2002 LRDP LRDP 111402 - UCI HealthLRDP Concepts Planning concepts for the 2003 LRDP are an integration of pertinent elements from previous planning efforts and new concepts based on

LONG RANGE DEVELOPMENT PLAN35

L O N GR A N G E D E V E L O P M E N TP L A N

3


Technology

Medical advances including genetic therapies, robotics, nanotechnology,biosensors, xenotransplantation, etc.E-health and Infomatics (web enabled systems, e-commerce, electronic medicalrecords, clinical management systems,telemedicine, etc.)

Human Resources

Labor shortages (nursing, physicians, etc.)Growth of healthcare unions

Financial Performance

Financial marketplace uncertaintyContinued financial constraints fromManaged Care and Balanced Budget ActCost pressures (labor shortages, increasedwages, pharmaceutical costs, etc.)Increased focus on cutting costs andimproving operational effectiveness

Healthcare Trends

Although there is considerable uncertainty inhow the healthcare environment will change,the following trends are discernable, reflectinga likely scenario of a mixed economy, slowinggrowth and modest health inflation.

Health Policy

Government subsidies for the uninsuredpopulation (especially children)Balanced Budget Act relief throughBenefits Improvement and Protection Act(BIPA) of 2000Regulation of pharmaceutical pricesCompliance with Health InformationProtection and Portability Act (HIPPA) regulationsPotential restriction regarding moral/ethical issues such as embryonic stem cellresearch and cloning

Managed Care

HMO's losing market share & enrollmentLess risk contracts and capitationMarket consolidationImproved provider contractsFedera l increase in Medicare HMO reimbursementAddition of drug benefit program

Healthcare Delivery

Fewer large, integrated delivery networksIncreased physician consolidationIncreased clinical centers of excellenceIncreased outsourcing (clinical activities as well as business and support services)Health programs developed specifically to meet the needs of ethnically diverseconsumer groupsIncreased home-based and self-healthmodels of careEmphasis on health promotion, alternativemedicine and chronic care management

Utilization

Reduced number of hospitals and bedsIncreased inpatient admissions (reversinga 15 year trend)Increased hospital use ratesHigher acuity (sicker patients)Growth and shift to ambulatory care

Healthcare Consumers

Informed consumersPopulation growthAging of America (baby-boom)Focus on consumer satisfactionPhilanthropy opportunitiesDesign of “healing environments”

FUTURE OUTLOOK - INFLUENCES OF CHANGE

37

UCI Health Sciences Strategic Plan

The future outlook for UCIMC and the drivingforce behind this LRDP is the UCI HealthSciences Strategic Plan, developed inFebruary, 1999. The Strategic Plan reinforcesthe interdependence between the College ofMedicine and UCIMC, evidenced by the plan'sinherent integration of research, educationand patient care missions. The core assumptionof the plan is that “achieving excellence is theonly appropriate and acceptable expectationfor any part of the University of California.”

Mission

The College of Medicine is dedicated toadvancing the knowledge and practice ofmedicine for the benefit of society. This mission is achieved through programs ofexcellence in research, education, clinicalcare, and service to the public.

The mission of the UCI Health System is toprovide high quality patient care in a manner that supports the education andresearch programs of the College ofMedicine.

The College of Medicine and HealthSystem act together as the UCI HealthSciences in advancing the research, edu-cation and patient care missions.

Vision

To be a major contributor to UCI's vision ofan institution of national and internationalresearch stature.

To solidify its national ranking and reputa-tion for innovative medical education andas a leading institution in primary care education.

To be the pre-eminent tertiary careprovider in the Orange County region, withan enhanced network of clinical relation-ships and improved financial performance,in support of the College of Medicine.

To operate with positive cash flow and positive cash balances and be a financial-ly sound organization.

LONG RANGE DEVELOPMENT PLAN

Impact to the LRDP

The LRDP is directly affected by many of the initiatives in the Strategic Plan. Facilities willneed to accommodate expected future growthsuch as additional faculty, increased service volume, and increased research funding. Also,by providing the appropriate physical infrastructure and environment, the LRDP canbe instrumental in helping to achieve strategicgoals by promoting faculty recruitment, facilitating operational re-engineering, sup-porting implementation of innovative education programs, aiding in the ability toincrease research funding and overall, helpingto shape the image for UCI Health Sciences.

Key Strategic Plan Initiatives

Research

Increase sponsored research funding.

Recruit new research faculty.

Increase the sponsored research fundingof current faculty.

Build two new research buildings (main UCIcampus).

Focus research efforts in Neurosciences,Cancer, Genetics, and Immunology/Infectious Disease.

Education

Protect financial resources for educationprograms.

Continue to implement a set of innovativeand progressive education programs.

Focus on primary care education, whilebuilding excellence across a range of specialty programs.

Focus accountability for graduate medical education programs.

Continue the process of focusing onUCIMC and Long Beach VA as the primary clinical affiliates of the College of Medicine.

Clinical

Recruit new clinical faculty in high priorityclinical program areas.

Expand the clinical base through networkrelationships and geographical expansion.

Improve customer service for patients andreferring physicians.

Promote common standards and account-ability for performance across the facultythrough a more effective faculty practiceorganization.

Improve core operational infrastructure atthe Medical Center.

Reduce annual operating expenses.

Improve the payor mix with a focus on the senior population. FY 2000 dischargeswere distributed as follows: Medi-Cal=38%,County Indigent=9%, Medicare=13%,HMO/PPO contracts=27%, Self-Pay=9% andother reimbursement=4%. Source: TheCamden Group and OSHPD.


39

Community Environment

Population & Growth

Orange County is anticipating nearly a 17.2%population growth, with approximately 3.3 million residents by the year 2020. The fourmajor cities in UCIMC's primary service area(Orange, Anaheim, Garden Grove and SantaAna) expect to grow at a slower rate than theCounty and all but Santa Ana anticipate slowergrowth than experienced during the 1990's.

Ethnicity

The proportion of Whites (Non-Hispanics) inOrange County is estimated to decrease by14%, while all other ethnic groups are expectedto substantially increase. The group showingthe greatest percent increase is AfricanAmerican at 71% growth, followed by Hispanicsat 54% growth and Asian & Pacific Islander at20% growth. Collectively, the cities of Orange,Anaheim, Garden Grove and Santa Ana willremain more ethnically diverse than OrangeCounty with a majority of residents being eitherHispanic or Asian/Pacific Islander.

Age

As a result of the Baby Boom generation, the55-64 and the 65-74 age groups are expectedto experience the greatest growth, 94% and96% respectively. The 15-24 and the 75+ agegroup will also experience considerable growth.Several age categories are expected todecrease including the 8% drop in the 0-4group and the 11% decline in the 25-34 group.

LONG RANGE DEVELOPMENT PLAN

Delta2000 2020 2000 - 2020

White, Non Hispanic 54% 40% -14%Hispanic 30% 41% 54%Asian & Pacific Islander 13% 15% 30%African American 2% 3% 71%Other Races <1% <1% 14%

Table 12: Future Ethnicity in Orange County (2020)

Source: Center for Demographic Research, CSUF

2000 2020 % GrowthState of California 32,521,000 43,442,000 33.6%Orange County 2,853,757 3,343,829 17.2%City of Orange 129,400 140,674 8.7%Anaheim 310,654 350,998 13%Garden Grove 158,300 173,374 9.5%Santa Ana 317,700 350,172 10.2%

Table 11: Future Population (2020)

Source: U.S. Census Bureau & Center for Demographic Research, CSUF

Table 13: Future Age Distribution in Orange County (2020)Delta

Age 2000 2020 2000 - 20200 - 4 8% 6% -8%

5 - 14 15% 13% -2%15 - 24 12% 14% 30%25 - 34 16% 13% -5%35 - 54 31% 24% -11%55 - 64 8% 14% 94%65 - 74 5% 9% 96%

75 + 5% 7% 60%Source: Center for Demographic Research, CSUF

Surrounding Areas

Future Development

Currently in the planning phase are two devel-opment projects that may impact UCIMC.

First is the Chapman Avenue developmentproject, a 6-story, 132,000 sq. ft. office buildingand a 5-level 528 space parking structure. Thisproject is located at the northeast corner ofChapman Avenue and Manchester Place andis 5.14 acres in area. This area is presently usedfor employee parking for UCI Medical Center.

Second is the City Tower development project,a 24-story, 465,000 sq. ft. office building and 8-level, 2,360 space parking structure. The CityTower project is located on the west side of TheCity Drive, approximately 500 feet south ofChapman Avenue, and is approximately 5.4acres in size.


LRDP Concepts

Planning concepts for the 2003 LRDP are anintegration of pertinent elements from previousplanning efforts and new concepts based onexpected future conditions. These expectedfuture conditions reflect many factors, includ-ing healthcare trends, city, county and surrounding area influences, the UCIMC HealthSciences Strategic Plan, existing site/facilitydeficiencies, sound planning principles anddesign goals.

Continuation of Previous Concepts

Flexibility - Develop a flexible physical frame-work to accommodate appropriate build-ing siting, circulation, and infrastructure.

Land use zones - Continue to concentratefunctionally common services together intodefined zones. This supports key adjacen-cies, allows efficient utility infrastructure, andprovides flexibility for program growth andcontraction.

Location of zones - Patient care services(especially ambulatory care) to be at thefront of the site for convenience andaccessibility.

De-intensification - Reduce the intensity ofuse for the oldest buildings and constructnew, highly flexible building types to housethose users requiring the most intensivespace (building infrastructure).

Consolidation - Regroup fragmented serv-ices to provide appropriate relationshipsand use.

Circulation - Improve site circulation bydeveloping a clear loop road vehicular system that provides access to all zones.

Parking - Locate parking structures outsidethe loop and near the uses they serve.

New Concepts

Academic Character - Enhance the environmental character of the campus asan academic center through the use offormal building relationships, courts, pedes-trian elements, etc. Refer to the next section for design concepts.

Density - Increase the site density to anurban scale so as to provide neededexpansion, increase open space andimprove site organization.

Proactive Replacement Strategy - Plan for future development by creating landbanks. Remove buildings that are outdated and, as much as possible, tienew building projects with demolition. Thisis especially important when open land onthe campus is at a premium. This strategyreduces interim relocations and opera-tional fragmentation.

Plant / Utility Infrastructure - Strategicallylocate service facilities and distributionpaths so that utility systems are provided inan efficient, yet flexible manner. Refer toPlant / Utility Infrastructure section fordetails.

Pedestrian Orientation - Instead of creatingone spine within a cluster of buildings asearlier master plans suggest, create a network of multiple pedestrian paths tohelp unify the entire campus.

UCI MEDICAL CENTER



Planning Concepts

The University of California, Irvine MedicalCenter is a premier academic medical centerproviding world-renown research, teaching,and patient care. The benefit UCIMC has tosociety is invaluable and all aspects of themedical center, including the design of thecampus, must reinforce its basic values.

The vision for UCIMC is that of “a unified academic campus that provides a timelessresponse to human nature yet signifies a senseof time and place”. The vision embodies themission of UCI Health Sciences by combiningknowledge from the past (teaching) withadvancement into the future (research), all forthe health and well-being of people today(patient care).

The following are key design elements that will help establish a physical planningframework to create an image identifiable withUCIMC as a leading academic medical center.

Campus Unification

The campus is currently comprised of a mis-matched collection of buildings with variousarchitectural expressions and little relationshipto one another. Transformation is needed to tiethe campus into a cohesive whole. Unification isnot intended to mean "the same". It is intendedto imply a relationship between elements,through the use of physical properties, symbolicconnections and experiential responses.

As previously discussed in this report, changesin the vehicular and pedestrian circulation toprovide access to all site zones will help unifythem. In addition, planning elements should beimplemented to further unification such as:

Related architectural language (buildingforms, mass, imagery)

Common palette of materials, colors andfinishes (for buildings, hardscape, etc.)

Consistent landscape program

Design for Health & Healing

Changes in the healthcare industry are dramatically transforming the physical charac-ter of medical centers. Today, health care hasbecome increasingly consumer-oriented with afocus on prevention and wellness and creationof healing environments. Design must be sensi-tive to the physical condition and psychologi-cal state of patients, families, and all careproviders. Design elements that have beenshown to have a positive affect on health andhealing include:

Natural light and views with connection tooutdoors

Comfortable, accessible, well-signed walk-ing paths

Places for rest and reflection - connectinggardens/open spaces

Colors that universally tend to calm and soothe

Non-institutional materials and finishes

Control of sound and noise

Privacy, independence, and control ofone’s environment


Timeless Architecture

Design that is intended to be an icon in thecommunity for decades should not be com-prised of architectural features that are trendy,momentary, and easily identified with whatev-er is currently popular. In its best manifesta-tions, architecture is vital, and exploratory interms of technical innovation, reflects impor-tant social and cultural tendencies, andembodies (or challenges) our most deep-seat-ed values and aspirations.

Architecture that stands the test of time tendsto appropriately respond to the following:

Universal limits such as the physical proper-ties of materials, the laws of physics, andthe geometry of forms.

Universal proportions

Scale and rhythm

Environmental sensitivity for theground/earth, the sky, and weather/cli-mate conditions.

A sense of time and place can give identi-ty by providing context of community andculture.

Permanence and tradition within an imagethat also conveys modern, cutting edgemedicine

The New University Hospital

The New University Hospital will blend the heal-ing, teaching and research missions of UCIMedical Center to provide state-of-the-artcare in a patient focused setting to betterserve our community.

The following five guiding principles wereadopted to be addressed at all levels of scalethroughout the development of the NewUniversity Hospital:

Create a patient-focused, healing environ-ment

Integrate patient care, teaching, andresearch

Design exceptional specialty care facilitiesthat are second to none

Incorporate advanced technology

Establish an architectural landmark forOrange County

Design for the Academic Environment

The physical environment of the campus can beenhanced to reflect the academic characterthrough the use of the following design elements:

Campus unification

Timeless architecture

Formal building relationships

Clear building and site order

Hierarchy of buildings and space

Scale and proportion

Campus "quadrangles" and open space

Courts, plazas, gardens and other land-scape elements

Pedestrian pathways, lighting and furnish-ings

Open Space and Quads

The provision of open space within an urbansetting, especially for an academic healthcarecampus, is of critical importance. Open spaceat UCIMC should become the primary organiz-ing element and help to enhance order, aid inwayfinding, provide relief from an ever-increas-ing density of buildings, and focus the overallsite design on health and well-being. Openspace should be located in each of the threeprimary sectors and Medical Center Drive shallbe reinforced as the most predominant openspace on campus.

Formal quads should be developed withineach of the sectors and designed with theirown unique identity yet with a similar land-scape palette for campus unification. Specialpaving and ground treatment should be uti-lized.

Unique landscape elements or "landmarks"should be used to reinforce the built environ-ment by distinguishing specific areas on thecampus such as at the north, south and eastquads. Effective landmarks may include waterelements, trees, flower gardens, sculpture, andother distinctive elements.

Landscape Framework

Design Principles

Successful campus planning, especially in anurban environment, is greatly influenced by thetreatment of landscape elements. Outlinedbelow are key design principles that should beused as a basis for decisions regarding futurelandscape development at UCI MedicalCenter.

Promote a healing environment byemphasizing landscape elements

Develop more open space

Use hierarchy and scale to establish orderand improve site organization

Create a visually unified campus by using acommon palette of landscape elements

Enhance UCIMC's image and identity

Entries and Edges

Proper use of landscape elements at campusentries and along predominant edges is essen-tial to establishing an appropriate image forUCIMC and the surrounding community. Thefront of the campus, extending along The CityDrive, should be the most "designed" edge byhaving a formal landscape arrangement. Thesite perimeter at Chapman Avenue is also animportant edge due to its high visibility yetlandscaping in this area should not competewith the primary campus front at The City Drive.The main entry to the campus is to remain atMedical Center Drive and should be land-scaped as the main focal point along theperimeter.A major challenge at UCIMC is to develop alandscape plan that mitigates noise, vehicleemissions, and visualization of heavily traveledvehicular routes surrounding the campus.Landscape buffer elements along the perime-ter should be focused on the east edge of thesite at the I-5 Freeway, the west edge at TheCity Drive and the north edge at ChapmanAve. The design should provide needed buffer-ing yet not limit visibility of key entry points.


Vehicular Roadways

Primary public/patient vehicular paths withinthe campus should have landscape elementsof a larger scale (such as tall trees) and bemore formally designed than surrounding sec-ondary roadways. The primary circulation looproad should be treated in a uniform fashion toaid in wayfinding and to provide campus con-tinuity. However, Medical Center Drive, themost significant component of the roadwaysystem, should include unique landscape ele-ments such as accent paving, special lightingfixtures, etc.

Pedestrian Pathways

An important component of the overall land-scape plan is the development of a well-designed pedestrian corridor system that con-nects all campus sectors together. Pathwaysshould be clearly defined, direct, utilize smallerscale planting, and provide easy wayfinding byhaving good directional signage and speciallandscape elements at key intersections.Pedestrian paths should also be especially sen-sitive to the medical conditions of patients visit-ing the campus by using shade trees, havingareas of rest, and providing materials that areeasily traversable.



Future Land Use

Figure 16 illustrates the LRDP Zoning. Althoughall LRDP uses will fall under one general landuse designation "Academic Medical Center",specific planning zones have been establishedto guide the siting of future facilities, manageland use intensity, and plan for long term infra-structure needs. The site is divided into threeplanning zones: the north sector, south sectorand east sector. Permitted uses and land useintensities are identified for each sector.Aggregate development within the three plan-ning zones will not exceed the LRDP develop-ment program identified in Table 14. Serviceuses and parking as described in the overallLRDP program will be distributed throughoutthe three sectors to support these uses.

Functional Use Categories

Inpatient Care: Includes all inpatient treat-ment facilities such as hospital and neu-ropsychiatric facilities.

Ambulatory Care: Includes all outpatientservices including primary care, cancercare, occupational therapy, dialysis anddiagnostic services.

Instruction / Research: Includes all aca-demic functions such as academic offices,teaching/instruction, research labs, class-rooms and libraries.

Administrative: Includes general adminis-trative uses, medical office and generaloffice space.

Service: Includes service support uses suchas central plant, electrical facilities, linen,materials mgmt and waste mgmt.

Parking: Includes on-site surface parking,parking structures and other infrastructureto support site parking and transportation.

Permissible Uses

Identifying permissible uses for each zone pro-vides UCIMC the flexibility to situate facilities inthe appropriate location on campus as func-tional requirements and service delivery mod-els demand.

Zone Permissible UseNorth Sector: Inpatient Care

Ambulatory Care - shared inpatient/outpatient operationsInstruction - requiring clinical interfaceResearch - clinical research Administrative - requiring clinical interfaceService - requiring inpatient interfaceParking

South Sector: Ambulatory CareInstruction - requiring clinical interfaceResearch - clinical research onlyAdministrative - requiring clinical interfaceServiceParking

East Sector: Instruction / ResearchAdministrativeServiceParking

Allowable Intensities

To accommodate UCIMC's anticipated growthof more than a 100% increase in space, theintensity on the site needs to substantiallyincrease. Density, allowable area (square feet)and building height guidelines are identified foreach functional zone in order to realize thespace demand of 1.9 million square feet as wellas to achieve other campus design goals suchas increased open space, improve site organi-zation, and increased parking.

North Sector: Allowable area of 955,277 sf.High Density. Average 6-8 levels.

South Sector: Allowable area of 441,699 sf.Low and Medium Density. Average 4 to 5levels. Service buildings have unique facil-ity requirements.

East Sector: Allowable area of 505,073 sf.Medium Density. Average 4 to 5 levels.


U C I M Cniversity of alifornia rvine edical enter

L R D Pong ange evelopment lan

0’ 100’ 200’ 300’0’ 100’ 200’ 300’

Chapman Avenue

The

City

Drive

Santa

Ana

Freew

ay

(Inte

rstate

5)

Dawn Way

FUTURE LAND USE

FIGURE

LEGEND

SecondaryEntry

SecondaryEntry

MainEntry

Inpatient careAmbulatory CareInstruction/ResearchAdministrativeServiceParking

955,277 sfHigh DensityAverage 6 - 8 levels

Allowable IntensitiesPermissible UsesSector

North

Ambulatory CareInstruction/ResearchAdministrativeServiceParking

441,699 sfLow and Medium DensityAverage 4 - 5 levels

South

Instruction/ResearchAdministrativeServiceParking

505,073 sfMedium DensityAverage 4 - 5 levels

East



HealthSciencesLaboratory

DiagnosticServicesCenter

ChaoCancerCenter

MedicalLibrary

MRI

SteamPlant

Elect.Facility

SouthParkingStructure

Tower (1A)

Neuro-PsychiatricCenter

Medical Center Drive

0’ 100’ 200’ 300’0’ 100’ 200’ 300’



North Sector

East Sector

South Sector

16


Facility Space Use

Inpatient Services

Hospital activities are expected to increaseconsiderably in the future, growing from 391beds and 374,695 gsf to 527 beds and 955,277gsf. Growth in the number of beds and relatedservices is primarily due to:

City and County influences (populationgrowth and aging)

Marketplace influences (reduced numberof hospitals and beds, increasing hospitaluse rates and admissions, and higherpatient acuity).

UCIMC Health Sciences Strategic Plan initiatives (focus on tertiary care, centers ofexcellence, increase the number of faculty, etc.).

The amount of space required in the future (ratioof area per bed) will increase substantially dueto:

New healthcare delivery models

New code requirements and emphasis onlife-safety

Response to consumer demands for private patient rooms, family accommo-dations, etc.

In response to Senate Bill (SB) 1953, whichrequires all general acute care facilities tocomply with specific seismic requirements,Building 1 is planned for replacement. Building1A and Building 3 are to remain over the planning horizon. Services supporting the hospital that are currently located in Buildings 2and 10 will need to be relocated due to demolition for the replacement hospital project.

Ambulatory Care Services

Ambulatory care services are also expected tosignificantly increase in the future, growingfrom 272,000 annual visits (1999) and 167,633gsf to 550,000 annual visits and 380,837 gsf.Growth in visits is primarily due to:

City and County influences (populationgrowth and aging).

Marketplace influences (shift to ambulatorycare setting to reduce costs, emphasis onhealth prevention).

UCIMC Health Sciences Strategic Plan initiatives (focus on primary care, increasethe number of faculty, etc.).

In the future, the Orange campus is expectedto remain as the "hub" for outpatient serviceswith a majority of visits concentrated on-siteand supplemented by additional primary carecenters in the community. The Orange campusis an important location for outpatient servicesdue to the following:

Provides the community easily accessible,comprehensive services in one location.

Provides the critical relationship betweenoutpatient, inpatient and research facilitiesthat are necessary for the multi-responsibil-ities of faculty.

Fosters multi-disciplinary activity and inter-face that promotes teaching and learning.

Of the ambulatory buildings currently onsite,only the Cancer Center, the DiagnosticServices Center, and the MRI Building areplanned to remain over the planning horizon.The other facilities that have received fair topoor evaluation ratings are planned to bereplaced to provide the sites needed toaccommodate expected growth of outpatientservices at appropriate density.

Table 14: Future Space Use (Summary)

Space Area to Service Volume Projections Demand Remain (GSF) (GSF)

Space Deficiency

(GSF) Inpatient Care 391 Beds to 527

35% Growth 955,277 182,463 772,814

Ambulatory Care 272K Visits to 550K 102% Growth

380,837 60,837 320,000

Academic / Research 53% Growth in SF 405,073 133,494 271,579 Administrative / Service 55% Growth in SF 160,862 13,668 147,194 Total 109% Growth in SF 1,902,049 390,462 1,511,587


Instruction / Research

Academic and research functions are expectedto increase in the future, growing from 264,203gsf to 405,073 gsf. Growth is primarily due to theUCIMC Health Sciences Strategic Plan toincrease faculty and research investigatorsand to provide state-of-the art facilities to support their activities.

All academic and research facilities, exceptthe newly constructed UCI Health ScienceLaboratory, received fair to poor evaluationratings and are planned to be replaced overthe planning horizon to provide the sitesneeded to accommodate expected growth atappropriate density.

Administrative/Service

Administrative/service functions are expectedto grow 55% over the planning horizon from103,833 gsf to 160,862 gsf as a result of increas-es in inpatient, ambulatory, and academic/research activities.

These facilities will include administration,departmental offices, planning & develop-ment, volunteer services, childcare services,facilities services, steam plant, electrical, andstorage.

None of the on-site buildings that currentlyhouse administrative functions are expected toremain over the planning horizon. Servicebuildings that are anticipated to remaininclude the Steam Plant, the Primary ElectricalFacility, Building 59, and Building 76. The off-siteservice center (materials management ware-house) will remain off-site since on-site space isat a premium and current operations are gen-erally efficient. However, on-site materialsmanagement, currently in Building 25, isplanned to be located within the new replace-ment hospital due to code requirements andthe need for critical access to supplies.

Refer to the Appendix for detailed FutureFacility Space Use.


Transportation, Circulation & Access

Public Transportation

Public bus service for the Medical Center is cur-rently provided by the Orange CountyTransportation Authority (OCTA). The develop-ment of a light rail transit system, the Centerline,along The City Drive has been under consider-ation, however due to lack of consensusamong surrounding cities, plans for a mass tran-sit system in this area are on hold indefinitely. Ashuttle bus to and from the UCI campus is avail-able for faculty, staff, and students.

There are no other documented plans formajor changes to adjacent public transporta-tion or roadway improvements.

Vehicular System

Primary access onto the site will continue to beThe City Drive to Medical Center Drive. This willprovide immediate access to all patient carefacilities. Dawn Way will continue to be usedfor patient/visitor/staff parking and servicevehicle circulation. Chapman Avenue will beused for limited service vehicle access to thehospital (for material management functions)as well as continuing to be used for emergencyvehicle access.

A key element for future on-site vehicular circu-lation is a loop road system providing conven-ient access to all zones (north, south, and eastsectors). This loop road will link all zones togeth-er and provide access to parking structuresaround the perimeter of the road. The looproad will also improve site circulation in theback of the site where access is currently cir-cuitous.

Patient Care Vehicular Access

Medical Center Drive is to provide direct drop-off and pick-up access to all of the inpatientand ambulatory care facilities within the northand south sectors. Easy access is to be provid-ed from patient drop-off and pick-up to park-ing structures.

Emergency

The public access route for emergency servic-es will be via the main campus entry alongMedical Center Drive. Ambulances and otheremergency vehicles will access the campusfrom Chapman Avenue since it has the mostdirect route to the Emergency Department. Adedicated drive shall be considered for rapidaccess in and out of the site.

Pedestrian Circulation

The development of pedestrian pathways is animportant element in improving the overall sitecirculation. A pedestrian network will be usedto unify the campus and tie together all landuse zones, with special attention to paths con-necting buildings to parking structures.

Existing north-south paths currently establishedshould be emphasized. This includes 1). Theprimary route from the south parking structurethrough the south sector and up to the northsector; 2). Redevelopment of the north-southpath within the east sector.

Existing east-west pathways located in thesouthern portion of the site should extend fromthe south sector to the east sector. This, alongwith several new east-west paths at the north-ern portion of the site, will help connect build-ings together and unify the campus.

Planning Framework

In order to guide the future siting of facilitiesand ensure that the Medical Center is rede-veloped in a cohesive manner, the LRDPestablishes a planning framework to organizethe site, identifies planning zones to guide thesiting and design of facilities, and establishesgeneral design principles to guide the designof future buildings.

Figure 17 illustrates the LRDP PlanningFramework including the identification ofentries, public open space, landscape frame-work, edge buffers, vehicular circulation,pedestrian circulation, and building opportuni-ty sites. Future facilities will be planned withinthis framework to ensure the cohesive redevel-opment of the site and establishment of ahigh quality physical environment. Certainelements of this framework exist today and willbe strengthened through implementation ofthe LRDP.


0’ 100’ 200’ 300’0’ 100’ 200’ 300’

Chapman AvenueTh

eC

ity

Drive

Santa

Ana

Freew

ay

(Inte

rstate

5)

Dawn Way

PLANNING FRAMEWORK

LEGEND

Open Space/ Quads

Landmark

Building Opportunity Site

Parking Structure

Existing Buildings

Entry

Helipad

Buffers

Vehicular Paths

Primary Pedestrian Paths

Elect.Facility

ReservoirSteamPlant

MRI

MedicalLibrary


ChaoCancerCenter


Tower (1A)

SurfaceParking




SecondaryEntry

MainEntry

SecondaryEntry

FIGURE 17


Future Parking

The goal of the LRDP is to provide an adequate parking supply on site to meet the projected demand.

Parking Demand

LRDP parking projections are based on current use rates by functional categories (i.e., Inpatient Care, Ambulatory Care, Academic/Research, Administrative and Service) and are applied to future allocations by functional categories within the LRDP space program of 1,902,049 gsf.

The total parking demand for the planning hori-zon is a maximum of 4,200 spaces, excluding the off-site Building 200 and the Service Center Warehouse. The 4,200 spaces represent an increase of nearly 70% from the 2,465 that currently exist.

Parking Goals

The following are key LRDP parking objectives:

Maximize on-site parking without compro-mising the growth of future buildings andthe quality of the campus.

Parking for patients and visitors to be visi-ble, easily accessible, and close to thefacilities they serve.

Minimize the amount of traffic through themiddle of the site.

Provide adjacent controlled parking for theEmergency Department.

Parking for staff can be remotely located.

Utilize free-standing parking structures dueto cost advantages.

Plan for continued use of UCIMC's valetand shuttle service.

Parking Plan

Three (3) primary areas for parking structureshave been identified to accommodate park-ing demand. These include and are illustrat-ed in Figure 13:

Area A in the South Sector - This location isalong the perimeter of the site and pro-vides excellent accessibility to outpatientfacilities. This structure should be reservedprimarily for patients.

Area B in the East Sector - This location pro-vides good access to inpatient, teaching,research and administrative facilities but itshould be used primarily for hospital patientsand visitors. It is critical that the location ofparking structure(s) in this sector does notlimit future inpatient expansion. More thanany other functional category, expansionfor inpatient services requires immediateadjacencies and connections to other hos-pital facilities.

Area C in the East Sector - Located at theback of the site, it will be used primarily forstaff and physicians. It will not be used forpatients and visitors since it is remote frompatient care facilities. This location canaccommodate a sizable and cost effectiveparking structure.

Existing Existing # Projections FutureArea (GSF) of Spaces Area (GSF)

On SiteNorth Parking Structure 87,000 318 318 Spaces to 0 0South Parking Structure 182,200 675 675 Spaces Remain 182,200Surface (Med Center) 597 597 Spaces to 575 0New Parking Structure(s) 0 to 2,950 1,032,500

Subtotal 269,200 1,590 1,590 to 4,200 1,214,700Off Site

200 Building (Surface) Not Included N/AWarehouse (Service Center) Not Included N/ACounty Lease (Up in 2004) 375 375 Spaces to 0Manchester Lease (Monthly) 500 500 Spaces to 0

Subtotal 875 875 to 0Total 2,465 2,465 to 4,200 1,214,700

Table 15: Future Parking


0’ 100’ 200’ 300’0’ 100’ 200’ 300’0’ 100’ 200’ 300’0’ 100’ 200’ 300’

Chapman AvenueTh

eC

ity

Drive

Santa

Ana

Freew

ay

(Inte

rstate

5)

Dawn Way

FUTURE PARKING

FIGURE

LEGEND

Future Parking Structure Sites

Existing Parking Structure

SurfaceParking



ChaoCancerCenter

MedicalLibrary

MRI

SteamPlant

Elect.Facility


Tower (1A)


SecondaryEntry

MainEntry

SecondaryEntry

A

B

C


18


Plant / Utility Infrastructure

Key Concepts

The primary land planning objective for centralplant/utility infrastructure is to strategicallylocate service facilities and distribution paths sothat utility systems are provided in an efficient,yet flexible manner.

The service zone is to become the central pointof service for chilled water, soft water, steam,and emergency power for the entire campus.The existence of functional zones (i.e., inpatient, ambulatory, academic/research /admin, service) allows utility service to be optimized by separately feeding each zone.Separating the inpatient zone limits more stringent hospital building requirements to thatzone. Separation of other zones allows moreefficient sizing of services.

Steam Plant

The existing steam plant will continue to servethe entire campus. There is current excesscapacity and room to accommodate a futureboiler if needed.

New Central Plant

Existing plant services will be supplementedwith a new central chiller/emergency genera-tor plant which will provide cost-effective utilityservice for the campus.

Future plant facilities will be located within thecurrent service zone, next to other servicebuildings. This location improves operations by grouping services together, minimizes disruption, and can be easily expanded in thefuture, including tying into a possible future co-generation plant that is under consideration.

The new plant and subsequent additions are tobe configured so the plant can be easilyexpanded in the future as new development isimplemented.

Electrical Power

Electrical power for the campus is to be provid-ed by a combination of the existing PrimaryElectrical Facility (Building 32) and a new plantto be located immediately adjacent.Emergency power, currently supplied fromBuilding 32, is to be phased out over time toinstead be provided from the new plant.Building 32 shall, however, continue to supply amajority of the campus’ normal power with theexception of inpatient facilities. In the future,inpatient facilities will be served via a sub-sta-tion off of Chapman Avenue. This location willprovide more efficient service since futureinpatient facilities are expected to remain inthe northern portion of the site and distributiondistances from the point of service will bereduced.

Distribution System

Distribution paths will use the existing utility tunnel and/or follow the primary vehicular circulation loop road system that is developedfor the LRDP. Having utilities follow the looproad system provides a path that will not becompromised by the construction of futurefacilities.

Medical Gases

Medical gases are to be decentrally located inthe northern area of the campus since the hos-pital is the primary user.

Natural Gas

The site infrastructure for natural gas is capableof supporting future increases in the LRDPspace program, but improvements will be nec-essary to extend service to the building points-of-connection.

Water

The site infrastructure for domestic water iscapable of supporting future increases in theLRDP space program, but improvements will benecessary to extend service to the buildingpoints-of-connection.

Sanitary Sewer

The site infrastructure for sanitary sewer iscapable of supporting future increases in theLRDP space program, but improvements will be necessary to extend service to the buildingpoints-of-connection.

Storm Drainage

On-site storm drains will be upgraded as a partof future facility development projects.

IS/Communications

To accommodate the transition to digital imaging, electronic medical records, and otherapplications in healthcare, the campus network speeds will be upgraded by using single mode fiber truck lines. A ring (loop) configuration will also be developed to providecritical redundancy for both network andphone service.

Documents

2002 LRDP LRDP 111402 - UCI HealthLRDP Concepts Planning concepts for the 2003 LRDP are an integration of pertinent elements from previous planning efforts and new concepts based on