UCSF Long Range Development Plan (LRDP) Academic Senate Committee on Academic Planning & Budget Lori Yamauchi Assistant Vice Chancellor, Campus Planning May 3, 2012

Campus Planning Instruction Planning Subcommittee Recommendations Subcommittee Co-Chairs: David Irby and Dorothy Perry Recommendations completed and provided to LRDP Oversight Committee in August 2011 In order to fulfill recommendations for instruction facilities up to 134,000 gsf of additional instruction space is needed across all sites by 2030 (542,000 gsf of instruction space exists now) –Needs could be met within existing space or by building new space 2

Campus Planning Clinical Facilities Subcommittee Recommendations Subcommittee Co-Chairs: Ken Jones and Bruce Wintroub Recommendations completed and provided to LRDP Oversight Committee in December 2011 Inpatient Facilities –Moffitt Hospital must be replaced rather than retrofit –The LPPI site could accommodate a 160 bed, 140’ tall, 331,000 gsf Moffitt Hospital replacement –LPPI would need to be relocated –Phase 2 of the Mission Bay Hospital will occur after Moffitt replacement, after 2030 Outpatient Facilities –Develop Mount Zion as a major high-volume outpatient hub –By 2030 demand for an additional 54,000 gsf of outpatient space is estimated at Parnassus Heights, and an additional 75,000 gsf of outpatient space is estimated at Mount Zion. 3

Campus Planning Clinical Facilities Subcommittee Recommendations Clinical Faculty Academic Office Space –Clinical faculty academic office space need is driven by existing deficit and future outpatient growth projections The following is needed to fulfill clinical facilities need by 2030 (1.8 M gsf of clinical space exists now) –Up to 331,000 gsf of replacement inpatient space at Parnassus –129,000 gsf of additional outpatient space –77,000 gsf of additional office space are across all sites –Additional outpatient and office space need could be met by reusing existing space or by building new space 4

Campus Planning Research Planning Subcommittee Recommendations Subcommittee Co-Chairs: Allan Basbaum and Linda Giudice Recommendations completed and provided to LRDP Oversight Committee in March 2012 –Develop strategies to enable innovation and excellence in biomedical science research and training and encourage faculty recruitment, retention and productivity –Aggressively pursue new paradigms and maximize existing ones for research funding –Use existing research space more efficiently and in ways that strengthen synergies between related programs, and limit new building construction projects to those with secured financing 5

Campus Planning Research Planning Subcommittee Recommendations Space Recommendations –In the near term use existing vacant and underutilized research space more efficiently to accommodate needs; apply principles of the School of Medicine’s Space Governance Policy across UCSF –Research space at SFGH must be replaced to address seismic issues –No net new research space is projected through 2021, and a 2.5% annual growth rate in net new research space is assumed after 2021 –New buildings may be constructed, but require built-in ongoing financial support to be sustainable over the long term –Increase space devoted to Enabling Technology Centers (cores) to be consistent with peer institutions In order to fulfill recommendations for research facilities, –Up to 723,800 gsf of additional research space is needed across all sites by 2030 (2.0M gsf of research space exists now) –Additional research space need could be met through reuse of existing space or by building new space 6

Campus Planning Research Planning Subcommittee Recommendations 7 Our Vision: Who we are and Where we are going 1.Build on the UCSF’s core strengths in basic science, human biology and human disease 2.Pursue emerging opportunities in growth areas where UCSF already has a strong nucleus –Biomedical Informatics and Precision Medicine –Biomedical Computer Science –Imaging and Radiology –Knowledge Networks and Genome Biology –Health care delivery systems (Patient centered outcomes research)

Campus Planning Research Planning Subcommittee Recommendations 8 Create Policies that encourage faculty productivity 3.Establish a University-wide fund for faculty recruitment, faculty retention and the Enabling Technology Centers (ETC) 4.Develop ways to optimize space allocation so as to increase faculty success (e.g. encourage collaboration) 5.Invest in central management of the ETCs to increase visibility, improve accessibility, reduce redundancy and implement sound business practices

Campus Planning Research Planning Subcommittee Recommendations 9 New Construction and Use of Existing Space More Efficiently 6.Existing space must be used more efficiently and reorganized for optimal utilization and collaborations 7.Require built-in ongoing financial support for new buildings rendering them sustainable in the long-term Assume that, in principle, new space construction is locked until 2021 (Excludes Mission Bay Hospital, SFVA and SFGH.) Examples of possible exceptions and ongoing initiatives that could have space implications include the following: Therapeutic sciences and technologies research building Computational Space Radiology/Imaging OBGYN, Peds, and Cancer’s move to Mission Bay

Campus Planning Research Planning Subcommittee Recommendations 10 Aggressively Pursue New Funding Opportunities and Resources 8.Position faculty to capture a broader range of federal, industry, philanthropic and non-profit funding –Establish a greater lobbying presence in Washington, D.C. to help steer NIH and other federal funds to the campus –Develop a database of award opportunities for faculty. Support multidisciplinary, team-science proposals and provide campus infrastructure. –Increase outreach to industry, donors and venture capital –Position the campus to partner with alumni and opportunities in other emerging research powers –Increase faculty development and support

Campus Planning Research Planning Subcommittee Recommendations 11 Aggressively Pursue New Funding Opportunities and Resources 9.Enhance innovative UCSF-industry collaborations –Work with the Biomedical Research Acceleration, Integration, and Development (BRAID) Consortium and the UCSF Vice Chancellor of Research to examine and, when necessary, advocate for change in UC policy to enable campuses to capitalize on a broader range of collaboration opportunities. –Work with faculty to ensure that our collaborative activities with industry align with the goals of our faculty and support the UC mission. –Develop an effective outreach plan to educate faculty about disclosing inventions, initiating industry collaborations and working collaboratively with industry. –Capitalize on new opportunities to engage in joint research projects with industry.

Current and Projected Research Space and PI growth through 2030 FY 2011FY FY Total Research Space in ASF 1,2 1,836,100 2,306,500 Net New Research Space in ASF ,400 Number of PIs2,1702,3572,944 Net New PI from Notes: 1 Total Research Space includes approximately an additional 3% factor to account for research support functions and 10% factor for LARC and Animal Care. 2 Enabling Technology Centers currently occupy 4% of total research space. That is anticipated and recommended to increase to 10% over the LRDP timeframe and is included in total Research Space. 3 Assumes the modest research growth will be accommodated in existing underutilize and vacant space research space through Under the ongoing Biomedical Computational Science initiative, 20 additional faculty could be recruited over the next 15 years that is not included in the 2021 PI projections. However, it is assumed that they could be accommodated in existing underutilized space in QB3 or Genentech Hall. 4 A 2.5% growth factor is assumes from Approximately 723,800 gsf of net new research space is needed by A factor of 1.54 was used to convert the estimated need of 470,000 ASF to GSF. 12Campus Planning

Mission Bay Block 25A Faculty Building Program 251,000 GSF (176,000 ASF), 6 stories 1,700 faculty and staff Office space and classrooms (not exam rooms) Activity Based Work Space (Space by function, not hierarchy. No private offices, assigned work stations, and many small unassigned rooms for private meetings, focused work, and private calls) Occupants and Drivers Clinical faculty and staff supporting new hospital. Require occupancy by Jan Global Health, Clinical, Translational and Population Science research from off-site leases. Significant lease savings by moving on campus and programmatic synergies. 13

Campus Planning Mission Bay Block 25A Faculty Building Budget and Funding $118.6M External Financing ($89.4M), Gifts ($15M), and Campus Funds ($14.2M) Schedule Regents Approval of Budget/Design/CEQA September 2012 Design through Construction August 2012 – October 2014 Occupancy Fall

Campus Planning Mission Bay Block 25A Site Map 15

Campus Planning Parnassus Heights Decant Planning – Clinical Sciences Building (C), UC Hall (U) and Small Buildings C and U Building Subcommittee of UCSF Space Committee has been meeting to develop decant plan and reprogram C 374 Parnassus Avenue - vacated by December Parnassus Avenue - demolished by December 2012 Laboratory of Radiobiology - demolished by March 2014 Medical Research 4 – demolished by March 2014 C Building – vacated by October 2014 and Retrofitted/Remodeled by August 2016 U Building – vacated by October and Retrofitted/Remodeled by October 2019 Other small buildings (Surge, Woods, Proctor) to be demolished after