Preface - University of Vermont

PREFACE

University of Vermont Campus Life Task Force II: Analysis, Recommendations, and Implementation Strategies i

The Project Team of Cannon Design (“Cannon Design”) and Brailsford & Dunlavey (“B&D”) was retained in spring of 2008 to continue to evaluate the extent to which the University of Vermont should improve its current athletic, health and wellness, recreational, and event facilities to meet growing demand. B&D, in partnership with Cannon Design, developed market projections, prepared conceptual diagrams, and created a baseline financial model. The Project Team would like to thank the following members who served on the Campus Life Task Force II and the Campus Master Planning Committees and provided insight and comments throughout the process:

Dr. Daniel Fogel, President

Ian Boyce, Trustee and Chair of the University of Vermont

Thomas Gustafson, Vice President, Student & Campus Life

Gregg Bates, Student/Academic Services Manager

Margaret “Candy” Battey, Assistant for Student & Campus Life

Ken Bean, University Architect

Joanna Birbeck, Campus Planning Space Program Manager

Paula Carlaccini, Director of Architectural & Engineering Services

Richard Cate, Interim Vice President for Finance & Administration

Sal Chiarelli, Director, Physical Plant

Robert Cioffi, Trustee

Robert Corran, Associate VP and Director of Athletics

Shirley Fortier, Assistant Planner, Campus Planning Services

Luce Hillman, Physical Plant Engineer

Jane Knodell, Associate Provost, Budget & Capital Planning

Rose Leland, Physical Plant Grounds Manager

Sarah Lovell, Assistant Professor

Darina Mernicky, Architecture & Engineering Services Architect

Bud Meyer, Associate Professor

Robert Penniman, Executive Director of Campus Area Transportation Management

Jon Porter, M.D., Clinical Assistant Professor and Interim Director CHWB

Lani Ravin, Associate Planner, Campus Planning Services

Judy Riani, Office Manager, Campus Planning Services

Paul Robertson, Student

Jeff Schulman, Senior Associate Athletic Director

Linda Seavey, Director of Campus Planning

PREFACE

University of Vermont ii Campus Life Task Force II: Analysis, Recommendations, and Implementation Strategies

Annie Stevens, Assistant Vice President for Student & Campus Life

Gioia Thompson, Environmental Council Representative

Robert Vaughan, Director, Capital Planning and Management

Ted Winfield, Associate Vice President for Business and Resource Management

This study was produced by a Project Team composed of the following individuals: Cannon Design

Colleen McKenna,�Associate Principal

Robert Peterson, Principal

John Swift, Principal

John Boekelman, Principal

Brian Pineau, Senior Associate

Xun Chen, Architect

Brailsford & Dunlavey

Jeff Turner, Senior Vice President

Craig Levin, Project Manager

Rolf Jensen & Associates, Inc.

James DiPaoli, P.E.

Michael Sheehan, P.E.

The findings contained herein represent the professional opinions of the Project Team personnel based on the assumptions and conditions detailed. This report is structured and developed within a framework emphasizing pragmatism and ease of implementation, and the intent is for this document to serve as an integral tool in guiding the University’s implementation of the proposed plan.

TABLE OF CONTENTS

University of Vermont Campus Life Task Force II: Analysis, Recommendations, and Implementation Strategies i

SECTION

A ......... Executive Summary

B ......... Outline Building Program

C ......... Master Planning Concept

D ......... Financial Model Summary

1 .......... Detailed Building Program

2 .......... Site Analysis

3 .......... Detailed Financial Analysis

4 .......... Existing Building Code Review

Aerial cover photo provided by Shirley Chevalier, FliRite Aviation UVM cover photos provided by Sally McCay

EXECUTIVE SUMMARY

University of Vermont Campus Life Task Force II: Analysis, Recommendations, and Implementation Strategies 1

Introduction In February 2008, the University of Vermont’s Board of Trustees approved the report and findings of the Campus Life Task Force II (“Task Force”), which assessed and identified programmatic and student needs related to major events, health, fitness and recreation, and intercollegiate athletics. In March 2008, the Project Team of Cannon Design (“Cannon”) and Brailsford & Dunlavey (“B&D”) was retained by the University of Vermont (“the University” or “UVM”) to develop concepts, phasing strategies, and a list of projects to be put into the Annual Capital Project Request and Prioritization Process. Current Situation UVM boasts a unique environment both academically and aesthetically by virtue of its location overlooking the shores of Lake Champlain and its aspiration to be among the nation’s premier small research universities. UVM’s learning environment emphasizes developing well-rounded students by providing resources that seek to promote academic excellence, fitness, health and well-being, and a strong and vibrant university community. As outlined in the initial report dated February 2008, when originally constructed in the 1960s, the Patrick-Forbush-Gutterson Athletic Complex (“PFG”) addressed the needs of UVM’s 3,500 undergraduate students. As the institution grew, the complex was partially renovated and expanded several times, including, most recently, the Indoor Tennis Center in 1982 and the Gucciardi Fitness Center in 1999. The Center for Health and Wellbeing currently occupies seven distinct locations around the periphery of the campus. These facilities include the following services; DeGoesbriand Building (medical clinic and women’s health), Wright Hall on Redstone Campus (health promotion and alcohol/drug services), 146 South Williams Street (counseling), and Patrick Gymnasium (athletic medicine and sports therapy). The Center for Health and Wellbeing (“CHWB”) is not centrally located for most UVM students. Despite antiquated and undersized facilities, UVM’s student population is among the most active in the country, with over 8,300 students participating in campus recreation, 1,300 students participating in at least one of the almost 50 club sports, over 2,000 students participating in some type of campus-led outdoor programming, and over 400 Division I student-athletes. Guiding Principles During the updated study, the Project Team maintained the 12 guiding principles that were identified in the previous report. The principles stated that new facilities must:

• Match the level of excellence required by UVM’s Vision: To be among the nation’s premier small research universities, preeminent in our comprehensive commitment to liberal education, environment, health, and public service.

• Reflect and support the mission and values of the University.

EXECUTIVE SUMMARY

University of Vermont 2 Campus Life Task Force II: Analysis, Recommendations, and Implementation Strategies

• In a highly student-centered way, meet the breadth and depth of health, wellness, recreation, fitness, athletic, and event/activities needs of UVM’s active and diverse community.

• Maximize cost savings through utilization of existing facilities and co-location of new

ones. • Build community in a creative and integrated way. • Compare well with our peer institutions. • Model exemplary environmental stewardship. • Assist in the recruitment, retention, and success of students, faculty, and staff. • Integrate academic components into the program. • Embody the outdoor, natural spirit of Vermont. • Allow the intercollegiate athletic program to compete, thrive, and enhance the experience

and success of the student-athlete. • Be planned and constructed within available resources (from sources internal and

external), and in light of other institutional needs and priorities. The Work Plan To develop a group of projects to be put in the Prioritization process, the project team completed the following tasks:

• An updated program based on additional interviews with UVM faculty, staff, and students.

• Master planning concepts to illustrate approaches to meeting program needs, incorporating existing facilities, phasing, and order-of-magnitude cost estimates.

• Collaboration with members from the Campus Master Plan Committee to review

campus wide planning issues such as transportation, land use, parking, and storm water management.

• A Code Analysis summary report was prepared based upon the preferred concept for

compliance with applicable codes.

• A detailed financial model outlining a potential financing strategy for the proposed projects.

• A reconciliation of six groups of projects to move forward into the prioritization process for the campus.

EXECUTIVE SUMMARY


Master Planning Concept The governing master planning concept is focused around the continued development of a centralized facility in the heart of the existing athletics and recreation complex. Through a combination of new construction, adaptive re-use, and renovation, the athletics and recreation facilities will be transformed into a hub of activity for the entire campus wide community. The proposed site for the new University Multipurpose Events Center—bounded by Patrick Gym to the west, the new parking structure to the east, and Gutterson Field House to the south—was chosen to take advantage of its proximity to the existing athletic facilities and its potential to benefit from the existing infrastructure. The University Multipurpose Events Center is intended to add to and adaptively reuse the current athletic facilities to provide a new venue for campus and community-wide events, hockey, and basketball. The new recreation center will replace the existing Indoor Tennis Center to the west of Patrick Gymnasium. The recreation center will connect to the new Events Center by a central public lobby space spanning across the length of the building on the north side. The proposed location for CHWB is along Main Street behind the Johnson House. It will unite all the student health services into one centralized facility. Summary of Findings & Recommendations Significant changes are necessary to deliver on the guiding principles established by the Task Force and to provide students with an environment that fosters academic excellence and opportunities to develop healthy and well-balanced lives. These changes include maximizing the opportunities present within existing facilities and developing new facilities that meet the demands of an active campus community and elevate the quality of existing facilities from their substandard state.

The Project Team, in coordination with the campus, developed six groups of projects to be put into the prioritization process. The team did not assign a specific priority to each group since economic factors such as fundraising and donor support may influence specific projects to occur at different intervals. Therefore, the following project recommendations are suggested, in no specific order. Indoor Facilities

• Group A - Create a true “center” for health and well-being. Current facilities are spread throughout campus. Space limitations, dispersion of services, and a growing student population limit the effectiveness of this important University-provided service. A visible, centrally located facility dedicated to meeting students’ healthcare, counseling, and physical therapy needs in an integrated and holistic manner will convey a powerful message to the UVM community of the University’s commitment to personal health, well-being, and nutrition.

EXECUTIVE SUMMARY


• Group B - Develop a dedicated recreation facility for intramural sports, fitness programs,

instructional classes, club sports, academics, and outdoor programming/outing club on the indoor tennis court site. A number of schools have created, or are in the process of creating, such dedicated facilities to enable students to access fitness opportunities without competing with the interests of other athletic programs. To maintain indoor tennis courts for the UVM community, this series of projects includes resurfacing the field house (cage) to accommodate indoor tennis and expanding the track to include a regulation 3-lane, 200-meter training track.

• Group C - Develop a multipurpose event center adjacent to PFG to support a growing

number of athletic and non-athletic campus activities. A multipurpose facility would enable the University to host graduations, convocations, career fairs, student events, athletic and academic competitions, performances, and community events. Since a new fitness center would be built in the new recreation center, Gucciardi could be renovated to become the location for varsity strength training. In addition, a new shared lobby between the new multipurpose event center and the recreation center is envisioned.

• Group D – Group D includes continuing to renovate the existing support spaces, locker

rooms, meeting rooms, and administrative offices in PFG, and building a new aquatic center adjacent to the recreation center,

Outdoor Facilities • Group E – Group E includes building a new outdoor 400-meter completive track and

throws area in the field complex behind the PFG complex. Currently, no outdoor track is available to the UVM community.

• Group F – Group F includes building a new soccer/lacrosse facility with spectator seating in the current location of the soccer field behind the PFG complex. The shared facility would be the home for UVM soccer and lacrosse and serve as a valuable multipurpose field for the entire community. In addition, the two recreation fields would be reconstructed with an artificial turf surface to maximize student use.

EXECUTIVE SUMMARY


Project Cost The project costs for each of the series of projects in today’s dollars are shown below:

Project Description Quantity (GSF) 2008 Dollars

INDOOR FACILITIES

A Center for Health & Wellbeing 35,329 $13,779,000Total $13,779,000

B Demolish Tennis Facility 37,000 $694,000B New Recreation Center 97,000 $39,406,000B Resurface/Expand Field House (cage) 40,500 $2,656,000

Total $42,756,000

C Renovate Gucciardi 10,000 $1,875,000C New Multipurpose Event Center 197,738 $84,039,000C New Entry/Shared Lobby 12,000 $4,875,000C Parking Garage Expansion 1 $3,125,000

Total $93,914,000

D Renovation of Support Spaces 40,000 $10,500,000D New Aquatics Center 46,500 $18,891,000

Total $29,391,000

OUTDOOR FIELDS

E New Outdoor Track 1 $3,875,000E Throwing Events Area 1 $350,000

Total $4,225,000

F Recreation Field 1 $750,000F Soccer/Lacrosse Field 1 $1,875,000F Spectator Seating 1 $2,500,000

Total $5,125,000

Project Cost

EXECUTIVE SUMMARY


Financial Analysis A detailed financial analysis was performed to examine the costs associated with the recommended improvements, the associated revenue opportunities, operating expenses, and potential funding sources. The use of conservative assumptions throughout the analysis is intended to allow the University to proceed with the knowledge that detailed implementation and operating decisions can be made within the established financial parameters without compromising the project scope or quality. The financial model utilizes the existing operating budget for the University and income and expense projections as the primary inputs. Variables such as inflation rates, fundraising, student fees, renovation costs, and project schedules were analyzed and incorporated into the financial model Since the exact order of the projects is not known, the detailed financial models included in this report assume 2012 as the midpoint of construction for all projects with the exception of the Center for Health and Wellbeing, which is estimated to open in fall of 2012. The sources of funds for all of the projects include $25 million in fundraising, $30 million in early student fee collection, a $2 per ticket facility fee, and the rest funded through general bonds issued by the University and backed by building revenues and student fees. To complete all projects, it is assumed that the comprehensive fee would be increased to $1,200 per year over a four-year period. Of course, if additional donor or other fund sources become available, the comprehensive fee can be reduced.

OUTLINE PROGRAMMING


OUTLINE PROGRAM Athletics/Shared Use Facility Public Areas Proposed public areas are noticeably larger than the existing to accommodate the increased number of anticipated users. The recommended program provides adequate space for circulation, public restrooms, concessions, ticketing, and novelties for special events. A Hall of Fame and awards area is proposed in the main lobby area for high visibility. The recommended outline program area is 1,700 sf for all public spaces. Administration Zone Recommended square footages for athletic department and coaches’ offices, conference rooms, storage, and copying are significantly larger than existing square footages. The ideal program provides separate offices for head coaches and assistant coaches, who currently share a work space. The program also includes conference rooms that can also be used for student athlete and/or team meetings. Administrative offices were configured according to the University’s office standards. The recommended area is 21,100 sf, including the Academic Resource Center. Activity Zone Patrick Gymnasium will remain as practice space for the men’s and women’s basketball teams and additional space for recreational programs or non-activity based programs. The recommended competitive swimming program is significantly larger than the Forbush Natatorium. An eight-lane 25-yard stretch pool with a diving well is proposed within the new recreation center as a shared use facility. The difference in square footage between existing and recommended space stems primarily from the difference in the size of the pool, deck space, and ancillary support spaces. The outline program recommends a total area of 23,200 sf for this component. The men’s and women’s hockey program and associated support spaces will relocate to the new Multipurpose Events Center, freeing up the current ice rink in Gutterson for recreation, intramural and club sports, and other activities. The seating count in Gutterson will be reduced to approximately 2,500 spectators with new comfortable seating. Gutterson Field House will be expanded to allow a NCAA regulation 3-lane 200m training track on the ground level. Four tennis courts will be constructed on the infield of the track to replace the courts lost in the demolition of the Tennis Center. Support Zone Team locker rooms experienced the largest square footage growth among major program elements. Each sport is allocated a year-round locker room. Each locker room space also includes an appropriate number of showers, toilets/urinals, and grooming stations. Coaches’, visitors’, and officials’ locker rooms are

OUTLINE PROGRAMMING

University of Vermont

2 Campus Life Task Force II: Analysis, Recommendations, and Implementation Strategies

included in the proposed total of 19,600 sf. It is anticipated that some of the program need will be resolved through adaptive reuse and renovation of the existing locker room areas. The recommended athletic training room was designed to provide adequate space for the athletic trainers, taping, treatment, and hydrotherapy. The outline program recommends a minimum total area of 7,000 sf. The strength training room is programmed to be 10,700 sf, approximately the same as current configuration. An office and storage area has also been included. Additional key support spaces include equipment storage, laundry, and general building storage for a recommended outline program of 7,200 sf. The recommended space is a significant increase over the existing space. Center for Health and Wellbeing Public Areas The public areas in the new center will include circulation and centralized information area, a visitor coat room, a large conference room, a quiet room/meditation area, and student computer terminal area. A staff kitchen area and break room is also included. The outline program recommends a total area of nearly 3,000 sf for public spaces. Administration Zone The recommended square footages for 9 staff offices with expansion for an additional 2 staff offices, waiting and coat rooms, a conference room for 8-12 people, storage, and copying is 1,900 sf. Women’s Health The Women’s Health zone is programmed at almost 1,800 sf to serve 4-6 providers with a waiting area, one office, storage, six exam rooms, one procedure room, utility rooms, and storage. The Women’s Health area will be integrated with the Primary Care area. Medical Clinic The medical clinic area, the largest zone in the new center, will serve 6 full-time providers plus administrative assistants and clinical staff. The program recommends a total of nearly 5,000 sf, including a larger reception area for check-in/check-out with administrative offices, medical records storage, copying/fax/shredder, and storage. Fifteen (15) exam rooms with sinks, a procedure room, a pre-exam room, a lab, and a waiting area are also included. The Medical Clinic will be integrated with Women’s Health and the Counseling Center. Nutrition The outline program recommends 280 sf for 2 private offices and a weigh-in area.

OUTLINE PROGRAMMING


Psychiatric Services The psychiatric services will serve 3-4 staff and a resident. The outline program recommends 560 sf for a receptionist, 4 private offices, and a separate reception/seating area. Travel Clinic The outline program recommends 330 sf for one private office plus space for supplies. Counseling Center The outline program recommends a total of 3,600 sf to serve 10-12 staff plus a waiting area, reception, copy/fax, conference room, group room, counselor offices, intern offices, and a relaxation room. The core counselor offices will be integrated with the Primary Care area. Alcohol and Drug Counseling The outline program recommends 620 sf for 4 counselor offices, a supervisor’s office, and a records room. Health Promotion Services The Health Promotion Service zone is programmed at 1,400 sf with the alcohol and drug services. A waiting area, reception, director’s office, 4 staff offices, group meeting room, video room, and small group study room are included in the program. Physical Therapy Physical therapy is one of the larger service areas within the new center. Programmed at 2,660 sf, it will include a reception area, offices, 3 private evaluation rooms, an equipment area, massage room, and 1,500 sf of rehabilitation space. Occupational Health The outline program identifies 500 sf for 2 staff offices, 2 exam rooms, and a hearing test booth. Pharmacy The outline program identifies 300 sf for the pharmacy. X-ray The outline program identifies 600 sf for radiology. Growth/Rental Space The outline program identifies 500 sf for future growth.

OUTLINE PROGRAMMING



University Multipurpose Events Center Public Areas The new university multipurpose events center is intended to be capable of hosting graduations, convocations, athletic and academic competitions, and performances as well as provide a resource for other institutions and local entities. The public areas are significantly larger than the existing public spaces in Gutterson to serve the increased number (6,500+) of anticipated spectators. The main circulation areas are complemented with a ticket window, club room with food prep area for 250 people, public restrooms, a Hall of Fame, and UVM team store. The recommended outline program for public spaces is 12,370 sf. Hockey/Basketball Offices Administrative offices were configured according to the University’s office standards. The recommended area is equal to 2,660 sf to fully provide for both hockey and basketball programs. Areas that were added to the existing configuration include more office space for coaches, storage, and a conference room. The hockey/basketball offices will be integrated with other coaches’ offices. Concourse Level The concourse level will serve as the primary circulation space for all spectators. Composed of a mixture of seating options within a bowl configuration, the events center will have a 90 ft x 200 ft ice rink for hockey that could be converted to a basketball court with the introduction of a portable wood floor. The space will be used for other university events such as concerts, convocations, and popular lectures. A President’s suite box for 16 people and 8 general suite boxes for 8-10 people each will be provided along the concourse level. The recommended outline program is 70,660 sf including the seating area. Lockers Locker rooms will increase significantly to fully satisfy the program demand. Both the men’s and women’s hockey teams are allocated a year-round locker room area that includes a team lounge/meeting room. Each locker room space also includes an appropriate number of showers, toilets/urinals, and grooming stations for the number of players. The basketball teams will use a game day team meeting room. Coaches’, visitors’, and officials’ locker rooms are included in the total of 9,760 sf. Support Facilities In addition to the activity areas, the outline program identifies 1,900 sf for athletic training, laundry, and equipment space to support varsity athletes. Event staff lockers, performer dressing rooms, portable floor storage, general building storage, refrigeration, and zamboni space are included in a total recommended outline program of 18,240 sf for support space.

OUTLINE PROGRAMMING


Recreation Center Free Zone The proposed public areas identified in the free zone are recreation, club sports, and outdoor recreation administrative areas. All of these program areas are significantly larger than their current respective areas. The outline program includes 2,630 sf for recreation offices, marketing production area, pantry/lounge, employee work area, and storage. The club sport area includes a meeting room and equipment storage for a total of 1,800 sf. The recommended outline program for the outing club includes 6 offices, kitchen, 2,500 sf equipment storage area, resource room, and training room for a total of 4,110 sf. Activity Spaces One of the largest activity areas is the gymnasium space. The recommended outline program calls for (1) two-court gymnasium with an elevated jogging track and (2) single-court multipurpose gymnasia, each with ample storage, totaling nearly 40,000 sf. The suggested net square footage for the weight/fitness space is 18,000 sf, significantly larger than the existing fitness area. Other specialized activity spaces include a lap pool to be shared with the varsity teams, squash courts, a rock climbing wall, and 4 multipurpose rooms of varying sizes, for a total recommended program area of 43,600 sf. Support Zone The support zone includes a variety of social and support areas for the activity zone such as a lounge area, juice bar/vending and a large classroom. Men’s and women’s locker rooms account for nearly 5,800 sf. Other support spaces include recreation equipment check-out and storage at 500 sf, plus another 800 sf for general building storage. The total recommended outline program for the support zone is 10,633 sf. Outdoor Fields Athletics The varsity athletic program sponsors 8 Division I intercollegiate outdoor programs for men and women, including skiing. To serve the number of student athletes who participate in cross-country, track and field, field hockey, soccer and lacrosse, the outline program recommends a minimum 8-lane 400m track and throws area, and a 2,500-seat lacrosse/soccer stadium with a total general capacity of 4,000 spectators to be located to the south of the existing facilities. Adequate public restrooms, visitor locker rooms, storage and media/game management space are also needed to support the outdoor facilities. To the greatest extent possible, new fields should be constructed with an artificial turf infill system and lighting to maximize field use for everyone.

OUTLINE PROGRAMMING



Recreation/Intramurals To serve intramural programs such as flag football, outdoor soccer, Ultimate, softball, and many other informal recreational activities, the outline program recommends a total of 4-5 dedicated fields. To maximize program use the fields should be constructed with artificial turf infill system and lighting wherever possible. Club Sports To serve club sport programs such as Ultimate, soccer, rugby, lacrosse, football, field hockey, and many other activities, the outline program recommends a total of 4-5 fields. These programs could be served through shared-use scheduling with athletics and recreation for the proposed fields described above. The entire outline program and a summary of square footages are located in Section 1 of the Appendix.

PLANNING CONCEPT


MASTER PLANNING CONCEPT The governing master planning concept is focused around the continued development of a centralized facility in the heart of the existing athletics and recreation complex. Through a combination of new construction, adaptive re-use and renovation, the athletics and recreation facilities will be transformed into a hub of activity for the entire campus wide community. The proposed site for the new University Multipurpose Events Center, bounded by Patrick Gym to the west, the new parking structure to the east, and Gutterson Field House to the south, was chosen to take advantage of its proximity to the existing athletic facilities and its potential to benefit from the existing infrastructure. The site area is about 100,000 sf, with dimensions of approximately 250 feet in the east-west axis and 400 feet in the north-south axis. To accommodate the extent of new improvements, demolition is required of the existing varsity weight room. The University Multipurpose Events Center is intended to add to and adaptively reuse the current athletic facilities to provide a new venue for hockey, basketball, and other community wide non-sporting events and to provide high-quality support facilities for all spectator events. The new recreation center will replace the existing Indoor Tennis Center to the west of Patrick Gymnasium. It is bounded to the north by the existing drop-off area and to the west by an existing recreation field. The recreation center will connect to the new events center by a central public lobby space spanning across the length of the building on the north side. The proposed location for the Center for Health and Wellbeing is along Main Street behind the Johnson House. This location was selected to best serve the students and campus community with close proximity to the Davis Center, Main Street and student residences. The Center has outgrown its current multiple facilities and will benefit greatly by uniting all the student health services into one centralized facility. Existing Conditions UVM athletic and recreation facilities are not in disrepair, but they are outdated and no longer meet current athletic and recreation planning standards, rendering them functionally obsolete. Wayfinding throughout the complex is difficult, views into activity spaces are limited, and access is difficult to control and secure. Universal accessibility is reasonably accommodated but does not fully comply with current requirements. While ongoing maintenance improvements have extended the facilities’ lifespan, the majority of interior finish materials are showing wear. Aesthetically, the buildings’ interiors are outdated, and exterior forms and materials are not consistent with the University’s architectural character. Facilities are functioning at or beyond their full capacity. The growth and success of the athletic and recreation programs, combined with changes in training methods, have led to increased demand on every activity and support space. Limitations are evident, and the facility operators are maximizing the utilization of each space.

The Center for Health and Wellbeing occupies seven distinct sites at the periphery of the campus. While the Center has worked to maintain a welcoming and pleasant environment at each site, the lack of adequate space has become a critical issue for the counseling, primary care, women's health, and psychiatry areas. Inadequate space adversely affects the Center's ability to both deliver care and support

PLANNING CONCEPT



important programming initiatives for the campus community. Moreover, the lack of proximity between medical and counseling professionals is a significant obstacle to providing seamless and holistic care for students.

Outdoor fields are equally strained by high demand from athletics, recreation, intramurals, and club sports. The majority of the existing fields are in poor condition, with natural grass and no lighting or drainage. Several club sport teams rent space off campus due to the lack of field space. University Multipurpose Events Center The new multipurpose facility would be located between and adjacent to Patrick Gym and the parking structure, north of Gutterson Field House. It would encompass approximately 197,000 sf distributed on three levels and provide approximately 6,500 seats for a hockey game and as many as 7,500 seats for basketball. Many other seating configurations would be possible with the maximum capacity of 8,400 seats for concerts and other university events. Adjoining Patrick Gym on the north and east, the multipurpose facility addition would provide a new face and primary entrance to the athletics and recreation complex. The current drop-off area would be slightly reconfigured to create a new entry plaza oriented on axis with the new University Heights District quad to the north. The north façade would be reimaged with a new entrance lobby, hall of fame, athletic department, coaches’ offices, and academic support center. From the parking garage, access to the complex would be provided at the event level and entry level. Service access and television truck parking is provided at the southeast corner. From the main lobby, athletes and visitors may access all components of the existing athletic complex and the new events center. In the main lobby, the team store will offer UVM clothing and memorabilia, and patrons will be able to purchase tickets in advance or for game-day events. The entrance to Patrick Gym will remain the same, directly from the lobby. A 20-foot-wide grand staircase and large elevator will give spectators access to the concourse level. A new 2,000 sf Hall of Fame would extend along the length of the lobby, visible from the entry plaza. Restrooms will be located in the lobby, available to events at Patrick Gym as well as to departmental offices and academic support space. Most spectators will access the concourse level from the main lobby by the grand stair or the elevator. The club room is located at the northeast corner of the concourse level. The club room will accommodate as many as 250 persons in a lounge setting, with a bar, kitchen, and toilets. Elevated above the parking deck, the club room will afford unobstructed distant views of the campus to the north and mountains to the east. From nearly every vantage point on the concourse, patrons will have a complete view of the entire seating bowl. Handicapped-accessible seating and companion seats are dispersed equally around the concourse and at the event level at the northeast corner. Concession areas and restrooms are evenly distributed on both sides of the seating bowl. Access to the event level is accomplished in a number of ways. From the main lobby, athletes can take the elevator or stair down to the event level. Direct access is possible from the lower level of the existing athletic complex and from the service dock. Included on this level are the men’s and women’s hockey

PLANNING CONCEPT


team rooms and a half-time locker room for basketball. Team rooms will be supported by an athletic training room, an equipment room, and an additional laundry room. There will also be coaches’ game day locker rooms, officials’ locker rooms, four visiting team rooms, performers’ locker rooms, and staff locker rooms. The projected events for the new facility range from 54 per year to 111 per year. The projected seating capacities for the expanded facility are 6,500 fixed seats in the new Multipurpose Event Center and a reduction from 4,500 seats in Gutterson to approximately 2,500 seats. The total seating capacity could range between 9,000 and 10,500 seats. It is not anticipated that two major events would take place simultaneously in both the new Multipurpose Event Center and Gutterson. A more likely scenario would include a hockey game in the Multipurpose Event Center and recreation or varsity practice in Gutterson. Based on the projected event scenarios and seating capacities it is projected that there will be no significant impact to parking or traffic patterns in the vicinity of the complex. Athletics/Shared Use Space at Patrick Gymnasium and Gutterson Field House To meet the needs of all varsity teams, several areas within Patrick Gymnasium and Gutterson Field House would be renovated. One of the driving forces behind these renovations is the relocation of program components into the new events center that currently reside in the existing facility, which effectively allows the University to adaptively reuse and expand existing areas to meet the program needs of all varsity teams and the recreational programs. The majority of the proposed renovation work will be on the ground level and include new men’s and women’s team and general lockers, a new equipment storage area and workshop. Circulation to and from locker rooms will be significantly improved by eliminating dead-end corridors and circuitous hallways. A large meeting room and climbing wall will eventually replace the old pool once a new competitive lap pool is constructed as part of the recreation center. The existing seating in Gutterson could be reduced to 2,500 spectators with a higher quality and more comfortable seating arrangement for smaller events. A connector running north south along the west end of the arena could provide a future connection to the proposed future strength training location. The Gardner-Collins Cage will be renovated with a new synthetic surface and reconfigured to allow a 3-lane 200m training track. Four tennis courts will be provided in the infield area. The Gucciardi Fitness Center adjacent to the cage will be renovated for varsity strength training with views overlooking the fields. On the plaza level, the existing lobby to Patrick Gymnasium will be reconstructed to unite the new recreation center and events center. The men’s and women’s basketball team lockers will be enlarged. The squash courts will be replaced in the new recreation center to create meeting rooms, coaches’ offices and lounge space. The athletic medicine suite will be redesigned and enlarged to better serve varsity teams.

PLANNING CONCEPT



Recreation Center A new recreation center would be located in the current location of the Indoor Tennis Center. The site will offer a cornerstone location of high visibility from University Heights. The north façade will be very transparent, giving visual access into the shared lobby, fitness space on two levels, and the administrative offices. With a slight modification to the roadway and the enhancement of the drop-off area, the new shared entry plaza creates a special outdoor gathering place that becomes a visual terminus to the north-south axis of the University Heights District quad. From the main lobby, visitors will be able to quickly access the fitness center, outing club and gymnasium spaces. General locker rooms will be provided along the primary circulation corridor terminating on axis with a new climbing wall. A grand stair and elevator will lead users to the second level to access multipurpose rooms, a 3-lane jogging track and 11,000sf of fitness space. As the recreation program expands, a single-court multipurpose gymnasium, multipurpose rooms, squash/racquetball courts, and a 25-yard stretch lap pool will be added. The pool will be a shared use venue with the varsity athletics program replacing Forbush Natatorium which will be converted into team meeting space and a large climbing wall. Center for Health and Wellbeing The Center for Health and Wellbeing currently occupies seven distinct locations around the periphery of the campus. These facilities include the following services; Degoesbriand Building (medical clinic and women’s health), Wright Hall on Redstone Campus (health promotion and alcohol/drug services), 146 South Williams Street (counseling), and Patrick Gymnasium (athletic medicine and sports therapy). The proposed location will unite the individual sites into one central location adjacent to Main Street behind the Johnson House. The entry lobby will have a warm and welcoming environment with natural light. Visitors will be greeted by a central reception area and large waiting area. A quiet room with natural daylight is proposed adjacent to the waiting area. A dispensary will be located within the lobby. The exam rooms, procedure rooms, physician and counseling offices will be organized into several pods of cohesive services on both the first and second floors. A conference room and future growth/rental space is adjacent to the main lobby opposite a single radiology room. A prominent stair and public elevator will transport visitors to the second level waiting area and reception. The physical therapy suite and occupational health would be adjacent to the waiting area. Group and conference rooms are placed around the perimeter of the building to capture natural daylight. Executive administrative offices and health promotions occupy the majority of the space on the third level. A large conference room for 75 to 100 people and a smaller conference/meeting room for 30 people are located in close proximity to the stair and public elevator. Future growth space is available should the number of visits and demand for services continue to increase.

PLANNING CONCEPT


BUILDING SYSTEMS CONCEPT Main Structural Systems

The new Multipurpose Events Center seating bowl is supported on precast concrete risers supported by sloping structural steel rakers and bents. These bents will be placed on a regular column grid along the long sides of the facility and in a radial pattern at the end zones. The event floor consists of a concrete slab on grade. The main concourse and suite level will be concrete on steel deck supported by steel beams and columns.

The main roof will be framed with primary long span steel trusses with a design length between supports of approximately 210 feet. Secondary steel trusses span perpendicular to these main trusses and provide stability for the roof system. The proposed profile of the primary trusses is an arched top chord with a flat bottom chord. The main roof covers the seating bowl and cantilevers over the lower flat roof.

The building will be conventional framing with composite decking and composite steel beams at the floor levels, sloped steel beams supporting precast concrete seating sections within the seating bowl, and steel deck on steel beams supported on long span steel trusses at the roof. All structural steel will require a fire rating, with the exception of the main roof framing in locations that exceed the minimum clearance for fire protection.

A site-specific geotechnical investigation will be required for the foundation design of the multipurpose events center. The facility covers a large footprint, and soil conditions may vary across the site. The original gymnasium is founded on concrete piers that extend into the shallow bedrock. However, the subsequent additions to the original building all have spread footing foundations with an allowable bearing pressure of 5,000 to 6,000 pounds per square foot. At this stage of design, it is reasonable to assume that the new building foundations will also have spread footings. It is not clear whether rock removal will be required to reach suitable grade, especially near the varsity strength training that is slated for demolition. Perimeter foundations will extend below the design frost penetration level. Interior footings may be shallower, as long as the bearing grades will be protected against freezing during the construction process and suitable bearing material is present near the design sub-grade. The foundations adjacent to the existing parking garage will need to extend down to match the level of the parking garage footings, which is one level below current grade.

The new team rooms, stair, and elevator at the event level will be built one level below the existing gymnasium floor level. A portion of the gymnasium floor will need to be removed and replaced to create a new foundation wall along the east side of the existing gymnasium. Along the north side of the gymnasium, the existing foundations for the long-span roof will need to be underpinned to allow for construction of a new stair and elevator. A pair of rated walls will need to be built above these foundation walls to create a fire separation between the existing and new construction.

Heating, Ventilating, and Cooling Systems The new multipurpose events center will be served by the central steam heating plant with a new 12,000 lbs/hr new back-up steam boiler plant to supplement campus redundancy issues. The steam will further serve steam-to-hot-water heat exchangers for heating and domestic hot water systems. A primary pumping system will distribute 200o F hot water to air-handling unit (AHU) coils and terminal units throughout the facility.

PLANNING CONCEPT



The new facilities will also be served by a 1200-ton, high efficiency, variable primary flow, water-cooled, electric, centrifugal chilled-water plant. The plant will be modular. An 800 ton system will serve the initial construction, and an additional 400 ton chiller will be added as other components are constructed. The chillers will operate utilizing a primary/secondary pumping system. The secondary pumping system will distribute chilled water to AHU chilled water coils. Central station air handling units will serve the overall complex. Constant-volume units will serve the events center and large gymnasium spaces. Variable-air-volume (VAV) units will serve support and common spaces. A dedicated unit with heat recovery and dehumidification capability will serve the new aquatics area. The air handling systems will provide adequate outside air for ventilation, cooling, and heating for the main areas of the building. Systems will be equipped with control sequences and devices to optimize indoor air quality and minimize energy costs. All restroom, locker rooms, and utility areas will be exhausted. Heat-recovery units will be used for the toilet and locker room areas. Exhaust fans will be used for utility ventilation areas. A smoke management system will be provided for the events center, including dedicated smoke exhaust fans and sequences for makeup air from the AHUs. A building automation system as manufactured by Johnson Controls Metasys or Honeywell Controls EBI will be fully integrated into the central university system, and all components will be compatible with all existing system requirements. A 2,500-gallon diesel fuel oil tank will be installed at the highest parking level to serve the emergency generators and the new boilers. A complete fuel oil pumping system including duplex fuel pumps, strainers, fuel oil supply, and return piping will be provided. A new ice making system will be provided to serve the new ice sheet. The existing ice refrigeration systems at Gutterson will remain as an independent system. Energy conservation and high-performance system measures will be incorporated throughout to ensure occupant comfort and minimize energy usage. Electrical Systems The new complex will be served from a new 13.8 kV service from the Utility Company network. A new duct bank will extend from the street into the building. New primary metering will be required. Two (2) single-ended unit substations will be provided, each with 600A load break switches and 2,000 kVA dry-type transformers. 480V distribution sections will also be included. Substations will feed each end of the events center. Secondary distribution will be designed to respond to the power needs of the building program, with the flexibility to accommodate future space or renovations. Secondary distribution will be 480/277 volts, 3 phase, 4 wire plus ground. This will provide service to equipment and lighting loads. This will be further transformed down to 208/120 volts, 4 wire plus ground as required by building loads – typically for receptacles and miscellaneous small loads.

PLANNING CONCEPT


Provisions will be included for four (4) 400A switches for concert connections for lighting and power systems. Two (2) additional 200A switches/plug-in jacks will provided for curbside broadcast trucks. Separate audiovisual (AV) and tel/data branches will be provided to separate delicate/sensitive loads. An electric power monitoring system will be provided, complete with digital metering systems, to monitor service entrance mains, feeders, generator systems, and energy usage. A standby rated 1,000 kW diesel-engine, radiator-cooled generator set will be located in the multipurpose events center loading dock area. Emergency power will be provided to: life-Life Safety (serves emergency lighting, fire alarm, and paging systems); Essential Building Equipment (serves smoke exhaust systems, etc.); Elevators and Optional Standby (serves elevators, limited ice making equipment, and other optional loads such as concession refrigeration); and Fire Pump. In general, high-color-rendering, energy-efficient fluorescent lighting will be used for ambient and accent illumination. In selected spaces, high-color-rendering, energy-efficient metal halide lighting will be used. Special event and effects lighting will be provided within the seating bowl. Lighting control systems will include occupancy sensors, timers, daylighting and dimming controls. A new UL-listed fire alarm system will include full voice communication/evacuation capability and be able to override the center’s paging and audio systems. The system’s solid-state modular design will allow for future expansion and interfacing with the existing campus system. The complete system will incorporate a firefighters’ command center (FCC), graphic firefighters’ annunciator panels, peripheral detection and alarm devices such as smoke/heat detectors, speakers, and manual pull stations. A firefighters’ phone system will be included. Special automatic beam-detection devices will be utilized to monitor arena atrium smoke conditions. Consideration will be given to consolidating telephone, data processing, and educational-television components into a central communications backbone. Fiber and copper backbones will extend throughout the facility and interconnect to the existing campus systems. Security systems will include perimeter door monitoring, CCTV camera coverage in selected areas, card access systems at main entrances, and emergency blue phones Plumbing Systems The new facilities will be supplied with a new domestic 4” cold-water service, taken from an existing campus water main. A complete domestic cold-water distribution system will be provided throughout the facility. The proposed facilities will be provided with steam-fired domestic water heaters. Adequate domestic hot water storage will be provided centrally. The proposed facility will be provided with two (2) 6” sanitary connections. The sanitary will connect to the new existing municipal sanitary main. Grease traps will be provided from kitchen areas as required by code. Storm water from the roof will be discharged into a new storm drainage system. Rainwater leaders will collect from new gutters and roof drains, drain by gravity through the buildings, and connect to the new future campus storm drainage system from three (3) new 15” connections.

PLANNING CONCEPT



Water-conserving fixtures and trim will be provided to minimize water usage in the facility. Fire Protection Systems Fire protection service will consist of a dedicated fire service brought from the city water main in the street. A water meter and a backflow protection device will be provided in the building near the point of entry. The incoming main will supply a combined sprinkler/standpipe system. The fire protection system will include an automatic electric fire pump and jockey pump. The fire pump will be fed from the city water supply. Emergency power transfer switches will be included with the fire pump controller. The Patrick Gymnasium building sprinkler system will be brought up to current code; the entire building will be sprinklered. The fire standpipe system will provide the required water flow rate of 500 GPM at the most hydraulically remote outlet. Sprinklers will be provided throughout the building to protect all areas. A complete combined "wet" standpipe/sprinkler riser system with appurtenances located on each floor level will be provided, including zoned control valves and tamper and flow switches.

Main Street

Williston Road

Inte

rsta

te 8

9

East Avenue

Catamont Drive

Spear Street

New Soccer/ Lacrosse Field

Moulten WinderArtificialTurf Field

New Track

SECONDARY CENTER FOR HEALTH & WELLBEING UNIVERSITY

MULTI-PURPOSE EVENTS CENTER

ATHLETIC FIELDS

INFORMALRECREATIONFIELDS

STUDENT RECREATION/OUTING CLUB

Athletics

INFORMALRECREATION

180’ x 300’ Recreation Field

PRIMARY CENTER FOR HEALTH & WELLBEING

NewRec Field

Burlin

gton

South

Burlin

gton

ThrowingEvents

0 800400200N

T H E U N I V E R S I T Y O F V E R M O N T

P H A S E I I I M P L E M E N T A T I O N S T U D Y

M a s t e r P l a n n i n g C o n c e p t

1

Renovation

New Construction - Recreation Center

New Construction - University MultipurposeFacility

New Field

Pedestrian / Bicycle Circulation

Vista

View

1

2

3

4

Main Entry Plaza / New Building Front

Service Entry

New Connection from Main Campus to Athletic Fields

New Corner Beacon along Main PedestrianCirculation

1

2

2

3

4

SPE

AR

STR

EE

T

UNIV

ERSI

TY H

EIG

HTS

RO

AD

MOULTONWINDERFIELD

RECREATIONFIELD

NEW 400MTRACK

NEW LACROSSE/SOCCER STADIUM(2500 SEATS)

NEWRECREATIONFIELD

MIDDLESTORMWATERPOND

LOWERSTORMWATERPOND

Cit

y o

f B

urli

ng

ton

Cit

y o

f S

out

h B

urli

ng

ton

PROPOSEDSTORMWATER

0 200100N



D e s i g n O p p o r t u n i t i e s

2

. . . . . . . . . .

.

.

.

.

.

.

.

.

.

.

..........

Athletic Admin. Offices

Coaches/StaffOffices


StudentAthleteServices

Ticket/Store

Fitness7200sf

Lobby /Control

M. BBall


AthleticMedicine8650sf

StrengthTraining

Lounge

MAC10000sf

ClimbingWall

Lockers(Women)

Squash /Racquetball4000sf

2-Court Gym14500sf

Classroom

Rec.StaffAdmin.

Equip./Laundry

Outing Club

Lockers(Men)

Multipurpose

ClubSportStorage

MAC10000sf

Storage

StoragePhase I

Phase II

Hall of Fame

W. BBall

FutureConnector

UnisexChange

Admin. OfficesStrength Training / Athletic MedicineActivityLocker RoomHealth & WellbeingAquaticsMultipurpose / Classroom / MeetingCirculationBuilding Support (Storage, Laundry, Mechanical)

DemolitionRenovationNew Construction

0 8040N



B u i l d i n g Z o n i n g D i a g r a mP l a z a L e v e l

3

. . . . . . . . . .

.

.

.

.

.

.

.

.

.

.

..........

VIP Club / Kitchen

Fitness11000sf

Stretching

Jogging Track6000sf

Multipurpose1500sf

Multipurpose3500sf

Classroom1200sf

Concess.

Concess.Concess.

NewSeating

Roof below

Toilet

Multipurpose2500sf

Phase I

Phase II

StudentAthleteServices



0 8040N



B u i l d i n g Z o n i n g D i a g r a mC o n c o u r s e L e v e l

4

. . . . . . . . . .

.

.

.

.

.

.

.

.

.

.

..........

Equip./Laundry

Workshop

HockeyTeamLockers

Storage

GeneralStorage

(4) VisitingLockers

Zamboni

Kitchen

MenTeam Rooms

GeneralLockers

Mechanical

WomenTeam Rooms

Track/FieldLockers

Elec.

StrengthTraining

TrackExpansion

PoolMech. Men

Lockers

Pool

Equipment

Storage

CoachesGame Day

Lounge

WomenLockers

Phase I

Phase II

PoolSupport

Mechanical

Officials Storage

W.Coaches

M.Coaches

BBallGame Day

AthleticTraining

ClimbingWall

100-seatClassroom



0 8040N



B u i l d i n g Z o n i n g D i a g r a mE v e n t L e v e l

5

Main Street

Williston Road

Inte

rsta

te 8

9

East Avenue

Catamont Drive

Spear StreetExistingRecreation Field

Existing ArtificialTurf Field

New Track

Athletics Complex

Natural Grassto remain at Redstone Historic Green

300-Seat Stadium

New 2500-Seat Stadium

New 225’ x 360’ Artificial Turf Field

Lax / SoccerField

New Field

Add Artificial Turf

Baseball

(1) 200’ x300’ Recreation Field

Outline Program Needs:

1. Recreation: 4-5 lighted/ artificial turf fields (40 yds x 100 yds) min. size

2. Athletics: Development of soccer / lacrosse stadium; outdoor track, lighting, artificial turf fields, and throws area.

3. Tennis: Minimum (4) tennis courts; prefer (6) courts.

Existing Baseball Field to Remain

Add Artificial Turf

Recreation

ThrowingEvents

Burlin

gton

South

Burlin

gton

0 800400200N



M a s t e r P l a n n i n g C o n c e p tO u t d o o r F i e l d s P r o g r a m N e e d

6

Elev.

Elev.

Executive Admin/IT/ Business

Administration

Physical Therapy

Primary Care

Radiology

Dispensary

Growth / Rental

Conference / Meeting Room

Building Storage / Services

Circulation

Large Conf. Conf. Health Promotions

Future Off.

Roof Below(Potential FutureExpansion)

(4) Exam Rms& Toilet

Lobby/Waiting

OccupationalHealth

AdmStor.

Physical Therapy

(11) Offices

(4) Exam Rms& Toilet

GroupRoom

Conf.

Off.

Off.

Off.

Off.

Off.

Proced Utilities

Travl

Conf.

Waiting

Lobby/Waiting

Reception

Radiology

(4) Exam Rooms& Toilet (4) Exam

Rooms& Toilet

(8) Offices Lab

Phm Conf. Rm.

Growth/Rental

Exam

Conf.Rm.

(8) Offices

(5) Off.

(3) Off.

Exam

Procedure

Storage

Nurse/Exam

Proced.

Rec. Elev.M W

Level 2

Level 1

Level 3

0 402010N



C e n t e r f o r H e l t h a n d W e l l b e i n g B u i l d i n g Z o n i n g D i a g r a m

7

B

F

D

B B

D

C

C

C

C

FF

E E

0 200100N



Indoor Faci l i t ies:

A

B u i l d i n g P l a n n i n g C o n c e p tP r o j e c t C o m p o n e n t s

B

B

C

C

C

C

D

D

Center for Health and Wellbeing (Off Site)

Demolish Tennis Facility

New Recreation Center & Expand Cage

Renovate Gucciardi

Outdoor Faci l i t ies:

E

E

F

F

New 400m Outdoor Track

New Throwing Events Area

New Soccer / Lacrosse Field / Stadium

Recreation Field w / Artificial Turf

New Multipurpose Events Center

New Entry / Shared Lobby

Parking Garage Expansion

Renovation of Support Spaces

New Aquatics Center

THROWS AREA

8

FINANCIAL ANALYSIS


INTRODUCTION In February 2008, an assessment was completed that identified a series of projects related to improving health and well-being, campus recreation, and athletics facilities at the University of Vermont. Due to the overall scale of these projects, it was determined that further analysis was needed to refine these project concepts and to develop a detailed financial feasibility analysis to understand the cost implications of the recommendations. The purpose of this assessment is to examine the costs associated with the recommended improvements and the associated revenue opportunities, operating expenses, and potential funding sources. Key to this analysis is the comprehensive financial model. The tool allows for a thorough understanding of all of the financial implications associated with facility investments by integrating the various building programs, the event schedule, revenue calculations, and operating expense calculations into an all-inclusive model. All of these assumptions are linked such that any change in assumptions automatically triggers an adjustment to all of the affected financial elements. The model enables any and all changes to the project to be quickly analyzed on a specific and project-wide basis while maintaining the internal balance of the model. Due to the volatility of the construction market, projected results and costs may vary significantly from the project’s actual performance. Therefore, B&D and Cannon Design cannot ensure that the results highlighted in this report will portray the actual performance of the proposed development project; however, to identify the range of risks inherent in the proposed project, the model allows for testing of multiple scenarios to evaluate the project concept under a variety of economic conditions. METHODOLOGY Due to the overall scale of these projects and for the purposes of entering projects into the University’s process for setting capital priorities, the Project Team put the recommended projects into six distinct project groups. Each group has a series of projects that are interdependent and therefore can be isolated and developed independently to give the University maximum flexibility moving forward. The Project Team did not assign a specific priority to each group since economic factors such as fundraising and donor support may influence specific projects to occur at different intervals. This exercise was intended to examine each grouping of projects independently as well as collectively. The financial model includes the testing of multiple scenarios with respect to event schedules, fundraising, operating revenue, and operating cost assumptions. The ultimate goal of this exercise is to estimate the overall project costs and how those costs will be covered by various revenue streams and financing mechanisms. Based on the relationship of the various projects, B&D developed two financial models: one that examines the Center of Health and Wellbeing as a separate project, and the other that combines campus recreation, events, and athletics. The building program and operating assumptions utilized in the models are based, where appropriate, on the market analysis, comparisons to similar projects, the use of industry standards, University projections and operating data, and B&D’s industry expertise. With respect to the Multipurpose Event Center, B&D

FINANCIAL ANALYSIS



also reviewed the report developed by CSL to understand previous assumptions regarding the potential market for events. A more detailed description of the specific assumptions is included in the following text. Versions of the respective model are included in Appendix 3. Following is a chart identifying and grouping the specific recommended projects that are detailed in Section B of this report.

CENTER FOR HEALTH AND WELLBEING (CHWB) The Center for Health and Wellbeing (“CHWB”) currently operates out of several locations dispersed around campus. The new CHWB will consolidate all operations into one centralized facility, thus creating operational efficiencies that are incorporated in the financial model. For the purposes of this exercise, B&D developed a separate financial model specifically for this operation, since this project can be developed separate and distinct from athletics and recreation. The model is based on several assumptions from data provided by Cannon Design and the Center for Health and Wellbeing staff regarding the construction costs and operating expenses. Revenue Assumptions Revenues generated by a facility of this type come primarily from student fees. To support current operations, students are assessed $488 annually, which generates approximately $4.8 million annually. This calculation is based on a baseline number of students which is projected to increase from 9,900 to

CHWB Financial Model

Athletics/Recreation Financial Model

Group Description

A Center for Health & WellbeingINDOOR FACILITIES

B Demolish Tennis FacilityB New Recreation CenterB Resurface/Expand Field House (cage)

C Renovate GucciardiC New Multipurpose Event CenterC New Entry/Shared LobbyC Parking Garage Expansion

D Renovation of Support SpacesD New Aquatics Center

OUTDOOR FIELDS

E New Outdoor TrackE Throwing Events Area

F Recreation FieldF Soccer/Lacrosse FieldF Spectator Seating

FINANCIAL ANALYSIS


10,000. B&D estimates that the existing fee would need to increase $110 annually to support the consolidation and expansion of the CHWB. It is further assumed that the fee will increase by 3% annually to keep up with inflation and increased operating expenses. To help minimize the impact of student fees, the CHWB also generates revenues from various operations with respect to additional services and product sales. Revenue for these services is budgeted to be approximately $950,000. With a consolidated facility and projected additional patrons served, B&D estimates that revenues would grow by 5%, a conservative estimate which would generate an additional $50,000 annually.

Operating Assumptions As a consolidated facility with administrative, clinical, classroom, and conferencing spaces, the operating costs were calculated according to several expense categories that together represent the total operating costs for the facility. For this exercise the costs were divided into personnel costs, existing operating costs, and new operating expenses. Personnel Costs The personnel costs include the salaries and benefits for permanent administrative staff, clinicians, nurses, graduate teaching assistants, temporary staff, and part-time labor. The staffing model is based on current operations and is expected to remain steady with the consolidation into a new facility. The model details personnel expenses based on several operational categories that include:

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FINANCIAL ANALYSIS



Within each of the operational categories, personnel expenses are further segmented into administration, full-time staff, part-time staff, and associated benefits. Personnel expenses represent approximately $4.8 million of total operation expenses. B&D assumes that personnel expenses will increase 3% annually.

Non-Personnel Costs Costs associated with the day-to-day operations of the permanent staff are included in the non-personnel costs. These expenses include general operation expenses, telephone and related charges, rentals, software maintenance, and overhead allocated from the University. With current operations dispersed across several locations, certain operational expenses not previously associated with a stand-alone facility need to be included in the model. These expenses include utilities, repair and maintenance, contract services, insurance, and custodial support. Operating Expenses Existing operating expenses were calculated based on data provided by the University. Operating expenses associated with having a consolidated facility were calculated on a square foot basis and applied to all portions of the facility. The applied square foot costs were based on most recent costs provided by the University and were inflated to current dollars.

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FINANCIAL ANALYSIS


Project Costs In conjunction with Cannon Design, B&D developed a preliminary project budget for this facility based on a building program. The building was programmed with several building components; within each of those components is a list of specific spaces. A detailed list of spaces can be found in Appendix 1.

Assuming the facility would have to be approximately 35,000 gross square feet, the total project cost is estimated to be approximately $15 million assuming the building is constructed and opened within a four-year window. The financial model assumes the building will be open in the fall of 2012.

These projections are based on certain assumptions that, if changed, could have a significant impact on the overall costs. The location of the facility also will have an impact on parking and how many spaces will be needed to support a facility of this size. With rising construction costs, B&D assumes that the building will take two years to midpoint of construction at an annual inflation rate of 6%. This assumes the University gets approval for the project and is able to begin construction within a relatively short period of time.

HEALTH AND WELLBEING PROGRAM SUMMARYPublic AreasAdministration ZoneWomen's HealthMedical ClinicNutritionPsychiatric ServicesTravel ClinicCounseling CenterAlcohol and Drug CounselingHealth Promotion Service (drug and alcohol)Physical TherapyOccupational HealthPharmacyX-RayCommunicable Disease UnitOutdoor Enclosed PatioAtriumGrowth/Rental Space

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FINANCIAL ANALYSIS



Project Economics B&D considered different scenarios, each of which plays an important role in determining project viability. In the scenario represented in this report, the University would be responsible for covering $11 million in project costs, which equates to an annual debt service of $814,000 assuming an interest rate of 5.5% and debt term of 30 years. B&D assumed that 25% of funding would come from other sources, of which fundraising would account for $2 million. The remaining amount would be generated through early fee collection that would begin immediately and increase until the building opens. This would generate an additional $1.6 million based on a phased-in fee of $110 annually as shown below:

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FINANCIAL ANALYSIS


ATHLETICS AND RECREATION A series of projects were recommended that would significantly improve the University of Vermont’s recreation and athletics facilities. In total there are fourteen projects that include upgrades and expansion of indoor and outdoor facilities. These fourteen projects were then grouped together based on certain development characteristics in order for certain projects to happen in a logical sequence. This process allowed for the University to examine each group of projects independently to understand the impact and opportunities related to financial realities. B&D developed a comprehensive financial model that explored the revenue opportunities and operating expenses associated with the main components of each project. Specifically, B&D focused on modeling the operations of a new Multipurpose Event Center (“Center”) and expanded recreation facility. For the purposes of this exercise, the Center is being treated as a cost center, in that all revenues generated will go to support building operations and will be self-operated. The model is based on several assumptions using cost data provided by Cannon Design and operating information provided by athletics and recreation. The ultimate goal of this exercise is to understand all of the funding sources and determine what fee would need to be assessed to fully fund the entire development. Revenue Assumptions Multipurpose Events Center Revenues generated by a facility of this type will come from a number of sources including University and non-University events, conference customers, and ancillary income streams from these operations and events. Revenue streams from events include advertising/sponsorship, luxury seating, event rental, concessions, merchandise, conferencing food and beverage sales, facility fee, and equipment rentals. Beyond direct operating revenues, the building should be able to generate supplementary revenue through the sale of naming rights. The majority of revenues streams correlate directly with the number of events and the total spectators/users that enter the facility. Although these numbers can fluctuate heavily based on entertainment, sports, and conference market conditions, the model assumes a moderate number of events in estimating the total revenues that the building will achieve. In the end, the building management team will be the greatest determinant of the level of revenues achieved by the facility, based on its success in attracting outside events and maximizing the number of participants.

FINANCIAL ANALYSIS



Rental Income Rental income is collected from all events including athletics, concerts, family events, and conference event sponsors on a per-event basis. B&D assumed a moderate number of events per year (100) based on existing market conditions and University obligations. Rental rates range from $1,250 to $2,500 for high school events and UVM athletics events, to $7,000 for concerts and family events. Smaller events such as banquets and meetings range between $1,500 and $3,500. Furthermore, the event schedule is limited to major University events and rent-generating events and is not intended to include any community-based or other University events that would not generate any revenue. A detailed business plan for the facility will need to be done to analyze the operating philosophy for the building.

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B&D estimates that attendance from these events will be approximately 248,000 annually.

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FINANCIAL ANALYSIS


Concessions, Catering, Food and Beverage, Merchandise Concession and merchandise income is calculated based on the number of events and anticipated attendees per event. Based on the event type, it is assumed that each attendee will spend a certain amount on concessions and merchandise. For sporting events, concerts, and family events it is assumed attendees will spend between $1.00 and $4.00 for concession items; this assumes that no alcohol will be sold to the general public. For the conference center events, a food and beverage per-attendee cap was applied to each event type, ranging from $1.25 for consumer shows to $25.00 for banquets. For UVM sporting events, it is assumed attendees will spend $1.00 for merchandise. For concerts the per-attendee cap is estimated to be $8.00. The model projects that 25% of gross concession revenues and 15% of gross merchandise revenues will go to the Center

Naming Rights/Fundraising Naming rights are becoming increasingly prevalent revenue opportunities for universities. The pricing of these rights varies and can have a significant impact on financing this type of facility. Naming rights, sponsorships, and suites sales are types of contractually obligated income (COI) used in financing these types of facilities. These income sources are usually long-term contracts and are considered relatively stable and credit worthy. B&D worked with the University in developing a goal of $25 million dollars in naming rights from donor support and other sponsorship opportunities. Many similar facilities have been successful in selling to UVM supporters the name of the ice sheet itself, the locker rooms, the media rooms, the banquet facilities, and other opportunities. Of this $25 million, $20 million would be spread over a 10-year term with the proceeds applied as annual revenue, and the remaining amount used as project equity reducing the amount of debt issued. Advertising/Sponsorship Income The amount of attendees at a facility typically dictates the amount of advertising income that can be generated. The greater the number of attendees, the more likely advertisers will support the facility. B&D

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FINANCIAL ANALYSIS



assumed that this facility will generate $250,000 per year in advertising revenues above and beyond what is currently generated from Athletics. Currently, Athletics generates about $450,000 in sponsorships per year. So the total sponsorship revenue for the facility and the Athletics Department is assumed to be $700,000. Premium Seating Premium seating has been a key component in the recent surge in the development of university arenas. For this facility, B&D included two types of premium seating: luxury suites and preferred seating. Luxury suites are generally purchased by companies and are the most expensive seats in the facility. They typically include 8-12 tickets to the game, free parking, an enclosed suite, and waiter/waitress services. They also typically include the first right of refusal for non-UVM events at the building. For this analysis, the building program assumes eight luxury suites leasing for $20,000 each per year. Preferred seats are generally the seats closest to the event floor. These seats can be marketed to alumni and local businesses. This analysis assumes that 500 preferred seats will be sold at $750 each. Parking B&D assumed that the facility would generate revenue through a dedicated parking fee that be can be assessed through various mechanisms. For this exercise, projections are based on the estimated annual attendance divided by the ratio of patrons per car (4). The parking fee is estimated to generate $163,000 annually. A detailed parking assessment would need to be done to look at the ability of UVM to manage the existing parking lots. Other similar facilities have simply included a parking fee for every ticket sold. Facility Fee A facility fee is an amount allocated to all tickets sold that helps to provide an additional revenue stream to the building. Based on the average number of tickets sold, B&D projects that assessing a $2 facility fee to all tickets would generate $192,000 annually. This fee would be imposed prior to facilities coming on line, and also would become a permanent fee to support overall operations. As attendance increases, so will the ability to generate additional revenue.

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FINANCIAL ANALYSIS


Recreation Center Revenue B&D projected revenues that would be generated from an expanded recreation facility. Currently Recreation is generating over $200,000 annually from various services and programs. B&D estimates that these revenues will rise with increased patron capacity and expanded services and programs. In addition, B&D assumes additional revenue can be generated through offering memberships to faculty and staff as well as community members.

Student Fees It is anticipated that the revenue generated from the various operations will cover a majority of the operating expenses but will not be sufficient to cover the debt associated with constructing each project. This exercise was intended to determine the necessary student fee that would be needed to fully fund the development of proposed projects. B&D estimates that students would need to be assessed a fee totaling $1,200 annually in addition to the current $243 fee to fully fund the entire project. These fees would be phased in over a period of time to generate project equity, thus reducing the amount assessed to students when all projects come on line. Collecting fees early can also help efforts relating to fundraising by demonstrating the University’s commitment to improving facilities. During this period the University can allocate a percentage of these fees to develop projects immediately and add value to

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FINANCIAL ANALYSIS



existing facilities that would benefit students, e.g. new outdoor fields, reduction in club sports/intramural dues, etc. Operating Assumptions As a facility with administrative, public assembly, recreation, and conferencing spaces, the operating costs were calculated according to several expense categories that together represent the total operating costs for the facility. For this exercise the costs were divided into personnel costs and operating expenses. It is assumed that the building will be managed by the University. Personnel Costs The personnel costs include the salaries and benefits for permanent facility staff and part-time labor above what currently exists for athletics and recreation. The bulk of this is associated with the operations of a new Multipurpose Event Center. The cost assumptions provide for a permanent marketing and management staff to maximize the event schedule and ensure the highest level of service to building users.

Operating Expenses Operating costs to the University associated with utilities, operations, and maintenance were calculated on a square foot basis and applied to all portions of the facility. The applied square foot costs were based on the most recent costs provided by the University and were inflated to current dollars. 0 * �� 1 , - * �� ' �� / 3 ��7� �� ' �� / 3 � � � ��

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FINANCIAL ANALYSIS


Project Costs Cannon Design developed preliminary cost estimates for the development of various projects. The total project cost is estimated to be approximately $175 million in today’s dollars, not factoring in project equity. These projections are based on certain assumptions that, if changed, could have a significant impact on the overall costs. For instance, B&D assumed for this exercise that the projects would be staggered over a period of six years with construction starting in 2012. Based on this assumption, future project costs were developed based on a midpoint of construction, assuming a 2012 start date and a 6% escalation rate.

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B Demolish Tennis Facility $694,000 $826,000B New Recreation Center $39,406,000 $46,934,000B Resurface/Expand Field House (cage) $2,656,000 $3,163,000

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C Renovate Gucciardi $1,875,000 $2,234,000C New Multipurpose Event Center $84,039,000 $100,091,000C New Entry/Shared Lobby $4,875,000 $5,806,000C Parking Garage Expansion $3,125,000 $3,723,000

� � � � � + % �+ � ! �� & ! ��

D Renovation of Support Spaces $10,500,000 $12,506,000D New Aquatics Center $18,891,000 $22,499,000

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0 8 � 2 0 0 �3 �, � 2 /

E New Outdoor Track $3,875,000 $4,615,000E Throwing Events Area $350,000 $416,000

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F Recreation Field $750,000 $894,000F Soccer/Lacrosse Field $1,875,000 $2,234,000F Spectator Seating $2,500,000 $2,978,000

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FINANCIAL ANALYSIS



Project Economics B&D considered different scenarios, including building size, event schedules, and policy decisions, that each plays an important role in determining project viability. It is essential to note that only the most successful venues of this type are able to achieve break-even financial performance. For this project to be successful and to offset some of the costs, the University should continue to explore partnership opportunities with the surrounding cities and counties. The ability to build this facility and cover

operational costs and minimize the impact on student fees depend on the level and type of support the University can garner through the community and its ability to generate upfront equity. Based on discussions with the University, B&D assumed there would be no financial support from local, state, or federal sources. Therefore, in the scenario represented in this report, the University would be responsible for covering $152 million in project costs, which equates to an annual debt service of $11.8 million (5.5% interest rate, 30-year term).

The model assumes that the University would be able to generate approximately $56 million in upfront equity from early fee collection, naming rights and fundraising, and a facility fee. B&D assumed that an annual fee of $1,200 would be needed to fully fund the entire list of proposed projects and would be phased in over a four-year period beginning immediately. Based on this scenario, early student fee collection could generate $30 million in upfront equity. In working with the University, B&D assumed that $25 million could be generated through various fundraising efforts. Part of this amount would go towards project equity, and the remaining funds would be considered revenue for the Multipurpose Event Center and would be allocated over a 10-year period. The final source of upfront equity would be generated from assessing a ticket surcharge to all events that would begin immediately. Based on the average number of tickets currently sold, B&D estimated that the University could generate $192,000 annually.

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Project B $50,923,000 � ��(��

Project C $111,854,000 � ��((� � ��Project D $35,005,000 � �� ((Project E $5,031,000 � ( ��Project F $6,106,000 � ��

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0 3 4 5Campus Life Task Force II: ImplementationOutline Program - Summary

Quantity TOTAL NSF Total GSF

Athletics/Shared Use 1 177,841 261,531Center for Health and Wellbeing 1 22,964 35,329University Multipurpose Events Center 1 128,530 197,738Recreation 1 103,385 143,591

Sub-Total 638,189

Existing Total Area (PFG Complex) 1 n/a 370,000

Total Net New Program 268,189Renovation 1 0 370,000

FACILITY PROGRAMQuantity

TOTAL PROGRAM SUMMARY

1

0 3 4 5Campus Life Task Force II: ImplementationOutline Program - Athletics/Shared Use

Project

Quantity UNIT AREA Total NASF

PUBLIC AREASConcessions 1 750 750Concessions Storage 1 250 250Control 0 200 0Hall of Fame 0 1,500 0Lobby Toilets- Men 0 1,400 0Lobby Toilets- Women 0 2,400 0Lobby/Lounge 0 5,000 0Merchandise / Book Store 1 250 250Ticketing/Novelties 1 200 200Vending Area 1 250 250

Sub-Total Public Areas 1,700

Project


ADMINISTRATION ZONE


GENERAL ATHLETICS PROGRAM


GENERAL ATHLETICS PROGRAM ADMINISTRATION ZONE

Reception/Lounge 1 400 400Administrative Assistant 2 80 160Director of Athletics/Assoc VP 1 300 300Senior Associate Athletic Director 1 250 250Assistant Athletic Director 2 180 360Assistant VP of Marketing 1 180 180Athletics Marketing Director 1 140 140Director of Ticket Operations 1 140 140Director of Ticketing/Victory Club 1 140 140Assistant Ticket Manager 2 90 180Director of Athletic Development 1 140 140Communications Director 1 140 140Sports Information 3 110 330Events Manager 1 120 120Financial Manager 1 140 140Assistant Financial Manager 1 110 110Archives Room 1 300 300Conference/Meeting 2 400 800Conference/Meeting 2 200 400Conference Storage 4 80 320Large Team Meeting Room Storage 1 200 200Large Team Meeting Room/Classroom (100 persons) 1 1,800 1,800Small Team Meeting Room Storage 2 100 200Small Team Meeting Room/Classroom 2 800 1,600Video Room 4 225 900Work Room 1 150 150Kitchen 1 200 200Storage/Copying 2 200 400

2

Project


ADMINISTRATION ZONE

Director of Basketball Operations 1 140 140Basketball Head Coaches' Offices 2 140 280Basketball Assist. Coaches' Offices 8 140 1,120Director of Skiing 1 140 140Skiing Head/Assoc Head Coaches' Offices 3 140 420Hockey Head/Assoc Head Coaches' Offices 2 140 280Hockey Asst. Coaches' Offices 6 140 840Head Coaches' Offices 14 140 1,960Asst. Coaches Offices (could be open space) 27 110 2,970Volunteer Asst. Coaches' Offices 3 80 240

Academic Coordinator 1 120 120Administration/Lounge 1 100 100Asst. Academic Coordinator 1 120 120Asst. AD Student-Athlete Services 1 140 140Medium Conference 1 350 350Small Conference 3 140 420Storage 1 100 100Study Area (30 workstations) 1 800 800Toilet (HC Unisex) 1 80 80

Sub-Total Athletics Administration Zone 21,120


Coaches Offices

Academic Resource Center


FACILITY PROGRAMProject


ACTIVITY ZONEField House w/ 200M Track/Tennis 1 39,300 39,300Ice Hockey Rink, single sheet 1 17,141 17,141Ice Hockey Rink, spectator seating area 1 4,757 4,757Aquatic Meet Management / Classroom 1 400 400Pool Offices 2 120 240Pool Storage/Filtration 1 1,200 1,200Swimming Pool (25 yd stretch, w/ diving well) 1 19,000 19,000Swimming Poof. Spectator seating 1 2,500 2,500Three Court Competition Gymnasium 1 22,393 22,393Three Court Competition Gymnasium Storage 1 400 400

Sub-Total Athletics Activity Zone 107,331



3

Project


SUPPORT ZONETeam Locker RoomsMen's Team Room 1 - Basketball 1 800 800Toilets/ShowersMen's Team Room 2 - CC / Track & Field 1 1,200 1,200Toilets/ShowersMen's Team Room 3 - Ice Hockey 0 3,500 0Toilets/ShowersMen's Team Room 4 - Lacrosse 1 1,200 1,200Toilets/ShowersMen's Team Room 5 - Skiing 1 500 500Toilets/ShowersEquipment StorageMen's Team Room 6 - Soccer 1 1,000 1,000Toilets/ShowersMen's General Lockers 1 800 800Toilets/ShowersShared Lounge Area 1 1,000 1,000Women's Team Room 1 - Basketball 1 800 800Toilets/ShowersWomen's Team Room 2 - Swimming 1 800 800Toilets/ShowersWomen's Team Room 3 - CC / Track & Field 1 1,200 1,200Toilets/ShowersWomen's Team Room 4 - Field Hockey 1 1,000 1,000Toilets/ShowersWomen's Team Room 5 - Ice Hockey 0 3,500 0



Women's Team Room 5 - Ice Hockey 0 3,500 0Toilets/ShowersWomen's Team Room 6 - Lacrosse 1 1,000 1,000Toilets/ShowersWomen's Team Room 7 - Skiing 1 500 500Toilets/ShowersEquipment StorageWomen's Team Room 8 - Soccer 1 1,000 1,000Toilets/ShowersWomen's Team Room 9 - Volleyball 1 1,000 1,000Toilets/ShowersWomen's General Lockers 1 800 800Toilets/ShowersShared Lounge Area 1 1,000 1,000

Men's Coaches Locker Rooms 1 800 800Toilets/ShowersWomen's Coaches Locker Rooms 1 800 800Toilets/Showers

Coaches Locker Rooms

4

Project


Visitors and Officials LockersVisitors Lockers 2 800 1,600Toilets/ShowersMen's Officials Lockers 1 400 400Toilets/ShowersWomen's Officials Lockers 1 400 400Toilets/Showers

Athletic Medicine Services Director's Office 1 140 140Athletic Medicine Office Coordinator 1 140 140Senior Assoc. Athletics Trainer Office 2 100 200Assoc. Athletic Trainer 4 80 320Asst. Athletic Trainer 4 80 320Sports Therapy 2 80 160Exam Room 1 160 160Rehab Area 1 1,800 1,800Taping Area 1 800 800Hydrotherapy 1 400 400Treatment 1 2,000 2,000Unisex Toilet 2 80 160Storage 1 400 400

Head Strength & Conditioning Coach 1 120 120Asst. Strength & Conditioning Coach 2 100 200Strength Training Room 1 10,000 10,000Strength Training Room Storage 1 300 300



Athletic Medicine (7,000sf)

Strength & Conditioning Center (10,780sf)

Strength Training Room Storage 1 300 300Unisex Toilet 2 80 160

Equipment Manager/Operations 1 140 140Equipment Room 1 3,500 3,500General Storage (off-season) 1 800 800Laundry 1 800 800

Building Manager 1 120 120Groundskeeper 1 100 100Janitorial (all levels) 9 50 450General Building Storage 1 2,000 2,000Loading Area 1 800 800Recycling 2 400 800Trash 2 400 800

Sub-Total Athletics Support Zone 47,690

ATHLETIC PROGRAM SUMMARYPROGRAM SPACES Qty. UNIT AREA Total NASFPublic Areas 1,700Administration Zone 21,120Activity Zone 107,331Support Zone 47,690

177,84168%

261,531 TOTAL

Facilities Operations

Quantity

Equipment Operations

Efficiency Factor

5

Campus Life Task Force II: ImplementationOutline Program - Health and Wellbeing Existing

��

ExpansionProject

Qty. UNIT AREA Total NASF

Public AreasPublic Lobby 1 1 600 600Centralized information area 1 1 100 100Large conference room (75-100 people) sub-dividable 1 1 1,250 1,250Classroom (space for 30 individuals) 1 1 600 600Quiet room/meditation area 1 1 120 120Staff kitchen and break room 1 1 250 250Student computer terminals 1 4 15 60

Sub-Total Public Areas 2,980

Administration ZoneWaiting room 1 1 100 100Conference room (8-12p) 1 1 350 350Director office 1 1 140 140CQI office 1 1 120 120Finance and operations office 1 1 140 140Finance assistant office 1 1 120 120Administrative assistant 1 1 100 100Human Resources Director 1 1 140 140Office Manager 1 1 120 120IT office 1 2 120 240

HEALTH AND WELLBEING PROGRAM


IT office 1 2 120 240Additional office spaces (2) for expansion 1 2 120 240Storage and spacing for office equipment 1 1 120 120

Sub-Total Administration Zone 1,930

Women's HealthCheck-in/ Reception area 1 1 150 150Waiting area 1 1 200 200Four provider offices 1 1 200 200I Co-or office 1 1 120 120Exam Rooms 1 6 120 720Procedure Room 1 1 150 150Clean utility room 1 1 60 60Dirty utility room 1 1 60 60Storage 1 1 80 80

Sub-Total Women's Health 1,740

Medical ClinicLarger waiting room (seating for 20-30 people) 1 1 300 300Reception area 1 1 200 2004 Multi Clinician offices (6 providers) 1 3 150 450Clinic assistant space 1 3 100 300Assistant Directors Office 1 1 192 192Med Dir. Admin Assist 1 1 120 120Billing office coordinator 1 1 100 100Insurance billing office 1 1 120 120Medical Records Coordinator Office w/scanner 1 1 150 150Clean utility room 1 1 60 60Dirty utility room 1 1 60 60Conference room 1 1 144 144

6


Medical Clinic cont.Exam rooms with sink 1 15 108 1,620Two-bed lying down treatment and bath 1 1 144 144Lab-with emergency shower/eye station 1 1 200 200Nurse manager office 1 1 120 120Procedure room 1 1 150 150Referral / Information specialist 1 1 120 120Storage (supplies) 1 1 280 280Supply room 1 1 120 120

Sub-Total Medical Clinic 4,950

NutritionOffice 1 2 140 280

Sub-Total Nutrition 280

Psychiatric ServicesSecretary/receptionist office (seating for 4-6 people) 1 1 100 1003 Provider offices 1 3 120 3601 Resident office 1 1 100 100

Sub-Total Psychiatric Services 560

Travel ClinicTravel and immunization clinic 1 1 150 150Office with room for supplies 1 1 180 180

Sub-Total Travel Clinic 330

Counseling CenterWaiting room (area for 12-15 individuals) 1 1 300 300Director's office 1 1 192 192


Director's office 1 1 192 192Admin Secretary 1 1 120 120"Core" Counselors offices 1 10 120 1,200Intern offices 1 6 120 720Central office 1 1 120 120Conference (8-12p) 1 1 350 350Group room 1 1 200 200Observation room 1 1 150 150Relaxation/meditation room 1 1 150 150Storage 1 1 100 100

Sub-Total Counseling Center 3,602

7


Alcohol and Drug CounselingCounselors 1 4 120 480Supervisors office 1 1 140 140

Sub-Total Alcohol and Drug Counseling 620

Health Promotion Service (drug and alcohol)Recep/secretary office 1 1 120 120Director's Office 1 1 192 192Group meeting room 1 1 280 280Staff offices 1 4 120 480Peed Ed Space 1 1 120 120Storage, copier/fax 1 1 100 100Work-study 1 1 120 120

Sub-Total Health Promotion Service Incl. Alcohol and Drug 1,412

Physical TherapyReception area 1 1 120 120Waiting area 1 1 100 100Office space 1 3 120 360Massage room 1 1 120 120Private eval/rx rooms 1 3 120 360Work hardening/rehab space 1 1 1,500 1,500Storage 1 1 100 100

Sub-Total Physical Therapy 2,660

Occupational HealthStaff offices 1 2 120 240Hearing/vision testing booth 1 1 60 60Exam room 1 2 100 200


Exam room 1 2 100 200Sub-Total Occupational Health 500

PharmacyPharmacy 1 1 300 300

Sub-Total Pharmacy 300

X-RaySingle room w/ one machine 1 1 600 600

Sub-Total X-Ray 600

Communicable Disease Unit1 0 1,000 0

Sub-Total Communicable Disease Unit 0

8


Outdoor Enclosed Patio1 0 1,520 0

Sub-Total Outdoor Enclosed Patio 0

Atrium1 0 4,000 0

Sub-Total Atrium 0

Growth/Rental Space1 1 500 500

Sub-Total Growth/Rental Space 500

HEALTH AND WELLBEING PROGRAM SUMMARYQty. UNIT AREA Total NASF

Public Areas 2,980Administration Zone 1,930Women's Health 1,740Medical Clinic 4,950Nutrition 280Psychiatric Services 560Travel Clinic 330Counseling Center 3,602Alcohol and Drug Counseling 620Health Promotion Service (drug and alcohol) 1,412Physical Therapy 2,660Occupational Health 500Pharmacy 300X-Ray 600

FACILITY PROGRAM

Quantity

Quantity

X-Ray 600Communicable Disease Unit 0Outdoor Enclosed Patio 0Atrium 0Growth/Rental Space 500

22,96465%

35,329 Efficiency Factor

TOTAL

9

Campus Life Task Force II: Implementation ExistingProgram - University Multipurpose Events Center ��

ExpansionProject


PUBLIC AREASArena Tickets (6 windows) 1 1 180 180Lobby 1 1 5,000 5,000Hall of Fame 1 1 500 500Club Room (250 capacity) 1 1 3,750 3,750Club Room Food Prep/Storage 1 1 800 800Club Room Men's Toilets (3T., 2L.) 1 1 210 210Club Room Women's Toilets (5T., 3L.) 1 1 290 290UVM Team Store 1 1 600 600UVM Team Store Storage 1 1 120 120Ticket Manager's Office 1 1 120 120Lobby Toilets- Men 1 1 300 300Lobby Toilets- Women 1 1 500 500

Sub-Total-Public Areas 12,370

HOCKEY OFFICES - keep with other coaches officeAdministrative Assistants 1 0 100 0Assistant Coaches 1 0 120 0Conference 1 0 350 0Copy/Storage 1 0 100 0


MULTIPURPOSE FACILITY

Copy/Storage 1 0 100 0Head Coaches 1 0 200 0Shared Reception 1 0 250 0Storage 1 0 120 0

Sub-Total Hockey Offices 0

CONCOURSE LEVELAccessible Seating: 130 (1% w/companion @ 20 sf/pair) 1 1 2,600 2,600Arena Seating (6,500 seats @ 6 sf/seat) 1 1 39,000 39,000Pep Band Seating Platform (within general seating) 1 1 0 0Concessions and Storage (1 point of sale for every 300 spectators)) 1 30 100 3,000Concourse (16 ft wide x 1000 ft long) 1 1 16,000 16,000Open Lounges 1 1 750 750Suitebox (8 seats; 8-12 p.) 1 8 180 1,440President's Suitebox (16 p.) 1 1 400 400Announcer's Booth 1 1 130 130Broadcast Television Booth 1 1 150 150General Press/Statistics/Sports Information 1 30 20 600Radio Booths 1 2 150 300Television Camera Position 1 3 100 300Acoustics, Lighting, A/V Control Booth 1 3 150 450First-Aid 1 1 80 80Toilets-Men (19 urinals; 20 toilets, 16 lavs @ 35 sf/fixture) 1 1 1,925 1,925Toilets-Women (76 toilets, 25 lavs @ 35 sf/fixture) 1 1 3,535 3,535

Sub-Total Concourse Level 70,660

10


RINK LEVELRink (90 x 200) 1 1 17,500 17,500

Sub-total Rink 17,500

LOCKERS1

Coaches Lockers (4 lockers, 3' wide; 2 Showers, 1 Toilet) 1 2 400 800Hockey Changing Areas 1 2 280 560Hockey Locker Rooms (28 Lockers, 3 ft wide) 1 2 840 1,680Hockey Toilets/Showers (4 Toilets,3 Lavs,10 Showers) 1 2 480 960Lounge/Meeting Room 1 2 300 600Stick Storage 1 2 80 160Basketball Locker Rooms (game day space) 1 2 500 1,000

1Officials Lockers (6 lockers each) 1 2 400 800Visitors Lockers 1 4 500 2,000Visitors Showers/Toilets for Lockers 1 4 300 1,200

Sub-total Lockers 9,760

SUPPORT FACILITIES

Athletic Training Center - (1900 sf) Exam Room 1 1 120 120 Hydrotherapy 1 1 200 200 Offices 1 1 120 120 Rehab Area 1 1 400 400

Vermont Teams Lockers

Visitors and Officials Lockers


MULTIPURPOSE FACILITY

Team Support Facilities

Rehab Area 1 1 400 400 Storage 1 1 80 80 Treatment (8 tables) (600 sf) 1 1 400 400 Unisex Toilet 1 1 80 80Visiting Team Training Center 1 1 300 300Laundry 1 1 350 350Equipment Room 1 1 600 600

Operations Office 1 1 180 180Operations Office Storage 1 1 80 80Commissary (Storage for Concessions and Club Room) 1 1 800 800Production Support/Equipment Room (editing) 1 1 200 200Events Power 1 1 110 110Event Staff Lockers (40 l ea.) 1 2 600 1,200Media Interview Room 1 1 500 500Portable Floor Storage 1 1 2,700 2,700Refrigeration 1 1 1,200 1,200Sound System 1 1 120 120General Building Storage 1 1 2,500 2,500Janitorial (all levels) 1 1 600 600Loading Area 1 1 2,000 2,000Truck Dock (3-bay)/ Trash Compactor 1 1 2,400 2,400Zamboni (3, Storage and Ice Melt) 1 1 1,000 1,000

Sub-Total Support Facilities 18,240

MULTIPURPOSE FACILITY PROGRAM SUMMARYPROGRAM SPACES Qty. UNIT AREA Total NASFPublic Areas 12,370Hockey Offices 0Concourse Level 70,660Rink Level 17,500Lockers 9,760Support Facilities 18,240

128,53065%


TOTAL

Events Support

Quantity

11

Campus Life Task Force II: Implementation ExistingOutline Program - Recreation ��

Expansion

Project

Qty. NASF Total NASF

FREE ZONE

Admissions Control 1 1 150 150Lobby / Guest Seating Area 1 1 300 300Director's Office 1 1 150 150Assistant Director's Offices 1 2 110 220Associate Director's Offices 1 2 110 220Building Operations Manager's Office 1 1 110 110Future Staff Office 1 1 150 150Secretarial Work Station 1 1 60 60Student Employee Work Area 1 2 110 220Conference Room 1 1 400 400Duplication/Mail Room/Administrative Area 1 1 150 150Marketing Production Area 1 1 200 200Pantry/Lounge 1 1 100 100Storage 1 2 100 200

FACILITY PROGRAM

Quantity

RECREATION PROGRAM

Recreation Staff Administration

Storage 1 2 100 200

Club Sports Coordinator 0 0 110 0Club Sports Cubicles 0 0 80 0Club Sports Leagues & Storage 1 1 1,500 1,500Meeting Room 2 1 300 300

Offices 1 6 110 660Resource Room 1 1 400 400Training Room 1 1 800 800Kitchen 1 1 300 300Outdoor Equipment Storage 1 1 2,500 2,500

Sub-Total Free Zone 9,090

ACTIVITY SPACES

Two Court Gymnasium - 84 ft courts 1 1 12,800 12,800Two Court Gymnasium Storage 1 2 200 400MAC Gymnasium (1 court) (96x104) 2 2 9,984 19,968MAC Gymnasium Storage 1 2 250 500Elevated Jogging Track 1 1 6,500 6,500

Weight/Fitness Room - Main 1 1 18,000 18,000Weight/Fitness Room Storage 1 1 300 300Multipurpose Type - 1 1 1 3,500 3,500Multipurpose Type - 1 Storage 1 1 200 200Multipurpose Type - 2 1 1 2,500 2,500Multipurpose Type - 2 Storage 1 1 200 200Multipurpose Type - 3 1 1 1,500 1,500Multipurpose Type - 3 Storage 1 1 200 200

Gymnasiums

Specialized Activity Spaces

Outing Club

Club Sports

12

Multipurpose Type - 4 2 1 800 800Multipurpose Type - 4 Storage 2 1 100 100

Racquetball Courts 2 4 800 3,200

Squash Courts (International) 2 2 672 1,344

Small Competition/Leisure Pool (25yds - six lanes) 2 1 8,000 8,000

Whirlpool 2 1 400 400Wet Classroom 2 1 500 500Natatorium Storage 2 1 400 400Aquatic Director's Offices 2 1 100 100Indoor Golf Simulators 2 2 300 600Rock Climbing Wall 1 1 1,500 1,500Rock Climbing Wall Storage 2 1 150 150

Sub-Total Activity Zone 83,662

SUPPORT ZONESocial Lounge 1 1 400 400Juice Bar/ Vending Area 1 1 500 500Entry Lobby 1 1 750 750Men's Locker Rooms -- Single Tier 12" Lockers 1 200 6 1,200 -- Double Tier 12" Lockers 1 200 4 800 -- Showers 1 10 27 270 -- Toilets 1 6 23 140 -- Urinals 1 6 12 72 -- Grooming Stations 1 4 15 60 -- Sauna 1 0 300 0 -- Whirlpool 1 0 250 0 -- Whirlpool 1 0 250 0Women's Locker Rooms -- Single Tier 12" Lockers 1 200 6 1,200 -- Double Tier 12" Lockers 1 200 4 800 -- Showers 1 10 27 270 -- Toilets 1 12 23 281 -- Grooming Stations 1 6 15 90 -- Sauna 1 0 300 0 -- Whirlpool 1 0 250 0Assisted Change Rooms 1 2 200 400Sauna 1 1 300 300Rec Equipment Checkout 1 1 500 500Laundry Room 1 1 300 300General Building Storage 1 1 800 800Large Classroom 1 1 1,500 1,500

Sub-Total Support Zone 10,633

RECREATION PROGRAM SUMMARYQty. UNIT AREA Total NASF

Free Zone 9,090Activity Zone 83,662Support Zone 10,633

103,38572%


TOTAL

Quantity

13

Campus Life Task Force II: Implementation ExistingProgram - Outdoor Fields ��

Existing ProgramAdditional Program

RequirementField Type Comments

OUTDOOR PROGRAM

Outdoor Fields

Men's LacrossePractice 1 shared 1 new field (shared) Artificial New artificial turf shared w/ Soccer

Men's SoccerPractice 1 shared 1 new field (shared) Artificial New artificial turf shared w/ LacrossePractice 1 shared 1 new field (shared) Artificial New artificial turf shared w/ Lacrosse

Men's TrackPractice 0 new 400M Track N/A New track/throwing events, shared w/women's program

Women's Field HockeyPractice 1 shared 0 Artificial Moulton Winder Field- shared use w/ Lacrosse

Women's LacrossePractice 1 shared 1 new field (shared) Artificial New artificial turf shared w/ Soccer

Women's SoccerPractice 1 shared 1 new field (shared) Artificial New artificial turf shared w/ Lacrosse

Women's TrackPractice 0 new 400M Track N/A New track/throwing events, shared w/men's program

Outdoor Tennis Courts 0 4-6 courts Location TBD

Recreation Fields 3 dedicated 4-5 dedicated Artificial Location TBD

14

Redstone Dis t r ic t

University Heights District

Athletic District

Land Banks for Residential Uses

SPE

AR

STR

EE

T

PATRICK GYM

UNIV

ERSI

TY H

EIG

HTS

RO

AD

GUTTERSONFIELD HOUSE

GARDNER-COLLINSCAGE

GUCCIARDIFITNESSCENTER

MOULTONWINDERFIELD

SOFTBALLFIELD

SOCCERFIELD

RECREATIONFIELD


LOWERSTORMWATERPOND

Cit

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ton

Cit

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ton

RECREATIONFIELD

0 200100N



S i t e A n a l y s i sA r c h i t e c t u r a l D i s t r i c t s

1

View

Vista

Site

SPE

AR

STR

EE

T

PATRICK GYM

UNIV

ERSI

TY H

EIG

HTS

RO

AD


GARDNER-COLLINSCAGE


MOULTONWINDERFIELD

SOFTBALLFIELD

SOCCERFIELD

RECREATIONFIELD


LOWERSTORMWATERPOND

Cit

y o

f B

urli

ng

ton

Cit

y o

f S

out

h B

urli

ng

ton

RECREATIONFIELD

0 200100N



S i t e A n a l y s i sV i e w s a n d V i s t a s

2

JUNJUN

DEC

DEC

MAR/SEPT

MAR/SEPT

Summer PrevailingWinds

Winter PrevailingWinds

Site Slopes

SPE

AR

STR

EE

T

PATRICK GYM

UNIV

ERSI

TY H

EIG

HTS

RO

AD


GARDNER-COLLINSCAGE


MOULTONWINDERFIELD

SOFTBALLFIELD

SOCCERFIELD

RECREATIONFIELD


LOWERSTORMWATERPOND

Cit

y o

f B

urli

ng

ton

Cit

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out

h B

urli

ng

ton

RECREATIONFIELD

0 200100N



S i t e A n a l y s i sE n v i r o n m e n t a l C h a r a c t e r i s t i c s

3

p

p

p

p

pp

Pedestr ian / Bicycle Circulat ion

Vehicular Circulation

Exis t ing Parking Garage Spaces: 903

Exis t ing Sur face Parking Spaces: 414

Total Exis t ing Parking Spaces: 1317

SPE

AR

STR

EE

T

PATRICK GYM

UNIV

ERSI

TY H

EIG

HTS

RO

AD


GARDNER-COLLINSCAGE


MOULTONWINDERFIELD

SOFTBALLFIELD

SOCCERFIELD

RECREATIONFIELD


LOWERSTORMWATERPOND

Cit

y o

f B

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ng

ton

Cit

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f S

out

h B

urli

ng

ton

RECREATIONFIELD

CONTROLLED

VEHICULAR

ACCESS

GATE

GATE

0 200100N



S i t e A n a l y s i sE x i s t i n g C i r c u l a t i o n a n d P a r k i n g

4

p

p

p

pp

Pedestr ian Circulat ion


Proposed Parking Garage Spaces: 1146

Proposed Sur face Parking Spaces: 136

Total Proposed Parking Spaces: 1282

Net loss: (35) Spaces

SPE

AR

STR

EE

T

UNIV

ERSI

TY H

EIG

HTS

RO

AD

MOULTONWINDERFIELD

NEW LACROSSE/SOCCER STADIUM(2500 SEATS)

RECREATIONFIELD

PATRICK GYM


GARDNER-COLLINSCAGE


ServiceDel ivery

NEWRECREATIONFIELD


LOWERSTORMWATERPOND

SNOWREMOVALZONE

SNOWREMOVALZONE

Cit

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ton

Cit

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out

h B

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PROPOSEDSTORMWATER

GATE

GATE

SNOW REMOVAL ZONE

0 200100N



S i t e A n a l y s i sP r o p o s e d C i r c u l a t i o n a n d P a r k i n g

5

Main Street

Williston Road

Inte

rsta

te 8

9

East Avenue

Catamont Drive

Spear Street

Moulten WinderArtificial Turf Field,Field Hockey/Lax

PFG

Field#6

Softball

SoccerPractice

FieldField#1 Recreation/ Club Sports

Varsity/Recreation

Field #5Recreation/Intramurals/Soccer

Flag Football/Recreation

Redstone GreenRecreation/Club Sports

Varsity SoccerCompetition

Centennial FieldVarsity Baseball

Rugby PitchRecreation/Club Sports

Burlin

gton

South

Burlin

gton

0 800400200N



M a s t e r P l a n n i n g C o n c e p tE x i s t i n g F i e l d U s e

6

Pedestr ian Circulat ion


0 400200N



S i t e Ana lys i s - Cen te r fo r Hea l th & We l l be i ngC i r c u l a t i o n a n d P a r k i n g

7

New Center for Health and Wellbeing:

7375 gsf x 2 levels = 14,750 gsf7475 gsf x 3 levels = 22,425 gsf

Total Area = 37,175 gsf

To RedstoneGreen Area

Access from Residence Halls

Parking for 29 Cars

Parking for 20 Cars

Johnson House

AdamsHouse

0 804020N



M a s t e r P l a n n i n g C o n c e p tC e n t e r f o r H e a l t h a n d W e l l b e i n g

8

APPENDIX 3

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Detailed Financial Analysis –

Center for Health & Wellbeing

University of Vermont Current Year 2008 Page 1Phase II Implementation Strategies Escalation 106.00%Project Phasing

Project Description Construction Start Building Opens Quantity (GSF) 2008 Future 2008 Dollars Future Cost Site/Soft Costs 2008 Dollars Future Cost

Center For Health and WellbeingA New Health and Wellbeing 2010 2012 35,329 $300 $337 $10,599,000 $11,909,000 30% $13,779,000 $15,482,000

$3,573,000

Project CostConstruction CostCost/SF

University of Vermont Page 2Phase II Implementation StrategiesCenter for Health & Wellbeing

Sources of Funds PercentReserves -$ 0%E&G Funds -$ 0%Fundraising 2,000,000$ 13%Upfront Fee Equity 1,650,000$ 11%State Contribution -$ 0%Revenue Bond 11,832,000$ 76%Total 15,482,000$ Uses of FundsHard Costs

New Health and Wellbeing 11,909,000$ 77%Soft Costs 3,573,000$ 23%Total 15,482,000$

University of Vermont Page 3Phase II Implementation StrategiesDebt Schedule

CHWB 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Debt Service

CHWB -$ -$ -$ -$ 814,000$ 814,000$ 814,000$ 814,000$ 814,000$ 814,000$ 814,000$ SUBTOTAL -$ -$ -$ -$ 407,000$ 814,000$ 814,000$ 814,000$ 814,000$ 814,000$ 814,000$

Debt AssumptionsInterest Rate 5.50%Term 30DCR 1.1

Phase Project Cost Project Equity Project Cost Debt Service YearCHWB $15,482,000 $3,650,000 $11,832,000 $814,105 2012

* Assumes payment for first year Debt Service is only half

University of Vermont Total Square Feet 35,329 Page 4Phase II Implementation Strategies Annual Student Fee $110CWHB Pro Forma

Operating Pro Forma0 1 2 3 4 5 6 7 8 9 10

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018INCOMEProduct Sales - Service Income $955,000 $984,000 $1,014,000 $1,044,000 $1,075,000 $1,107,000 $1,140,000 $1,174,000 $1,209,000 $1,245,000 $1,282,000Existing Student Fee Revenue $4,831,000 $5,026,000 $5,177,000 $5,333,000 $5,492,000 $5,657,000 $5,827,000 $6,002,000 $6,182,000 $6,367,000 $6,558,000New Student Fee Revenue $0 $0 $0 $0 $1,100,000 $1,133,000 $1,167,000 $1,202,000 $1,238,000 $1,275,000 $1,313,000TOTAL INCOME $5,786,000 $6,010,000 $6,191,000 $6,377,000 $7,667,000 $7,897,000 $8,134,000 $8,378,000 $8,629,000 $8,887,000 $9,153,000

EXPENSESPersonnel Expense:

Office of Administration $143,000 $147,000 $151,000 $156,000 $161,000 $166,000 $171,000 $176,000 $181,000 $186,000 $192,000Staff Salary $3,256,000 $3,354,000 $3,455,000 $3,559,000 $3,666,000 $3,776,000 $3,889,000 $4,006,000 $4,126,000 $4,250,000 $4,378,000Graduate Teaching Assistant $13,200 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000Temporary Wages $102,000 $105,000 $108,000 $111,000 $114,000 $117,000 $121,000 $125,000 $129,000 $133,000 $137,000Full Benefit Rates $1,333,000 $1,373,000 $1,414,000 $1,456,000 $1,500,000 $1,545,000 $1,591,000 $1,639,000 $1,688,000 $1,739,000 $1,791,000Part Time Benefit Rates $9,000 $9,000 $9,000 $9,000 $9,000 $9,000 $9,000 $9,000 $9,000 $9,000 $9,000

Subtotal $4,856,200 $5,002,000 $5,151,000 $5,305,000 $5,464,000 $5,627,000 $5,795,000 $5,969,000 $6,147,000 $6,331,000 $6,521,000

Operating Expenses:General Operation Expenses $657,000 $676,000 $697,000 $718,000 $739,000 $761,000 $784,000 $808,000 $832,000 $857,000 $883,000Telephone and Related Charges $43,000 $44,000 $45,000 $47,000 $48,000 $49,000 $50,000 $52,000 $54,000 $56,000 $58,000Rental Expenses $122,000 $126,000 $129,000 $133,000 $69,000 $71,000 $73,000 $75,000 $77,000 $79,000 $81,000Software Maintenance $17,000 $17,000 $18,000 $18,000 $19,000 $20,000 $21,000 $22,000 $23,000 $24,000 $25,000IC Overhead $86,000 $89,000 $91,000 $94,000 $97,000 $100,000 $103,000 $106,000 $109,000 $112,000 $115,000Utilities $0 $0 $0 $0 $139,000 $143,000 $147,000 $151,000 $156,000 $161,000 $166,000Repair & Maintenance $0 $0 $0 $0 $99,000 $102,000 $105,000 $108,000 $111,000 $114,000 $117,000Contract Services $0 $0 $0 $0 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000Insurance $0 $0 $0 $0 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000Custodial Support $0 $0 $0 $0 $70,000 $72,000 $74,000 $76,000 $78,000 $80,000 $82,000

Subtotal $925,000 $952,000 $980,000 $1,010,000 $1,304,000 $1,342,000 $1,381,000 $1,422,000 $1,464,000 $1,507,000 $1,551,000TOTAL EXPENSES (w/out Debt Service) $5,781,200 $5,954,000 $6,131,000 $6,315,000 $6,768,000 $6,969,000 $7,176,000 $7,391,000 $7,611,000 $7,838,000 $8,072,000

NET OPERATING INCOME $4,800 $56,000 $60,000 $62,000 $899,000 $928,000 $958,000 $987,000 $1,018,000 $1,049,000 $1,081,000

RESERVE & REPLACEMENT (1% of Income) $0 $0 $0 $0 $77,000 $79,000 $81,000 $84,000 $86,000 $89,000 $92,000DEBT SERVICE (NEW) $407,000 $814,000 $814,000 $814,000 $814,000 $814,000 $814,000

CASH FLOW AFTER DEBT SERVICE $4,800 $56,000 $60,000 $62,000 $415,000 $35,000 $63,000 $89,000 $118,000 $146,000 $175,000

Debt Coverage Ratio 0.00 0.00 0.00 0.00 2.21 1.14 1.18 1.21 1.25 1.29 1.33

EXISTING OPERATIONS NEW OPERATIONS

University of Vermont Total Square Feet 35,329 Page 5Phase II Implementation Strategies Building Opens 2012CHWB Assumptions

Revenue Current Net Increase % Net New RevenueLab

Product/Service Sales $160,000 105% $168,000Total Lab $160,000 $168,000Medical Clinic

Product/Service Sales $216,800 105% $227,640Total Medical Clinic $216,800 $227,640Women's Clinic

Fees/Health $70,000 100% $70,000Total Women's Clinic $70,000 $70,000Insurance

Product/Service Sales $430,000 105% $451,500Total Insurance $430,000 $451,500Center

Product/Service Sales $13,000 105% $13,650Total Center $13,000 $13,650Physical Therapy

Product/Service Sales $65,000 105% $68,250Total Physical Therapy $65,000 $68,250

Total $954,800 $999,040Percent Increase 5%

Square Footage 35,329Revenue Inflator 103%

University of Vermont 35,329Phase II Implementation Strategies 2012CHWB Assumptions 103%

Personnel Expenses Current Operational Savings New Expenses Page 6ADMINISTRATION

Officer of Administration $128,943 100.0% $128,943Staff Salary $179,019 100.0% $179,019Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $120,105 100.0% $120,105Part Time Benefit Rate $0 100.0% $0Subtotal Administration $428,067 $428,067

COUNSELINGOfficer of Administration $0 100.0% $0Staff Salary $618,666 100.0% $618,666Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $241,280 100.0% $241,280Part Time Benefit Rate $0 100.0% $0Subtotal Counseling $859,946 $859,946

LABOfficer of Administration $0 100.0% $0Staff Salary $47,922 100.0% $47,922Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $18,690 100.0% $18,690Part Time Benefit Rate $0 100.0% $0Subtotal Lab $66,612 $66,612

MEDICAL CLINICOfficer of Administration $0 100.0% $0Staff Salary $1,323,819 100.0% $1,323,819Graduate Teaching Assistant $0 100.0% $0Temporary Wages $45,000 100.0% $45,000Full Benefit Rate $516,289 100.0% $516,289Part Time Benefit Rate $4,275 100.0% $4,275Subtotal Medical Clinic $1,889,383 $1,889,383

WOMEN'S HEALTHOfficer of Administration $0 100.0% $0Staff Salary $181,987 100.0% $181,987Graduate Teaching Assistant $0 100.0% $0Temporary Wages $57,200 100.0% $57,200Full Benefit Rate $70,975 100.0% $70,975Part Time Benefit Rate $5,434 100.0% $5,434Subtotal Women's Health $315,596 $315,596

INSURANCEOfficer of Administration $0 100.0% $0Staff Salary $41,310 100.0% $41,310Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $16,111 100.0% $16,111Part Time Benefit Rate $0 100.0% $0Subtotal INSURANCE $57,421 $57,421

Total Square FeetBuilding OpensExpense Inflator

HEALTH PROMOTION Page 7Officer of Administration $0 100.0% $0Staff Salary $208,733 100.0% $208,733Graduate Teaching Assistant $13,200 100.0% $13,200Temporary Wages $0 100.0% $0Full Benefit Rate $81,406 100.0% $81,406Part Time Benefit Rate $0 100.0% $0Subtotal Health Promotion $303,339 $303,339

ATHLETIC MEDICINEOfficer of Administration $0 100.0% $0Staff Salary $352,196 100.0% $352,196Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $137,356 100.0% $137,356Part Time Benefit Rate $0 100.0% $0Subtotal Athletic Medicine $489,552 $489,552

CENTEROfficer of Administration $14,385 100.0% $14,385Staff Salary $0 100.0% $0Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $5,610 100.0% $5,610Part Time Benefit Rate $0 100.0% $0Subtotal Center $19,995 $19,995

AODOfficer of Administration $0 100.0% $0Staff Salary $157,414 100.0% $157,414Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $61,391 100.0% $61,391Part Time Benefit Rate $0 100.0% $0Subtotal AOD $218,805 $218,805

PHYSICAL THERAPYOfficer of Administration $0 100.0% $0Staff Salary $144,930 100.0% $144,930Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $56,523 100.0% $56,523Part Time Benefit Rate $0 100.0% $0Subtotal Physical Therapy $201,453 $201,453

MINDFULNESSOfficer of Administration $0 100.0% $0Staff Salary $0 100.0% $0Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $3,000 100.0% $3,000Part Time Benefit Rate $0 100.0% $0Subtotal Mindfulness $3,000 $3,000

INNOVATION GRANTOfficer of Administration $0 100.0% $0Staff Salary $0 100.0% $0Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $3,000 100.0% $3,000Part Time Benefit Rate $0 100.0% $0

Subtotal Innovation $3,000 $3,000 Page 8OCCUPATIONAL HEALTH

Officer of Administration $0 100.0% $0Staff Salary $0 100.0% $0Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $1,000 100.0% $1,000Part Time Benefit Rate $0 100.0% $0Subtotal Occupational Health $1,000 $1,000

HOPEOfficer of Administration $0 100.0% $0Staff Salary $0 100.0% $0Graduate Teaching Assistant $0 100.0% $0Temporary Wages $0 100.0% $0Full Benefit Rate $0 100.0% $0Part Time Benefit Rate $0 100.0% $0Subtotal Hope $0 $0

TOTAL CHWB PERSONNEL EXPENSES $4,857,169 $4,857,169

University of Vermont 35,329 Page 9Phase II Implementation Strategies 2012CHWB Assumptions 103%

Personnel Expenses 2008-2009 2009-2010 2010-2011 2011-2012 Operational Savings New ExpensesADMINISTRATION

Telephone and Related Charges $3,972 $4,091 $4,214 $4,340 100.0% $4,471Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $90,302 $93,011 $95,801 $98,675 100.0% $101,636IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Administration $94,274 $97,102 $100,015 $103,016 $106,106

COUNSELINGTelephone and Related Charges $8,679 $8,939 $9,208 $9,484 100.0% $9,768Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $26,980 $27,789 $28,623 $29,482 100.0% $30,366IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Counseling $35,659 $36,729 $37,831 $38,966 $40,135

LABTelephone and Related Charges $0 $0 $0 $0 100.0% $0Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $141,690 $145,941 $150,319 $154,828 100.0% $159,473IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Lab $141,690 $145,941 $150,319 $154,828 $159,473

MEDICAL CLINICTelephone and Related Charges $13,556 $13,963 $14,382 $14,813 100.0% $15,257Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $165,300 $170,259 $175,367 $180,628 100.0% $186,047IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Medical Clinic $178,856 $184,222 $189,748 $195,441 $201,304

WOMEN'S HEALTHTelephone and Related Charges $2,764 $2,847 $2,932 $3,020 100.0% $3,111Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $34,329 $35,359 $36,420 $37,512 100.0% $38,638IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Women's Health $37,093 $38,206 $39,352 $40,533 $41,748

INSURANCETelephone and Related Charges $0 $0 $0 $0 100.0% $0Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $0 $0 $0 $0 100.0% $0IC Overhead $0 $0 $0 $0 100.0% $0Subtotal INSURANCE $0 $0 $0 $0 $0

HEALTH PROMOTIONTelephone and Related Charges $2,600 $2,678 $2,758 $2,841 100.0% $2,926Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $65,288 $67,247 $69,264 $71,342 100.0% $73,482IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Health Promotion $67,888 $69,925 $72,022 $74,183 $76,409

ATHLETIC MEDICINETelephone and Related Charges $6,604 $6,802 $7,006 $7,216 100.0% $7,433Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $51,837 $53,392 $54,994 $56,644 100.0% $58,343IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Athletic Medicine $58,441 $60,194 $62,000 $63,860 $65,776

CENTERTelephone and Related Charges $1,287 $1,326 $1,365 $1,406 100.0% $1,449Rental Expenses $121,860 $125,516 $129,281 $133,160 50.0% $68,577Software Maintenance $16,680 $17,180 $17,696 $18,227 100.0% $18,773General Operation Expenses $63,908 $65,825 $67,800 $69,834 100.0% $71,929IC Overhead $86,171 $88,756 $91,419 $94,161 100.0% $96,986Subtotal Center $289,906 $298,603 $307,561 $316,788 $257,715

AODTelephone and Related Charges $2,102 $2,165 $2,230 $2,297 100.0% $2,366Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $7,800 $8,034 $8,275 $8,523 100.0% $8,779IC Overhead $0 $0 $0 $0 100.0% $0Subtotal AOD $9,902 $10,199 $10,505 $10,820 $11,145

Total Square FeetBuilding OpensExpense Inflator

PHYSICAL THERAPY

Telephone and Related Charges $992 $1,022 $1,052 $1,084 100.0% $1,117Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $8,750 $9,013 $9,283 $9,561 100.0% $9,848IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Physical Therapy $9,742 $10,034 $10,335 $10,645 $10,965

MINDFULNESSTelephone and Related Charges $0 $0 $0 $0 100.0% $0Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $0 $0 $0 $0 100.0% $0IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Mindfulness $0 $0 $0 $0 $0

INNOVATION GRANTTelephone and Related Charges $0 $0 $0 $0 100.0% $0Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $0 $0 $0 $0 100.0% $0IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Innovation $0 $0 $0 $0 $0

OCCUPATIONAL HEALTHTelephone and Related Charges $0 $0 $0 $0 100.0% $0Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $0 $0 $0 $0 100.0% $0IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Occupational Health $0 $0 $0 $0 $0

HOPETelephone and Related Charges $0 $0 $0 $0 100.0% $0Rental Expenses $0 $0 $0 $0 100.0% $0Software Maintenance $0 $0 $0 $0 100.0% $0General Operation Expenses $500 $515 $530 $546 100.0% $563IC Overhead $0 $0 $0 $0 100.0% $0Subtotal Hope $500 $515 $530 $546 $563

TOTAL CHWB PERSONNEL EXPENSES $923,951 $951,670 $980,220 $1,009,626 $971,338

Operating ExpensesTelephone and Related Charges $42,556 $43,833 $45,148 $46,502 $47,897Rental Expenses $121,860 $125,516 $129,281 $133,160 $68,577Software Maintenance $16,680 $17,180 $17,696 $18,227 $18,773General Operation Expenses $656,684 $676,385 $696,676 $717,576 $739,104IC Overhead $86,171 $88,756 $91,419 $94,161 $96,986Total $923,951 $951,670 $980,220 $1,009,626 $971,338

Operating Expenses Per SF (2008) Per SF (2012) Total CostUtilities $3.50 $3.94 $139,172Repair & Maintenance $2.50 $2.81 $99,408Contract Services $0.25 $0.28 $9,941Insurance $0.35 $0.39 $13,917Custodial Support $1.75 $1.97 $69,586

University of Vermont $110 Page 11Phase II Implementation Strategies Early Fee Collection Starts 2009Student Fee Revenue

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018Enrollment

Total Number of Students 9,900 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

Student Fees - Athletics/Recreation

Existing Student Fee 488$ 503$ 518$ 533$ 549$ 566$ 583$ 600$ 618$ 637$ 656$ New Student Fee -$ 28$ 55$ 83$ 110$ 113$ 117$ 120$ 124$ 128$ 131$ Total Student Fee 488$ 530$ 573$ 616$ 659$ 679$ 699$ 720$ 742$ 764$ 787$

Student RevenueExisting Student Revenue 4,831,000$ 5,026,000$ 5,177,000$ 5,333,000$ 5,492,000$ 5,657,000$ 5,827,000$ 6,002,000$ 6,182,000$ 6,367,000$ 6,558,000$ New Student Fee Revenue -$ 275,000$ 550,000$ 825,000$ 1,100,000$ 1,133,000$ 1,167,000$ 1,202,000$ 1,238,000$ 1,275,000$ 1,313,000$ Total Student Fee Revenue 4,831,000$ 5,301,000$ 5,727,000$ 6,158,000$ 6,592,000$ 6,790,000$ 6,994,000$ 7,204,000$ 7,420,000$ 7,642,000$ 7,871,000$

Enrollment Growth Rate 0.00%Annual Fee Increase 103.00%

Annual Student Fee

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Detailed Financial Analysis –

Athletics and Recreation

University of Vermont Current Year 2009 Page 1Phase II Implementation Strategies Escalation 106.00%Project Grouping

Project Description Construction Start 2008 Future 2008 Dollars Future Cost Site/Soft Costs 2008 Dollars Future Cost

INDOOR FACILITIESB Demolish Tennis Facility 2012 $15 $18 $555,000 $661,000 25% $694,000 $826,000B New Recreation Center 2012 $325 $387 $31,525,000 $37,547,000 25% $39,406,000 $46,934,000B Resurface/Expand Field House (cage) 2012 $52 $62 $2,125,000 $2,530,000 25% $2,656,000 $3,163,000

Total $34,205,000 $40,738,000 $42,756,000 $50,923,000

C Renovate Gucciardi 2012 $150 $179 $1,500,000 $1,787,000 25% $1,875,000 $2,234,000C New Multipurpose Event Center 2012 $340 $405 $67,231,000 $80,073,000 25% $84,039,000 $100,091,000C New Entry/Shared Lobby 2012 $325 $387 $3,900,000 $4,645,000 25% $4,875,000 $5,806,000C Parking Garage Expansion 2012 $2,500,000 $2,977,540 $2,500,000 $2,978,000 25% $3,125,000 $3,723,000

Total $75,131,000 $89,483,000 $93,914,000 $111,854,000

D Renovation of Support Spaces 2012 $210 $250 $8,400,000 $10,005,000 25% $10,500,000 $12,506,000D New Aquatics Center 2012 $325 $387 $15,113,000 $17,999,000 25% $18,891,000 $22,499,000

Total $23,513,000 $28,004,000 $29,391,000 $35,005,000

OUTDOOR FIELDSE New Outdoor Track 2012 $3,100,000 $3,692,150 $3,100,000 $3,692,000 25% $3,875,000 $4,615,000E Throwing Events Area 2012 $280,000 $333,484 $280,000 $333,000 25% $350,000 $416,000

Total $3,380,000 $4,025,000 $4,225,000 $5,031,000

F Recreation Field 2012 $600,000 $714,610 $600,000 $715,000 25% $750,000 $894,000F Soccer/Lacrosse Field 2012 $1,500,000 $1,786,524 $1,500,000 $1,787,000 25% $1,875,000 $2,234,000F Spectator Seating 2012 $2,000,000 $2,382,032 $2,000,000 $2,382,000 25% $2,500,000 $2,978,000

Total $4,100,000 $4,884,000 $5,125,000 $6,106,000

Project CostConstruction CostCost/SF

University of Vermont Page 2Phase II Implementation StrategiesAthletics Recreation

Sources of Funds PercentReserves -$ 0.0%E&G Funds -$ 0.0%Fundraising 25,000,000$ 12.0%Upfront Fee Equity 30,000,000$ 14.4%Ticket Surcharge 1,349,000$ 0.6%State Contribution -$ 0.0%Revenue Bond 152,570,000$ 73.0%Total 208,919,000$ 100.0%Uses of FundsHard Costs

Demolish Tennis Facility 661,000$ 0.3%New Recreation Center 37,547,000$ 18.0%Resurface/Expand Field House (cage) 2,530,000$ 1.2%Renovate Gucciardi 1,787,000$ 0.9%New Multipurpose Event Center 80,073,000$ 38.3%New Entry/Shared Lobby 4,645,000$ 2.2%Parking Garage Expansion 2,978,000$ 1.4%Renovation of Support Spaces 10,005,000$ 4.8%New Aquatics Center 17,999,000$ 8.6%

Outdoor FieldsNew Outdoor Track 3,692,000$ 1.8%Throwing Events Area 333,000$ 0.2%Recreation Field 715,000$ 0.3%Soccer/Lacrosse Field 1,787,000$ 0.9%Spectator Seating 2,382,000$ 1.1%

Soft Costs 41,785,000$ 20.0%Total 208,919,000$ 100.0%

University of Vermont Page 3Phase II Implementation StrategiesDebt Schedule

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Debt Service

Project B -$ -$ -$ -$ -$ -$ 2,368,000$ 2,368,000$ 2,368,000$ 2,368,000$ 2,368,000$ Project C -$ -$ -$ -$ -$ -$ 6,330,000$ 6,330,000$ 6,330,000$ 6,330,000$ 6,330,000$ Project D -$ -$ -$ -$ -$ -$ 2,409,000$ 2,409,000$ 2,409,000$ 2,409,000$ 2,409,000$ Project E -$ -$ -$ -$ -$ -$ 346,000$ 346,000$ 346,000$ 346,000$ 346,000$ Project F -$ -$ -$ -$ -$ -$ 420,000$ 420,000$ 420,000$ 420,000$ 420,000$ SUBTOTAL -$ -$ -$ -$ -$ -$ 11,873,000$ 11,873,000$ 11,873,000$ 11,873,000$ 11,873,000$

Debt AssumptionsInterest Rate 5.50%Term 30

Phase Project Cost Project Equity Total Project Cost Debt Service YearProject B $50,923,000 $16,500,000 $34,423,000 $2,368,488 2014Project C $111,854,000 $19,849,275 $92,004,725 $6,330,421 2014Project D $35,005,000 $0 $35,005,000 $2,408,533 2014Project E $5,031,000 $0 $5,031,000 $346,160 2014Project F $6,106,000 $0 $6,106,000 $420,126 2014

Total $208,919,000 $36,349,275 $172,569,725 $11,873,727

University of Vermont Annual Student Fee $1,200 Page 4Phase II Implementation StrategiesCombined Operating Pro Forma

1 2 3 4 5 6 7 8 9 10 112008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

REVENUES

Multipurpose Facility Revenue -$ -$ -$ -$ -$ -$ 3,575,000$ 3,626,000$ 3,684,000$ 3,744,000$ 3,805,000$ Recreation Revenue -$ -$ -$ -$ -$ -$ 393,000$ 405,000$ 417,000$ 430,000$ 443,000$ New Student Fee Revenue -$ -$ -$ -$ -$ -$ 12,730,800$ 13,112,724$ 13,506,106$ 13,911,289$ 14,328,628$ SUBTOTAL -$ -$ -$ -$ -$ -$ 16,698,800$ 17,143,724$ 17,607,106$ 18,085,289$ 18,576,628$

TOTAL REVENUES -$ -$ -$ -$ -$ -$ 16,698,800$ 17,143,724$ 17,607,106$ 18,085,289$ 18,576,628$

EXPENSES

Personnel ExpensesAthletics/Multipurpose Facility -$ -$ -$ -$ -$ -$ 1,283,000$ 1,322,000$ 1,362,000$ 1,403,000$ 1,446,000$ Recreation -$ -$ -$ -$ -$ -$ 24,000$ 25,000$ 26,000$ 27,000$ 27,000$ SUBTOTAL -$ -$ -$ -$ -$ -$ 1,307,000$ 1,347,000$ 1,388,000$ 1,430,000$ 1,473,000$

Operating ExpensesAthletics/Multipurpose Facility -$ -$ -$ -$ -$ -$ 2,136,000$ 2,202,000$ 2,268,000$ 2,335,000$ 2,405,000$ Recreation -$ -$ -$ -$ -$ -$ 903,000$ 904,000$ 904,000$ 905,000$ 905,000$ SUBTOTAL -$ -$ -$ -$ -$ -$ 3,039,000$ 3,106,000$ 3,172,000$ 3,240,000$ 3,310,000$

TOTAL EXPENSES -$ -$ -$ -$ -$ -$ 4,346,000$ 4,453,000$ 4,560,000$ 4,670,000$ 4,783,000$

NET OPERATING INCOME $0 $0 $0 $0 $0 $0 $12,352,800 $12,690,724 $13,047,106 $13,415,289 $13,793,628

Debt ServiceDebt Service $0 $0 $0 $0 $0 $0 $11,873,000 $11,873,000 $11,873,000 $11,873,000 $11,873,000SUBTOTAL $0 $0 $0 $0 $0 $0 $5,936,500 $11,873,000 $11,873,000 $11,873,000 $11,873,000

Reserve & Replacement $0 $0 $0 $0 $0 $0 $1,669,880 $1,714,372 $1,760,711 $1,808,529 $1,857,663

INCOME AFTER R&R & DEBT SERVICE $0 $0 $0 $0 $0 $0 $4,746,420 ($896,648) ($586,605) ($266,240) $62,965

Debt Coverage Ratio 0.00 0.00 0.00 0.00 0.00 0.00 2.08 1.07 1.10 1.13 1.16

University of Vermont Schedule Type: Moderate Page 5Phase II Implementation Strategies Student Fee YesMultipurpose Event Center Pro Forma Total SF 197,738Operating Pro Forma

0 1 2 3 4 5 6 7 8 92008 2009 2010 2011 2012 2013 2014 2015 2016 2017

REVENUES

Multipurpose Event FacilityAdvertising/Sponsorships -$ -$ -$ -$ -$ -$ 299,000$ 307,000$ 317,000$ 326,000$ Naming Rights/Fundraising -$ -$ -$ -$ -$ -$ 1,333,000$ 1,333,000$ 1,333,000$ 1,333,000$ Luxury Suites -$ -$ -$ -$ -$ -$ 191,000$ 197,000$ 202,000$ 209,000$ Preferred Seating -$ -$ -$ -$ -$ -$ 450,000$ 460,000$ 475,000$ 490,000$ Event Rental -$ -$ -$ -$ -$ -$ 271,000$ 279,000$ 287,000$ 296,000$ Gate Receipts -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Concessions -$ -$ -$ -$ -$ -$ 248,500$ 256,000$ 263,750$ 271,500$ Merchandise -$ -$ -$ -$ -$ -$ 50,700$ 52,350$ 53,850$ 55,350$ Facility Fee -$ -$ -$ -$ -$ -$ 218,908$ 218,908$ 218,908$ 218,908$ Parking -$ -$ -$ -$ -$ -$ 197,000$ 203,000$ 209,000$ 215,000$ Other Revenue -$ -$ -$ -$ -$ -$ 175,000$ 175,000$ 175,000$ 175,000$ SUBTOTAL -$ -$ -$ -$ -$ -$ 3,434,000$ 3,481,000$ 3,535,000$ 3,590,000$

Conference CenterEvent Space Revenues -$ -$ -$ -$ -$ -$ 43,583$ 44,890$ 46,237$ 47,624$ Food and Beverage -$ -$ -$ -$ -$ -$ 73,315$ 75,514$ 77,780$ 80,113$ Equipment Rental -$ -$ -$ -$ -$ -$ 13,075$ 13,467$ 13,871$ 14,287$ Service Fees -$ -$ -$ -$ -$ -$ 10,896$ 11,223$ 11,559$ 11,906$ SUBTOTAL -$ -$ -$ -$ -$ -$ 141,000$ 145,000$ 149,000$ 154,000$

TOTAL REVENUES -$ -$ -$ -$ -$ -$ 3,575,000$ 3,626,000$ 3,684,000$ 3,744,000$

EXPENSES

Personnel ExpensesStaff Salaries -$ -$ -$ -$ -$ -$ 537,000$ 553,000$ 570,000$ 587,000$ Staff Benefits -$ -$ -$ -$ -$ -$ 209,000$ 216,000$ 222,000$ 229,000$ Part Time Labor -$ -$ -$ -$ -$ -$ 537,000$ 553,000$ 570,000$ 587,000$ SUBTOTAL -$ -$ -$ -$ -$ -$ 1,283,000$ 1,322,000$ 1,362,000$ 1,403,000$

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $6.49 $6.69 $6.89 $7.10Operating Expenses

Utilities -$ -$ -$ -$ -$ -$ 916,000$ 944,000$ 972,000$ 1,001,000$ Supplies -$ -$ -$ -$ -$ -$ 70,000$ 73,000$ 75,000$ 77,000$ Maintenance, Repair, and Replacement -$ -$ -$ -$ -$ -$ 564,000$ 581,000$ 598,000$ 616,000$ Contract Service -$ -$ -$ -$ -$ -$ 70,000$ 73,000$ 75,000$ 77,000$ Insurance -$ -$ -$ -$ -$ -$ 93,000$ 96,000$ 99,000$ 102,000$ Marketing -$ -$ -$ -$ -$ -$ 282,000$ 290,000$ 299,000$ 308,000$ Other Expenses -$ -$ -$ -$ -$ -$ 141,000$ 145,000$ 150,000$ 154,000$ SUBTOTAL -$ -$ -$ -$ -$ -$ 2,136,000$ 2,202,000$ 2,268,000$ 2,335,000$

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $10.80 $11.14 $11.47 $11.81TOTAL EXPENSES -$ -$ -$ -$ -$ -$ 3,419,000$ 3,524,000$ 3,630,000$ 3,738,000$

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $17.29 $17.82 $18.36 $18.90NET OPERATING INCOME $0 $0 $0 $0 $0 $0 $156,000 $102,000 $54,000 $6,000

University of Vermont Seating: 6,500 Page 6Phase II Implementation Strategies Schedule Type: ModerateRevenue Assumptions

FACILITY PROGRAM ASSUMPTIONS SCENARIO SEATS: 6,500SCHEDULE TYPE: Moderate Aggressive

Seating Capacity 6,500 ModerateREVENUE SHARING Conservative

Luxury Suites 8 Building % of Gross Concession Revenues 25.0%Preferred Seats 500 Tenant % of Gross Concessions 0.0%Current Year 2008 Building % of Gross Merchandise Revenues 15.0%

Tenant % of Gross Merchandise 0%FIXED REVENUES Tenant % of Gross Gate Receipts 0%

Advertising $250,000 Building % of Gross Gate Receipts 0%Naming Rights / Donor $20,000,000 Building % of Advertising 100%State Contribution $0 Building % of Naming Rights 100%Term 15 Building % of Luxury Suite Revenues 100%Annual Naming Rights Proceeds $1,333,333 Building % of Preferred Seating Revenues 100%

Luxury Suites Cost of Goods Sold Concessions 0%Capacity 8 Cost of Goods Sold Merchandise 50%Annual Lease Rate $20,000 Building % of Ticket Surcharge 100.0%Renewal Period (yrs) 1 Building % of Parking 100.0%Renewal Rate Increase 5% Revenue Inflator 3.0%

Preferred SeatingInventory 500 Conference Center Revenues (as % of Event Space Revenues)Annual Rate $750 Equipment Rental 30%Renewal Period (yrs) 1 Service Fees 25%Renewal Rate Increase 5%

Parking Other RevenueParking Charge $2.50 Camps $25,000Persons Per Car 4 Facility Rentals $150,000

Total Other Revenue $175,000

EVENT TYPE RentAvg.

Attendance # of Events Avg. Ticket PriceGate Receipt

CollectionConcessions Per

Cap*Merchandise

Per CapUVM Men's Basketball $2,500 2,500 10 $0 0% $4.00 $1.00UVM Women's Hockey $2,500 1,250 6 $0 0% $4.00 $1.00UVM Men's Hockey $2,500 6,000 18 $0 0% $4.00 $1.00UVM Women's Basketball $2,500 500 10 $0 0% $4.00 $1.00Commencement $2,000 8,000 2 $0 0% $0.00 $0.00Concerts (Large) $7,000 5,500 4 $0 0% $4.00 $8.00Concerts (Small) $3,500 2,500 4 $0 0% $4.00 $8.00Family Events $7,000 4,500 4 $0 0% $3.00 $8.00Speaking Events $1,750 2,000 8 $0 0% $0.50 $0.00Amateur / Exhibition Sports $7,500 3,000 2 $0 0% $3.00 $1.00Conference/Regional Tournaments $1,250 5,000 3 $0 0% $1.50 $1.00High School Graduations $1,250 3,000 4 $0 0% $1.00 $0.00High School Basketball Tournament $1,250 2,000 4 $0 0% $1.00 $0.00* Assumes no alcohol sales ($1 increase if added) 79

Conference Center Event Type Attendee Days Event Days Average Flat Rent F&B per cap Number of EventsConventions / Tradeshows 2.5 3.5 $3,500 $12.00 2Consumer Shows 1 3 $3,500 $1.25 2Meetings 1.5 1.5 $1,500 $3.50 5Banquets 1 1 $1,500 $25.00 6Other 1 1.5 $1,000 $1.25 6

21

University of Vermont Seating: 6,500 Page 7Phase II Implementation Strategies Schedule Type: ModerateMultipurpose Event Center Pro FormaFixed Revenues

0 1 2 3 4 5 6 7 8 9 10Advertising

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018Total Building Revenues 250,000$ 257,500$ 265,225$ 273,182$ 281,377$ 289,819$ 298,513$ 307,468$ 316,693$ 326,193$ 335,979$

Less Tenant Capture -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ NET BUILDING REVENUES 250,000$ 258,000$ 265,000$ 273,000$ 281,000$ 290,000$ 299,000$ 307,000$ 317,000$ 326,000$ 336,000$

Naming Rights / Donor2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Total Building Revenues 1,333,333$ 1,333,333$ 1,333,333$ 1,333,333$ 1,333,333$ 1,333,333$ 1,333,333$ 1,333,333$ 1,333,333$ 1,333,333$ 1,333,333$ Less Tenant Capture -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

NET BUILDING REVENUES 1,333,000$ 1,333,000$ 1,333,000$ 1,333,000$ 1,333,000$ 1,333,000$ 1,333,000$ 1,333,000$ 1,333,000$ 1,333,000$ 1,333,000$

LUXURY SUITES2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Lease Rate 20,000$ 20,600$ 21,200$ 21,900$ 22,500$ 23,200$ 23,900$ 24,600$ 25,300$ 26,100$ 26,900$ Total Suite Inventory 8 8 8 8 8 8 8 8 8 8 8Total Building Revenues 160,000$ 164,800$ 169,600$ 175,200$ 180,000$ 185,600$ 191,200$ 196,800$ 202,400$ 208,800$ 215,200$


PREFERRED SEATING2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Lease Rate 750$ 770$ 800$ 820$ 840$ 870$ 900$ 920$ 950$ 980$ 1,010$ Total Preferred Seating Inventory 500 500 500 500 500 500 500 500 500 500 500Total Building Revenues 375,000$ 385,000$ 400,000$ 410,000$ 420,000$ 435,000$ 450,000$ 460,000$ 475,000$ 490,000$ 505,000$


University of Vermont Page 8Phase II Implementation StrategiesMultipurpose Event Center Pro FormaFacility Fee Revenue

Sport Income Average Ticket Average Ticket Sales Number of Events Average Ticket Sales/EventWomen's Soccer $3,413 $3.50 975 6 163Men's Soccer $6,057 $3.50 1,731 7 247Men's Hockey $898,151 $17.00 57,720 20 2,886Women's Hockey $4,949 $3.50 1,414 16 88Men's Basketball $297,279 $12.00 27,692 14 1,978Women's Basketball $61,519 $10.00 6,152 15 410Men's Lacrosse $1,241 $3.50 355 4 89Women's Lacrosse $691 $3.50 197 7 28Field Hockey $494 $3.50 141 2 71Total $1,273,794 96,377 5,960

ExistingSport Average Ticket Sales Facility Fee Revenue

Women's Soccer 975 $2.00 $1,950Men's Soccer 1,731 $2.00 $3,461Men's Hockey 57,720 $2.00 $115,440Women's Hockey 1,414 $2.00 $2,828Men's Basketball 27,692 $2.00 $55,384Women's Basketball 6,152 $2.00 $12,304Men's Lacrosse 355 $2.00 $709Women's Lacrosse 197 $2.00 $395Field Hockey 141 $2.00 $282Total 96,377 $192,754

Facility Fee Revenue2009 $192,7542010 $192,7542011 $192,7542012 $192,7542013 $192,7542014 $192,7542015 $192,754

Total Project Equity $1,349,275

FutureSport Average Ticket Sales % Increase in Sales New Ticket Sales Facility Fee Revenue

Women's Soccer 975 105% 1,024 $1.00 $1,024Men's Soccer 1,731 105% 1,817 $1.00 $1,817Men's Hockey 57,720 120% 69,264 $2.00 $138,528Women's Hockey 1,414 105% 1,485 $2.00 $2,969Men's Basketball 27,692 110% 30,461 $2.00 $60,922Women's Basketball 6,152 105% 6,459 $2.00 $12,919Men's Lacrosse 355 105% 372 $1.00 $372Women's Lacrosse 197 105% 207 $1.00 $207Field Hockey 141 105% 148 $1.00 $148Total 96,377 $218,908

University of Vermont Seating: 6,500 Page 9Phase II Implementation Strategies Schedule Type: ModerateMultipurpose Event Center Pro FormaEvent and Attendance Schedule

3 4 5 6 7 8 9 10 11 12 132008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Number of EventsConventions / Tradeshows 2 2 2 2 2 2 2 2 2 2 2Consumer Shows 2 2 2 2 2 2 2 2 2 2 2Meetings 5 5 5 5 5 5 5 5 5 5 5Banquets 6 6 6 6 6 6 6 6 6 6 6Other 6 6 6 6 6 6 6 6 6 6 6

UVM Men's Basketball 10 10 10 10 10 10 10 10 10 10 10UVM Women's Hockey 6 6 6 6 6 6 6 6 6 6 6UVM Men's Hockey 18 18 18 18 18 18 18 18 18 18 18UVM Women's Basketball 10 10 10 10 10 10 10 10 10 10 10Commencement 2 2 2 2 2 2 2 2 2 2 2Concerts (Large) 4 4 4 4 4 4 4 4 4 4 4Concerts (Small) 4 4 4 4 4 4 4 4 4 4 4Family Events 4 4 4 4 4 4 4 4 4 4 4Speaking Events 8 8 8 8 8 8 8 8 8 8 8Amateur / Exhibition Sports 2 2 2 2 2 2 2 2 2 2 2Conference/Regional Tournaments 3 3 3 3 3 3 3 3 3 3 3High School Graduations 4 4 4 4 4 4 4 4 4 4 4High School Basketball Tournament 4 4 4 4 4 4 4 4 4 4 4

TOTAL: 100 100 100 100 100 100 100 100 100 100 100

Average AttendanceConventions / Tradeshows 650 650 650 650 650 650 650 650 650 650 650Consumer Shows 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400Meetings 60 60 60 60 60 60 60 60 60 60 60Banquets 250 250 250 250 250 250 250 250 250 250 250Other 500 500 500 500 500 500 500 500 500 500 500

UVM Men's Basketball 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500UVM Women's Hockey 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250 1,250UVM Men's Hockey 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000UVM Women's Basketball 500 500 500 500 500 500 500 500 500 500 500Commencement 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000Concerts (Large) 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500Concerts (Small) 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500Family Events 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500 4,500Speaking Events 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000Amateur / Exhibition Sports 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000Conference/Regional Tournaments 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000High School Graduations 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000High School Basketball Tournament 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000

TOTAL: 48,610 48,610 48,610 48,610 48,610 48,610 48,610 48,610 48,610 48,610 48,610

Total AttendanceConventions / Tradeshows 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300Consumer Shows 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800Meetings 300 300 300 300 300 300 300 300 300 300 300Banquets 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500Other 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000

UVM Men's Basketball 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000UVM Women's Hockey 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500UVM Men's Hockey 108,000 108,000 108,000 108,000 108,000 108,000 108,000 108,000 108,000 108,000 108,000UVM Women's Basketball 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000Commencement 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000Concerts (Large) 22,000 22,000 22,000 22,000 22,000 22,000 22,000 22,000 22,000 22,000 22,000Concerts (Small) 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000Family Events 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000Speaking Events 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000Amateur / Exhibition Sports 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000Conference/Regional Tournaments 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000High School Graduations 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000High School Basketball Tournament 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000

TOTAL: 277,400 277,400 277,400 277,400 277,400 277,400 277,400 277,400 277,400 277,400 277,400

University of Vermont Seating: 6,500 Page 10Phase II Implementation Strategies Schedule Type: ModerateMultipurpose Event Center Pro FormaVariable Revenues

0 1 2 3 4 5 6 7 8 9 102008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Event Rental Income

UVM Men's Basketball 25,000$ 25,750$ 26,523$ 27,318$ 28,138$ 28,982$ 29,851$ 30,747$ 31,669$ 32,619$ 33,598$ UVM Women's Hockey 15,000$ 15,450$ 15,914$ 16,391$ 16,883$ 17,389$ 17,911$ 18,448$ 19,002$ 19,572$ 20,159$ UVM Men's Hockey 45,000$ 46,350$ 47,741$ 49,173$ 50,648$ 52,167$ 53,732$ 55,344$ 57,005$ 58,715$ 60,476$ UVM Women's Basketball 25,000$ 25,750$ 26,523$ 27,318$ 28,138$ 28,982$ 29,851$ 30,747$ 31,669$ 32,619$ 33,598$ Commencement 4,000$ 4,120$ 4,244$ 4,371$ 4,502$ 4,637$ 4,776$ 4,919$ 5,067$ 5,219$ 5,376$ Concerts (Large) 28,000$ 28,840$ 29,705$ 30,596$ 31,514$ 32,460$ 33,433$ 34,436$ 35,470$ 36,534$ 37,630$ Concerts (Small) 14,000$ 14,420$ 14,853$ 15,298$ 15,757$ 16,230$ 16,717$ 17,218$ 17,735$ 18,267$ 18,815$ Family Events 28,000$ 28,840$ 29,705$ 30,596$ 31,514$ 32,460$ 33,433$ 34,436$ 35,470$ 36,534$ 37,630$ Speaking Events 14,000$ 14,420$ 14,853$ 15,298$ 15,757$ 16,230$ 16,717$ 17,218$ 17,735$ 18,267$ 18,815$ Amateur / Exhibition Sports 15,000$ 15,450$ 15,914$ 16,391$ 16,883$ 17,389$ 17,911$ 18,448$ 19,002$ 19,572$ 20,159$ Conference/Regional Tournaments 3,750$ 3,863$ 3,978$ 4,098$ 4,221$ 4,347$ 4,478$ 4,612$ 4,750$ 4,893$ 5,040$ High School Graduations 5,000$ 5,150$ 5,305$ 5,464$ 5,628$ 5,796$ 5,970$ 6,149$ 6,334$ 6,524$ 6,720$ High School Basketball Tournament 5,000$ 5,150$ 5,305$ 5,464$ 5,628$ 5,796$ 5,970$ 6,149$ 6,334$ 6,524$ 6,720$

TOTAL REVENUES 226,750$ 233,553$ 240,559$ 247,776$ 255,209$ 262,865$ 270,751$ 278,874$ 287,240$ 295,857$ 304,733$ Less Tenant Capture -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

NET BUILDING REVENUES 227,000$ 234,000$ 241,000$ 248,000$ 255,000$ 263,000$ 271,000$ 279,000$ 287,000$ 296,000$ 305,000$ 0 1 2 3 4 5 6 7 8 9 10

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018Gate Receipts

UVM Men's Basketball -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ UVM Women's Hockey -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ UVM Men's Hockey -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ UVM Women's Basketball -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Commencement -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Concerts (Large) -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Concerts (Small) -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Family Events -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Speaking Events -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Amateur / Exhibition Sports -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Conference/Regional Tournaments -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ High School Graduations -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ High School Basketball Tournament -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

TOTAL REVENUES -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Less Tenant Capture -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

NET BUILDING REVENUES -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

University of Vermont Seating Capacity: 6,500 Page 11Phase II Implementation StrategiesMultipurpose Event Center Pro FormaVariable Revenues

0 1 2 3 4 5 6 7 8 9 102008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Concessions

UVM Men's Basketball 100,000$ 103,000$ 106,090$ 109,273$ 112,551$ 115,927$ 119,405$ 122,987$ 126,677$ 130,477$ 134,392$ UVM Women's Hockey 30,000$ 30,900$ 31,827$ 32,782$ 33,765$ 34,778$ 35,822$ 36,896$ 38,003$ 39,143$ 40,317$ UVM Men's Hockey 432,000$ 444,960$ 458,309$ 472,058$ 486,220$ 500,806$ 515,831$ 531,306$ 547,245$ 563,662$ 580,572$ UVM Women's Basketball 20,000$ 20,600$ 21,218$ 21,855$ 22,510$ 23,185$ 23,881$ 24,597$ 25,335$ 26,095$ 26,878$ Commencement -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Concerts (Large) 88,000$ 90,640$ 93,359$ 96,160$ 99,045$ 102,016$ 105,077$ 108,229$ 111,476$ 114,820$ 118,265$ Concerts (Small) 40,000$ 41,200$ 42,436$ 43,709$ 45,020$ 46,371$ 47,762$ 49,195$ 50,671$ 52,191$ 53,757$ Family Events 54,000$ 55,620$ 57,289$ 59,007$ 60,777$ 62,601$ 64,479$ 66,413$ 68,406$ 70,458$ 72,571$ Speaking Events 8,000$ 8,240$ 8,487$ 8,742$ 9,004$ 9,274$ 9,552$ 9,839$ 10,134$ 10,438$ 10,751$ Amateur / Exhibition Sports 18,000$ 18,540$ 19,096$ 19,669$ 20,259$ 20,867$ 21,493$ 22,138$ 22,802$ 23,486$ 24,190$ Conference/Regional Tournaments 22,500$ 23,175$ 23,870$ 24,586$ 25,324$ 26,084$ 26,866$ 27,672$ 28,502$ 29,357$ 30,238$ High School Graduations 12,000$ 12,360$ 12,731$ 13,113$ 13,506$ 13,911$ 14,329$ 14,758$ 15,201$ 15,657$ 16,127$ High School Basketball Tournament 8,000$ 8,240$ 8,487$ 8,742$ 9,004$ 9,274$ 9,552$ 9,839$ 10,134$ 10,438$ 10,751$

Less Cost of Goods Sold -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

TOTAL REVENUES 832,500$ 857,475$ 883,199$ 909,695$ 936,986$ 965,096$ 994,049$ 1,023,870$ 1,054,586$ 1,086,224$ 1,118,810$ Less Tenant Capture -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

NET REVENUES 833,000$ 857,000$ 883,000$ 910,000$ 937,000$ 965,000$ 994,000$ 1,024,000$ 1,055,000$ 1,086,000$ 1,119,000$ Building % of Concession Revenues 208,250$ 214,250$ 220,750$ 227,500$ 234,250$ 241,250$ 248,500$ 256,000$ 263,750$ 271,500$ 279,750$

0 1 2 3 4 5 6 7 8 9 102008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Novelties

UVM Men's Basketball 25,000$ 25,750$ 26,523$ 27,318$ 28,138$ 28,982$ 29,851$ 30,747$ 31,669$ 32,619$ 33,598$ UVM Women's Hockey 7,500$ 7,725$ 7,957$ 8,195$ 8,441$ 8,695$ 8,955$ 9,224$ 9,501$ 9,786$ 10,079$ UVM Men's Hockey 108,000$ 111,240$ 114,577$ 118,015$ 121,555$ 125,202$ 128,958$ 132,826$ 136,811$ 140,916$ 145,143$ UVM Women's Basketball 5,000$ 5,150$ 5,305$ 5,464$ 5,628$ 5,796$ 5,970$ 6,149$ 6,334$ 6,524$ 6,720$ Commencement -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Concerts (Large) 176,000$ 181,280$ 186,718$ 192,320$ 198,090$ 204,032$ 210,153$ 216,458$ 222,952$ 229,640$ 236,529$ Concerts (Small) 80,000$ 82,400$ 84,872$ 87,418$ 90,041$ 92,742$ 95,524$ 98,390$ 101,342$ 104,382$ 107,513$ Family Events 144,000$ 148,320$ 152,770$ 157,353$ 162,073$ 166,935$ 171,944$ 177,102$ 182,415$ 187,887$ 193,524$ Speaking Events -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Amateur / Exhibition Sports 6,000$ 6,180$ 6,365$ 6,556$ 6,753$ 6,956$ 7,164$ 7,379$ 7,601$ 7,829$ 8,063$ Conference/Regional Tournaments 15,000$ 15,450$ 15,914$ 16,391$ 16,883$ 17,389$ 17,911$ 18,448$ 19,002$ 19,572$ 20,159$ High School Graduations -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ High School Basketball Tournament -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Less Cost of Goods Sold 283,000$ 292,000$ 300,000$ 310,000$ 319,000$ 328,000$ 338,000$ 348,000$ 359,000$ 370,000$ 381,000$

TOTAL REVENUES 283,500$ 291,495$ 301,000$ 309,030$ 318,601$ 328,729$ 338,431$ 348,724$ 358,625$ 369,154$ 380,329$ Less Tenant Capture -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

NET BUILDING REVENUES 284,000$ 291,000$ 301,000$ 309,000$ 319,000$ 329,000$ 338,000$ 349,000$ 359,000$ 369,000$ 380,000$ Building % of Merchandise Revenues 42,600$ 43,650$ 45,150$ 46,350$ 47,850$ 49,350$ 50,700$ 52,350$ 53,850$ 55,350$ 57,000$

University of Vermont Seating: 6,500 Page 12Phase II Implementation Strategies Schedule Type: ModerateMultipurpose Event Center Pro Forma

Conference Center Revenues0 1 2 3 4 5 6 7 8 9 10

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Attendee DaysConventions / Tradeshows 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250 3,250Consumer Shows 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800Meetings 450 450 450 450 450 450 450 450 450 450 450Banquets 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500Other 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000

TOTAL: 11,000 11,000 11,000 11,000 11,000 11,000 11,000 11,000 11,000 11,000 11,000

Function DaysConventions / Tradeshows 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0Consumer Shows 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0Meetings 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5Banquets 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0Other 9.0 9.0 9.0 9.0 9.0 9.0 9.0 9.0 9.0 9.0 9.0

TOTAL: 36 36 36 36 36 36 36 36 36 36 36

Average Flat Rental RateConventions / Tradeshows $3,500 $3,605 $3,713 $3,825 $3,939 $4,057 $4,179 $4,305 $4,434 $4,567 $4,704Consumer Shows $3,500 $3,605 $3,713 $3,825 $3,939 $4,057 $4,179 $4,305 $4,434 $4,567 $4,704Meetings $1,500 $1,545 $1,591 $1,639 $1,688 $1,739 $1,791 $1,845 $1,900 $1,957 $2,016Banquets $1,500 $1,545 $1,591 $1,639 $1,688 $1,739 $1,791 $1,845 $1,900 $1,957 $2,016Other $1,000 $1,030 $1,061 $1,093 $1,126 $1,159 $1,194 $1,230 $1,267 $1,305 $1,344

Event Space RevenueConventions / Tradeshows $7,000 $7,210 $7,426 $7,649 $7,879 $8,115 $8,358 $8,609 $8,867 $9,133 $9,407Consumer Shows $7,000 $7,210 $7,426 $7,649 $7,879 $8,115 $8,358 $8,609 $8,867 $9,133 $9,407Meetings $7,500 $7,725 $7,957 $8,195 $8,441 $8,695 $8,955 $9,224 $9,501 $9,786 $10,079Banquets $9,000 $9,270 $9,548 $9,835 $10,130 $10,433 $10,746 $11,069 $11,401 $11,743 $12,095Other $6,000 $6,180 $6,365 $6,556 $6,753 $6,956 $7,164 $7,379 $7,601 $7,829 $8,063

TOTAL: $36,500 $37,595 $38,723 $39,885 $41,081 $42,314 $43,583 $44,890 $46,237 $47,624 $49,053

30% 30% 30% 30% 30% 30% 30% 30% 30% 30% 30%Equipment Rental Revenue $10,950 $11,279 $11,617 $11,965 $12,324 $12,694 $13,075 $13,467 $13,871 $14,287 $14,716

25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25%Service Fees $9,125 $9,399 $9,681 $9,971 $10,270 $10,578 $10,896 $11,223 $11,559 $11,906 $12,263

Food and Beverage Per CapConventions / Tradeshows $12.00 $12.36 $12.73 $13.11 $13.51 $13.91 $14.33 $14.76 $15.20 $15.66 $16.13Consumer Shows $1.25 $1.29 $1.33 $1.37 $1.41 $1.45 $1.49 $1.54 $1.58 $1.63 $1.68Meetings $3.50 $3.61 $3.71 $3.82 $3.94 $4.06 $4.18 $4.30 $4.43 $4.57 $4.70Banquets $25.00 $25.75 $26.52 $27.32 $28.14 $28.98 $29.85 $30.75 $31.67 $32.62 $33.60Other $1.25 $1.29 $1.33 $1.37 $1.41 $1.45 $1.49 $1.54 $1.58 $1.63 $1.68

Food and Beverage RevenueConventions / Tradeshows $15,600 $16,068 $16,550 $17,047 $17,558 $18,085 $18,627 $19,186 $19,762 $20,354 $20,965Consumer Shows $3,500 $3,605 $3,713 $3,825 $3,939 $4,057 $4,179 $4,305 $4,434 $4,567 $4,704Meetings $1,050 $1,082 $1,114 $1,147 $1,182 $1,217 $1,254 $1,291 $1,330 $1,370 $1,411Banquets $37,500 $38,625 $39,784 $40,977 $42,207 $43,473 $44,777 $46,120 $47,504 $48,929 $50,397Other $3,750 $3,863 $3,978 $4,098 $4,221 $4,347 $4,478 $4,612 $4,750 $4,893 $5,040

TOTAL: $61,400 $63,242 $65,139 $67,093 $69,106 $71,179 $73,315 $75,514 $77,780 $80,113 $82,516

University of Vermont Seating: 6,500 Page 13Phase II Implementation Strategies Schedule Type: ModerateMultipurpose Event CenterExpense Assumptions

PERSONNELGeneral Manager $100,000Box Office Director $50,000Director Operations $65,000Assistant Operations $40,000Building Engineer $60,000Marketing/PR Director $50,000Administrative Assistant $35,000Ice Rink Manager $50,000

Total Staff Salaries $450,000Employee Benefit Rate 39%Total Staff Salaries $625,500Non-Event Part Time (Includes P/T Rec Staff) $450,000

Total Personnel Expenses $1,075,500

Expense Inflator 3.00%103.00%

Total Square Footage 197,738

Operating Expenses Current Per SF Inflated Per SF Total CostUtilities $3.25 $3.88 $767,358Supplies $0.25 $0.30 $59,028Maintenance, Repair, and Replacement $2.00 $2.39 $472,220Contract Service $0.25 $0.30 $59,028Insurance $0.33 $0.39 $77,916Marketing $1.00 $1.19 $236,110Other Expenses $0.50 $0.60 $118,055

Total Operating Expnes $7.58 $9.05 $1,789,714

University of Vermont Facility Opens Page 14Phase II Implementation Strategies Recreation 1 97,000 2014Recreation Pro Forma Recreation 2 46,500 2014

Total Square Feet 143,500Operating Pro Forma 1 2 3 4 5 6 7 8 9 10 11

0 1 2 3 4 5 6 7 8 9 102008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

INCOMEIncome - Recreation $0 $0 $0 $0 $0 $0 $393,258 $405,055 $417,207 $429,723 $442,615Income - Recreation Aquatics $0 $0 $0 $0 $0 $0 $68,917 $70,985 $73,114 $75,308 $77,567

TOTAL INCOME $0 $0 $0 $0 $0 $0 $393,000 $405,000 $417,000 $430,000 $443,000

EXPENSESPersonnel Expense:

Personnel Expense Recreation $0 $0 $0 $0 $0 $0 $24,268 $24,996 $25,746 $26,518 $27,314Personnel Expense Aquatics $0 $0 $0 $0 $0 $0 $3,162 $3,257 $3,355 $3,456 $3,559

Subtotal $0 $0 $0 $0 $0 $0 $24,000 $25,000 $26,000 $27,000 $27,000

Operating Expenses:Operating Expenses Recreation $0 $0 $0 $0 $0 $0 $903,422 $903,824 $904,239 $904,666 $905,106Operating Expenses Aquatics $0 $0 $0 $0 $0 $0 $5,765 $5,938 $6,116 $6,299 $6,488

Subtotal $0 $0 $0 $0 $0 $0 $903,000 $904,000 $904,000 $905,000 $905,000

TOTAL EXPENSES $0 $0 $0 $0 $0 $0 $927,000 $929,000 $930,000 $932,000 $932,000

NET OPERATING INCOME $0 $0 $0 $0 $0 $0 -$534,000 -$524,000 -$513,000 -$502,000 -$489,000

University of Vermont 97,000 Page 15Phase II Implementation Strategies 46,500Recreation Revenue Assumptions 143,500

Revenue 2007-2008 Net Increase % Net New Revenue 2007-2008 Net Increase % Net New RevenueAdministrative

Facility Rentals $50,000 15% $7,500 $50,000 25% $12,500Intramurals

Intramural Reg Fees $15,000 15% $2,250 $15,000 5% $750IM Forfeit Fees $1,500 5% $75 $1,500 5% $75

InformalRetail Sales $6,500 15% $975 $6,500 10% $650Lost Equipment $750 5% $38 $750 0% $0Guest Passes $6,500 25% $1,625 $6,500 50% $3,250Unreturned ID Cards $1,250 5% $63 $1,250 0% $0Lifeguard Fees $500 10% $50 $500 250% $1,250

FitnessGroup Exercise $70,000 20% $14,000 $70,000 20% $14,000Personal Training $6,250 20% $1,250 $6,250 0% $0Non Credit Instruction Classes $13,710 20% $2,742 $13,710 20% $2,742

AquaticsBirthday Bash $2,000 10% $200 $2,000 500% $10,000Learn to Swim $2,000 10% $200 $2,000 500% $10,000

MarketingMemberships $22,000 10% $298,080 $22,000 10% $2,200Sponsorships $3,000 10% $300 $3,000 10% $300

Total $200,960 $329,347 $200,960 $57,717

Revenue Inflator 103%

Faculty Staff 3,710Penetration 10%Membership 371Membership Rate $480Membership Revenue $178,080

Community Members 200Membership Rate $600Membership Revenue $120,000

Total Membership Revenue $298,080

Membership Revenue

Total Square Feet - Recreation

Recreation Aquatics

Total Square Feet - AquaticsTotal Square Feet

University of Vermont 97,000 Page 16Phase II Implementation Strategies 46,500Recreation Revenue Assumptions 143,500

Personnel Expenses Current Net Increase % Net New Expenses Current Net Increase % Net New Expenses

Building Staff $50,000 20% $10,000 $50,000 0% $0Web $2,000 10% $200 $2,000 0% $0Marketing Staff $4,000 10% $400 $4,000 0% $0IM Wages $33,000 10% $3,300 $33,000 0% $0Fitness, PT, Instructor Wages $46,240 10% $4,624 $46,240 0% $0Lifeguards $10,594 0% $0 $10,594 25% $2,649Facility Intern $18,000 10% $1,800 $18,000 0% $0TOTAL $163,834 $20,324 $163,834 $2,649

Operating Expenses Current Net Increase % Net New Expenses Current Net Increase % Net New Expenses

Equipment/Supplies $17,235 10% $1,724 $17,235 15% $2,585Office Supplies $5,500 10% $550 $5,500 0% $0Uniforms & T-shirts $5,310 10% $531 $5,310 0% $0Retails Sales Equipment $1,100 10% $110 $1,100 0% $0Fitness Equipment & Repair $32,350 10% $3,235 $32,350 0% $0Special Projects $56,402 0% $0 $66,402 0% $0Event Programming $1,420 25% $355 $1,420 0% $0Miscellaneous $2,300 10% $230 $2,250 0% $0Professional Development $10,992 0% $0 $50 0% $0Student Development $4,136 15% $620 $10,992 0% $0Department Wide Student Training $3,050 10% $305 $10,992 0% $0Meals $5,030 10% $503 $4,136 0% $0Printing Photo $650 15% $98 $650 0% $0Phone $8,000 10% $800 $8,000 0% $0Postage $400 10% $40 $400 0% $0Technology Software $9,250 10% $925 $9,250 0% $0Advertising Budget $8,970 10% $897 $8,970 25% $2,243CPR & First Aid $2,250 10% $225 $2,250 0% $0Television Fees $900 10% $90 $900 0% $0TOTAL $175,245 $11,237 $188,157 $4,828

Operating Expenses Per SF Per SF (2012) Total CostUtilities $3.25 $3.77 $540,656Repair & Maintenance $1.50 $1.74 $249,534Contract Services $0.25 $0.29 $41,589Insurance $0.35 $0.41 $58,225Total $890,004

Expense Inflator 103%

Total Square Feet - Recreation

Recreation Aquatics

Total Square Feet - AquaticsTotal Square Feet

University of Vermont $1,200 Page 17Phase II Implementation Strategies Early Fee Collection Starts 2009Student Fee Revenue

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018Enrollment

Total Number of Students 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

Student Fees - Athletics/Recreation

Existing Student Fee 243$ 250$ 258$ 266$ 273$ 282$ 290$ 299$ 308$ 317$ 327$ New Student Fee -$ 300$ 600$ 900$ 1,200$ 1,236$ 1,273$ 1,311$ 1,351$ 1,391$ 1,433$ Total Student Fee 243$ 550$ 858$ 1,166$ 1,473$ 1,518$ 1,563$ 1,610$ 1,658$ 1,708$ 1,759$

Student RevenueExisting Student Revenue 2,430,000$ 2,503,000$ 2,578,000$ 2,655,000$ 2,735,000$ 2,817,000$ 2,902,000$ 2,989,000$ 3,078,000$ 3,171,000$ 3,266,000$ New Student Fee Revenue -$ 3,000,000$ 6,000,000$ 9,000,000$ 12,000,000$ 12,360,000$ 12,730,800$ 13,112,724$ 13,506,106$ 13,911,289$ 14,328,628$ Total Student Fee Revenue 2,430,000$ 5,503,000$ 8,578,000$ 11,655,000$ 14,735,000$ 15,177,000$ 15,632,800$ 16,101,724$ 16,584,106$ 17,082,289$ 17,594,628$

Enrollment Growth Rate 0.00%Annual Fee Increase 103.00%

Annual Student Fee

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© 2008 Rolf Jensen & Associates, Inc. All Rights Reserved.

CHAPTER 34 – EXISTING BUILDING CODE EVALUATION REPORT UNIVERSITY OF VERMONT GUTTERSON FIELD HOUSE & PATRICK GYMNASIUM

Prepared For: Cannon Design 100 Cambridge Street – Suite 1400 Boston, MA 02114 May 2009 Project No. B45400

UVM – ATHLETIC FACILITY ADDITION B45400 – Page 2 CHAPTER 34 ANALYSIS – EXISTING CONDITIONS May 8, 2009

TABLE OF CONTENTS

INTRODUCTION .................................................................................................. 3 APPLICABLE CODES AND STANDARDS ......................................................... 4

NEW CONSTRUCTION REQUIREMENTS ...................................................... 5 EXISTING CONSTRUCTION REQUIREMENTS .............................................. 5

GENERAL ............................................................................................................ 5 ADDITIONS .......................................................................................................... 6 ALTERATIONS .................................................................................................... 6 VARIANCE ........................................................................................................... 6 EXISTING BUILDING DESCRIPTION ................................................................. 7

BUILDING SEPARATIONS ............................................................................... 7 USE AND OCCUPANCY .................................................................................. 8 HEIGHT, AREA AND CONSTRUCTION TYPE ................................................ 8 FIRE PROTECTION SYSTEMS ........................................................................ 9 ACCESSIBLE FEATURES ................................................................................ 9 MEANS OF EGRESS ...................................................................................... 13

PROPOSED RENOVATIONS, ALTERATIONS AND ADDITIONS .................... 13 PROJECT B1: NEW RECREATION CENTER (I of II) .................................... 13 PROJECT B2: FIELD HOUSE EXPANSION & TRACK RESURFACING ....... 13 PROJECT C1: MULTIPURPOSE FACILITY ................................................... 13 PROJECT C2: NEW LOBBY / LOUNGE CONNECTOR ................................. 14 PROJECT D1: EXISTING FACILITY RENOVATIONS .................................... 14 PROJECT D2: NEW RECREATION/AQUATIC CENTER (II of II) .................. 15 PROJECT D3: RENOVATIONS OF GUCCIARDI ........................................... 15

EXISTING BUILDING - CHAPTER 34/BUILDING REHABILITATION ANALYSIS .......................................................................................................... 16

REPAIRS ........................................................................................................ 16 RENOVATIONS .............................................................................................. 17 RECONSTRUCTION ...................................................................................... 18 ADDITIONS ..................................................................................................... 20

ACCESSIBILITY REQUIREMENTS – ADAAG .................................................. 23 ADDITIONS ........................................................................................................ 23 ALTERATIONS AND RENOVATIONS .............................................................. 23

ADAAG DISPROPORTIONALITY CRITERIA ................................................. 23 ACCESSIBILITY DISCUSSION ...................................................................... 24

RECOMMENDATIONS ...................................................................................... 25 APPENDIX A – OCCUPANT LOAD / MEANS OF EGRESS CAPACITY EVALUATION..................................................................................................... 27 APPENDIX B – MAJOR FIRE WALL REQUIREMENTS ................................... 32


INTRODUCTION Cannon Design retained Rolf Jensen & Associates, Inc. (RJA) to provide fire protection, life safety and accessibility code consulting services for the future addition / renovation project at the Gutterson Fieldhouse and Patrick Gymnasium on the campus of University of Vermont (UVM) located in Burlington, Vermont. This report serves as a preliminary investigation of the major fire protection / life safety / accessibility code requirements for the project. This report describes our understanding the facility’s existing fire protection, life safety and accessibility features and the impact that these features will have on any future change in use, alteration or addition projects. The information contained within this report is based on the following:

• Review of existing drawings of the Gutterson Fieldhouse and Patrick Gymnasium provided to RJA by Cannon Design (CD).

• Project meeting with Colleen McKenna and James DiPaoli, P.E. (RJA) on August 12, 2008.

• Project meeting with Ken Bean (UVM), Michael Sheehan (RJA) and James DiPaoli (RJA) on September 3, 2008.

• Walk through visual survey inspection of the building conducted by Michael Sheehan (RJA) and James DiPaoli (RJA) on September 3, 2008.

• Project related correspondence with Cannon Design. The purpose of this survey was to visually examine the existing fire protection, life safety and accessibility features within the Gutterson Fieldhouse and the Patrick Gymnasium. RJA’s review included but was not limited to an examination of the fire alarm system(s), automatic sprinkler system, passive fire protection features, construction type(s), building separations, emergency lighting, egress components and routes, and accessibility features throughout the building(s). The purpose of this examination was to determine the general conditions and to identify any potential problems related to any future alterations or addition projects. It should be noted that information and observations contained within this report are based on a walk-thru visual survey of the existing facility. Functional, destructive or intrusive visual inspections or fire protection system testing was not conducted.


APPLICABLE CODES AND STANDARDS The major applicable codes and standards for the project include the following: • The Vermont Fire Protection and Building Safety Code (VFBSC), 2008 Edition:

o The VFBSC adopts and amends the 2006 Edition of the International Building Code (IBC).

o The VFBSC adopts and amends the 2006 Edition of NFPA 101 Life Safety Code (LSC).

• The Americans with Disabilities Act Accessibility Guidelines (ADAAG) with Vermont amendments.

• The 2004 Vermont Plumbing Rules (VPR) which include sections unique to Vermont as well as selective sections of the 2003 International Building Code (IBC) and the 2003 International Plumbing Code (IPC).

• The 2005 Edition of NFPA 70, National Electrical Code (NEC).

• Elevator Safety Rules which adopt the 2002 Edition of ASME A17.3 National Safety Code for Existing Elevators and Escalators with Vermont amendments.

Note: It should be recognized that the State of Vermont is in the process of

adopting the 2008 VFBSC. Based on discussions with appropriate Vermont authorities, it is the understanding of RJA that the 2008 Edition of the VFBSC will be adopted in late June to early July of 2009 pending legislative approval. A draft of the 2008 VFBSC has been made available to the public and has served as the basis of this report.


NEW CONSTRUCTION REQUIREMENTS In general, all new work associated with any change in use, addition or renovation project should conform to the specific “new construction” requirements of the VFBSC. In addition, the level of fire protection and life safety in unrenovated portions of the building should not be reduced as a result of the renovation work. Renovated portions of existing mechanical, plumbing, electrical and other systems in a building should be made in conformance with the “new construction” requirements of the Code. Renovation to existing systems should not cause a reduction in the level of life safety or adversely affect the performance of said systems. Where any renovations subject portions of the building to excessive loads, those portions should be upgraded to comply with the “new construction” requirements of the Code. Alterations to means of egress elements should comply with the “new construction” requirements of the Code.

EXISTING CONSTRUCTION REQUIREMENTS

GENERAL The VFBSC is primarily intended for the application in the design and construction of new buildings. The arrangement of safeguards specified by the VFBSC, for new buildings, results in an acceptable level of fire and life safety. In general, unrenovated portions of an existing building are not required to comply with all “new construction” requirements of the current (or anticipated) edition of the Code. An existing building is presumed to meet the provisions of the applicable laws, codes, rules or regulations, bylaws or ordinances in effect at the time of the building(s) construction and/or alteration. An existing building is permitted to continue to be occupied pursuant to its use and occupancy, provided that the building is maintained. However, this does not permit the continuation of existing building features which were installed in conflict with any codes or laws in effect at the time of construction or installation. The VFBSC generally addresses existing buildings by mandating that minimum levels of fire and life safety be maintained. This is achieved by requiring all of the following:

• Continued compliance with the edition of the Code in effect at the time of original construction;

• Compliance with Chapter 43, Building Rehabilitations of the LSC Section 3403.2 of the IBC and the appropriate existing building sections of the LSC;

• Upgrades retroactively required by the Authority Having Jurisdiction (AHJ) for the general safety and welfare of the building occupants and public.


The extent to which unrenovated portions of an existing building must be upgraded is dependent on the present condition and on the type of and amount of renovation work being performed. In all cases, all new work included that associated with upgrades resulting from application of the Existing Building Evaluation method should conform to the specific “new construction” requirements of the Code.

ADDITIONS An addition to an existing facility is required to comply with all code requirements for new construction, including its structural elements and systems. The combined height and area of the existing building plus the addition should not exceed that allowed by the Code. Additions are permitted to be considered to be a separate building where a fire wall separation in accordance with the requirements of VFBSC §705 Fire Walls is provided (Refer to Appendix B for an overview of major fire wall requirements).

ALTERATIONS Alterations to existing structures are required to conform to the requirements of the Code for new construction and should not result in an increase in hazard to building occupants. Portions of the structure not altered or affected by the alteration are not required to comply with the code requirements for new construction.

VARIANCE If the feasibility of bringing the existing building into compliance with the existing requirements of the Code is not feasible or practical, a variance to the requirements of the Code may be requested. The request for variance would be based on a complete fire and life safety assessment of the existing and new building areas (including any upgrades to the existing structure).


EXISTING BUILDING DESCRIPTION The existing athletic facility consists of two (2) interconnected buildings; Gutterson Fieldhouse and Patrick Gymnasium. Together, the facility serves as focal point of UVM’s intercollegiate and recreational athletic programs.

BUILDING SEPARATIONS Based on discussions with Cannon Design and UVM, it is the understanding of RJA that the athletic facility was constructed in a number of phases, which include but are not limited to the following:

• Gutterson Fieldhouse: A three (3) story, 93,100 square foot facility originally constructed in the 1960’s. A two (2) story, 11,300 square foot addition was recently added and is not separated from Gutterson Fieldhouse.

• Patrick Gymnasium: A two (2) story, 86,400 square foot facility which was constructed in 1962. Over time, there have been two (2) additions which include following: o An 11,900 square, one (1) story Strength and Conditioning space. It is the

understanding of RJA that this space was created in the 1980’s and renovated in 2005. It is anticipated that this portion of the building will be demolished as part of the proposed new hockey rink.

o The Lobby which was created in a 1980’s. This portion of the building does not appear to be separated from the remainder of Patrick Gymnasium. It is anticipated that this portion of the building will be demolished as part of the proposed new program space.

• Tennis Courts: A 50,100 square foot structure containing six (6) tennis courts was also added in the 1980’s. It appears that a separation between Patrick Gymnasium was intended, however, it has not been maintained properly.

Based on RJA’s review of the PFG athletic complex, it appears that Gutterson Fieldhouse and Patrick Gymnasium are separated by back-to-back exterior walls with a two (2) hour fire resistance rated (FRR) vestibule between them. While it does not appear that this separation is a true fire wall it is the opinion of RJA that this separation provides equivalent separation and Patrick Gymnasium and Gutterson Fieldhouse should each be considered a separate building. As the project approaches schematic design (SD) and the scope of the proposed work is further defined, building separations will be further evaluated and discussed.


USE AND OCCUPANCY Both the Patrick Gymnasium and the Gutterson Field House are classified as a non-separated mixed-use facilities. The building contains the following occupancy classifications and uses:

• Use Group A-3, Assembly Occupancies: Conference rooms, gymnasium w/o spectator seating (Strength and Conditioning), track (Gutterson)

• Use Group A-4, Assembly Occupancies: Arenas w/ spectator seating (Patrick Gymnasium Basketball Courts & Gutterson Skating/Hockey Rink), Patrick Gymnasium swimming pool (Forbush Auditorium), Gutterson Fieldhouse tennis courts.

• Use Group B, Business Occupancies: Offices, classrooms with less than 50 people, administrative areas, athletic medicine, locker rooms, etc.

• Use Group S-1, Storage Occupancies: Equipment and storage spaces

• Use Group S-2, Storage Occupancies: Mechanical/Electrical/Plumbing spaces and zamboni parking.

HEIGHT, AREA AND CONSTRUCTION TYPE The complete PFG athletic complex has a footprint of approximately 231,700 square feet and three (3) stories above grade. The PFG complex consists of two (2) buildings; Gutterson Fieldhouse and Patrick Gymnasium, whose heights, areas and construction types are discussed bellow:

GUTTERSON FIELDHOUSE Gutterson Fieldhouse is a two (2) story structure (26-feet average roof height) with a maximum “footprint” area of approximately 109,000 square feet. The building has a minimum construction type of Type 2B, Noncombustible Unprotected Construction.

PATRICK GYMNASIUM Patrick Gymnasium is a three (3) story structure (39-foot average roof height) with a maximum “footprint” area of approximately 137,300 square feet. The building appears to have a minimum construction type of Type 1B, Noncombustible Protected Construction with the exception of the Third Floor mezzanine which has a number of structural elements with unprotected steel. The extent of unprotected steel should be confirmed by the design team’s structural engineer.


FIRE PROTECTION SYSTEMS

AUTOMATIC SPRINKLER SYSTEMS

Based on RJA’s review, it appears that Gutterson Fieldhouse is protected throughout by automatic sprinklers in accordance with the requirements of NFPA 13 Standard for the Installation of Sprinklers. However, it does not appear as though Patrick Gymnasium is provided with complete sprinkler coverage. The only sprinklered portions of Patrick include new locker room spaces on the First Floor, and the Tennis Court and Strength and Conditioning additions.

STANDPIPE SYSTEMS Based on RJA’s inspection, it does not appear as though standpipe connections have been provided in either building. As such, Gutterson Fieldhouse is considered to be a fully sprinklered building, however Patrick Gymnasium is not considered to be a fully sprinklered building.

FIRE ALARM SYSTEMS The buildings are provided with emergency voce/alarm fire alarm systems and each contains a separate fire alarm panel. Based on discussions with UVM, it is the understanding of RJA that the PFG athletic complex consists of a number of different fire alarm zones and that in the event of an emergency, the entire complex is not evacuated. Both Gutterson Fieldhouse and Patrick Gymnasium are provided with speaker- strobes. Some of the notification appliances in Gutterson Field House are non-ADA compliant frosted lens strobes.

ACCESSIBLE FEATURES

SITE FEATURES – ACCESSIBLE PARKING The athletic complex is provided with an adjacent exterior parking lot and an open mutli-level parking garage. It appears that a number of accessible spaces have been provided, however the number of accessible spaces relative to the number of spaces provided was not confirmed.

ACCESSIBLE ENTRANCES The PFG athletic complex is provided with multiple main entrances which comply with the requirements of the Americans with Disabilities Act Accessibility Guidelines (ADAAG).

ACCESSIBLE ROUTES Based on RJA’s review of the PFG athletic complex it appears that an accessible route has been provided throughout the facility. However, the following observations were made during RJA’s September 3rd survey:


• Access to the shower facilities on the First Floor of Patrick Gymnasium is not provided, as a 6-inch curb interrupts the accessible route.

• There is a ramp on the First Floor of Patrick Gymnasium leading up to the Women’s General Locker Room that appears to exceed the maximum allowable slope (1:12) permitted by ADAAG. Further, this ramp is not provided with handrails.

• There is a level change on the Third Floor of Patrick Gymnasium. Two (2) wheelchair lifts have been provided, however access to these lifts have been compromised due to the presence of a copy machine and a refrigerator.

• An accessible route has been provided throughout general circulation areas within the basketball and hokey venues, however, accessible seating has not been provided.

• As discussed below, there is no accessible route into the pool (Forbush Auditorium). A pool lift is considered an acceptable accessible route, however no such apparatus was observed at the time of RJA’s survey.

• There are a number of racquet ball courts throughout the athletic complex, access to each racquet ball court is provided by a door with a 20-inch width and a 57-inch height.

• An accessible route has not been provided to lockers, there is a 28-inch clear width between the face of locker room benches and adjacent lockers. It is the understanding of RJA that as funding becomes available UVM has proactively began addressing this issue over time.

• Access to the four (4) press boxes within the hockey arena of Gutterson Fieldhouse has not been provided.

ELEVATORS AND LIFTS Based on RJA’s review of the existing buildings, there appeared to be three (3) wheelchair lifts, two (2) of which are located on the Third Floor of Patrick Gymnasium and one (1) located in the lobby/concession area of the rink within the Gutterson Fieldhouse. These lifts have the following dimensional characteristics: Patrick Gymnasium Wheelchair Lifts: Both of these lifts are identical and have a 34-inch width and a 45-inch depth with controls mounted 41-inches above the finish floor of the lift. As indicated above, there is limited access to both of these lifts. The lift outside Classroom 217 is not provided with any pull side clearance and the lift outside of the Life Skills Center is blocked by a photocopier. During RJA’s inspection, it was unclear whether the lifts were operational. Gutterson Fieldhouse Lift: This lift connects all three (3) levels of Gutterson Fieldhouse and is enclosed in a two (2) hour fire resistance rated shaft. The dimensions of this lift were not obtained because it is normally locked. Access to this lift is available when a key is provided by the box office.


Based on RJA’s review, there appears to be two (2) elevators within the athletic complex with the following dimensional characteristics: Patrick Gymnasium Elevator: This elevator is provided with emergency recall and fire fighter operations. Further, the door providing access to the elevator has a 32-inch width with a 60-inch by 60-inch cab size. Gutterson Fieldhouse Elevator: This elevator is provided with emergency recall and fire fighter operations. Further, the door providing access to the elevator has a 32-inch width with a cab dimension drastically exceeding the requirements of ADAAG.

ACCESSIBLE SEATING Based on RJA’s review of the accessible seating within Patrick Gymnasium’s Basketball bleacher seating and Gutterson Arena’s arena seating, it does not appear as though any accessible seating has been provided. It should be noted that non-accessible bleacher style seating has also been provided on the pool deck and tennis courts of Patrick Gymnasium.

TOILET FACILITIES There are a number of toilet facilities throughout the building between locker rooms, public toilets and employee use toilets. Based on RJA’s review, there were a total of two (2) accessible toilets within the entire athletic complex. These were located in the following locations: - Gutterson Unisex Toilet Room - Women’s Locker Room in Patrick Gymnasium Note: It is noted that no accessible sinks were observed throughout the PFG athletic complex. Further, throughout the facility only one (1) accessible urinal was observed.


DRINKING FOUNTAINS There were a number of drinking fountains located throughout the building. Fountains were predominantly located in any of the following locations: corridors, locker rooms, athletic workout locations (i.e. fitness rooms, track, basketball courts). Water fountains consisted of primarily of three (3) styles; wall mounted porcelain fountains (non accessible), accessible rectangular fountains with 100% knee clearance and accessible fountains with accessible knee clearances. Due to limited access, RJA’s review did not encompass all drinking fountains, however the following observations were made on those types observed: (1) Wall Mounted Porcelain Fountains: Not accessible due to knee clearance

requirements. Not accessible. (2) Accessible Rectangular Fountains: These fountains were observed to have spouts

located at 36-inches AFF, controls at 29-inches AFF, and 27-inches of knee clearance and mounted 19-inches off the wall. Accessible, no action is required.

(3) Other Accessible Fountains: These fountains were observed to have spouts located 36-inches AFF, controls mounted at 31-inches AFF, knee clearances at 28-inches AFF and mounted 19-inches off of the wall. Accessible, no action is required.

POOL (FORBUSH AUDITORIUM) The pool within Patrick Gymnasium is not provided with an accessible route into the pool, a pool lift or a sloped entry.

LOCKER ROOMS AND SHOWERS Locker rooms within Patrick Gymnasium did not appear to be accessible, as noted above, access to the lockers is not provided as the clear width between benches and adjacent lockers is approximately 28-inches. Benches were located 18-inches AFF. Lockers were located in three (3) tiers with locks at the following heights; 16-inches, 38-inches and 63-inches. Further, access to group showers is not provided in a number of locations due to the presence of a 6-inch water retention slip. Within group showers, shower controls are located 60-inches AFF. It should be noted that RJA was provided with limited access to team locker rooms throughout Patrick Gymnasium and Gutterson Fieldhouse.


MEANS OF EGRESS Based on RJA’s review, it appears that Patrick Gymnasium and Gutterson Fieldhouse do not rely on one another’s means of egress components (i.e. stairs, exit doors, etc.). As such, RJA’s analysis of the means of egress has evaluated the cumulative occupant loads/egress capacities and the occupant load/egress capacities of each building. Additionally, due to the separation of large assembly spaces (i.e. Gutterson Fieldhouse Hockey Arena, Patrick Gymnasium’s Basketball Courts, etc.) the occupant loads/egress capacities of rooms has been evaluated.

PROPOSED RENOVATIONS, ALTERATIONS AND ADDITIONS Phase II of UVM’s implementation study has proposed a building planning concept phasing strategy. This strategy provides an overview to conceptual changes which will occur within the existing PFG athletic facility.

PROJECT B1: NEW RECREATION CENTER (I of II) Project B1 appears to include the demolition of the 50,100 ft2 structure containing the existing tennis courts within the complex and the creation of a new structure that will make up the New Recreation Center. Based on the Phase II Implementation study, it appears that this work will be done in Project B1 and Project B2. It appears that the new structure will be connected to the existing facility. As the project approaches schematic design, the interface between the existing building and the new addition will be discussed and further evaluated.

PROJECT B2: FIELD HOUSE EXPANSION & TRACK RESURFACING Phase B2 appears to include the expansion of the existing Gutterson Fieldhouse and the resurfacing of the indoor track. On a conceptual level, it appears that the expansion will be between 10,000 ft2 to 20,000 ft2.

PROJECT C1: MULTIPURPOSE FACILITY Project C1 Multipurpose Facility will include the demolition of the existing 11,900 ft2

Strength and Conditioning space and the construction of a new structure exceeding 50,000 ft2 which will contain a new skating/hockey arena, offices, and multipurpose spaces. It is the understanding of RJA that this structure will be a three (3) tiered structure with the following levels; concourse level, event level, plaza level. It appears that it is intended that this building will be connected with the existing athletic complex. Additional evaluation and discussion regarding the interface between the new structure and the existing athletic complex will take place as the project approaches the schematic design phase.


PROJECT C2: NEW LOBBY / LOUNGE CONNECTOR Project C2 New Lobby / Lounge Connector appears to be a renovation of the existing lobby space of the PFG athletic facility. The scope of renovations and works within this phase is unclear at this time and will be evaluated as the scope of the work is more clearly defined.

PROJECT D1: EXISTING FACILITY RENOVATIONS It is the understanding of RJA that Project D1 will include renovations and alterations to the existing building, however the scope of these renovations are unclear at this time and will be further evaluated as the project approaches the schematic design (SD) phase.


PROJECT D2: NEW RECREATION/AQUATIC CENTER (II of II) Project D2 will include the second phase of work within the New Recreation Center. Refer to Project B1 for additional discussion.

PROJECT D3: RENOVATIONS OF GUCCIARDI Project D3 will include renovations to the existing portion of the building referred to as Gucciardi. The scope of the renovations to the space is unclear at this time and will be further evaluated as the project approaches the schematic design (SD) phase.


EXISTING BUILDING - CHAPTER 34/BUILDING REHABILITATION ANALYSIS

The 2008 Edition of the Vermont Fire and Building Safety Code (VFBSC) will amend Chapter 34 Existing Buildings of the 2006 International Building Code and requires the following:

• Existing buildings and structures should comply with the existing occupancy sections of the 2006 Edition of NFPA 101 Life Safety Code (LSC) and the requirements of the 2006 Edition of NFPA 1 Uniform Fire Code (UFC).

• Rehabilitation work (i.e. repairs, renovations, modifications, reconstruction, change of use, or additions) should comply with Chapter 43 Building Rehabilitations of the LSC.

Note: Structural systems are required to comply with Section 3402.2 of the 2006 Edition of the International Building Code.

• Additions should comply with the height and area provision of Chapter 5 General Building Heights and Areas of the International Building Code.

The VFBSC has six (6) work categories which include the following: • Work Category #1: Repair • Work Category #2: Renovation • Work Category #3: Modification • Work Category #4: Reconstruction • Work Category #5: Change of Use of Occupancy Classification (N/A) • Work Category #6: Addition

Of these work categories, it is the understanding of RJA that all but Work Category #5 are applicable to the planned work for this project. The major fire protection and life safety requirements for the applicable work categories is explained in greater detail as follows.

REPAIRS All repair work should not make the building less conforming with the existing chapters of the LSC, or with any previously approved alternative arrangements (LSC §43.3.1.4). Further, work should be done using like materials or materials permitted by the VFBSC (LSC §43.3.1.3). The scope of proposed repair work is unclear at this time but will be clearly identified as the project approaches the schematic design (SD) phase of the project.


RENOVATIONS All new work should comply with the requirements of the VFBSC applicable to existing buildings (LSC §43.4.1.3). Work performed should not make the building less conforming with other sections of the VFBSC, or with any previously approved alternative arrangements (LSC 43.4.1.4). It should be noted that all interior finish materials should meet the requirements of new construction (these requirements are prescribed by the Life Safety Code).


RECONSTRUCTION The category of work encompassing reconstruction contains a number of different requirements which are detailed in the sections below. Modifications are considered extensive when the total area of rehabilitation work areas exceed fifty percent (50%) of the area of a building. This level of work is considered to be Reconstruction. MEANS OF EGRESS: The means of egress should comply with the requirements applicable to the existing occupancy chapters of the VFBSC (LSC §43.6.2.1). The means of egress capacity should exceed the occupant load of the building (LSC §43.6.2.2). Refer to Appendix A for an analysis of the existing building(s). ILLUMINATION OF MEANS OF EGRESS AND EXIT SIGNS: • The means of egress in all rehabilitation work areas should comply with the

requirements for new construction (LSC §43.6.2.4.1 & LSC §43.6.2.5.1). • Where the reconstruction rehabilitation work on any floor exceeds fifty-percent

(50%) of that floor area, the means of egress throughout that floor should be provided with illumination in accordance with the requirements of new construction (LSC §43.6.2.4.2 & LSC §43.6.2.5.2).

• Where the reconstruction rehabilitation work area exceeds fifty-percent (50%) of

the aggregate floor areas within the building, the means of egress within the rehabilitation and the means of egress, including the exit and exit discharge paths, serving the rehabilitation work area should be provided with illumination and exit signage in accordance with the requirements for new construction (LSC §43.6.2.4.3 & LSC §43.6.2.5.3).

It is the understand of RJA that both buildings are provided with emergency power from a 60 kW, 480/277 V diesel emergency generator. Although, it is noted per the UVM Campus Life Task Force Facility Audit that the emergency system does not segregate life-safety loads from other electrical loads. This issue and condition will be discussed further as the project approaches the schematic design (SD) phase. HANDRAILS AND GUARDS: Based on RJA’s review, it appears that the existing handrails and guards throughout the existing athletic complex were in compliance with the requirements for existing buildings. No action is required.


FIRE BARRIERS AND SMOKE BARRIERS: This section is not applicable to the UVM athletic complex as this section is specific to small residential board and care occupancies and two-family dwelling units (LSC §43.6.3). EXTINGUISHING SYSTEMS: • Where the reconstruction rehabilitation work on any floor exceeds fifty-percent

(50%) of that floor area, a sprinkler system should be provided throughout the story (LSC §43.6.4.2).

• Where the reconstruction rehabilitation work area exceeds fifty-percent (50%) of

the aggregate floor areas within the building, automatic sprinklers should be provided on the all floors containing rehabilitation work (LSC §43.6.4.1).

• Standpipes are required to be provided in rehabilitation work areas where required

by the VFBSC (LSC §43.6.4.5). As indicated, Patrick Gymnasium is not completely protected throughout by automatic sprinklers. Based on the scope of the proposed work, it should be recognized that the VFBSC may require that sprinklers be provided throughout the entire building. FIRE ALARM SYSTEMS – SMOKE ALARMS This section is not applicable to the UVM athletic complex as this section is specific to lodging or rooming houses, hotels and dormitories, apartment buildings, individual sleeping rooms, guestrooms and dwelling units (LSC §43.6.5). ELEVATORS Elevators should be provided with Phase I and Phase II Emergency Operations (LSC §43.6.6). All elevators within the UVM Athletic Complex are provided with Phase I & II Emergency Operations.


ADDITIONS The VFBSC requires that additions comply with the height and area provisions of Chapter 5 of the IBC. An evaluation of Patrick Gymnasium and Gutterson Fieldhouse is shown in the following sections of this report. In all cases, additions should be designed and constructed in accordance with requirements of new construction.

CONSTRUCTION CLASSIFICATION

Patrick Gymnasium Gutterson Fieldhouse

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Predominantly Type 1B, Noncombustible Protected Construction, however there are unprotected structural

elements so the minimum construction type of the building. Defaults to Type 2B, Noncombustible Unprotected

Construction.

Type 2B, Noncombustible

Unprotected Construction.

BUILDING HEIGHT EVALUATION Patrick Gymnasium Gutterson Gymnasium

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The building has three (3) stories above grade and a maximum average roof

surface height of approximately 39-feet. The facility is a Type 2B,

Noncombustible Unprotected building that is not fully protected by automatic sprinklers. The height limitations for a

Use Group A-4, Assembly Occupancy of Type 2B Construction is two (2) stories

and 55-feet (VFBSC Table 503).

The existing building does not comply with the height requirements of the

IBC as a Type 2B building.

Note: If Patrick Gymnasium were to be of Type 1B, Noncombustible

Protected Construction the height limitation would be 11 stories.

The building has two (2) stories above grade and a maximum average roof

surface of 26-feet. The building is a Type 2B, Noncombustible Unprotected

building that is protected throughout by automatic sprinklers. The height limitations for a Use Group A-4,

Assembly occupancy of Type 2B construction w/ sprinkler protection is

three (3) stories and 75-feet.

The existing building complies with the height requirements of the IBC.


BUILDING AREA EVALUATION Patrick Gymnasium Gutterson Gymnasium

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The building has a maximum “footprint” area of

137,300 ft2 prior to demolitions/renovations

and approximately 71,700 ft2 after demolitions.

The area limitations for a Use Group A-4, Assembly

Occupancy of Type 2B Construction w/o sprinklers but 100% open is 16,625 ft2

(VFBSC Table 503).

The existing building does not comply with the

height requirements of the IBC as a Type 2B

building.

Note: If Patrick Gymnasium were to be of Type 1B,

Noncombustible Protected Construction an unlimited area would be permitted.

The building has a maximum footprint area of approximately 109,000 ft2 and is 100% open. The

building is a Type 2B, Noncombustible Unprotected building that is protected throughout by automatic

sprinklers. The area limitations for a Use Group A-4, Assembly occupancy of Type 2B construction w/

sprinkler protection is 35,625 ft2.

The existing building does not comply with the height requirements of the IBC as a Type 2B

building.

CONSTRUCTION TYPE / HEIGHT & AREA / ADDITION SEPARATION

RECOMMENDATIONS Patrick Gymnasium: In the existing condition, Patrick Gymnasium greatly exceeds the allowable area (as well as the height). If an addition were to be added to the existing building, one (1) of the following two (2) options could be taken: (1) Upgrade the construction type of Patrick Gymnasium to be Type 1B,

Noncombustible Protected Construction. This would permit the building and subsequent additions to be unlimited in area. Based on RJA’s review, a majority of structural elements within Patrick Gymnasium are of Type 1B construction. Areas of Type 2B, Noncombustible Unprotected Construction were noted in the lobby sections of Patrick Gymnasium on all levels.

(2) Separate the additions with a fire wall. Under this approach, the addition would be considered a separate building. Refer to Appendix B for an overview of the major requirements for fire walls.


Gutterson Fieldhouse: In the existing condition, Gutterson Fieldhouse greatly exceeds the allowable area prescribed by Chapter 5 of the IBC. Further, based on RJA’s review a significant level of work would be required to upgrade the building’s construction type. If an addition were to be added to Gutterson Fieldhouse, one (1) of the following two (2) options could be taken.

(1) Upgrade the construction type of Gutterson Fieldhouse to be Type 1B, Noncombustible Protected Construction. Based on RJA’s review, this would take a significant level of work and is not advisable.

(2) Separate additions with a fire wall. Recommended approach.


ACCESSIBILITY REQUIREMENTS – ADAAG

ADDITIONS

Each space or element added to the existing building should comply with the applicable provisions of the minimum requirements for new construction (ADAAG §4.1.5). The addition and any renovated area of the building are required to meet the current requirements of ADAAG.

ALTERATIONS AND RENOVATIONS

No alteration should be undertaken which decreases or has the effect of decreasing accessibility or usability of a building or facility below the requirements for new construction at the time of alteration (ADAAG 4.1.6.1(a)).

An alteration that affects or could affect the usability of or access to an area containing a primary function shall be made so as to ensure that, to the maximum extent feasible, the path of travel to the altered area and the restrooms, telephones, and drinking fountains serving the altered area, are readily accessible to and usable by individuals with disabilities, unless such alterations are disproportionate to the overall alterations in terms of cost and scope (as determined under criteria established by the Attorney General) (ADAAG §4.1.6(2)).

ADAAG DISPROPORTIONALITY CRITERIA The Americans with Disabilities Act Accessibility Guidelines (ADAAG) requires that up to 20% of the money being spent on the renovation/ alterations be spent on accessibility upgrades/ features to the building. Further, Section 504 of the Federal Rehabilitation Act states that institutions receiving federal aid should be run in an accessible manner. If any of the federal funding is for construction, the requirements of Section 504 mandate that it comply with ADDAG or UFAS. In choosing which accessible elements to provide, priority should be given to those elements that will provide the greatest access, in the following order:

• An accessible entrance;

• An accessible route to the altered area;

• At least one accessible restroom for each sex or a single unisex restroom;

• Accessible telephones;

• Accessible drinking fountains; and

• When possible, additional accessible elements such as parking, storage, and alarms.


ACCESSIBILITY DISCUSSION As indicated in previous sections of this report, there are a limited number of accessible features within the building. Being so, based on the levels of renovations and alterations within the building a significant level of accessibility upgrades could be required. It should be noted that the money being spent on additions is permitted to excluded from the 20% threshold (ADAAG §4.1.5).


RECOMMENDATIONS The following recommendations resulted from the fire protection engineering survey conducted by RJA and from the existing building analysis generated in this report. These recommendations address conditions observed that have an impact on the fire protection and life safety of the buildings and that should be implemented as part of the proposed new addition and renovation project. • The two (2) new substantial additions (i.e. University Multipurpose Events Center

and the New Recreation Center) be separated from the other portions of the PFG athletic complex by fire walls with a three (3) hour fire resistance rating (FRR). Refer to Appendix B for an overview of the major fire wall requirements.

• Existing double height racquet ball courts should be separated from the upper floor

of Patrick Gymnasium with one (1) hour fire resistance rated (FRR) construction or 45-minute rated wired glass.

• Doors to existing exit stairs should be provided with a 90-minute fire resistance

rating where stairs connect four (4) or more stories and a one (1) hour fire resistance rating where stairs connect less than four (4) stories. Further, it should be confirmed that all stair doors are self-closing and latching.

• Additional discussion with RJA is required as the scope of the proposed work is

more clearly defined to determine whether sprinkler protection will be required throughout the building.

o Where the reconstruction rehabilitation work on any floor exceeds fifty-percent (50%) of that floor area, a sprinkler system should be provided throughout the story (LSC §43.6.4.2).

o Where the reconstruction rehabilitation work area exceeds fifty-percent (50%) of the aggregate floor areas within the building, automatic sprinklers should be provided on the all floors containing rehabilitation work (LSC §43.6.4.1).

• As part of the renovation project, funds up to 20% of the project costs should be

allotted for upgrading the accessibility features within the existing building. • It is the recommendation of RJA that Cannon Design and UVM determine whether

federal funding will be used for construction, if so the entire athletic complex may be required to comply with the requirements of new construction for ADAAG.


Very truly yours, ROLF JENSEN & ASSOCIATES, INC. (RJA) Prepared by: May 8, 2009 Michael P. Sheehan Date MPS B45400


APPENDIX A – OCCUPANT LOAD / MEANS OF EGRESS CAPACITY EVALUATION

GUTTERSON FIELDHOUSE

Gutterson Field House First Floor Occupant Load Occupancy Type Area(ft2) Load Factor (ft2/occ) Load (occ) Business (Office) 11,149 100 Gross 112 Assembly 1,347 15 Net 90 Mechanical/Storage 3,857 300 Gross 13 Locker Rooms 1,101 50 Gross 23 Arena 47,571 Fixed Seating 4,035 Rink 17,141 50 Gross 343 Field House 32,333 50 Gross 647 Corridors 2,862 100 Gross 29 Total 117,361 5,292

Gutterson Field House First Floor Exit Capacity

Egress Element Width(in) Factor(in/occ) Capacity

(occ) Field House South Doors 66 0.2 330 Field House West Doors 304 0.2 1,520 Field House North Doors 132 0.2 660 Stair 199 Doors 66 0.2 330 Vestibule 189A Doors 66 0.2 330 Hockey Locker Door 35 0.2 175 Rink East Doors 144 0.2 720 Rink South Doors 280 0.2 1,400 Total 865 5,465 > 5,292


Gutterson Field House Second Floor Occupant Load

Occupancy Type Area(ft2) Load Factor (ft2/occ) Load (occ) Business 2,180 100 Gross 22 Assembly 1,309 15 Net 88 Fitness 10,040 50 Gross 201 Running Track 10,682 50 Gross 214 Corridors 4,960 100 Gross 50 Total 29,171 575

Gutterson Field House Second Floor Exit Capacity

Egress Element Width(in) Factor (in/occ) Capacity

(occ) Running Track West Doors 66 0.2 330 Running Track Northeast Door 33 0.2 165 Corridor 290 Stair 294 80 0.3 266 Corridor 290 Stair 295 82 0.3 273 Cardio/Fitness Stair 295 Door 36 0.2 180 Cardio/Fitness Stair 296 Door 36 0.2 180 Total -- 1,394 > 575


PATRICK GYMNASIUM Patrick Gymnasium First Floor Occupant Load

Occupancy Type Area(ft2) Load Factor (ft2/occ) Load (occ) Business 2,823 100 Gross 29 Assembly 843 15 Net 57 Mechanical/Storage 5,224 300 Gross 18 Locker Rooms 8,574 50 Gross 172 Fitness 8,892 50 Gross 178 Pool Deck 2,559 15 Gross 171 Pool 3,489 50 Gross 70 Corridors 6,858 100 Gross 69 Total 39,262 764

Patrick Gymnasium First Floor Exit Capacity


(occ) Northwest Stair 56 0.3 186 Northeast Door 33 0.2 165 East Doors 66 0.2 330 South Doors 66 0.2 330 Southwest Doors 66 0.2 330 Total -- 1,341 > 764


Patrick Gymnasium Second Floor Occupant Load

Occupancy Type Area(ft2) Load Factor (ft2/occ) Load (occ) Business 14,576 100 Gross 146 Assembly 159 15 Net 11 Mechanical/Storage 2,432 300 Gross 9 Locker Rooms 2,137 50 Gross 43 Classrooms 1,243 20 Net 63 Fitness 15,297 50 Gross 306 Gym 22,393 50 Gross 448 Tennis Courts 36,267 50 Gross 726 Corridors 13,115 100 Gross 132 Total 107,619 1,884

Patrick Gymnasium Second Floor Exit Capacity


(occ) Tennis Court West Doors 990 0.2 4,950 Northwest Vestibule Doors 99 0.2 495 Northwest Gym Corridor Doors 330 0.2 1,650 North Gym Lobby Doors 528 0.2 2,640 Northeast Gym Corridor Doors 198 0.2 990 East Lobby Doors 132 0.2 660 Southeast Door 33 0.2 165 South Stair Door 33 0.2 165 Center Corridor Doors 132 0.2 660 Total 2,805 12,375 > 1,884


Patrick Gymnasium Third Floor Occupant Load

Occupancy Type Area(ft2) Load Factor (ft2/occ) Load (occ) Business 6,841 100 Gross 69 Mechanical/Storage 1,186 300 Gross 4 Classroom 2,584 20 Net 130 Corridors 1,326 100 Gross 14 Total 11,937 217

Patrick Gymnasium Third Floor Exit Capacity


(occ) Stair 297 44 0.3 146 Stair 299 56 0.3 186 Stair 298 Door 33 0.2 165 Stair 295 44 0.3 146 Stair 296 44 0.3 146 Total -- 789 > 217


APPENDIX B – MAJOR FIRE WALL REQUIREMENTS Fire walls should be designed and constructed in accordance with the following major requirements: • Fire walls should be constructed with noncombustible materials and should have

sufficient structural stability under fire conditions to allow collapse of construction on either side without collapse of the wall (IBC §705.2)

• The fire wall separating additions should minimally have a three (3) hour fire

resistance rating (FRR) (IBC §705.4). • Openings though a fire wall should be protected in accordance with the

requirements of Section 715.4 and have self-closing or automatically closing doors and/or fire shutters.

• Fire walls should be continuous from exterior wall to exterior wall and should

extend at least 18-inches beyond the exterior surface of exterior walls (Note: There are some exceptions to this requirement) (IBC §705.5).

• Fire walls should extend from the foundation to a termination point at least 30-

inches above both adjacent rooms (Note: There are some exceptions to this requirement) (IBC §705.6).

• Each opening though a fire wall should not exceed 120 square feet and the

aggregate with of openings should not exceed 25-percent (25%) of the length of the wall. Note: Openings are not limited to 120 square feet where both buildings are protected throughout by automatic sprinklers (IBC §705.8).

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