza
3.
Miller Center Outdoor Garden
4.
Rename Sponsors Executive Residence
Center at Darden
5.
Rename School of Engineering and Applied
Science/Facilities Management Shop
Building
6.
Learning Center Located in the School of
Engineering and Applied Science/Facilities
Management Shop Building
III. REPORT BY THE VICE PRESIDENT FOR MANAGEMENT AND
BUDGET (Ms. Sheehy)
•
Vice President‘s Remarks
1.
Status of Rotunda Renovation and
Programming Study (Ms. Sheehy to introduce
Mr. David J. Neuman and Mr. Donald E.
Sundgren; Messrs. Neuman and Sundgren to
report)
1
2
3
4
7
11
PAGE
2.
3.
University Information Technology
Infrastructure (Ms. Sheehy to
introduce Mr. James L. Hilton;
Mr. Hilton to report)(Appendix A)
University Building Official Report
(Written Report) (Appendix B)
IV.
REPORT BY THE ARCHITECT FOR THE UNIVERSITY
(Mr. Neuman)
•
Architect for the University Remarks
1.
VDOT Proposed Western Bypass
2.
Sustainability Initiative
3.
Grounds Improvement Fund Projects
V.
MISCELLANEOUS BUILDINGS AND GROUNDS REPORTS
(Written Reports)
A.
Major Projects Status Report, Future Design
Actions and Planning Studies
B.
Architect/Engineer Selection Report for Capital
Projects $5 Million or Less
C.
Professional and Construction-Related NonProfessional Services Contracts
D.
Pavilion Occupancy Status
VI.
APPENDICES
A.
Information Technology Infrastructure
B.
2011-12 University Building Official
Annual Report
12
17
23
24
25
BIOGRAPHICAL STATEMENTS OF PRESENTERS
COLETTE SHEEHY
Colette Sheehy has been the University's Vice President for
Management and Budget since 1993. She serves as the
institution's senior budget officer and oversees facilities
management, space and real estate, the operating and capital
budgets, procurement and supplier diversity services, state
governmental relations, and process simplification.
Colette began her career at UVa as a Budget Analyst in 1982. In
1986, she became the Assistant to the Director of the Budget and
in 1988 was named the Director of the Budget. Between 1991 and
1993, she served as the Associate Vice President and Director of
the Budget before assuming her current position.
A native of Freehold, New Jersey, Colette earned a Bachelor of
Arts degree in economics from Bucknell University and a Master's
degree in Business Administration with a concentration in
finance from Rutgers University Graduate School of Management.
Colette served as one of the chief architects and negotiators of
the Higher Education Restructuring and Administrative Operations
Act passed by the General Assembly of Virginia in 2005 - a law
that created a new relationship between the Commonwealth and its
public institutions of higher education. She has been a member
of the Virginia Retirement System Board of Trustees since 2009.
0B
DONALD E. SUNDGREN
Don Sundgren has been the University‘s Chief Facilities Officer
since 2006 with responsibility for the operations and
maintenance of the buildings and grounds, the capital
construction program, and provision of utilities. Prior to
joining the University, he spent 35 years in the private
construction industry with the last 10 in the role of President
and CEO.
Don earned his Bachelor‘s and Master‘s degrees in Civil
Engineering from the University of Cincinnati. He completed the
Executive Development Program at the University of Tennessee and
the Construction Executive Program at Stanford University. He
regularly shares his knowledge and experience with the
Association of Physical Plant Administrators and within a
regular professional group of chief facilities officers of the
ACC schools.
DAVID J. NEUMAN, FAIA, LEED BD+C
David J. Neuman is the Architect for the University of Virginia,
where he guides facilities, land use and sustainability
planning, stewardship of the cultural resources and design
oversight of capital projects in the Academical Village, Central
Grounds, Medical Center, research parks, field stations, the
State Arboretum, and the College at Wise. A Fellow of the
American Institute of Architects, he previously served as
University Architect and Associate Vice Provost for Planning at
Stanford University, Campus Architect and Associate Vice
Chancellor for Planning at the University of California, Irvine,
and Consulting Campus Architect for the University of
California, Santa Barbara and the University of Nebraska System.
He holds degrees in liberal arts, architecture, and American
studies; and has completed postgraduate work in urban planning,
public administration, and environmental studies. During his
career, campus plans, historic preservation projects, and
individual building and landscape designs have garnered more
than 90 national, state, and regional professional awards, as
well as, international and national media acclaim.
JAMES L. HILTON
James Hilton is Vice President and Chief Information Officer at
the University of Virginia where he is responsible for planning
and coordinating academic and administrative information
technology, voice communications, and network operations on a
university-wide basis. He is a founding member of the Digital
Preservation Network, Chair of the DuraSpace Board, and a
Trustee of Internet2. He is an advocate of strong collaboration
between academic and technology cultures. He is also a
Professor in the Department of Psychology.
Before coming to the University of Virginia, Mr. Hilton was the
Associate Provost for Academic Information and Instructional
Technology Affairs and a member of the faculty at the University
of Michigan in the Institute for Social Research and in the
Psychology Department where he served as the Chair of
Undergraduate Studies between 1991 and 2000. At Michigan, he
was a three-time recipient of the LS&A Excellence in Education
award, an Arthur F. Thurnau Professor (1997-2006), and a
recipient of the Class of 1923 Memorial Teaching Award. He has
published extensively in the areas of information technology
policy, person perception, stereotypes, and the psychology of
suspicion. Mr. Hilton received a B. A. in Psychology from the
University of Texas in 1981 and a Ph.D. from the social
psychology program at Princeton University in 1985.
BOARD OF VISITORS CONSENT AGENDA
I.A. APPROVAL OF EASEMENTS RELATED TO THE KIRTLEY PROPERTY:
Approval of the grant of easements by the University of Virginia to
other parties and acquisition of easements by the University of
Virginia from other parties related to the development and
redevelopment of the Kirtley property for additional parking at the
Northridge campus and site improvements and additional parking for
the proposed county fire station.
BACKGROUND: The development of the Transitional Care Hospital, the
clinic volume at Northridge, and the expansion of the Moser
Radiation Facility have created additional parking needs at the
Northridge campus, located in part on property owned by Kirtley
Family Holdings, LLC and ground leased to the University (the
―Kirtley Property‖).
Additionally, the University will lease a portion of the
warehouse on the Kirtley Property to Albemarle County for a county
fire station. The construction of the fire station will require
site improvements to comply with county requirements and will
further burden existing parking facilities that serve the
Northridge campus, unless additional parking facilities are
established.
DISCUSSION: To address parking needs the University is pursuing
three strategies: 1) modification of the existing site conditions
at the warehouse on the Kirtley Property to establish additional
parking spaces, 2) a lease agreement between the University and
Korean Community Church that will permit the University to develop
and use parking facilities on the church‘s property, adjacent to
the Kirtley Property, and 3) an easement from the church that will
facilitate the establishment by the University of additional
parking spaces, partly on the Kirtley Property and partly on the
church property, across the common boundary of the two properties.
ACTION REQUIRED: Approval by the Buildings and Grounds Committee
and by the Board of Visitors
1
APPROVAL OF GRANT OF EASEMENTS BY THE UNIVERSITY OF VIRGINIA TO
OTHER PARTIES AND ACQUISITION OF EASEMENTS BY THE UNIVERSITY OF
VIRGINIA FROM OTHER PARTIES RELATED TO THE DEVELOPMENT AND
REDEVELOPMENT OF THE KIRTLEY PROPERTY
RESOLVED, the grant of permanent and temporary easements on
property owned by The Rector and Visitors of the University of
Virginia to other parties, (including, without limitation,
stormwater management easements) in connection with the development
and redevelopment of property owned by Kirtley Family Holdings,
LLC and ground leased to the University (the ―Kirtley Property‖),
is approved; and
RESOLVED FURTHER, the acquisition of permanent and temporary
easements, in connection with the development and redevelopment of
the Kirtley Property, is approved; and
RESOLVED FURTHER, the President or her designee is authorized,
on behalf of the University, to approve the purposes of the
easements to be granted or acquired and the locations of the same,
to approve plans and plats, to approve and execute deeds of
easement and related documents (including, without limitation,
reciprocal parking agreements), to incur reasonable and customary
expenses, and to take such other actions as deemed necessary and
appropriate to grant or acquire such easements; and
RESOLVED FURTHER, all prior acts performed by the President or
her designee, and other officers and agents of the University, in
connection with such easements, are in all respects approved,
ratified, and confirmed.
I.B.1. ARCHITECT/ENGINEER SELECTION, NORTH GROUNDS MECHANICAL
PLANT: Approval of architect/engineer selection
The University recommends the selection of Hamel, Green and
Abrahamson Inc., consulting engineers of Minneapolis, Minnesota to
design the replacement of existing chillers, boilers, and
supporting systems in the North Grounds Mechanical Plant. The firm
has extensive engineering experience evaluating, designing,
optimizing, and commissioning plants utilizing innovative
sustainable technologies as well as significant experience
replacing mechanical systems while maintaining the heating and
cooling needs of the connected buildings.
The existing equipment and systems in the plant are in excess
of 38 years of age and well beyond their expected useful lives.
2
This project goes beyond a simple one-for-one replacement by
examining opportunities to use alternate fuels and energy efficient
technologies to replace existing capacity with systems that will
reduce greenhouse gas emissions, reduce operating costs, and
support sustainability goals.
ACTION REQUIRED:
Approval by the Buildings and Grounds Committee
APPROVAL OF ARCHITECT/ENGINEER SELECTION, NORTH GROUNDS MECHNICAL
PLANT
RESOLVED, Hamel, Green and Abrahamson Inc., consulting
engineers, of Minneapolis, Minnesota is approved for performance of
engineering services for the North Grounds Mechanical Plant.
I.B.2. ARCHITECT/ENGINEER SELECTION, ALDERMAN ROAD RESIDENCE HALLS
BUILDING #6: Approval of architect/engineer selection
The University recommends the firm of EYP Architecture &
Engineering of Washington, D.C. for the design of the sixth new
first-year residence hall in the Alderman Road area. The firm has
extensive experience with campus housing and other student-focused
facilities. The upper residential floors of the building will add
approximately 200 new beds, while the first floor will accommodate
student study rooms, lounge, and other common areas.
ACTION REQUIRED:
Approval by the Buildings and Grounds Committee
APPROVAL OF ARCHITECT/ENGINEER SELECTION, ALDERMAN ROAD RESIDENCE
HALLS BUILDING #6
RESOLVED, EYP Architecture & Engineering of Washington, D.C.
is approved for performance of architectural and engineering
services for the Alderman Road Residence Halls Building #6.
3
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 12, 2012
COMMITTEE:
Buildings and Grounds
AGENDA ITEM:
II.A. Demolition, 1224 Jefferson Park Avenue
a.k.a. ―Blake Center‖ (Building #209-3993)
BACKGROUND: The Committee is asked to approve the demolition of
the Blake Center located at 1224 Jefferson Park Avenue, a 55,651
gsf office building constructed in 1970. Purchased originally by
the University of Virginia Foundation in 2004 because of its
strategic location adjacent to the hospital, the building was then
acquired by the Rector and Visitors in 2008. Over a 10-year
horizon, demolition of the building compared to leaving it in place
has an incremental cost of $0.8 million and achieves the original
objectives of the Battle children‘s hospital project currently
under construction.
DISCUSSION: Demolition of the Blake Center creates an opportunity
to enhance a very visible entrance corridor to the University with
open green space while also providing an amenity to the new
children‘s outpatient facility being constructed on West Main
Street. This action is consistent with the current master plan and
with expectations of donors who have generously contributed to the
Battle Building project.
The Blake Center, as assessed by Facilities Management, is not
an efficient building for reinvestment or retention. The building
suffers from several existing infrastructure deficiencies: no or
very limited fire protection (sprinklers or central fire alarms);
no central HVAC system, unreliable elevators, aging and leaking
façade. If retained, the Blake Center will require an additional
$4.1 million in infrastructure investment (in addition to fire
proofing) within the next five years to remain a viable office
building for only another five years. Under any scenario, the
useful life of the Blake Center will not extend beyond another 10
years; after which, demolition is estimated to be $7.2 million in
operating expenses (it cannot be capitalized as part of Battle
project at that time).
Occupancy of the
proofing of the Blake
buildings (17 feet at
firewall separation.
Battle Building requires demolition or fire
Center due to the proximity of the two
the closest point) and the requirements for
Fireproofing is estimated to cost $450,000.
4
Fireproofing the east side of the Blake Center requires relocation
of five to 10 staff whose office area windows must be covered and
individual HVAC units removed, rendering the space uninhabitable
since there is no central HVAC system in the building.
Demolition of the Blake Center requires relocation of current
occupants: 208 people currently occupy 37,529 assignable square
feet. Among locations contemplated for relocation of current Blake
Center occupants are leased space in the former Sprint Building on
Hydraulic Road; the West Complex on main grounds; the Kluge
Children‘s Rehabilitation Center (KCRC); and the North Fork
Research Park.
Project Costs: The total incremental cost for demolition of the
Blake Center and relocation of staff over a 10-year horizon
compared to leaving the building in place and doing the necessary
renovations is approximately $0.8 million.

Over a three-year period, the recommendation to demolish
the Blake Center will result in $8.95 million in additional
capital expense and $0.38 million in additional operating
costs or a total of $9.33 million.

Over a 10-year period, the recommendation will result in
$7.1 million in additional capital expense, but save an
estimated $6.3 million in operating costs or a total cost
of $0.8 million.

The Medical Center has available funds to support the
project:
o The capital costs would in large part come from
savings in construction of the Battle Building,
currently expected to be $8.2 million.
o Remaining operating and capital costs are included in
the budget of the Medical Center.

These figures include additional unrelated costs for
renovating the X-Ray Wing relocation site in West Complex
which has mechanical systems that are over 60 years old and
in need of replacement; this work is best accomplished
during these recommended renovations, adding to the
immediate cost of this recommendation. The cost of this
additional work is $3.25 million.
5

Relocation of staff to the former Sprint Building rental
space on Hydraulic Road necessitates the purchase of
systems furniture to accommodate the switch from Blake
offices to cubicles in the leased space.
ACTION REQUIRED: Approval by the Buildings and Grounds Committee
and by the Board of Visitors
APPROVAL OF DEMOLITION OF 1224 JEFFERSON PARK AVENUE (#209-3993)
WHEREAS, the building located at 1224 Jefferson Park Avenue,
due to its age and condition, requires certain improvements,
including upgrades of the life safety and fire suppression systems,
upgrade of the HVAC system, phased installation of new elevators,
and renovation of the exterior window systems; and
WHEREAS, pursuant to the Management Agreement, dated November
15, 2005, by and between the Commonwealth of Virginia and The
Rector and Visitors of the University of Virginia, as amended,
subject to review by the Art and Architectural Review Board and the
Department of Historic Resources and compliance with such general
laws as may be applicable, the Board of Visitors is authorized to
approve the demolition of buildings;
RESOLVED, the demolition of 1224 Jefferson Park Avenue is
approved by the Board of Visitors, pending approval by the Art and
Architectural Review Board and the Department of Historic Resources
and compliance with such general laws as may be applicable; and
RESOLVED FURTHER, the President or her designee is authorized,
on behalf of the University, to approve and execute such documents
and to take such other actions as deemed necessary and appropriate
in connection with the demolition of the building; and
RESOLVED FURTHER, all prior acts performed by the President or
her designee, and other officers and agents of the University, in
connection with the demolition of the building, are in all respects
approved, ratified, and confirmed.
6
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 12, 2012
COMMITTEE:
Buildings and Grounds
AGENDA ITEM:
II.B.1.
Namings
BACKGROUND: University policy states that names for academic
programs, centers, institutes, departments, physical structures, or
parts thereof, on the University of Virginia Grounds or property
owned by the University of Virginia Foundation or University
affiliated foundations, if used by the University, shall be
forwarded to the Board of Visitors for final approval, including
all open air courtyards and other outdoor areas.
The University proposes names for three buildings, one
interior space, and two outdoor areas.
ACTION REQUIRED: Approval by the Buildings and Grounds Committee
and by the Board of Visitors
NAMING OF INDOOR PRACTICE FACILITY - FIELDHOUSE
WHEREAS, the Department of Athletics has received approval for
the construction of a 78,000 square foot indoor practice facility,
to be located on the center practice field behind University Hall;
and
WHEREAS, said facility will allow the football team and all
field sports at the University to practice regardless of weather
conditions; and
WHEREAS, George Welsh served as the head coach of the Virginia
Football team from 1983 to 2000, leading the team to its first and
only #1 national ranking in the 1990-91 season and to participation
in 15 post-season bowl games, with a career record of 134-86-3,
making him the winningest coach in Virginia football history; and
WHEREAS, the Department of Athletics, as well as alumni,
family, and friends of the University wish to honor Mr. Welsh‘s
contributions to the University of Virginia football program, and
to the stature of the University‘s athletics programs as a whole;
7
RESOLVED, the Board of Visitors names the Indoor Practice
Facility to be located at the center practice field behind
University Hall the George Welsh Indoor Practice Facility.
NAMING OF FRALIN MUSEUM OF ART PLAZA
WHEREAS, Joseph Cornell was a renowned American artist and
sculptor; and
WHEREAS, the Fralin Museum holds a large collection of Mr.
Cornell‘s work; and
WHEREAS, The Joseph and Robert Cornell Memorial Foundation has
provided generous support to the Fralin Museum of Art and to
University arts programming; and
WHEREAS, the Fralin Museum of Art features a prominent front
entrance plaza with sculpture terrace that welcomes a large and
diverse number of patrons to the Museum on an annual basis; and
WHEREAS, the University wishes to publicly honor the longstanding and significant contributions of The Joseph and Robert
Cornell Memorial Foundation to the University of Virginia Art
Museums and express deep gratitude for the continued support of
Cornell Foundation trustees Mr. Joseph Erdman (A&S, ‘56) and Mr.
Richard M. Ader;
RESOLVED, the Board of Visitors names the front entrance plaza
to the Fralin Museum of Art The Joseph and Robert Cornell Memorial
Foundation Entrance Plaza.
NAMING OF MILLER CENTER OUTDOOR GARDEN
WHEREAS, David E. Gibson (A&S ‘62, JD ‘65) has for many years
given generously of his time, his talents and his philanthropy in
support of The Miller Center for Public Affairs, including two
terms as director of the Miller Center Foundation; and
WHEREAS, the executive and volunteer leadership of The Miller
Center of Public Affairs and the Miller Center Foundation seek to
publicly honor Mr. Gibson and his wife, Linda J. Gibson, for their
long-standing commitment and generosity to the Center; and
8
WHEREAS, there exists on the grounds of The Miller Center a
garden, currently known as the ―Orchard Garden‖;
RESOLVED, the Board of Visitors names the Orchard Garden on
the grounds of the Miller Center of Public Affairs The Gibson
Orchard Garden.
RENAMING OF SPONSORS EXECUTIVE RESIDENCE CENTER AT DARDEN
WHEREAS, Sponsors Hall, comprised of two buildings and
including a three-level dining building in addition to a 37-unit
lodging/hotel facility, opened in 1979 to support the Executive
Education programs of the Darden School of Graduate Business; and
WHEREAS, over the past 32 years Darden‘s hospitality
operations have undergone extensive additions and changes, such
that the lodging facility became known as Sponsors Executive
Residence Center; and
WHEREAS, for the past 10 years Darden has opened the Center to
the public at large and has experienced increased and sustained
demand for its use; and
WHEREAS, the Center‘s clientele now includes a large
percentage of patrons from both the University community as well as
external groups, making the current name confusing and outdated;
and
WHEREAS, the School‘s leadership and its Board of Trustees
seek a name that better reflects the facility‘s current use,
allowing for more effective marketing to external and visiting
audiences seeking hotel accommodations in the Charlottesville area;
RESOLVED, the Board of Visitors renames the facility known to
many as Sponsors Executive Residence Center the Inn at Darden,
retaining the name Sponsors Hall for the original dining building
and in honor of the original sponsors and their seminal
contributions to the current facility.
9
RENAMING OF SCHOOL OF ENGINEERING AND APPLIED SCIENCE/FACILITIES
MANAGEMENT SHOP BUILDING
WHEREAS, there exists within the School of Engineering and
Applied Science a building currently known as the Student
Projects/Facilities Management Shop Building; and
WHEREAS, the School seeks an appropriate means by which to
recognize the generosity of Mr. Linwood ―Chip‖ Lacy, who graduated
from the School in 1967 and then continued his education at the
University, completing a Masters of Business Administration in
1969;
RESOLVED, the Board of Visitors names the building currently
known as the Student Projects/Facilities Management Shop Building
Lacy Hall.
NAMING OF LEARNING CENTER LOCATED IN THE SCHOOL OF ENGINEERING AND
APPLIED SCIENCE/FACILITIES MANAGEMENT SHOP BUILDING
WHEREAS, there exists within the School of Engineering and
Applied Science a building currently known as the Student
Projects/Facilities Management Shop Building; and
WHEREAS, the School has documented its intention to name this
building Lacy Hall, in recognition of the generosity of Mr. Linwood
―Chip‖ Lacy, who graduated from the School in 1967 and then
continued his education at the University, completing a Masters of
Business Administration in 1969; and
WHEREAS, Lacy Hall contains a student laboratory whose function
and use symbolizes the commitment of Mr. Lacy and his wife, Anne
Warrick, to the mission and vision of the School of Engineering and
Applied Science;
RESOLVED, the Board of Visitors names the student laboratory
located within the newly named Lacy Hall the Anne Warrick Lacy
Experiential Learning Center.
10
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 12, 2012
COMMITTEE:
Buildings and Grounds
AGENDA ITEM:
III. Report by the Vice President for
Management and Budget
ACTION REQUIRED:
None
Status of Rotunda Renovation and Programming Study
Don Sundgren, Chief Facilities Officer, will report on the
status of the current repair work to the Rotunda roof and the
exterior of the barrel, as well as the other work taking place in
the Academical Village. David Neuman, Architect for the
University, has been leading ‗brainstorming sessions‘ related to
programming options that could be considered for the Rotunda after
the full renovation is complete. Comments related to these
possibilities for the Rotunda will be sought from the Committee.
Information Technology Infrastructure (see Appendix A)
The University has a significant investment in physical and
information technology infrastructure. We plan to spend time over
the next several meetings to discuss with the committee the state
of our infrastructure and where we see the challenges that lie
ahead. The first report will be from James Hilton, Vice President
and Chief Information Officer, who will focus the discussion on the
University‘s information technology infrastructure—the core
principles that have driven the effort to modernize that
infrastructure over the last six years and the strategic choices
that lie ahead. Later in the agenda the Architect for the
University will review the Grounds Improvement Fund projects
completed over the last year, a program that directly addresses
aspects of the physical infrastructure.
Report of the University Building Official (see Appendix B)
Under the University‘s Management Agreement with the
Commonwealth, we have delegated authority to create a University
Building Official whose responsibility it is to ensure that
buildings are code compliant. The building official reports to the
Board although operationally she works through the Vice President
for Management and Budget. Annually the building official provides
11
a report summarizing the activities of the office during the
previous fiscal year. Elaine Gall, the University Building
Official, will attend the committee meeting in case there are
questions about her report.
12
UNIVERSITY OF VIRGINIA
BOARD OF VISITORS AGENDA ITEM SUMMARY
BOARD MEETING:
September 12, 2012
COMMITTEE:
Buildings and Grounds
AGENDA ITEM:
IV.
ACTION REQUIRED:
None
Report by the Architect for the University
DISCUSSION: Mr. Neuman will present a report on the current
Virginia Department of Transportation (VDOT) proposal for the Route
29 Western Bypass, a report on the Board of Visitors‘ approved
Sustainability Initiative (assisted by Mr. Sundgren), and a report
on recent Grounds Improvement Fund projects.
A.
VDOT Proposed Western Bypass
This presentation is the first update on the status of the
planned Route 29 Western Bypass. The Bypass around the northern
portions of Charlottesville has been under consideration since the
late 1970‘s.
A Design-Build Request for Proposal (RFP) for the project was
issued by VDOT in September of 2011; funding has been committed to
implement the project by the Commonwealth Transportation Board
(CTB); and the Design-Build contract was awarded to the SkanskaBranch-JMT team in June 2012. The updated Environmental Assessment
was issued on August 23rd, 2012, and will now be under review with
the Federal Highway Administration (FHWA).
Of particular concern to the University of Virginia is the
design of the interchange at the southern terminus of the project,
which is located adjacent to and within property owned by the
University that also contains the North Grounds, including the
Darden School of Business, the Law School, the JAG School, athletic
facilities, student housing, and other significant facilities. The
proposed southern terminus, both in earlier concepts dating from
1999, and recent concepts from September 2011, provide connections
between the existing Routes 29/250 Bypass, the proposed Route 29
Western Bypass and Leonard Sandridge Road. It replaces an existing
right-turn in, right-turn out interchange at Leonard Sandridge Road
leading into the North Grounds.
Since the location of the Western Bypass was adopted by the
Commonwealth Transportation Board in 1990, UVa has invested
13
significantly in the continuing development of the North Grounds
with an expansion of both the Darden and Law schools and other
facilities. There is also a new focus on the ecological,
recreational and stormwater value to the North Grounds of the
stream and forest network that lies north of the Darden and Law
Schools.
The University has expressed its concerns to VDOT on the
following: a) The proximity, visual, noise, air quality,
earthwork, and construction period impacts to these schools; b) the
importance of potential impacts to the stream and Rivanna Trail;
and c) traffic impacts to Leonard Sandridge Road, the North Grounds
and the University Grounds-at-large.
We request a discussion with the Committee on the current
coordination with VDOT, in addition to the proposed mitigations the
University has requested.
Pursuit:
Sustainable
Planning
and Design
Land
Impacts:
UVA / UVaF
Properties
Pursuit:
Sustainable
Planning
and Design
B.
Office of the
Architect for the
University
Board of Visitors‘ Sustainability Initiative
This presentation is the first update on the Sustainability
Commitment the Board approved in June 2011. The Commitment set a
2025 reduction target for UVA greenhouse gas emissions and also
reaffirmed the University‘s intention to best sustainability
practices in areas of operations, academics, and outreach.
The University has responded to growing interest and attention
to both the sustainability of UVA‘s operations, as well as the
inclusion of education and research for sustainability into
academic and co-curricular programs. Since last year, the
University has issued two major reports on sustainability, the 2011
UVA Sustainability Assessment and an AASHE STARS submission. The
latter is a common sustainability tracking, assessment and rating
14
system (STARS) developed by the Association for the Advancement of
Sustainability in Higher Education. UVA earned a Silver STARS
rating and is one of 202 institutions to complete the STARS
submission. Both the 2011 UVA Sustainability Assessment, and the
UVA‘s STARS submission, were completed with the oversight of the
University Committee on Sustainability, chaired by the Architect
for the University.
In response to last year‘s BOV commitment, the Committee on
Sustainability formed seven working groups of faculty, staff, and
students to advance progress on environmental best practices
relating to energy, water, waste, nitrogen, transportation,
stormwater, and noise, light, and open space. The presentation
will provide metrics on UVA performance in these areas, including
financial savings of $3.1M in avoided energy costs to date, as a
result of building retro-commissioning efforts.
We request feedback on how responsive the efforts to date have
been to the Board‘s request to move forward with this initiative in
June 2011.
Growing Sustainability Profile


University
Committee on
Sustainability
BOV Sustainability
Commitment
Annual Avoided Costs
$3,500,000
2012
$2,500,000
2010
$2,015,628
$2,000,000
2009
$1,500,000
2008
$914,965
$1,000,000
2007
$518,672
$500,000
$0
2006
$36,135
2008
2005
C.
$3,178,624
$3,000,000
2011
Delta
Force
Cost to date: $3.5 Million
Total energy bill savings to date: $6.6 Million
2009
2010
2011
2012
Fiscal Year
Grounds Improvement Fund Projects
As the Lawn served as the focus of community life in
Jefferson‘s Academical Village, the larger University landscape
provides the connective tissue that links individual schools,
departments, and buildings, providing opportunities for
circulation, community gatherings, events, and recreation. As
15
such, the quality of the outdoor environment reflects the overall
vitality of the institution.
The Grounds Improvement Fund (GIF) program was adopted by the
Board of Visitors in 2007 to provide a funding mechanism to ensure
that this infrastructure system will be developed as necessary to
improve its appearance, functionality, and safety and to promote
conservation in both land use and resources utilization.
This University-wide program corresponds to a city public works
program, including upgrades to pedestrian and bicycle facilities,
outdoor spaces, lighting, signs, site furnishings, and public
art. The GIF is intended to supplement, not replace, the landscape
budget associated with projects funded by the six-year capital
program, maintenance reserve, and/or utilities projects.
This is the annual overview presented to the Buildings and
Grounds Committee to inform them of the previous year‘s projects
and to seek their comments related to these projects and any
suggestions that they may have related to potential future
projects.
PROJECT CRITERIA:
• Eliminates Environmental or Safety
Hazard
• Satisfies an Academic or Auxiliary
Program Need
• Reduces Operating Budget Expenses
• Supports Campus Planning and
Sustainability Objectives
• Provides Exterior Infrastructure
Improvements
• Enhances the Public Domain, including the
Public Art
2011-2012 Grounds Improvement Fund
16
Office of the Architect for the University
MISCELLANEOUS REPORTS
Buildings and Grounds Committee
University of Virginia
September 12, 2012
UNIVERSITY OF VIRGINIA
MAJOR PROJECTS STATUS REPORT, FUTURE DESIGN ACTIONS AND PLANNING STUDIES
AUGUST 2012
17
MAJOR PROJECTS STATUS REPORT, FUTURE DESIGN ACTIONS AND PLANNING STUDIES
AUGUST 2012
18
MAJOR PROJECTS STATUS REPORT, FUTURE DESIGN ACTIONS AND PLANNING STUDIES
AUGUST 2012
19
MAJOR PROJECTS STATUS REPORT, FUTURE DESIGN ACTIONS AND PLANNING STUDIES
AUGUST 2012
20
MAJOR PROJECTS STATUS REPORT, FUTURE DESIGN ACTIONS AND PLANNING STUDIES
AUGUST 2012
21
University of Virginia
Existing Project Formulation Studies
August 2012
Project
Inactive
Academic Division / Agency 207
Scott Stadium Garage Expansion
Intramural and Recreational Sports Centers, Phases II
& III
McCormick Road Bridge Replacement
Student Residence: "Sustainability House"
Expansion to Aquatics Facility / Swim Team Facilities
Facilities Management Shops Support/Office Building
UVA Museum Addition
Energy and Utility Master Plan/Cogeneration Study
Medical Center / Agency 209
Emergency Department and Hospital Expansion
Health System Rehab & Recreation Building
Education Resource Center
Hospital Renovations to Floors 7 and 8, Women's and
Children's Center
University of Virginia / College at Wise / Agency
246
22
Comments
X
X
X
Review of Options
Fundraising
Programming
Programming/Fundraising
Initial Programming
X
Initial Programming
Initial Programming
UNIVERSITY OF VIRGINIA
ARCHITECT/ENGINEER SELECTION FOR CAPITAL PROJECTS $5 MILLION OR LESS
PERIOD ENDED June 30, 2012
Project
Selection Date
A/E Selected
Description
Full Engineering Services April 26, 2012
For Health System
Leach Wallace
Elkridge, MD
5-yr term contract
$500,000/yr
Full Engineering Services April 26, 2012
For Health System
RMF Engineering
Charlottesville, VA
SWaM
5-yr term contract
$500,000/yr
Full Engineering Services April 26, 2012
For Health System
Valley Engineering
Harrisonburg, VA
SWaM
5-yr term contract
$500,000/yr
23
PROFESSIONAL AND CONSTRUCTION-RELATED NON-PROFESSIONALSERVICES CONTRACTS
Quarter Ended June 30, 2012
CONTRACTS
Virginia Architects
Virginia Engineers
Virginia Non-Professional
Total Virginia Contracts
2005-2006
2006-2007
2007-2008
30
55
38
40
80
131
85
78
211
42
14
31
13
93
43
56
44
141
2008-2009
2009-2010
2010 - 2011
2011 -2012
% FY
95
147
7
249
60
178
18
256
51
176
28
255
48
193
78
319
12.632%
50.789%
20.526%
83.947%
136
79
43
13
135
26
56
7
89
29
42
7
78
20
28
13
61
5.263%
7.368%
3.421%
16.053%
122
347
384
345
333
380
100%
$3,830,387
$2,938,803
$6,298,801
$1,537,366
$5,380,810
$2,881,163
$6,769,190
$7,836,167
$8,261,973
$7,229,197
$3,006,222
$156,045
$10,391,464
$5,620,392
$4,487,183
$421,726
$10,529,301
$3,155,463
$3,728,436
$336,364
$7,220,263
$4,988,137
$3,616,799
$1,487,799
$10,092,735
39.954%
28.970%
11.917%
80.841%
Out-of State Architects
Out-of-State Engineers
Out-of-State Non-Professional
Total Out-of-State Fees
$23,898,844
$1,694,436
$7,876,867
$1,132,659
$14,076,542
$4,867,814
$25,593,280
$9,009,526
$18,944,356
$26,452,922
$3,393,392
$382,730
$30,229,044
$4,999,799
$2,778,728
$373,143
$8,151,670
$2,470,691
$4,816,073
$64,117
$7,350,881
$1,302,587
$622,829
$466,509
$2,391,925
10.433%
4.989%
3.737%
19.159%
Total All Firms
$32,362,470
$16,845,693
$27,206,329
$40,620,508
$18,680,971
$14,571,144
$12,484,660
100%
Out-of-State Architects
Out-of-State Engineers
Out-of-State Non-Professional
Total Out-of-State Contracts
Total All Firms
24
FEES
Virginia Architects
Virginia Engineers
Virginia Non-Professional
Total Virginia Fees
UNIVERSITY OF VIRGINIA
PAVILION OCCUPANCY STATUS
AS OF AUGUST 2012
Pavilion
Occupants
I
Robert Pianta
II
Meredith Woo
III
Harry Harding
IV
Larry J. Sabato
V & Annex
Patricia Lampkin
VI
Robert D. Sweeney
VII
Colonnade Club
VIII Upper
Apartment
Assigned Available
Winter
Spring
2010
2013
September September
2009
2014
Spring
Spring
2010
2015
October
2002
Spring
2018
Spring
2008
Fall
2012
Summer
2015
Fall
2017
John Colley
April
2011
April
2016
VIII Terrace
Apartment
Gerald Warburg
March
2012
March
2017
IX
Dorrie Fontaine
July
2011
X
VACANT
-
Montebello
James H. Aylor
April
2012
July
2016
September
2012
August
2015
Sunnyside
VACANT
Weedon House
Carl P. Zeithaml
July
2011
July
2016
25
Comments
Occupied Pavilion III from Spring
2008 until Winter 2010
Extended an additional five years in
November 2010, from Spring 2013 to
May 11, 2018
Occupied Pavilion III from Summer
2005 until Spring 2008
Currently offline for
repairs/renovation
Appendices
Appendix A
University of Virginia
Information Technology Infrastructure Update
September 12, 2012
Buildings and Grounds Committee
It has become commonplace to open discussions of technology with a nod to the ubiquity of
change. Storage, network bandwidth, and computing power double every 18 months. Today's
smartphones have more computing power than was onboard Apollo 11 as it hurtled toward the
moon. Software gets easier to use with each release. New online services roll out daily. Most
burn brightly and fade by evening. But a few make it, sometimes with profound implications for
the ways that we work and interact (e.g., email, GoogleDocs, Facebook, online banking, etc).
Security threats and their associated countermeasures proliferate at network speed. Last year, the
Secretary of Defense announced that a single cyber attack allowed hackers to steal 24,000
military files. Our own network is tested thousands of times a day by hackers and their
automated bots in a never ending quest to find ways to control machines and acquire data.
Indeed, bombastic tomes to the constancy of technology-driven change are so common that we
risk becoming deaf to moments of real and significant change. This is such a moment.
Information and communication technologies are currently undergoing a series of fundamental
changes that rival in scope the disruptions that accompanied the transition from mainframe to
personal computing. Three forces are driving this sea change: 1) the economics of aggregation,
2) IT consumerization, and 3) the Janus-faced role that technology plays in serving the
University's mission. A few words about each of these forces:
The Economics of Aggregation - Although the hype around cloud computing is often more
medicine show than substance, what has clearly changed about computing in an era of advanced
networks is that scale matters--a lot. For many technologies, the most efficient scales are huge.
The data centers that universities have been building over the last decade, for example, have
typically been in the 5,000 - 30,000 sf range. In contrast, the data centers that the Microsofts,
Googles, and Amazons of the world are building are in the 300,000 sf range and are located
where power is cheap and sustainable. Though challenging to capitalize, huge data centers are
much less expensive over the life of the building.
Networks, enterprise software, and storage systems have similar economics. Most of the costs
for these systems are tied to providing access and those costs are fixed by the cost of the
hardware and the labor to operate the systems. What this cost structure means is that for the vast
majority of people, whether they use the network, Oracle enterprise system, or storage services a
little or a lot, the costs remain the same. For these customers, it makes little sense to meter use.
Where use does change the cost structure is when very heavy users place demands on a system
that exceed the baseline provisioned capacity (e.g., a dedicated 10 gig fiber connection, a
modification to the Student Information System that serves the needs of a single academic unit,
or a massive storage request within UVaCollab). In these situations, it does make sense to charge
a premium to recover the marginal cost associated with providing the additional capacity. More
generally, the fact that many technology services have high capitalization costs and low marginal
use costs means that we should increasingly look to aggregation and collaboration to keep our
costs down.
Where our needs are mundane (e.g., email, storage, compute cycles), we should look to the
consumer market and pursue terms with commercial providers that protect the interests of the
1
University while allowing us to take advantage of the favorable costs associated with their global
scales.
Where there is a shared need for services tailored to the academy (e.g., data preservation
archives, research administration and compliance systems, and advanced networks), we should
look first to multi-institutional collaborations like Internet2, HathiTrust (a large-scale digital
repository serving the Big 10), or Kuali (a community source software consortium that builds
open source software by and for higher education) where we can share the costs and risks
associated with capitalizing the infrastructure while maintaining control over its design and
implementation.
The places where we should deploy emerging and customized technology are the places where
the needs of the University or an academic program are truly unique and where we see the
opportunity to use that technology to gain competitive advantage (e.g., a new instrument that
allows researchers to observe the metabolism of cancer cells at an earlier stage, an enhanced web
presence that distinguishes our academic programs from others, a customized database that
allows historians, political scientists, and biologists to visualize systemic interactions).
More succinctly, the economics of aggregation require us to get increasingly smart when it
comes to discerning when there is competitive advantage to provisioning things on our own and
when the economics of scale outweigh those advantages. This is true for both central IT and for
the individual units on Grounds.
IT Consumerization - In the halcyon days of mainframe computing, access to technology and
control of services were heavily centralized. The technology and services that people used at
work were provided by the institution and controlled by central IT. With the rise of personal
computing in the 1980s, access and control remained with the institution (i.e., the institution
bought the devices and licensed the services that people used for their work), but responsibility
became more decentralized. Central IT tended to focus upon enterprise-wide services (e.g.,
networks and administrative systems), security/policy (e.g., acceptable use policy and data
stewardship standards), and technologies that leveraged economies of scale (e.g., secure network
storage and bandwidth), while individual units focused more on addressing local needs (e.g.,
visualization facilities in architecture, trading rooms in commerce, online classrooms in nursing,
etc.).
In today's chaotic and fully consumerized world, institutional control is up for grabs. Need an
email account? Go to Google. Want more storage? Go to Amazon. Think some online
collaboration tools will be useful? Go to Webex, GoogleDocs, Microsoft365, or any of a dozen
companies that you almost certainly haven't heard of before. Faculty, students, and staff now
have the ability to provision many of their technology needs directly and to do that on devices
that they already own.
Whether they should be doing any of this is, of course, a question of high interest to the
University. The University remains accountable for the security, legality, and stewardship of its
data, services, and intellectual property. What has changed, fundamentally, is that we can no
longer depend upon the University's exclusive ability to provision technology to act as an
2
effective control. In a world where there are 300,000 apps for a single smartphone, control is
devolving to the individual and that fact should have enormous impact on the way we think
about managing services, data, and risk.
The Janus-faced Role of Technology - Several years ago, Nicholas Carr published an article with
the provocative title "Does IT Matter?" Carr's main theme was that in the heyday of the
technology revolution, institutions could invest in IT and expect to see those investments
translate, almost automatically, into competitive advantage. Wal-Mart, for example, made major
investments in technology to manage their supply chains and rode those investments to market
dominance. As technology has matured, however, Carr argues that investments in technology no
longer lead to competitive advantage because everyone is making those investments. Rather
than seeing technology investments as "strategic" he argues that they are merely "essential."
Technology investments, he argues, are now no different from investments in any utility.
In our part of the world, at least, Carr is wrong. Information technology is changing the
landscape of higher education in ways that go directly to competitive advantage. It is disrupting
traditional models of delivering education and, more importantly, it is changing the very fabric of
inquiry. Research in every domain is becoming more data intensive, more collaborative, and
more technologically dependent. Universities that figure out how to provision the right tools and
create sustained cultures of inquiry based in computation and digital media will be the leaders
going forward.
Carr’s distinction between “essential” and “strategic” IT does, however, provide an important
framing for the two faces of IT investments. Most of our investments are aimed at the "essential
side" of IT. Like electric power, water, space, and sanitation, IT has become an essential part of
our operations--so essential that the only times we may notice IT is when it fails to work
properly. Our orienting response to the essential side of IT is to focus on reliability, cost
reduction, and security. But we must also make strategic investments if we are to lead going
forward. Here our strategy has been to place control over IT resources that directly enable
research and creative expression (e.g., high performance compute cycles, large data storage,
technical advisors, digital media production tools, etc.) in the hands of key faculty leaders. With
last year’s creation of ITS (Information Technology Services) and accompanying reorganization
of the areas that report to the VP/CIO, we doubled down on both of these strategies.
In a world where access to information and communication technology is fully decentralized,
where every device is potentially compromised, and where economics force a more strategic
approach to sourcing, the job of managing technology is more about policy, architecture,
contracting, efficiency, and relationship building than it is about hardware speeds and feeds.
Accordingly, goals for the VP/CIO areas are organized around four themes designed to focus
attention on the challenges and opportunities at hand: 1) improving operational efficiency; 2)
modernizing IT architecture and policy; 3) strengthening IT security; and 4) investing in strategic
IT initiatives.
Key 2012-13 Goals
Improving operational efficiency
3
On the essential side of IT, we must run our services efficiently and be judged by the metrics of
predictability, cost, and value.

Refine our costs of service methodology: Refine and apply UVA’s cost of central IT
services framework to provide meaningful data informing decisions around the catalog of
central IT services. In collaboration with Indiana University, identify key central IT
service areas to benchmark.

Continually update and publish our catalog of services: Work with governance and other
advisory groups to refine the catalog, ensuring that we are tracking costs for key services
through Cost of Services, and for some services, develop optional offerings for increased
service levels.

Develop service level targets with stakeholders and customers and improve mechanisms
to monitor and maintain service level agreements.

Enhance the project management capabilities in the VP/CIO areas: Evaluate the need for
a more automated project inventory mechanism. Establish contact with other PMOs
within the state and participate in periodic meetings and assess best practices.

Expand involvement of stakeholders/governance/ advisory groups in the project
prioritization process.

Improve our ability to deliver predictable services and achieve promised service levels by
formalizing IT service management with ITIL (Information Technology Infrastructure
Library) best practices
Modernizing our enterprise architecture and IT policy framework
IT consumerization continues to bring significant architectural and policy challenges. In a world
where users control their devices, we must pay increased attention to network access, identity
and authorization, data management policies around potentially sensitive information, and
licensing software requirements.

Modernize the University’s Network and Voice Communication Infrastructure:
Complete the remaining procurement aspects and complete contracts, perform the
detailed design work to develop the implementation plan and implementation schedule,
and if performance of design work with vendor is as expected, begin the implementation
of the replacement systems.

Complete the process of mapping UVA’s strategy for identity management
enhancements. Pending resource allocation, start the process to enhance the identity
management system.

Address the compliance challenges posed by the consumerization of IT by working
closely with procurement and General Counsel’s Office.
4
Strengthening IT security
As noted above, we no longer live in a world where it is reasonable to assume that technology
alone, or even primarily, can protect data and systems. We must continue to design and operate
for a world where every device that touches our network is potentially compromised and where
people are seen as empowered and accountable decision agents for the data they use, create, and
store.

Strengthen our controls around sensitive data: 1) Complete remediation of potential
highly sensitive data found on centrally hosted web services. 2) Continue to search and
remediate other locations where legacy files might be stored. 3) Continue periodic
scanning of remediated systems to guard against return of inappropriate data. 4) Shepherd
the revised data governance policy through the approval process and implement across
the University.

Complete project with units to ensure their compliance with Payment Card Industry Data
Security Standards.

Establish a community of key individuals with institutional data management and
compliance responsibilities for the purpose of enhancing communication and
collaboration among them.

Continue to improve records management practices by a) automating the currently paperbased process that certifies the destruction of public records; b) facilitating the movement
of paper records to secure storage by establishing contracts with approved storage
vendors; and c) developing standards for trustworthy electronic records to be
incorporated into the design of new systems.
Investing in strategic IT initiatives
While much of our attention and resources are necessarily devoted to the essential IT services
that we provide, we must continue to invest in areas where technology gives us competitive
advantage on the teaching and research fronts.

In partnership with the Library, continue to position UVA in leadership roles for both the
Digital Preservation Network and APTrust and shepherd both through their initial startup phases.

In partnership with the Vice President for Research and the Library develop data
management templates and workflows that will help streamline grant writing and that
will leverage our investments in digital preservation infrastructure.

Continue to coordinate and provide infrastructure support for UVa’s participation in the
4-VA initiative that focuses on leveraging technology to improve teaching/learning
efficiency, productivity and quality, and enhance the research competitiveness of the
partner institutions.
5

Continue to enhance support for computation-intense inquiry and digital scholarship by:
1) increasing network bandwidth available for research; 2) investing in tools that support
the sustainable and scalable creation of scholarly web sites; 3) evaluating the adequacy of
Collab and strategic direction for providing online support for classes; 4) enhancing our
high performance computing capacity/use by integrating cloud compute-on-demand into
our UVa grid infrastructure; and 5) launching support for advanced visualization through
a partnership between The University of Virginia Alliance for Computational Science
and Engineering and the School of Engineering and Applied Science.

Support the Provost in the implementation of an online faculty annual reporting system.
.
6
Appendix B
Annual Report of the
University Building Official
2011-2012
Submitted by
Elaine Gall
University Building Official
August 2012
Figure 1 - Rice Hall Engineering Building
1
Introduction and Highlights
The Office of University Building Official (OUBO) at the University of Virginia was created
under the Restructuring Agreement in 2006. Elaine Gall has served as Building Official since
February 2009 and answers solely and directly to the Board of Visitors as outlined in the
Management Agreement with the Commonwealth of Virginia. As Building Official, she and her
staff are charged with ensuring compliance with state and national regulations pertaining to safe
and healthy buildings. Responsibilities include UVa, UVa College at Wise, and numerous other
sites throughout Virginia which are owned by UVa.
The report that follows will detail the highlights of a busy and successful year. Major project
completions were at record levels during the 2011-2012 fiscal year. Thus, the schedules
involved with inspections and approvals were very demanding. OUBO staff also continues to be
challenged by the number of plan reviews and building permits that are processed through the
office.
OUBO invested significant time towards work related to strategic planning for the future. We
further defined our current role at the University through the development of a Mission
Statement. We also developed a Vision Statement based on how we foresee a successful
transition into the future. OUBO staff jointly developed Organizational Goals to ensure we
make progress towards improvements while continuing to handle our normal day-to-day
activities. Finally, we participated with the Vice President for Management and Budget’s
Performance Assessment Initiative, seeking input from customers, benchmarking with other
organizations, and implementing performance measurement models.
Figure 2 - University Bookstore Addition
2
Completed Projects
Numerous major projects were completed throughout the University of Virginia during the 20112012 fiscal year, requiring frequent inspections by OUBO staff. Many new buildings were
completed during the summer of 2011 which placed challenging demands on staff to help the
University meet its needs prior to the Fall Semester. As projects neared completion, staff often
responded to requests for assistance and provided expertise in problem resolution. Evening and
weekend inspections were also provided as needed to help meet the needs of our clients. Major
projects completed included:
Housing
Alderman Road Housing (Watson-Webb and Balz-Dobie) and Ern Commons Building
Academic
Arts and Sciences Research Building
Rice Hall Engineering Building
University Bookstore Expansion
Hunter Smith Band Building
Garrett Hall Renovation
Newcomb Hall Phase II Renovations
JAG School Renovations
UVa College at Wise
David J. Prior Convocation Center
Smiddy Hall Renovations
Blandy Farm
Blandy Experimental Farm Research
Laboratory
Figure 3 - David J. Prior Convocation Center
Health System
Hospital Bed Expansion – 7 levels
Lee Street Connective Elements Circulation Tower
Hospital Helipad Relocation
Outpatient Surgery Center Operating Room Additions
Microsurgical Anatomy Lab Renovation
McLeod Hall 4th and 5th Floor Renovation
SOM Cyclotron and Yeager Electron Microscope Facilities
Hospital Radiology and Heart Center – Multiple Phase Completions
Hospital Bone Marrow Stem Cell Transplant Unit
Primary Care Center Pediatric Infusion
3
Plan Review and Building Permits
OUBO reviewed 646 sets of plans this year. Plan submittals breakdown as follows:
Academic
Athletics
Health System
Housing
College at Wise
Others
230
28
251
32
17
88
These numbers include multiple submittals for a majority of projects. Most projects include
shop drawing reviews for fire protection systems such as fire alarm and suppression systems.
More significantly, because of our ability to provide reviews for phased work, more projects
have utilized this method of decreasing construction schedules. This continues to increase the
workload on review staff. The following chart illustrates the increase in submittals over the past
3 years.
Plan Reviews
700
600
500
400
300
200
100
0
2009-2010
2010-2011
4
2011-2012
While we saw a record number of plan reviews and completed projects during the year, building
permits remained steady. 170 building permits were issued in 2011-2012. This is similar to
numbers of the previous two years, in which we issued 174 and 172 permits. The breakdown for
fiscal year 2011-2012:
Academic
Athletics
Health System
Housing
College at Wise
Others
90
12
26
15
0
27
Figure 4 - Alderman Road Housing and Commons
5
Mission and Vision
Office of University Building Official (OUBO) staff worked together this year to create a
meaningful Mission Statement that defines our role at the University of Virginia. The statement
is as follows:
The Office of University Building Official promotes a high quality, healthy, safe and
accessible built environment for the U.Va. community by means of our on-Grounds
technical expertise and professional, courteous and timely service.
This statement reflects our intent to ensure new buildings and newly renovated buildings meet
the highest standards set by the Commonwealth of Virginia, federal regulations, and the
University’s values. Health, safety, and accessibility are our highest priority. We accomplish
this by working cooperatively with our clients and providing accurate and timely expertise to
those with whom we work.
OUBO staff also developed a Vision Statement that portrays how we foresee our role for the
future which is:
To be a valued and creative partner in the ongoing physical development of the
University of Virginia.
This speaks to our desire to strengthen existing partnerships and explore new cooperative
relationships to assist the University with plans for future development. We believe we can
contribute our experience and expertise to the University in seeking creative but practical
development for future space needs.
Figure 5 - Hunter Smith Band Building
6
Organizational Goals
While OUBO has continuously explored ways to improve each year, the process was formalized
this year in the form of Organizational Goals. At the start of the 2011-2012 fiscal year, we set
goals that we felt would enhance our services and increase efficiency. Those goals related to the
following categories:
1.
2.
3.
4.
Development of Mission and Vision Statements
Benchmarking
Improved Efficiencies
Inter-Departmental Coordination
Within each of these goals were several individual strategies developed to accomplish the overall
goal within the organization. In addition, Organizational Goals were incorporated into employee
performance plans to ensure a cohesive effort was made throughout OUBO.
Progress was monitored throughout the year and a year-end analysis showed that a majority of
goals had been accomplished. Some goals call for ongoing work that has been carried over into
the current fiscal year. As noted in the previous section, development of mission and vision
statements has been completed. OUBO’s other accomplishments include:
1. Ongoing development of an independent website which is now undergoing final testing.
2. Updated informational guidelines for use by architects and engineers involved with
project design at UVa. Also developed and published a checklist for use by contractors
preparing for inspections related to accessibility requirements.
3. Hosted meetings with various stakeholder groups to gain input on the Facilities Design
Guidelines.
4. Provided training to Facilities Planning and Construction personnel.
Performance Management
OUBO participated with other business units of the Vice-President for Management and Budget
(VPMB) in developing methods of evaluating our units’ performance and benchmarking with
other organizations. Through work with the VPMB Performance Assessment workgroup, staff
performed a Core Functions Analysis to determine the key services we provide. Based on those,
performance measures were developed to assist us in evaluating our work effectiveness and
timeliness. The office also evaluated current levels of governance as well as possible methods of
raising involvement of our customers in determining how they are best served. Finally, we asked
for feedback from our internal customers through participation in VPMB’s Customer Feedback
survey in April. We were very pleased with the positive results. However, results have been
analyzed with an eye towards continuous improvement and an action plan has been implemented
to address issues noted in the survey.
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Figure 6 - Egress Inspections at Hospital Helipad
Figure 7 - IMRIS Operating Room
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Staff
Sathish Anabathula, PE
B.S. in Electrical Engineering, Jawaharlal Nehru Technological University, Hyderabad, India
M.S. in Electrical Engineering, Louisiana Tech University, Ruston
M.B.A., Louisiana State University Shreveport
Sathish joined OUBO as Senior Electrical Engineer in January 2010. Prior to joining UVa, he
worked as Staff Engineer for LSU Health Sciences Center for 6 years. He has over 8 years of
professional electrical engineering design, safety and code compliance experience in higher
education/ health care environment. At OUBO, he reviews plans and specifications and
participates in inspections for electrical and fire alarm systems. He also serves as in-house
consultation for electrical and fire alarm systems, and value management studies.
Sathish is a registered Professional Engineer in Virginia and Louisiana and holds Virginia
DHCD and ICC certified Electrical Plans Examiner and Commercial Electrical Inspector
licenses. He is NICET certified in fire alarm systems design.
Sathish is Senior Member of International Electrical and Electronics Engineers (IEEE) and
Member of Illuminating Engineering Society of North America (IES)’s committee on Education
Facilities lighting.
James Frater, PE
B.S. in Mechanical Engineering, Arizona State University
M.B.A., Arizona State University
James joined OUBO as a Senior Fire Protection Engineer in November 2010. Prior to joining
UVa, he spent five and a half years at the City of North Las Vegas Fire Department in Fire
Prevention culminating in holding the position of Assistant Fire Chief / Fire Marshal. He has
over 19 years of professional experience including design, code compliance, plan review and
inspections. His experience includes serving as a Fire Marshal and Fire Protection Engineer and
in private practice at a code and fire protection engineering consultancy. At OUBO, his primary
responsibility is plan review and consultation related to fire safety provisions including fire
suppression, egress and fire-resistance rated construction.
James is a registered Professional Engineer in Virginia, Arizona and Nevada and holds Virginia
DHCD Certification as a Fire Protection Plans Examiner. In addition he is International Code
Council certified as a Certified Building Official, Certified Fire Marshal, Fire Code Official, Fire
Plans Examiner, Fire Inspector I & II, and Uniform Building Plans Examiner. James is a
member of the Society of Fire Protection Engineers.
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Elaine Gall, PE, CBO, CFO
B.S. in Mechanical Engineering, Virginia Tech
M.E. in Fire Protection Engineering, University of Maryland
Elaine was appointed University Building Official in 2009. She joined the University of
Virginia in 2006, serving first as Senior Fire Protection Engineer. Prior to joining UVa, Elaine
worked for the Virginia State Fire Marshal’s Office as Regional Engineer for a 20 county area in
Western and Central Virginia. She also served as Building Commissioner for Roanoke County.
Elaine has 28 years of professional experience in construction, code enforcement, and fire
protection engineering. She has been actively involved in code development on both the state
and national levels throughout her career.
Elaine’s current role involves the administration of the code compliance program for all
construction projects at UVa, including UVa College at Wise, Blandy Farm, and UVa’s various
other properties throughout the state. She is also actively involved in inspections and provides
technical guidance to staff and clients.
Elaine is a registered Professional Engineer and is a Certified Building Official. She is also a
Certified Fire Official and holds certifications in Mechanical, Building, and Fire Code Plan
Review and Inspections. Elaine serves as a Governor-appointed member of the Virginia Fire
Services Board and represents that Board as a member of the Virginia Board of Housing and
Community Development.
Katherine Grove, AIA, LEED AP
B.S. in Architecture with Minor in Architectural History, University of Virginia
M.A. in Architecture, Syracuse University
Katherine joined OUBO as Senior Review Architect in April 2012. She has 22 years of
professional experience in architectural design including 15 years as a Director/Project Manager
specializing in sustainable design/consulting and construction of institutional, mixed-use and
residential projects. She has been Project Manager for multiple LEED certified (Gold and
Platinum) projects, has presented at the national AIA and Greenbuild conventions, and maintains
a licensed architectural practice specializing in sustainable residential design.
At OUBO, she provides review and in-house consultation for architectural documents with
regard to code compliance, constructability, ADA compliance, and compliance with UVa’s
Facilities Design Guidelines. She also conducts progress inspections for code and ADA
compliance as well as inspections for occupancy as required.
Katherine is a registered Professional Architect in Virginia and is registered to complete Virginia
Code Academy Training Sessions towards achieving certification as a State Building Plans
Examiner. Katherine is a member of the American Institute of Architects (AIA) and is a
Leadership in Energy and Environmental Design (LEED) Accredited Professional.
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Ben Hays, PE, SE, LEED AP
B.S. in Civil Engineering, Virginia Tech
M.S. in Civil Engineering, Virginia Tech
M.A. in Theology, Fuller Seminary
M.A. in Architectural History, University of Virginia (2013)
Ben joined OUBO as Senior Civil / Structural Engineer in November 2011. Prior to joining UVa,
he worked as a civil and structural engineer in both Virginia and California. He has over 10 years
of structural engineering design, management, and review experience. At OUBO he reviews
plans and specifications and conducts inspections related to civil and structural engineering. He
also provides in-house consultation for structural engineering related projects and participates in
large-project value management studies.
Ben is a registered Professional Engineer in Virginia and California as well as a registered
Structural Engineer in California. He is also an ICC certified Commercial Plans Examiner and a
LEED Accredited Professional.
Ben is an associate member of the American Society of Civil Engineers (ASCE), a member of
the National Trust for Historic Preservation, and a past member of the Structural Engineers
Association of California, where he authored several papers and presentations on structural
engineering and preservation. In the spring of 2013 he will complete a Master’s degree in
Architectural History here at UVa and is presenting a paper on the Guastavino Construction of
UVa’s Old Cabell Hall at a conference at MIT this fall.
Ron Herfurth, PE
B.S. in Mechanical Engineering, Virginia Tech
Ron joined OUBO as Senior Mechanical Engineer in 1991. He joined the University of Virginia
in 1988. At OUBO he reviews mechanical and plumbing plans and specifications and
participates in inspections of mechanical and plumbing systems. He also serves as in-house
consultation for mechanical systems and value management studies. He is a standing member
and chairman of an interdepartmental Facilities Management HVAC Committee.
Ron is a registered Professional Engineer in Virginia and holds DHCD certification as
mechanical plans examiner, plumbing plans examiner, commercial mechanical inspector, and
commercial plumbing inspector.
Ron is a member of American Society of Heating Refrigeration and Air-Conditioning Engineers.
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Robert Waite, AIA
B.S. in Architecture, University of Virginia
Bob joined OUBO as Senior Review Architect in December 2008. He has over 25 years of
professional experience in architectural design, project management and code compliance
inspections. He has experience in all types of building uses including health care facilities,
residential and dining facilities, athletic facilities and classroom and laboratory facilities.
At OUBO, Bob manages and distributes the reviews for all projects that the office reviews. He
coordinates with Project Managers and helps them schedule the reviews for their projects. He
assigns the processing of all building permits. He provides ADA compliance inspections and
expertise when needed and assists in reviews for architectural code compliance, constructability,
ADA compliance, and compliance with UVa’s Facilities Design Guidelines. He also assists the
University Building Official on an as-needed basis.
He served with the US Army as a 1st Lieutenant with the 101st Airborne Division in the Republic
of Vietnam. Bob is a registered Professional Architect in Virginia and holds certification as a
State Building Plans Examiner.
Bob is a member of the American Institute of Architects (AIA).
Office of University Building Official
Figure 8 - OUBO Staff at Pavilion IX
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