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Table of Contents

Community - University Health Care Center

University of Minnesota

October 1, 2009

01-171-09-1661

Facility Replacement Project

Community-University Health Care Center | U of MN Pre-design | 01-171-09-1661

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Table of Contents

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Table of Contents

Project Participants

Executive Project Summary

Statement of Need

Program Summary

Financial Analysis

Site Analysis

Code | Environmental | Hazardous Material Analysis

Project BudgetMortenson Schematic Cost Estimate

Project Schedule

Community | Neighborhood Impact Statement

Concept Plans | Concept Images

Construction Narratives

Sustainability

Other Information

FIP Equipment Budget


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Table of Contents

RSP Architects is pleased to present to the University of Minnesota Academic Health Center the Pre-Design Report for the Community University Health Care Center project. We also extend our gratitude to the persons who were instrumental members in the compilation of this report:

ACADEMIC HEALTH CENTERLorelee Wederstrom, Director of Facilities & Capital Planning, Academic Health CenterTerry Bock, Associate Vice President, Academic Health CenterBeth Nunnally, Associate Vice President, Academic Health CenterBrenda Trebesch, Senior Planner, Academic Health Center

CAPITAL PLANNING PROJECT MANAGEMENTPete Nickel, Project Manager, Capital Planning/Project Management

COMMUNITY UNIVERSITY HEALTH CARE CENTERDeanna Mills, MPH, Executive DirectorChris Reif, MD, Assistant Professor, Family Medicine/CUHCCColleen McDonald, Director of Development and ProgramsKris McKeon, Finance DirectorAnn Brown, Director of Operations

UNIVERSITY STAFFJoyce Lantto, School of Dentistry, Engineering ServicesDonna Edelen, Network and Telecommunication Services

PRE-DESIGN CONSULTANTSScott Helmes, Director of Medical Planning, RSP ArchitectsDavid Gustafson, RSP ArchitectsTanner Patrick, RSP ArchitectsDarrell Martin, Mechanical Engineer, DunhamTodd Grube, Electrical Engineer, DunhamKevin Swanson, MortensonEmily Eisenmenger, Mortenson

Project Participants 1


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Table of ContentsExecutive Project Summary 2

Established in 1966 and part of the University of Minnesota’s Academic Health Center (AHC), Community-University Health Care Center’s (CUHCC) mission is to “advance the well-being of people experiencing health disparities” for those facing socio-economic or cultural barriers to mainstream health care services. To complement its medical care CUHCC is able to provide a depth and breadth of mental health and dental services unrivaled by other Community Health Centers (CHCs), and serves one of the most diverse patient populations throughout the country as reported in the Uniform Date System Trend Data, 2007 (UDS). CUHCC is also a highly sought after educational opportunity and trains 225+ students and residents annually from various schools within the AHC who provide care or engage in projects with 10,000 contact hours. CUHCC offers the following services in seven languages:

Primary medical care: Comprehensive primary care with special •programs in preventive care for adults and children, culturally appropriate patient education, ongoing care for chronic conditions, family planning, perinatal care, and walk-in and same day urgent care services.Dental care: One of only three sliding fee dental clinics in South •Minneapolis, CUHCC provides both breadth and depth of care including preventive, restorative, prosthodontic and periodontal services to patients of all ages.Mental health care: Staffed by psychiatrists, psychologists, masters level •social workers and bilingual practitioners; CUHCC offers a full range of outpatient mental health services. Pro bono legal services: Leonard, Street & Deinard provides over 6,000 •hours of pro bono legal services to CUHCC patients in matters such as family law, benefits and housing.


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Table of ContentsExecutive Project Summary 2

Yet, CUHCC’s future depends on a new facility. The building is severely overcrowded, rapidly deteriorating and has nearly reached the end of its useful life. Productivity is inhibited by overcrowding and a poor building design. CUHCC cannot add services to improve care given its physical limitations—nor can it maximize patient care revenue to assure financial solvency. CUHCC’s target service area is the most impoverished area of Minneapolis and staff receives over 2,200 calls weekly from people seeking appointments. The building cannot accommodate this increased demand where market analysis data shows that 28,000+ people without insurance or who are on Medicaid go un-served by any CHC in the Twin Cities.

CUHCC proposes to construct a new two story facility with 34,080 GSF located on the vacant lot immediately adjacent to the current CUHCC site. The project will be planned to include a future 3rd floor which will allow for the anticipated growth of the clinic. The existing clinic will be demolished when occupancy of the new Center occurs. The duration of the project from notification to occupancy is expected to be 15 ½ months.

The pre-design cost estimate for the project is $15 million and includes:

Construction $ 9,315,000 – $274/gsfFFE $ 2,200,000Professional Fees $ 2,127,044 – 18.5% of constructionProject Contingency $ 678,789 – 5% of project cost $ 14,785, 207 – $ 433.84 project cost/gsf

A new building will expand clinic space by 14,336 sqf and ensure increased access to comprehensive health care services to 21,547 users (21% increase) through 87,351 encounters (31% increase) within a year of completion. The new building will also accommodate a significant expansion of student and resident placements from the AHC and contribute to a future health workforce trained in the provision of culturally competent community services.


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The new building’s design will have several positive impacts for its community and for the University:

It will promote efficient, quality care by bringing medical, mental health and •dental providers together through care team ‘clusters’− CUHCC’s electronic health record (installed in 2007) already supports real-time patient care outcomes;

It will allow CUHCC to become one of the national leaders in community •health care, building upon its assets—which include well developed services in mental health and dentistry and renowned expertise in providing culturally competent care; and

The project will increase CUHCC’s role as a trainer of the future primary care •health workforce in community health and position CUHCC for health care reform.

Executive Project Summary 2


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Table of ContentsStatement of Need

CUHCC seeks to build a new 34,080 gross square feet facility to continue operations and meet the growing demand for care.

CUHCC’s ability to serve this impoverished community depends on a new facility. The building has been evaluated and was found to be seriously deficient, is unable to meet increased demand and needs to be replaced. Basic upgrades are required to meet current safety and building codes. The plumbing is aging, leaks occur frequently and 7 bathrooms are not ADA accessible. The roofing system has exceeded its intended life cycle and leaks with heavy rains, providing the opportunity for mold growth. Sealants in the masonry control joints have deteriorated as have the glazing and sealants around the windows causing the wood to deteriorate. The HVAC system does not meet current energy efficiency standards and fails to regulate temperature throughout the clinic causing the lab to overheat and become inoperative. The electrical capacity is beyond its useful limit and cannot accommodate digital dental x-ray or phone and data expansion. The parking lot needs paving.

The facility is severely overcrowded, operating over capacity, and cannot accommodate any more patients despite rapidly escalating demand. CUHCC employs 170 people, operating out of 17,855 gsf in its main building and a 1,889 gsf trailer adjacent to the clinic for a total of 19,744 gsf. A highly dysfunctional design and overcrowding seriously inhibits provider productivity and risks the quality of care:

10.07 FTE medical providers share 15 medical exam rooms, 1.49 per provider, •well below the industry standard of 3

Of the 9 dental operatories, 5.30 FTE dentists share 5 operatories, .94 per •provider, well below the industry standard of 2; 3 operatories are equipped only for dental hygiene (3.10 FTE hygienists) due to lack of space

9 therapy/psychiatry rooms are located away from medical exam rooms which •compromises care coordination especially for co-morbid patients

25 FTE community-based mental health practitioners work in the trailer •adjacent to the clinic—a space designed for 11 staff

Overcrowding at key access points makes HIPAA compliance difficult for •staff who check-in or discharge patients

CUHCC patients increased from 9,237 in 2006 to 10,677 in 2008, a 16% increase (UDS); another 8% is projected in 2009. The Health Center provided 54,020 visits in FYE 6/30/09; in FYE 6/30/10, 65,955 visits are projected (a 21% increase). Capital Link, an agency contracted by the Federal Bureau of Primary

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Care to provide capital planning assistance to CHCs, projects that CUHCC is over capacity in FY10 with 3.30 visits per sqf based on their benchmark of 2.36.

CUHCC’s target area residents bear a disproportionate burden of disease due to the confluence of culture, lack of insurance and poverty and hence require comprehensive primary care. While the State of Minnesota enjoys overall good health status, people of color, immigrants and refugees have among the highest health disparities in the nation. CUHCC’s target area is a case in point: projected median household incomes indicate that this predominantly young, diverse service area will remain the poorest in Minneapolis. Currently, 61% of its residents are minorities and 38% of households are considered ‘linguistically isolated’. Residents have the highest rates of uninsured in the City (18%) and the lowest rates of dental coverage in the County (59%). Capital Link’s market analysis and other CHC data shows that 28,019 people in CUHCC’s target service area--a contiguous area of 12 zip codes in South Minneapolis, go unserved.

While CUHCC draws 47% of its patients from its target service area, Capital Link noted that, “CUHCC has an impressive record of attracting patients from all over Minneapolis and Hennepin County due to its demonstrated ability to provide quality care to limited English speaking patients”. Limited-English patients come throughout the County primarily to seek culturally specific mental health care. Overall, CUHCC receives an average of 2,213 calls a week from people seeking appointments, but staff can only respond to 52% of these requests due to lack of space. The waiting room congestion has led to a downward trend in patient satisfaction around ‘ease of care’. The proposed building is critical to CUHCC’s mission to ‘advance the well-being of people experiencing health disparities’ and will reach 21,547 patients through 87,351 visits by 2012.

The current facility limits the number of students and residents who can be educated and trained at CUHCC. CUHCC serves as an important training site for the education and training of University of Minnesota AHC students and residents. It serves as a model site for training them in culturally sensitive care and meeting the needs of the state’s ethnically diverse, low income populations – a major health care problem in the state. Residents learn, for example, how to treat Hmong patients with co-morbid conditions of diabetes and depression in a way that utilizes the patient and family’s strengths in chronic disease management. Healthcare administration students map patient flow and experience in the medical clinic, making recommendations to the clinic’s leadership to improve efficiency. Dental students learn the unique oral health care issues of the clinic’s immigrant and refugee population.

CUHCC is a state leader in preparing a future health care workforce and would

Statement of Need 3


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increase the number of students and residents from the AHC annually from 235 to 300+. With a larger building, CUHCC will expand its educational placements and focus on teaching its innovative ‘health care home’ model of care. Expanded educational placements would include the addition of 4 new dental operatories to train Minnesota’s new mid level Dental Therapist who is restricted to practice in Health Professional Shortage Areas (HPSAs) and Medically Underserved Areas (MUAs). The Dental Therapist provider is the first of its kind in the nation, and the School of Dentistry looks to CUHCC to be a collaborator in developing these future providers.

A NEW FACILITY WILL POSITION CUHCC FOR FUTURE HEALTH CARE REFORM

The CUHCC Board completed a strategic planning process in 2006 to identify ways to do more with less it could continue to serve this neighborhood in need. The result of that effort is an innovative integrated-care model, which some refer to as a ‘health care home’ in which primary, mental health, and dental care providers work collaboratively to identify and address health-care needs before they become crises. With the increase in the number of patients with co-morbid conditions (26% have a mental health diagnosis), care coordination is essential to achieving good health outcomes. Dental hygienists check blood pressure and help patients connect with physicians who can help them reduce hypertension. Primary care providers link pregnant women at risk for postpartum depression with mental health experts. The major barrier to implementing this model of care is space.

In an unprecedented investment in Community Health Centers, the American Reinvestment and Recovery Act (ARRA) approved $2 billion to meet the increased demand for services and improve the infrastructure for 1,200 Community Health Centers across the country. This historical ARRA federal investment is setting Community Health Centers, such as CUHCC, to be viewed as key players meeting the health care needs of low income families in the face of pending health reform. With its connection to the University, CUHCC is able to incorporate current healthcare discoveries into a Federally Qualified Health Center (FQHC). By expanding its facility now, CUHCC will be able to strategically position itself as a community healthcare leader in providing culturally competent patient care for years to come.

Statement of Need 3


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CUHCC’S FINANCIAL FUTURE DEPENDS ON A NEW FACILITY

A new expanded building is critical to CUHCC’s future financial viability. A financial forecast by Capital Link (7/09) states “A new, more efficient building is mandatory if CUHCC is to achieve its productivity goals.” CUHCC’s business model will support expansion: CUHCC embarked on a financial turnaround process in fiscal year 2006 and will achieve a balanced budget by fiscal year end 2010. It recruited a new management team, installed a practice management system and Electronic Health Record designed for CHCs, centralized administrative services, developed an innovative care model, and established quality and efficiency controls. In recognition of CUHCC’s vital role, a local funder invested $3M to preserve services through this transition (January 2006-2008). Yet, CUHCC cannot continue this positive trend unless it has the space to see more patients and maximize patient revenue given that its rate as a Federally Qualified Health Care Center (FQHC) is predicated on volume.

A new building will allow CUHCC to continue leveraging millions of local dollars and in-kind services to this impoverished area:

1) CUHCC’s fee for service FQHC rates of $215.89 for medical/mental health and $304.38 for dental are nationally high rates. This is coupled with a higher percentage of Medicaid patients/revenue (53% vs. MN FQHCs at 36%).

2) CUHCC has a not-to-exceed contract ($595,920) with Hennepin County that allows mental health visits to be reimbursed at this FQHC rate.

3) A private law firm provides over 6,000 pro-bono service hours ($1.5M+) to patients annually.

This purposefully conservative forecast assumes a 3-year ramp-up in productivity gains through FTE increases and better operational flow: 50% in 2012, 65% in 2013, 80% in 2014 and 100% in 2015. Each year, the forecast shows an operating surplus because the new facility lifts the ceiling on current production levels and allows maximization of the FQHC rate.

Statement of Need 3


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Table of ContentsProgram Summary 4

This Pre-design describes Phase I of the Community University Health Care Center, a 34,080 square foot, two stories above grade facility located on the north side of the existing property, fronted by East Franklin Avenue and between Bloomington Avenue South and 16th Avenue South. An entrance on the northwest corner of the building off of East Franklin Avenue will facilitate pedestrian traffic. The main entrance on the southwest corner of the building will accommodate patients arriving by car as well as pedestrian traffic. A private staff entrance will be on the east side along with an off-street dock facility.

A future Phase II would add approximately 14,600 square feet with the addition of a third floor. Phase I design, such as foundations, the structural system and elevators will include accommodations for the expansion.

FIRST FLOORThe first floor will be patient check-in and check-out for medical and mental health services, the majority of treatment spaces, staff offices, and auxiliary functions.

Lobby, Check-In and Check Out14 FTE patient services (10 at front desk with 2 private offices nearby and •work stations for 2 clerks/students)3 nurse triage offices•3 “work-up/vitals” area•1 isolation room•2 work stations for referrals and financial counseling•

A well designed main lobby with HIPPA compliant check-in and check-out spaces is critical to the efficient functioning of the integrated care model. Clear pathways, signage and sufficient room for this high activity level needs to be provided. The overlay of “many languages spoken here” needs to be a key design element. Use of color and cultural design elements along with written language signs will also be incorporated. Patient seating for 70 and amenities such as coat racks, bathrooms, a child play area and health education functions, such as TV, literature racks, com-puter kiosks will be provided.

The check –in process includes several patient service areas: reception and various registration functions for 10 FTE staff; plus 2 private offices for a manager and supervisor, and 2 work areas for support staff. Near the check in area will be 3 patient work-up/vitals areas and 3 private nurse triage rooms. An isolation room is needed for suspected infectious patients or mental health clients in crisis. Check-


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out functions include work stations for 2 referral staff/return appointments and one financial review office.

Integrated Care Treatment Area36 treatment rooms, of which there are 27 exam rooms and 9 mental •health therapy rooms1 procedure room•Laboratory and sterilization•3 private offices: medical director, nurse manager, psych/therapy director•25 provider work stations •1 interpreter room with 11-12 work stations located near the treatment •areas36 work stations for nursing, care coordination and support staff near •treatment rooms 1 small conference room •1 work station for education coordinators•2 testing rooms•

The first floor will support a fully integrated model of care for medical and mental health that embraces team cluster areas. Each cluster would be a specialty area such as maternal and child health services. These team cluster areas have both medi-cal exam rooms and mental health treatment rooms adjacent to one another. All rooms would have the same dimensions and plumbing but would distinguish its function through décor and furnishings. This would allow for flexibility to increase or decrease exam rooms vs. therapy rooms as business practices and needs change. Within each cluster a provider team, including medical residents and necessary support staff (RN, MA, etc), would be located at the central station supporting the treatment rooms. One general procedure room, the laboratory and patient bath-rooms would be accessible to the clusters.

Adjacent to these clusters would be all the necessary space to support treatment including private offices, provider and support staff work areas, interpreter offices, testing rooms, small conference rooms, and appropriate areas for storage and equip-ment.

Community Programs34 FTEs •3 private offices•30 work stations•2 small consultation rooms•1 group treatment room and refreshment area•


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The majority of the client face-to-face treatment is provided in community settings such as people’s homes, court, and/or daycare. However, often clients will come to the clinic to see another health care provider and also want to see their community program staff. Easy patient access to these staff is essential. Several small consul-tation rooms as well as 30 staff office spaces for the care coordination functions associated with Case Management, Adult Rehabilitative Mental Health Services (ARMHS) and Advocacy and private offices for program directors are needed. A larger meeting room with a small food area is needed for group therapy sessions. Also, close proximity to the parking area is key as these staff will “come and go” from the clinic several times per day.

Dispensary/Pharmacy4.0 FTEs, plus 1-2 residents•

The dispensary/pharmacy will be for clinic patients and staff only. It would be conveniently located near the lobby so patients can pick up medications upon discharge or at other times. The area needs to be accessible to the treatment areas as this model of care includes patient to pharmacist education as well as pharmacist to provider consultation.

SECOND FLOOR The second floor will house patient treatment spaces, staff offices, and auxiliary functions related to dental services. CUHCC administration, finance, coding, billing and health information and staff support spaces will also be located here.

Dental Services2 private offices for the dental director and dental clinic manager•1 work station for administrative assistant and one swing station for •student help15 provider work stations•18 dental assistant work stations•3 work stations at the reception area•12 operatories, 10 open and 2 enclosed•1 laboratory•1 sterilization room•Area for office equipment and staff work area•

A total of 12 operatories are needed. Ten will be constructed for maximum flex-ibility. Two will be designed as private “quiet rooms” with doors and will be used for pediatric patients, patients who may be anxious about their visit, or patients who might be vocal during their visit.


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Digital radiography will be installed at each operatory supported by a digital Pano-gram machine.

A dental lab is needed for models, construction and adjustments of prosthedontic devices. The sterilization room will house an autoclave for instrument sterilization, upper and lower built-in cabinets for storage and be divided into soiled and clean areas.

The compressor room needs to be well insulated for sound and located as far from the operatories as possible. Nitrous oxide gas storage will occur in a small room within the compressor room. Special consideration needs to be made for room ventilation.

Deliveries including supplies and gas should not interfere with patient flow and will be delivered by a service elevator.

Adjacent to the operatories would be all the necessary space to support treatment areas including the private offices and administrative work station, provider work areas, a staff work area and spaces for office equipment.

A well designed dental reception area with 3-4 staff is central to the efficient opera-tion of the dental clinic. Thirty lobby chairs are needed in this area and will serve both dental and administration.

Administration, finance, coding, billing and health information7 private offices •17 work stations•2 small conference rooms•work areas•

This area needs to accommodate 22 full time staff plus swing “work spaces” for other staff such as work-study students, volunteers, and other casual workers. Seven private offices are needed for clinic management staff and 17 work stations are needed for staff who provide support for electronic health records, data manage-ment, billing, coding, grant management and reporting, and secretarial. These 17 work stations do not need to be private but need to afford enough quiet/semi-insu-lar space as most of these staff work all day long on the computer. They also need to be “generic” as working from home is very doable with the advent of electronic records and billing systems.

Other programmed spaces include 2 small conference rooms plus work areas for

Program Summary 4


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copiers, faxes, and office storage. A small food area close to meeting spaces is desired.

Staff accommodations

Staff support spaces including a staff break room, lockers, and toilets/showers will be provided.

Infrastructure Areas Elevators/stairways•Loading dock and inventory management storage•Custodial, IT, storage closets and mechanical and electrical rooms.•

A receiving dock and storage for inventory management needs to be located in the rear of the building. In addition to the patient elevators in the front of the building, a service elevator is necessary to bring inventory to the second and the future third floor. Custodial areas, IT/data rooms, and all other building infrastructure areas are also included

PHASE II

A future 3rd floor would be added to the new building when patient demand exceeds what can be provided in the new Center. Administration and staff accommodation spaces now in Phase I on the second floor would be relocated to the third floor. Meeting and training areas as well as additional administrative offices/work stations would be added to the program. On the second floor, the medical and community program would also expand by including another Integrated Care Treatment Room cluster of 12 treatment rooms and associated supportive spaces. The Dental area would be expanded and increased by 4 operatories. Infrastructure elements would be designed in Phase I to easily be expanded with the Phase II addition.

The square foot assignments by phase are listed in the following comparison chart.

Program Summary 4


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Function CurrentBuildingNet Sq Ft # of Rooms Capacity # of Rooms Capacity # of Rooms Capacity

Unit Total Unit Total Unit Total1. Lobby/Check-In/Check OutPatient Services 1 60 660 11 1 60 600 10 1 60 60 1Private Offices 2 100 200 1 2 100 200 1Work stations 2 60 120 1 2 60 120 1Nurse Triage Office 4 100 400 3 3 100 300 3 1 100 100 3Work up/Vitals 4 160 640 3 3 160 480 3 1 160 160Isolation Room 1 120 120 4 1 140 120 4Referral/Financial Counseling 3 120 360 3 2 120 240 4 1 120 120 4Community Room 1 600 600 40 1 600 600 40Patient Services work room 1 180 180 1 180 180Public toilets 2 200 400 2 200 400Lobby Seating 1 15 1,350 90 1 15 1,050 70 1 15 300 20

Sub-total 1,049 5,030 3,690 1,340

2. Integrated CareTreatment rooms 48 120 5,760 4 36 120 4,320 4 12 120 1,440Procedure room 2 250 500 4 1 250 250 1 250 250 4Laboratory/toilet/ Sterilization 3 750 3 750Private Offices 3 100 300 1 3 100 300 1Provider group work stations 3 375 1,050 30 2 375 750 25 1 375 375 10Interpreter Room 2 30 330 12 1 30 330 11Team Station 4 360 1,440 12 ea 3 360 1,080 12 1 360 360 12Small conference rooms 3 140 420 9 1 140 140 6 2 280 280 6Education Coordinators 1 30 60 2 1 30 60 2Student/Resident Classroom 1 300 300 20 1 300 300 20Testing Rooms 3 100 300 4 2 100 200 4 1 100 100Clean rooms 3 80 240 2 80 160 1 80 80Soiled rooms 3 80 240 2 80 160 1 80 80Patient toilets 4 55 220 3 55 165 1 55 55

Sub-total 4,549 11,910 8,665 3,245

3. Community ProgramsPrivate offices 4 400 400 1 3 100 300 1 1 100 100Work stations 36 55 1,980 1 30 55 1,650 1 6 55 330Consultation Rooms 6 100 600 4 2 100 200 4 4 100 400 4Group Treatment room 1 350 350 25 1 350 350 25Staff toilet 1 55 55 1 55 55

Sub-total 2,052 3,385 2,555 830

4. PharmacyPharmacy 1 400 400 6 1 400 400 6

Sub-total 0 400 400

5. DentalClosed operatories 4 180 720 3 2 180 360 3 2 180 360Open operatories 12 145 1,740 3 10 145 1,450 3 2 145 290Team station 1 100 4 1 100 100 4Provider group office 2 500 20 1 500 20Private Office 2 100 200 1 2 100 200 1Sterilization 1 210 210 3 1 210 210 3Dental Lab 1 250 250 4 1 250 250 4Patient Education 1 145 145 8 1 145 145 8Storage 1 120 120 1 120 120Compressor room 1 100 100 1 100 100N20 room 1 45 45 1 45 45Waiting 1 375 375 25 1 375 375 25Reception 1 120 120 2 1 120 120 4Work room 1 75 75 2 1 75 75 2Public toilets 2 200 400 2 200 400

Sub-Total 1,577 5,100 4,305 795

CUHCC Program Comparison 10-1-2009

Final Project

Net Sq Ft

Phase 1

Net Sq Ft

Phase 2

Net Sq Ft


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Function CurrentBuildingNet Sq Ft # of Rooms Capacity # of Rooms Capacity # of Rooms Capacity

Unit Total Unit Total Unit Total

Final Project

Net Sq Ft

Phase 1

Net Sq Ft

Phase 2

Net Sq Ft

6. Admin/Finance/Code/Billing/HIWork area 1 175 175 6 1 175 175 6Private offices 12 100 1,200 1 7 100 700 1 5 100 500Work stations 1 55 1,430 26 1 55 935 17 1 55 495 9Conference room 1 400 400 25 1 400 400 25Legal conference room 1 140 140 8 1 140 140 8Small conference room 7 140 980 8 2 140 280 8 5 140 700 8PMS/EMR training room 1 180 180 12 1 180 180 12Toilet 1 55 55 1 55 55Storage 2 90 180 1 90 90 1 90 90Copy/fax 2 140 140 1 90 90 1 50 50

Sub-total 2,069 4,880 2,325 2,555

7. Staff SupportBreak room 1 480 480 30 1 480 480 30Staff lockers 1 320 320 1 320 320Toilets 2 160 320 2 160 320Prayer room 1 120 120 4 1 120 120 4Lactation room 1 100 100 2 1 100 100 2

Sub-total 278 1,340 1,120 220

8. Building FunctionsElevators/equipment room 3 200 600 3 200 600Janitor closets 3 100 300 2 100 200 1 100 100Storage 2 300 600 1 300 1 300Dock area 1 280 280 1 280 280NTS/Data 2 180 1 100 100 1 80 80Electrical 3 90 270 2 180 180 1 90 90Mechanical/Fire 2 600 1 480 480 1 120 120Recycling/disposables 2 360 1 240 240 1 120

Sub-total 1,237 3,190 2,380 810

Program Total 35,235 25,440 9,795

Circulation 4,882 7,047 4,697 2,350

Building Structure 6,411 3,943 2,468

Building Total: 18,261 48,693 34,080 14,613

8/4/2009 Capital Link

these cells require input on this Assumptions Pagethese cells are calculated elsewhere and reported here - DO NOT CHANGEthese cells generally indicate data that is not available 2009 figures are from 12 month, internal, un-audited statements

PROJECTED ENCOUNTERS PER DAY BY PROVIDER T 227CAL 2005 CAL 2006 CAL 2007 CAL 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Physicians/Behavioral Health Providers 2005 UDS 2006 UDS 2007 UDS 2008 UDSPhysician (Family Practioners) 12.7 13.9 11.7 10.4 11.50 11.50 11.50 12.00 13.00 14.00 15.00Physician (Internists) 16.1 13.7 7.3 8.1 9.00 9.00 9.00 10.00 11.00 12.00 13.00Pediatrician 16.1 10.9 10.4 8.6 9.50 9.50 9.50 10.50 11.50 12.50 13.50Psychiatrist 11.4 10.4 7.2 6.5 7.50 7.50 7.50 7.50 7.50 7.50 7.50

Mid-Level 0.00 0.00 0.00Other Licensed Mental Health Professionals 4.2 3.7 4.3 4.1 4.50 4.50 4.50 4.50 4.50 4.50 4.50Case Managers 1.9 1.8 2.3 2.4 3.00 3.00 3.00 3.00 3.00 3.00 3.00ARHMS Providers 2.1 2.50 2.50 2.50 3.00 3.00 3.00 3.00Psychiatric Clinical Nurse Specialists 9.00 9.00 9.00 10.00 10.00 10.00 10.00CNM 13.5 16.1 16.6 11.8 15.00 15.00 15.50 15.50 16.00 16.50 17.00Physician Assistants 14.6 5.7 7.5 8.3 10.00 10.00 10.50 10.50 11.50 12.50 13.50Nurse Practitioner 15.2 7.5 7.8 9.8 11.50 11.50 11.50 11.50 12.00 12.50 13.00Dentist 7.9 10.0 10.5 10.6 11.50 11.50 12.00 12.00 12.00 12.00 12.00Dental Hygenist 0.0 0.0 0.0 0.0 0.0 0.0

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015PAYOR MIX - Medical (% OF VISITS) Historical Payor Mix %'s (Visits)

Medicaid 62.2% 59.2% 60.0% 60.0% 60.0% 60.0% 60.0% 60.0% 60.0%Medicare 6.6% 6.7% 6.7% 6.7% 6.7% 6.7% 6.7% 6.7% 6.7%Self Pay 17.2% 19.5% 19.0% 19.0% 19.0% 19.0% 19.0% 19.0% 19.0%Other Public 1.7% 2.3% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25% 2.25%Private Insurance 12.3% 12.2% 12.1% 12.1% 12.1% 12.1% 12.1% 12.1% 12.1%Total FFS 100.0% 100.0% 100.00% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

PAYOR MIX - Dental (% OF VISITS) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015Medicaid 53.6% 54.9% 55.0% 60.0% 60.0% 60.0% 60.0% 60.0% 60.0%Medicare 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%Self Pay 31.0% 27.8% 28.0% 23.0% 23.0% 23.0% 23.0% 23.0% 23.0%Other Public 1.4% 2.6% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0%Private Insurance 14.1% 14.8% 14.0% 14.0% 14.0% 14.0% 14.0% 14.0% 14.0%Total FFS 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

Community University Health Care CenterFINANCIAL ASSUMPTIONS

Projected Payor Mix %'s (Visits)

# of Working Days Per Year =

8/4/2009 Capital LinkPAYOR MIX - Mental Health (% OF VISITS) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Medicaid 73.08% 67.61% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00%Medicare 2.51% 3.68% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%Self Pay 0.64% 1.37% 1.00% 1.00% 1.00% 1.00% 1.00% 1.00% 1.00%Other Public 1.34% 2.19% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00%Hennepin County 17.73% 17.31% 17.50% 17.50% 17.50% 17.50% 17.50% 17.50% 17.50%Private Insurance 4.70% 7.84% 6.50% 6.50% 6.50% 6.50% 6.50% 6.50% 6.50%Total 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

NET REIMBURSEMENT RATE PER VISIT - Medical FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015Projected Medicare Economic Index (MEI) = 1.5% Other Reimbursement Annual Escalator = 1.0%

Medical PPS Rate for 2009 = 215.89$ Medicaid 114.88$ 173.09$ 182.00$ 219.13$ 222.42$ 225.75$ 229.14$ 232.57$ 236.06$ Medicare 101.40$ 107.64$ 107.00$ 109.62$ 111.26$ 112.93$ 114.63$ 116.35$ 118.09$ Self Pay 18.45$ 12.12$ 12.00$ 12.12$ 12.24$ 12.36$ 12.49$ 12.61$ 12.74$ Other Public 39.77$ 41.27$ 40.00$ 40.40$ 40.80$ 41.21$ 41.62$ 42.04$ 42.46$ Private Insurance 66.26$ 108.89$ 75.00$ 75.75$ 76.51$ 77.27$ 78.05$ 78.83$ 79.61$ Medicaid Paid Visit Rate 70.0% 94.5% 94.0% 90.0% 92.0% 92.0% 93.0% 94.0% 95.0%

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015NET REIMBURSEMENT RATE PER VISIT - Dental

Medicaid 176.39$ 195.42$ 199.00$ 308.95$ 313.58$ 318.28$ 323.06$ 327.90$ 332.82$ Medicare -$ -$ -$ -$ -$ -$ -$ -$ Self Pay 52.30$ 44.04$ 45.00$ 45.45$ 45.90$ 46.36$ 46.83$ 47.30$ 47.77$ Other Public 55.64$ 49.43$ 50.00$ 50.50$ 51.01$ 51.52$ 52.03$ 52.55$ 53.08$ Private Insurance 108.90$ 98.23$ 98.00$ 98.98$ 99.97$ 100.97$ 101.98$ 103.00$ 104.03$ Medicaid Paid Visit Rate 78.0% 86.4% 86.0% 80.0% 82.0% 85.0% 86.0% 87.0% 88.0%

Dental PPS rate for 2009 = 304.38FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

NET REIMBURSEMENT RATE PER VISIT _- Mental HealthMedicaid 142.66$ 171.31$ 176.00$ 219.13$ 222.42$ 225.75$ 229.14$ 232.57$ 236.06$ Medicare 60.66$ 73.07$ 72.00$ 72.00$ 72.00$ 72.00$ 72.00$ 72.00$ 72.00$ Self Pay 4.04$ 1.08$ 2.00$ 2.00$ 2.00$ 2.00$ 2.00$ 2.00$ 2.00$ Other Public 49.05$ 54.23$ 55.00$ 55.00$ 55.00$ 55.00$ 55.00$ 55.00$ 55.00$ Hennepin County capped 177.69$ 178.41$ 180.00$ 219.13$ 222.42$ 225.75$ 229.14$ 232.57$ 236.06$ Private Insurance 51.05$ 45.54$ 46.00$ 46.00$ 46.00$ 46.00$ 46.00$ 46.00$ 46.00$ Medicaid Paid Visit Rate 76.0% 95.9% 92.0% 80.0% 82.0% 85.0% 86.0% 87.0% 88.0%

Mental Health PPS rate for 2008 = 215.89

PROJECTIONS FOR SALARY RAISES (%)Service Provider: FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015Physicians 2.00% 0.00% 2.50% 2.50% 2.50% 2.50% 2.50%Midlevel (PA, NP) 2.00% 0.00% 2.50% 2.50% 2.50% 2.50% 2.50%Nurses (RN, LPN)* 2.00% 0.00% 2.50% 2.50% 2.50% 2.50% 2.50%Dental Provider Support 2.00% 0.00% 2.50% 2.50% 2.50% 2.50% 2.50%Dental Providers 2.00% 0.00% 2.50% 2.50% 2.50% 2.50% 2.50%

Projected Reimbursement RatesHistorical Reimbursement Rates

8/4/2009 Capital LinkMedical Provider Support* 2.00% 0.00% 2.50% 2.50% 2.50% 2.50% 2.50%Dental Provider Support 2.00% 0.00% 2.50% 2.50% 2.50% 2.50% 2.50%Pharmacy / Lab 2.00% 0.00% 2.50% 2.50% 2.50% 2.50% 2.50%Administration Staff 2.00% 0.00% 2.50% 2.50% 2.50% 2.50% 2.50%Administration - Management 2.00% 0.00% 2.50% 2.50% 2.50% 2.50% 2.50%

EXPENSE (AND OTHER) ASSUMPTIONS Average FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015Projected as % of Operating Revenue or $ per FTE/VisitFringe Benefit Expense/Total Salaries 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%Professional fees / Operating Rev 9.7% 12.7% 6.8% 5.60% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0%Supplies exp / medical & dental visits 10.84$ $10.37 $11.31 $9.90 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00University Cost Pool Charge 234,153$ 230,223$ 238,083$ $155,326 $253,073 $269,808 $489,172 $570,794 $663,869 $792,023Travel & Training / FTE 157$ $219 $96 $190 $190 $190 $190 $190 $190 $190Admin & General / Total Rev 4.9% 5.3% 4.53% 5.00% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50%Rent expense ($) 26,227$ 35,306$ 17,148$ 13,000$ 14,000$ 14,000$ 50,000$ 50,000$ 50,000$ 50,000$ Facility Operation & Maintenance / Oper Rev 3.8% 4.52% 3.02% 3.00% 2.75% 2.75% 2.50% 2.50% 2.50% 2.50%Other Operating Expenses / Operating Rev #REF! #REF! 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Other Operating Income (Grants/Gifts - MMF) 485,086$ 522,321$ 447,851$ 418,500$ 475,000$ 475,000$ 475,000$ 475,000$ 475,000$ 475,000$ MERC/PMAP 272,502$ 285,002 260,002 500,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ Other AHC Support 346,051$ 400,000 292,102 350,000 750,000 750,000 750,000 750,000 750,000 750,000

Post Project Ramp Up % 0% 0% 0% 50% 65% 80% 100%

FYE 12/31/07 FYE 12/31/08 FYE 12/31/09 FYE 12/31/10 FYE 12/31/11 FYE 12/31/12 FYE 12/31/13 FYE 12/31/14 FYE 12/31/15VISITS PER USER - Medical FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015

Medicaid 3.00 3.11 3.10 3.10 3.10 3.25 3.40 3.55 3.70 Medicare 3.31 3.47 3.50 3.50 3.50 3.75 3.90 4.05 4.20 Self Pay 1.76 1.92 2.00 2.00 2.00 3.00 3.15 3.30 3.45 Other Pulic 1.56 1.77 1.80 1.80 1.80 2.50 2.65 2.80 2.95 Private Insurance + Other 2.48 2.20 2.20 2.20 2.20 2.50 2.65 2.80 2.95 Total 2.60 2.63 2.67 2.67 2.67 3.10 3.25 3.40 3.55

VISITS PER USER - DentalMedicaid 2.56 2.54 2.54 2.54 2.54 2.75 2.90 3.05 3.20 Medicare - - - - - - Self Pay 2.67 2.34 2.34 2.34 2.34 2.75 2.90 3.05 3.20 Other Pulic 2.04 2.13 2.13 2.13 2.13 2.75 2.90 3.05 3.20 Private Insurance 2.57 2.72 2.72 2.72 2.72 2.75 2.90 3.05 3.20

VISITS PER USER - Mental HealthMedicaid 7.96 7.23 7.23 7.23 7.23 7.50 7.65 7.80 7.95 Medicare 3.16 3.93 3.93 3.93 3.93 5.00 5.15 5.30 5.45 Self Pay 1.90 2.30 2.30 2.30 2.30 4.00 4.15 4.30 4.45 Other Public - 2.21 2.20 2.20 2.20 4.00 4.15 4.30 4.45 Hennepin County - 4.98 5.00 5.00 5.00 7.50 7.65 7.80 7.95 Private Insurance 3.44 4.10 4.10 4.10 4.10 5.00 5.15 5.30 5.45

Projected Visits Per UserHistorical Visits Per User


FISCAL YEAR FY 2007 % FY 2008 % FY 2009 % FY 2010 % FY 2011 % FY 2012 % FY 2013 % FY 2014 % FY 2015 %

Net Patient Service Revenue 4,841,413 64.73% 6,811,178 69.13% 7,924,163 70.58% 9,881,296 75.34% 10,335,612 76.08% 13,663,010 80.25% 15,160,562 81.33% 16,761,221 82.30% 18,770,737 83.40%Total Operating Grants & Contracts 1,430,997 19.13% 2,041,674 20.72% 1,984,267 17.67% 1,759,481 13.41% 1,775,000 13.07% 1,887,500 11.09% 2,005,625 10.76% 2,129,656 10.46% 2,259,889 10.04%Contributions / Fundraising Income 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%MERC/PMAP 285,002 3.81% 260,002 2.64% 550,000 4.90% 250,000 1.91% 250,000 1.84% 250,000 1.47% 250,000 1.34% 250,000 1.23% 250,000 1.11%AHC Support 400,000 5.35% 292,102 2.96% 350,000 3.12% 750,000 5.72% 750,000 5.52% 750,000 4.41% 750,000 4.02% 750,000 3.68% 750,000 3.33%Other Operating Revenue 522,321 6.98% 447,851 4.55% 418,500 3.73% 475,000 3.62% 475,000 3.50% 475,000 2.79% 475,000 2.55% 475,000 2.33% 475,000 2.11% TOTAL OPERATING REVENUE 7,479,733 100.00% 9,852,807 100.00% 11,226,930 100.00% 13,115,777 100.00% 13,585,612 100.00% 17,025,510 100.00% 18,641,187 100.00% 20,365,877 100.00% 22,505,626 100.00%

Salaries / Taxes / Fringe Benefits 8,079,902 108.02% 8,816,978 89.49% 9,709,211 86.48% 10,416,051 79.42% 10,658,211 78.45% 13,586,905 79.80% 14,643,784 78.56% 15,892,156 78.03% 17,665,676 78.49%Temporary/Contract Personnel 772,543 9.56% 1,016,047 11.52% 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00%Professional / Contracted / Consultant F 952,488 12.73% 665,480 6.75% 628,708 5.60% 655,789 5.00% 679,281 5.00% 851,276 5.00% 932,059 5.00% 1,018,294 5.00% 1,125,281 5.00%Supplies 270,201 3.61% 330,590 3.36% 343,613 3.06% 379,675 2.89% 386,479 2.84% 471,075 2.77% 518,205 2.78% 567,866 2.79% 628,758 2.79%University Cost Pool Charge 230,223 3.08% 238,083 2.42% 155,326 1.38% 253,073 1.93% 269,808 1.99% 489,172 2.87% 570,794 3.06% 663,869 3.26% 792,023 3.52%Travel & Training 26,843 0.36% 11,940 0.12% 24,029 0.21% 24,968 0.19% 24,968 0.18% 31,965 0.19% 34,064 0.18% 36,163 0.18% 38,961 0.17%Administration & General 394,028 5.27% 446,643 4.53% 561,346 5.00% 590,210 4.50% 611,353 4.50% 766,148 4.50% 838,853 4.50% 916,464 4.50% 1,012,753 4.50%Rent 35,306 0.47% 17,148 0.17% 13,000 0.12% 14,000 0.11% 14,000 0.10% 50,000 0.29% 50,000 0.27% 50,000 0.25% 50,000 0.22%Facility Operation & Maintenance 338,100 4.52% 297,535 3.02% 336,808 3.00% 360,684 2.75% 373,604 2.75% 425,638 2.50% 466,030 2.50% 509,147 2.50% 562,641 2.50% TOTAL OPERATING EXPENSES 11,099,634 11,840,444 11,772,041 12,694,450 13,017,703 16,672,178 18,053,789 19,653,959 21,876,093

Excess (Deficit) Revenue From Operations -3,619,901 -48.40% -1,987,637 -20.17% -545,111 -4.86% 421,327 3.21% 567,910 4.18% 353,332 2.08% 587,398 3.15% 711,917 3.50% 629,533 2.80%

AHC Loan Aactivity (Payments) 1,700,000 (1,950,000) (2,250,000) Grants / Contributions for Capital 0.00% 0.00% 0.00% 0.00% 14,785,207 108.83% 0.00% 0.00% 0.00% 0.00%Medicaid Settlement 0.00% 0.00% 7,000,000 62.35% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%Contributions & Donations (Non-operat 1,000,000 13.37% 2,000,000 20.30% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%Depreciation Expense - New Clinic (transfer to University Balance Sheet) 0.00% 0.00% 0.00% 0.00% (14,785,207) 0.00% 0.00% 0.00% 0.00% 0.00%Additional AHC Contribution 317,494 4.24% 1,377,389 13.98% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% TOTAL NON-OPERATING INCOME 3,017,494 40.34% 1,427,389 14.49% 4,750,000 42.31% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00%

CHANGE IN FUND BALANCE -$602,407 -8.05% -$560,248 -5.69% $4,204,889 37.45% $421,327 3.21% $567,910 4.18% $353,332 2.08% $587,398 3.15% $711,917 3.50% $629,533 2.80%

Bad Debt Expense - An allowance for Bad Debt is included in the calculation of net reimbursement rates used in the projections. CUHCC reserves sufficient funds at the time of booking revenue and accounts receivable that no provision for additional Bad Debt expense is deemed necessary.

Community University Health Care CenterSTATEMENT OF ACTIVITIES

HISTORICAL AND PROJECTED

As the University maintains centralized management for real estate, depreciation expense is not charged at a department level. The cost of the building is instead charged to the department as a current expense along with the recognition of the related income (assets used to pay for the building). At a central level, the University financial statements will report the depreciation in accordance with generally accepted accounting

principles prescribed by the Governmental Accounting Standards Board.

Actual Results Projected Results


0

FY 2008 FY 2009 FY 2010 FY 2011Visits / Visits / Visits / Visits /

Payor Visits Users User Visits Users User Visits Users User Visits Users UserMedical Fee-for-Service:

Medicaid 11,423 3,675 3.11 13,517 4,360 3.10 15,112 4,875 3.10 15,187 4,899 3.10Medicare 1,286 371 3.47 1,509 431 3.50 1,688 482 3.50 1,696 485 3.50Self Pay 3,768 1,958 1.92 4,280 2,140 2.00 4,786 2,393 2.00 4,809 2,405 2.00State Insurance Plan 449 254 1.77 507 282 1.80 567 315 1.80 570 316 1.80Private Insurance 2,355 1,071 2.20 2,715 1,235 2.20 3,035 1,380 2.20 3,050 1,387 2.20Pharmacy (scrips) 0.00 0.00 0.00

Total Fee-for-Service: 19,281 7,329 2.63 22,528 8,448 2.67 25,187 9,445 2.67 25,312 9,492 2.67

Total Medical 19,281 7,329 2.63 22,528 8,448 2.67 25,187 9,445 2.67 25,312 9,492 2.67

Dental Fee-for-ServiceMedicaid 5,459 2,147 2.54 6,699 2,635 2.54 7,668 3,016 2.54 8,002 3,147 2.54Medicare 0.00 0.00 0.00Self Pay 2,763 1,179 2.34 3,410 1,455 2.34 2,939 1,254 2.34 3,067 1,309 2.34Other Public 254 119 2.13 365 171 2.13 383 180 2.13 400 187 2.13Private Insurance 1,468 539 2.72 1,705 626 2.72 1,789 657 2.72 1,867 686 2.72


Total Dental 9,944 3,984 2.50 12,180 4,887 2.49 12,780 5,107 2.50 13,336 5,329 2.50

Mental Health FFSMedicaid 13,494 1,867 7.23 18,432 2,550 7.23 19,591 2,711 7.23 19,591 2,711 7.23Medicare 734 187 3.93 790 201 3.93 840 214 3.93 840 214 3.93Self Pay 274 119 2.30 263 114 2.30 280 122 2.30 280 122 2.30Other Public 438 198 2.21 527 239 2.20 560 254 2.20 560 254 2.20Hennepin County 3,455 694 4.98 4,608 922 5.00 4,898 980 5.00 4,898 980 5.00Private Insurance 1,564 381 4.10 1,712 417 4.10 1,819 443 4.10 1,819 443 4.10


Total Mental Health 19,959 3,446 5.79 26,331 4,444 5.93 27,987 4,723 5.93 27,987 4,723 5.93

Total Med, Dent, MH 49,184 14,759 3.33 61,040 17,779 3.43 65,955 19,275 3.42 66,635 19,544 3.41

Community University Health Care CenterPATIENT VOLUME

Historical and Projected

Actual Results


Community University Health Care Center

FY 2008 FY 2009 FY 2010 FY 2011Rev/ Rev/ Total Rev/ Paid Total Rev/ Paid Total Rev/ Paid Total

Payor Visit User Revenue Visit Visit Revenue Visit Visit Revenue Visit Visit RevenuePM/PM Rate Rate Rate

Medical Fee-for-Service:Medicaid $173.09 94.5% $1,977,218 182.00 94.0% $2,312,459 219.13 90.0% $2,980,393 222.42 92.0% $3,107,638Medicare $107.64 $138,430 107.00 $161,504 109.62 $184,989 111.26 $188,694Self Pay $12.12 $45,674 12.00 $51,364 12.12 $58,001 12.24 $58,871State Insurance Plan $41.27 $18,529 40.00 $20,275 40.40 $22,895 40.80 $23,239Private Insurance $108.89 $256,444 75.00 $203,597 75.75 $229,906 76.51 $233,355Pharmacy 10.00 $0 10.00 $0 10.00 $0

Total Fee-for-Service: $2,436,295 $2,749,199 $3,476,184 $3,611,797

Medicaid 195.42$ 86.4% $1,066,818 199.00 86.0% $1,146,495 308.95 80.0% $1,895,223 313.58 82.0% $2,057,471Medicare 0.00 $0 0.00 $0 0.00 $0Self Pay 44.04$ $121,696 45.00 $153,472 45.45 $133,598 45.90 $140,800Other Public 49.43$ $12,555 50.00 $18,270 50.50 $19,362 51.01 $20,406Private Insurance 98.23$ $144,204 98.00 $167,114 98.98 $177,098 99.97 $186,645

Dental Fee-for-Service 135.28$ $1,345,273 $1,485,350 $2,225,280 $2,405,322

Total Medical and Dental $3,781,568 $4,234,549 $5,701,465 $6,017,119

Mental Health FFSMedicaid 171.31$ 95.9% $2,311,663 176.00 92.0% $2,984,515 219.13 80.0% $3,434,352 222.42 82.0% $3,573,014Medicare 73.07$ $53,635 72.00 $56,876 72.00 $60,452 72.00 $60,452Self Pay 1.08$ $296 2.00 $527 2.00 $560 2.00 $560Other Public 54.23$ $23,751 55.00 $28,965 55.00 $30,786 55.00 $30,786Hennepin County 178.41$ $616,399 180.00 $540,000 219.13 $570,000 222.42 $570,000Private Insurance 45.54$ $71,229 46.00 $78,731 46.00 $83,681 46.00 $83,681

Total Mental Health $3,076,973 $3,689,614 $4,179,831 $4,318,493

Total Fee-for-Service $6,858,541 $7,924,163 $9,881,296 $10,335,612

Dental Fee-for-Service

Actual Results

PATIENT REVENUEHistorical and Projected


0

PayorMedical Fee-for-Service:

MedicaidMedicareSelf PayState Insurance PlanPrivate InsurancePharmacy (scrips)

Total Fee-for-Service:

Total Medical

Dental Fee-for-ServiceMedicaid MedicareSelf PayOther PublicPrivate Insurance


Total Dental

Mental Health FFSMedicaid MedicareSelf PayOther PublicHennepin CountyPrivate Insurance


Total Mental Health

Total Med, Dent, MH

Projected Results

FY 2012 FY 2013 FY 2014 FY 2015Visits / Visits / Visits / Visits /

Visits Users User Visits Users User Visits Users User Visits Users User

19,855 6,109 3.25 22,560 6,635 3.40 25,417 7,160 3.55 28,907 7,813 3.702,217 591 3.75 2,519 646 3.90 2,838 701 4.05 3,228 769 4.206,287 2,096 3.00 7,144 2,268 3.15 8,049 2,439 3.30 9,154 2,653 3.45

745 298 2.50 846 319 2.65 953 340 2.80 1,084 367 2.953,987 1,595 2.50 4,531 1,710 2.65 5,105 1,823 2.80 5,806 1,968 2.95

0.00 0.00 0 0.0033,091 10,689 3.10 37,600 11,578 3.25 42,362 12,463 3.40 48,179 13,570 3.55

33,091 10,689 3.10 37,600 11,578 3.25 42,362 12,463 3.40 48,179 13,570 3.55

8,410 3,058 2.75 8,532 2,942 2.90 8,655 2,838 3.05 8,818 2,756 3.200.00 0.00 0.00 0.00

3,224 1,172 2.75 3,271 1,128 2.90 3,318 1,088 3.05 3,380 1,056 3.20420 153 2.75 427 147 2.90 433 142 3.05 441 138 3.20

1,962 714 2.75 1,991 687 2.90 2,019 662 3.05 2,058 643 3.2014,016 5,097 2.75 14,220 4,904 2.90 14,424 4,729 3.05 14,697 4,593 3.20

14,016 5,097 2.75 14,220 4,904 2.90 14,424 4,729 3.05 14,697 4,593 3.20

28,171 3,756 7.50 30,422 3,977 7.65 32,673 4,189 7.80 35,674 4,487 7.951,207 241 5.00 1,304 253 5.15 1,400 264 5.30 1,529 281 5.45

402 101 4.00 435 105 4.15 467 109 4.30 510 115 4.45805 201 4.00 869 209 4.15 934 217 4.30 1,019 229 4.45

7,043 939 7.50 7,605 994 7.65 8,168 1,047 7.80 8,919 1,122 7.952,616 523 5.00 2,825 549 5.15 3,034 572 5.30 3,313 608 5.45

40,244 5,762 6.98 43,460 6,087 7.14 46,675 6,398 7.29 50,963 6,841 7.45

40,244 5,762 6.98 43,460 6,087 7.14 46,675 6,398 7.29 50,963 6,841 7.45

87,351 21,547 4.05 95,280 22,569 4.22 103,462 23,591 4.39 113,839 25,004 4.55

PATIENT VOLUMEHistorical and Projected



Payor

Medical Fee-for-Service:MedicaidMedicareSelf PayState Insurance PlanPrivate InsurancePharmacy


Medicaid MedicareSelf PayOther PublicPrivate Insurance


Total Medical and Dental

Mental Health FFSMedicaid MedicareSelf PayOther PublicHennepin CountyPrivate Insurance

Total Mental Health

Total Fee-for-Service


FY 2012 FY 2013 FY 2014 FY 2015Rev/ Paid Total Rev/ Paid Total Rev/ Paid Total Rev/ Paid TotalVisit Visit Revenue Visit Visit Revenue Visit Visit Revenue Visit Visit Revenue

Rate Rate Rate Rate

225.75 92.0% $4,123,661 229.14 93.0% $4,807,513 232.57 94.0% $5,556,738 236.06 95.0% $6,482,799112.93 $250,386 114.63 $288,770 116.35 $330,223 118.09 $381,201

12.36 $77,734 12.49 $89,209 12.61 $101,513 12.74 $116,60641.21 $30,685 41.62 $35,214 42.04 $40,071 42.46 $46,02977.27 $308,124 78.05 $353,609 78.83 $402,377 79.61 $462,20610.00 $0 10.00 $0 10.00 $0 10.00 $0

$4,790,590 $5,574,316 $6,430,921 $7,488,840

318.28 85.0% $2,275,181 323.06 86.0% $2,370,503 327.90 87.0% $2,468,977 332.82 88.0% $2,582,6430.00 $0 0.00 $0 0.00 $0 0.00 $0

46.36 $149,464 46.83 $153,157 47.30 $156,909 47.77 $161,46851.52 $21,661 52.03 $22,197 52.55 $22,740 53.08 $23,401

100.97 $198,130 101.98 $203,025 103.00 $207,999 104.03 $214,043$2,644,436 $2,748,882 $2,856,625 $2,981,555

$7,435,026 $8,323,198 $9,287,546 $10,470,395

225.75 85.0% $5,405,655 229.14 86.0% $5,994,872 232.57 87.0% $6,611,020 236.06 88.0% $7,410,80372.00 $86,927 72.00 $93,873 72.00 $100,819 72.00 $110,080

2.00 $805 2.00 $869 2.00 $934 2.00 $1,01955.00 $44,268 55.00 $47,806 55.00 $51,343 55.00 $56,059

225.75 $570,000 229.14 $570,000 232.57 $570,000 236.06 $570,00046.00 $120,329 46.00 $129,945 46.00 $139,560 46.00 $152,380

$6,227,985 $6,837,364 $7,473,675 $8,300,342

$13,663,010 $15,160,562 $16,761,221 $18,770,737

Projected Results

PATIENT REVENUEHistorical and Projected



Grant / Contract Source 0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015Operating GrantsSection 330 Grant - HRSA 595,378$ 625,931$ 801,497$ 817,527$ 833,877$ 850,555$ 867,566$ 884,917$ 902,616$ 920,668$

Annual Growth Rate #DIV/0! 5.1% 28.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%City of Minneapolis 89,165 97,524 145,312 145,312$ 145,312$ 145,312$ 145,312$ 145,312$ 145,312$ 145,312$

Annual Growth Rate #DIV/0! 9.4% 49.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%Family & Education Levy -$ -$ -$ -$ -$ -$ -$

Annual Growth Rate #DIV/0! #DIV/0! #DIV/0! 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%State Primary Care 44,918 96,011 96,011$ 96,011$ 96,011$ 96,011$ 96,011$ 96,011$ 96,011$

#DIV/0! #DIV/0! 113.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Mediciad Administrative Match -$ -$ -$ -$ -$ -$ -$ Annual Growth Rate #DIV/0! #DIV/0! #DIV/0! 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Health Care for the Homeless -$ -$ -$ -$ -$ -$ -$ Annual Growth Rate #DIV/0! #DIV/0! #DIV/0! 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

County Current Expense / HCLIG 44,987$ 56,963$ 50,082$ 50,082$ 50,082$ 50,082$ 50,082$ 50,082$ 50,082$ 50,082$ Annual Growth Rate #DIV/0! 26.6% -12.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Other State Grants 680,765 401,201 584,224 584,224$ 584,224$ 584,224$ 584,224$ 584,224$ 584,224$ 584,22445.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Ryan White III -$ -$ -$ -$ -$ -$ 0#DIV/0! #DIV/0! #DIV/0! 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

King County Mental Health -$ -$ -$ -$ -$ -$ 0#DIV/0! 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Ryan White I -$ -$ -$ -$ -$ -$ 0#DIV/0! #DIV/0! #DIV/0! 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Swedish Med Center Residency -$ -$ -$ -$ -$ -$ 0#DIV/0! #DIV/0! #DIV/0! 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Other Grants & Contracts Under $100K 47,267 44,170 78,168 78,168$ 78,168$ 78,168$ 78,168$ 78,168$ 78,168$ 78,168Annual Growth Rate #DIV/0! -6.6% 77.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Total Operating Grants 1,457,562 1,270,707 1,755,294 1,771,324 1,787,674 1,804,352 1,821,363 1,838,714 1,856,413 1,874,465United Way 171,009 160,290$ 286,380 283,836$ 283,836$ 283,836$ 283,836$ 283,836$ 283,836$ 283,836$

Annual Growth Rate #DIV/0! -6.3% 78.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%Donations & Special Events 10,000 10,000 -$ -$ -$ -$ -$ 0

#DIV/0! 0.0% -100.0% #DIV/0! 8.0% 8.0% 8.0% 8.0% 8.0% 8.0%I-Kind Contributions -$ -$ -$ -$ -$ 0

#DIV/0! #DIV/0! #DIV/0! 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%Total Donations & Contributions 181,009 170,290 286,380 283,836 283,836 283,836 283,836 283,836 283,836 283,836Grants/Contributions for CapitalFederal Equipment GrantU Care Quality Improvement 35,775WCA Foundation 5,000 15,000Ripley Memorial Fund 4,750 9,750 5,000Edwards Foundation 15,000 10,000 10,000Carolyn Foundation 3,333 12,500 12,500Heallthier Mineesota Foundation 75,300 100,000 125,000 75,000Boston Scientific Foundation 52,500 77,500NHC Network Foundation 50,000 42,850Otto Bremer Foundation 20,000Frey Foundation 10,000Delta Dental Foundation 5,833 10,000 6,667 12,500Medtronic Foundation 80,000 30,000 30,000 40,000Phillips Foundation 40,000 20,000 38,500 26,834Misc. Foundations & Businesses

Total Capital Grants 264,991 192,250 345,167 304,684 0 0 0 0 0 0Total Grants and Contracts: $1,722,553 $1,462,957 $2,100,461 $2,076,008 $1,787,674 $1,804,352 $1,821,363 $1,838,714 $1,856,413 $1,874,465


Community University Health Care CenterGrants and Contracts

Historical and Projected


FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015Service Provider: FTEs Salaries FTEs Salaries FTEs Salaries FTEs Salaries FTEs Salaries FTEs Salaries FTEs Salaries FTEs Salaries

Physicians 4.90 $679,817 4.90 $693,413 6.49 $1,009,041 6.49 $1,034,267 7.75 $1,185,582 8.12 $1,274,296 8.50 $1,366,704 9.00 $1,483,625Midlevel (PA, NP) 4.33 489,787 4.33 499,583 3.58 412,430 3.58 422,741 4.79 $609,139 5.15 $671,684 5.52 $736,975 6.00 821,682Nurses (RN, LPN)* 10.74 936,360 10.74 928,992 12.90 994,527 12.90 1,019,390 18.40 $1,359,956 20.05 $1,518,957 21.70 $1,685,057 23.90 1,902,290Mental Health Providers/ Case Mg 24.70 1,829,536 25.80 1,936,817 31.12 1,722,627 31.12 1,765,692 39.16 $2,735,270 41.57 $2,976,253 43.98 $3,227,576 47.19 3,550,051Dental Providers 7.25 915,114 7.75 1,006,418 8.01 1,034,199 8.01 1,060,054 8.71 $1,139,572 8.92 $1,196,223 9.13 $1,254,995 9.41 1,325,820Medical Provider Support* 11.89 723,644 11.89 738,117 11.25 741,852 11.25 760,398 13.50 882,350 14.18 949,629 14.85 1,019,720 15.75 1,108,560Dental Provider Support 7.34 408,053 7.34 416,214 7.65 433,616 7.65 444,456 15.15 $907,294 17.40 $1,068,092 19.65 $1,236,362 22.65 1,460,748Pharmacy / Laboratory / Radiology 4.36 98,794 4.36 166,181 5.00 323,121 5.00 331,199 6.50 377,415 6.95 413,633 7.40 451,425 8.00 500,228Administration Staff 39.34 2,563,626 39.34 2,160,151 35.95 2,766,339 35.95 2,835,497 41.33 3,263,842 42.94 3,326,823 44.55 3,538,055 46.70 3,971,959Administration - Management 10.02 1,140,515 10.02 1,163,325 9.46 978,300 9.46 984,516 12.96 $1,126,486 14.01 $1,248,196 15.06 $1,375,287 16.46 1,540,714Total FTEs/Salaries 124.87 $9,785,246 126.47 $9,709,211 131.41 $10,416,051 131.41 $10,658,211 168.24 $13,586,905 179.28 $14,643,784 190.33 $15,892,156 205.06 $17,665,676Fringe Benefit Expense 0 0 0 0 0 0 0 0TOTAL 124.87 $9,785,246 126.47 $9,709,211 131.41 $10,416,051 131.41 $10,658,211 168.24 $13,586,905 179.28 $14,643,784 190.33 $15,892,156 205.06 $17,665,676*Medical Provider Support = Medical Assistants, Case Managers, Social Workers, Outreach Workers and Lab Technicians Ramp-Up % = 50% 65% 80% 100%

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015Service Provider: Sala / FTE % growth Sala / FTE % growth Sala / FTE % growth Sala / FTE % growth Sala / FTE % growth Sala / FTE % growth Sala / FTE % growth Sala / FTE % growth

Physician/Psychiatrist $138,738 0.00% $141,513 2.00% $155,476 0.00% $159,363 2.50% $153,077 2.50% $156,904 2.50% $160,827 2.50% $164,847 2.50%Midlevel (PA, NP) 113,115 0.00% 115,377 2.00% 115,204 0.00% 118,084 2.50% 127,169 2.50% 130,348 2.50% 133,607 2.50% 136,947 2.50%Nurses (RN, LPN,Pyschotherapist) 87,184 0.00% 86,498 2.00% 77,095 0.00% 79,023 2.50% 73,911 2.50% 75,758 2.50% 77,652 2.50% 79,594 2.50%Mental Health Providers/ Case Mg 74,070 0.00% 75,070 2.00% 55,354 0.00% 56,738 2.50% 69,857 2.50% 71,604 2.50% 73,394 2.50% 75,229 2.50%Dentists 126,223 0.00% 129,860 2.00% 129,114 0.00% 132,341 2.50% 130,835 2.50% 134,106 2.50% 137,458 2.50% 140,895 2.50%Medical Provider Support* 60,862 0.00% 62,079 2.00% 65,942 0.00% 67,591 2.50% 65,359 2.50% 66,993 2.50% 68,668 2.50% 70,385 2.50%Dental Provider Support 55,593 0.00% 56,705 2.00% 56,682 0.00% 58,099 2.50% 59,887 2.50% 61,385 2.50% 62,919 2.50% 64,492 2.50%Pharmacy 22,659 0.00% 38,115 2.00% 64,624 0.00% 66,240 2.50% 58,064 2.50% 59,515 2.50% 61,003 2.50% 62,528 2.50%Administration Staff 65,166 0.00% 54,910 2.00% 76,950 0.00% 78,873 2.50% 78,980 2.50% 77,481 2.50% 79,418 2.50% 85,053 2.50%Administration - Management 113,824 0.00% 116,100 2.00% 103,414 0.00% 104,071 2.50% 86,920 2.50% 89,093 2.50% 91,321 2.50% 93,604 2.50%Average Salary / FTE $78,363 #DIV/0! $76,771 -2.03% $79,264 3.25% $81,107 2.32% $80,761 -0.43% $81,680 1.14% $83,498 2.23% $86,149 3.17%Fringe Exp/Tot Salary 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015Total Visits / Total FTEsTotal Visits / Provider FTEsTotal Visits / Medical FTEsTotal Visits/Sq.FootTotal Square Feet

Medical Support Staff*/Med.ProviAdmin. & Mgt. Staff / ProviderTotal Visits / Medical FTE'sTotal Visits / PhysicianTotal Visits / UserTotal Revenue / Visit 511.01$ 498.35$ 520.73$ 536.73$ 514.50$ 495.77$ 480.76$ 467.12$ NPSR / Visit 353.26$ 351.75$ 392.31$ 408.33$ 412.89$ 403.20$ 395.66$ 389.60$

OPERATIONAL STATISTICS



SALARY STATISTICS


4.223.43 3.42 3.41 4.05

7924273 4630

707 736 740 7454598 3881 3900

605

3.333935

FY2013FY2011 FY2012FY2008 FY2009 FY2010

5.35 5.35 4.51

502

6022,501

483

5752,441

394

4922,089

605 555 579

507 519 5312,514 2,640 2,833

0.9620,000

0.9420,000 20,000 20,000 40,000 40,000

1.13 1.26 1.27 0.83

5443,0236031.06

40,000FY2013

8384985

3.14

4.39

5553,2126231.20

40,000FY2013

88253534.55

3.182.92 2.92 2.89 2.894.21


EMPLOYMENT INFORMATIONHistorical and Projected

4.51 4.33 4.29 4.253.06 3.10


Working Days per year = 226.8

PhysiciansAll

LocationsAvg. # of Enc.

Per DayTotal

EncountersAll

Locations

Avg. # of Enc. Per

DayTotal

EncountersAll

Locations

Avg. # of Enc. Per

DayTotal

EncountersAll

Locations

Avg. # of Enc. Per

DayTotal

EncountersPhysician (Family Practioners) 1.80 10.42 4,255 1.80 11.50 4,695 3.93 11.50 10,250 3.93 11.50 10,250 Physician (Internists) 2.70 8.07 4,942 2.70 9.00 5,511 1.96 9.00 4,001 1.96 9.00 4,001 Pediatrician 0.40 8.61 781 0.40 9.50 862 0.60 9.50 1,293 0.60 9.50 1,293 Psychiatrist 0.92 6.51 1,359 0.92 7.50 1,565 1.70 7.50 2,892 1.70 7.50 2,892 Other Licensed BH Specialists 2.00 4.14 1,878 4.88 4.50 4,981 4.14 4.50 4,225 4.14 4.50 4,225 Mid-LevelCNM 0.60 11.82 1,609 0.60 15.00 2,041 0.60 15.00 2,041 0.60 15.50 2,109 Physician Assistants 0.91 8.28 1,709 0.91 10.00 2,064 0.50 10.00 1,134 0.50 10.50 1,191 Nurse Practitioner 2.82 9.76 6,244 2.82 11.50 7,355 2.48 11.50 6,468 2.48 11.50 6,468 ARMHS 5.86 2.08 2,760 6.00 2.50 3,402 7.00 2.50 3,969 7.00 2.50 3,969 Psych. Clinical Nurse Specialists 3.36 0.00 - 3.36 9.00 6,858 3.28 9.00 6,695 3.28 9.00 6,695 Case Managers 13.04 2.37 7,009 14.00 3.00 9,526 15.00 3.00 10,206 15.00 3.00 10,206 Dentist 4.17 10.63 10,057 4.67 11.50 12,180 4.90 11.50 12,780 4.90 12.00 13,336 Dental Hygenist 3.08 0.00 - 3.08 0.00 - 3.11 0.00 - 3.11 0.00 -

0.00 - 0.00 - 0.00 - 0.00 - Total 41.66 42,603 46.14 61,040 49.20 65,955 49.20 66,635

FYE 12/31/10 FYE 12/31/11

Community University Health Care CenterProvider Productivity

FYE 12/31/08 FYE 12/31/09


PhysiciansAll

Locations

Avg. # of Enc. Per

Day

Total Encounter

sAll

Locations

Avg. # of Enc. Per

Day

Total Encounter

sAll

Locations

Avg. # of Enc. Per

DayTotal

EncountersAll

Locations

Avg. # of Enc. Per

DayTotal

EncountersPhysician (Family Practioners) 5.19 12.00 14,111 5.56 13.00 16,398 5.94 14.00 18,854 6.44 15.00 21,909 Physician (Internists) 1.96 10.00 4,445 1.96 11.00 4,890 1.96 12.00 5,334 1.96 13.00 5,779 Pediatrician 0.60 10.50 1,429 0.60 11.50 1,565 0.60 12.50 1,701 0.60 13.50 1,837 Psychiatrist 1.98 7.50 3,359 2.06 7.50 3,500 2.14 7.50 3,640 2.25 7.50 3,827 Psychotherapist 4.94 4.50 5,042 5.18 4.50 5,287 5.42 4.50 5,532 5.74 4.50 5,858 Mid-LevelCNM 0.80 15.50 2,812 0.86 16.00 3,121 0.92 16.50 3,443 1.00 17.00 3,856 Physician Assistants 0.50 10.50 1,191 0.50 11.50 1,304 0.50 12.50 1,418 0.50 13.50 1,531 Nurse Practitioner 3.49 11.50 9,103 3.79 12.00 10,323 4.10 12.50 11,612 4.50 13.00 13,268 ARMHS 9.00 3.00 6,124 9.60 3.00 6,532 10.20 3.00 6,940 11.00 3.00 7,484 Psych. Clinical Nurse Specialists 6.24 10.00 14,152 7.13 10.00 16,166 8.02 10.00 18,180 9.20 10.00 20,866 Case Managers 17.00 3.00 11,567 17.60 3.00 11,975 18.20 3.00 12,383 19.00 3.00 12,928 Dentist 5.15 12.00 14,016 5.23 12.00 14,220 5.30 12.00 14,424 5.40 12.00 14,697 Dental Hygenist 3.56 0.00 - 3.70 0.00 - 3.83 0.00 - 4.01 0.00 - Nutritionist 0.00 - 0.00 - 0.00 - 0.00 - Total 60.40 87,351 63.76 95,280 67.12 103,462 71.60 113,839

FYE 12/31/12 FYE 12/31/14 FYE 12/31/15

Community University Health Care CenterProvider Productivity

FYE 12/31/13


29

Table of ContentsSite Analysis

Community University Health Care Center is located on the south side of East Franklin Avenue and the east side of Bloomington Avenue South in Minneapolis, MN and occupies about one city block. The block is flat and has no defining characteristics. East Franklin and Bloomington Avenue are major neighborhood streets and to the east is a light rail mass transit stop. Highway 55 is also located 2 blocks to the east. To the south of the center are mostly single family residential structures. The area is a mix of both private and public housing, commercial and community service organizations.

The existing clinic facility was completed on the south side of the current property in 1991. After the completion of the center, the north side of the block and alley was acquired by the University, and that part of the site is used as an on grade parking lot for the Center and is only partially surfaced. Some of the existing materials may have been pushed into the basement levels and covered over. This condition presents an environmental issue that will be rectified at the initial stages of new construction. A 2,000 gsf temporary trailer occupies a parking area east of the building and is used for office space.

The site is a University of Minnesota property and thus not subject to the zoning requirements of the City of Minneapolis. Automobile parking is a significant issue and thus the site is configured to maximize on site parking. The building is planned to be harmonious with the cityscape appearance along East Franklin.

Project Location

6


30

Table of ContentsCode | Environmental | Hazardous Material Analysis

Building Code RequirementsThe Pre-Design Schematic plan has been designed to fully be code compliant.

The work associated with this project will be designed and constructed in conformance with the following applicable codes, regulations and laws:

2007 Minnesota State Building Code •2006 International Building Code •2007 Minnesota Accessibility Code – Chapter 1341 •1999 Minnesota Energy Code – Chapters 7676 and 7678 •2007 Minnesota State Fire Code •2006 International Fire Code •2008 National Electrical Code •2008 Minnesota State Plumbing Code •2004 Minnesota State Mechanical Code •2000 International Mechanical Code•2000 International Fuel Gas Code•2007 Minnesota State Elevator Code •1999 Standard for Health Care Facility – NFPA 99 •

Occupancy Type: BConstruction Type: Type II B (0 Fire Resistance)Allowable Area: 109,250 Allowable S. F. Number of Stories: 2 stories above grade, one additional story future (4 allowable)

7


31

Table of ContentsCode | Environmental | Hazardous Material Analysis 7

Hazardous Material Analysis:

In the past, the site of the new Center had been used primarily for residential and commercial purposes, including an automotive garage, tin shop, tire shop, printing businesses, auto parts manufacturing, and a laundry. These buildings, facing East Franklin Avenue, were demolished between 1989 and 1995.

Complete soil borings of the site have been done•

There is at least 7 to 12 feet of what is judged to be unsuitable fill •across the site. It is recommended that the existing fill be excavated from within the footprint of the proposed structure and be replaced with engineered fill. A portion of the existing fill appears to be generally suitable for reuse as engineered fill (uncontaminated fill and fill without debris). Based on the engineer’s study, at least 30 to 50 percent of the existing fill can be reused.

Debris, including brick, wood, cinders concrete, and limestone •fragments were encountered at some of the soil boring locations which may indicate that demolition debris was buried on the site. While this did not warrant further environmental investigation, the consultant recommended that a DRAP and construction contingency plan be prepared for the site and submitted to the Minnesota Pollution Control Agency prior to site redevelopment.


32

Table of ContentsProject Budget 8

July 13, 2009File Description: CUHCC Clinig - Remodel/Replacement

Project No: 01-171-09-1661Project Name: CUHCC Clinig - Remodel/ReplacementProject Type: PIPS Design/build

Project Manager: P. NickelProject Phase: Pre-Design

Total Funding Amount $0.00BudgetCode

CSI Budget Code Title Short Description Cost Attribute Purchase Order #

Initial Budget Amount

Cost Per Square

SummaryBudget

Notes

10 Construction Costs High Level (10,20,30,40,50) $11,885,481.0010 00 00 Pre-Construction Services Mid Level (WBS Summary) $0.00 $0.0010 01 00 General Requirements Mid Level (WBS Summary) $8,890,481.00 $260.8710 01 10 General Requirements General Construction Costs Low Level (WBS Lines) $8,890,481.0010 01 20 Price and Payment Procedures: Contractor's Fee Low Level (WBS Lines) $0.0010 01 21 Allowances: Contingency Low Level (WBS Lines) $0.0010 01 30 Administrative Requirements: Project Management Low Level (WBS Lines) $0.0010 01 40 Regulatory Requirements: Permit Low Level (WBS Lines) $0.0010 01 50 Temporary Facilities and Controls Low Level (WBS Lines) $0.0010 02 00 Site Construction - Existing Conditions Mid Level (WBS Summary) $420,000.00 $12.3210 02 20 Assessment District support Low Level (WBS Lines) $20,000.0010 02 25 Building Investigation Low Level (WBS Lines) $0.0010 02 30 Subsurface Investigation Low Level (WBS Lines) $0.0010 02 40 Demolition and Structure Moving Demo of existing facility Low Level (WBS Lines) $250,000.0010 02 50 Site Remediation Asbestos/hazardous materials removal/disposal Low Level (WBS Lines) $150,000.0010 02 80 Facility Remediation Low Level (WBS Lines) $0.0010 03 00 Concrete Mid Level (WBS Summary) $0.00 $0.0010 04 00 Masonry Mid Level (WBS Summary) $0.00 $0.0010 05 00 Metals Mid Level (WBS Summary) $0.00 $0.0010 06 00 Wood, Plastics, & Composites Mid Level (WBS Summary) $0.00 $0.0010 07 00 Thermal & Moisture Protection Mid Level (WBS Summary) $0.00 $0.0010 08 00 Openings Mid Level (WBS Summary) $15,000.00 $0.4410 08 10 Doors and Frames Low Level (WBS Lines) $0.0010 08 30 Specialty Doors and Frames Low Level (WBS Lines) $0.0010 08 50 Windows Low Level (WBS Lines) $0.0010 08 60 Roof Windows and Skylights Low Level (WBS Lines) $0.0010 08 70 Hardware Key Shop Low Level (WBS Lines) $15,000.0010 09 00 Finishes Mid Level (WBS Summary) $0.00 $0.0010 10 00 Specialties Mid Level (WBS Summary) $40,000.00 $1.1710 10 10 Information Specialties Sign Shop Low Level (WBS Lines) $40,000.0010 10 20 Interior Specialties Low Level (WBS Lines) $0.0010 10 50 Storage Specialties Low Level (WBS Lines) $0.0010 10 70 Exterior Specialties Low Level (WBS Lines) $0.0010 11 00 Equipment Mid Level (WBS Summary) $1,155,000.00 $33.8910 11 20 Commercial Equipment Low Level (WBS Lines) $0.0010 11 30 Residential Equipment Low Level (WBS Lines) $0.0010 11 40 Foodservice Equipment Low Level (WBS Lines) $0.0010 11 50 Educational and Scientific Equipment Computers Low Level (WBS Lines) $360,000.0010 11 60 Entertainment Equipment Low Level (WBS Lines) $0.0010 11 65 Athletic and Recreational Equipment Low Level (WBS Lines) $0.0010 11 70 Healthcare Equipment Dental equipment Low Level (WBS Lines) $795,000.0010 11 80 Collection and Disposal Equipment Low Level (WBS Lines) $0.0010 12 00 Furnishings Mid Level (WBS Summary) $1,045,000.00 $30.6610 12 20 Window Treatments Blinds Low Level (WBS Lines) $25,000.0010 12 30 Casework Medical equipment Low Level (WBS Lines) $150,000.0010 12 40 Furnishings and Accessories Furnishings and Accessories/Conf Room Low Level (WBS Lines) $300,000.0010 12 50 Furniture Furniture Office/Work stations Low Level (WBS Lines) $500,000.0010 12 60 Multiple Seating Multiple Seating Low Level (WBS Lines) $70,000.0010 13 00 Special Construction Mid Level (WBS Lines) $0.00 $0.0010 14 00 Conveying Systems Mid Level (WBS Summary) $0.00 $0.0010 21 00 Fire Suppression Mid Level (WBS Summary) $0.00 $0.0010 22 00 Plumbing Mid Level (WBS Summary) $0.00 $0.0010 23 00 Heating, Ventilation, Air Conditioning - HVAC Mid Level (WBS Summary) $0.00 $0.0010 25 00 Integrated Automation Low Level (WBS Lines) $0.00 $0.0010 26 00 Electrical Mid Level (WBS Summary) $0.00 $0.0010 27 00 Communications Mid Level (WBS Summary) $300,000.00 $8.8010 27 10 Structured Cabling Low Level (WBS Lines) $0.0010 27 20 Data Communications NTS Low Level (WBS Lines) $300,000.0010 27 30 Voice Communications Low Level (WBS Lines) $0.0010 27 40 Audio-Video Communications Low Level (WBS Lines) $0.0010 28 00 Electronic Safety & Security Systems Low Level (WBS Lines) $0.00 $0.0010 31 00 Site and Infrastructure - Earthwork Mid Level (WBS Summary) $0.00 $0.0010 32 00 Site and Infrastructure - Exterior Improvements Mid Level (WBS Summary) $20,000.00 $0.5910 32 10 Bases, Ballasts, and Paving Low Level (WBS Lines) $0.0010 32 30 Site Improvements Low Level (WBS Lines) $0.0010 32 90 Planting Land Care Low Level (WBS Lines) $20,000.0010 33 00 Site and Infrastructure - Utilities Mid Level (WBS Summary) $0.00 $0.0010 34 00 Site and Infrastructure - Transportation Low Level (WBS Lines) $0.00 $0.0010 35 00 Site and Infrastructure - Waterway and Marine Low Level (WBS Lines) $0.00 $0.00

20 Professional Fees High Level (10,20,30,40,50) $1,690,300.0020 50 00 Pre-Design Services RSP Architects - Pre-Design proposal dated Mar 3 Low Level (WBS Lines) $15,300.00 $0.4520 51 00 Architect Services Design services Low Level (WBS Lines) $1,500,000.00 $44.0120 52 00 Engineer Services Low Level (WBS Lines) $0.00 $0.0020 53 00 Site Surveys Site survey Low Level (WBS Lines) $5,000.00 $0.1520 54 00 Building Assessments Asbestos Survey Low Level (WBS Lines) $5,000.00 $0.1520 55 00 Geotechnical/Subsurface Investigation Soil Testing Low Level (WBS Lines) $5,000.00 $0.1520 56 00 Environmental Consultants Environmental oversight Low Level (WBS Lines) $15,000.00 $0.4420 57 00 Cost Consultants Low Level (WBS Lines) $0.00 $0.0020 58 00 Audit Consultants Audit consultant Low Level (WBS Lines) $15,000.00 $0.4420 59 00 Legal Consultants Low Level (WBS Lines) $0.00 $0.0020 60 00 Construction Inspections/Testing Testing Low Level (WBS Lines) $50,000.00 $1.4720 61 00 Historic Preservation Consultants Low Level (WBS Lines) $0.00 $0.0020 62 00 Sound & Vibration Consultants Low Level (WBS Lines) $0.00 $0.0020 63 00 Lighting Consultants Low Level (WBS Lines) $0.00 $0.0020 64 00 Elevator Consultants Elevator inspection Low Level (WBS Lines) $5,000.00 $0.1520 65 00 Building Commissioning Commissioning Low Level (WBS Lines) $50,000.00 $1.4720 66 00 Interior Design Consultants Low Level (WBS Lines) $0.00 $0.0020 67 00 Other Consulting Services Misc testing Low Level (WBS Lines) $25,000.00 $0.73

30 Owner Costs High Level (10,20,30,40,50) $100,000.0030 70 00 Owner-Furnished Products Mid Level (WBS Summary) $0.00 $0.0030 71 00 Moving Costs Mid Level (WBS Lines) $100,000.00 $2.9330 71 01 Moving Costs Moving costs Low Level (WBS Lines) $100,000.0030 72 00 Incidentals Mid Level (WBS Summary) $0.00 $0.0030 73 00 Advertisement for Bid Mid Level (WBS Lines) $0.00 $0.0030 74 00 Public Art Mid Level (WBS Lines) $0.00 $0.00

40 Project Contingency High Level (10,20,30,40,50) $678,789.0040 70 01 Hard Cost Contingency 5% of construction cost Low Level (WBS Lines) $594,274.00 $17.4440 70 02 Soft Cost Contingency 5% of soft costs Low Level (WBS Lines) $84,515.00 $2.48

50 Project Management Fees High Level (10,20,30,40,50) $430,637.0050 80 00 Project Management Fees 3% of project cost Low Level (WBS Lines) $430,637.00

Project Total $14,785,207.00

SUMMARYGross Square Footage 34,080 Total Cost per Square Foot $433.84Soft Cost Percentage Professional Fees, Owner Costs, Soft Cost Contingency, and Project Management Fees 15.59%

Notes:

Project Type: Laboratory, Classroom, Office

Initial Budget: Budget amount as it is currently. We won't try to retroactively show budget changes earlier than nowBudget Changes: Sum of all changes to the budget. We will enter specific budget changes into Unifier later

Budget Code: First two digits (e.g., 10) are U of M categories. Next 4 digits are standard 2004 CSI codesBudget Code Description: Standard 2004 CSI code descriptionsCost Attribute: Enter Budget Numbers only at Low Level (WBS Lines). Other lines are subtotals

Page 1


33


July 13, 2009File Description: CUHCC Clinig - Remodel/Replacement

Project No: 01-171-09-1661Project Name: CUHCC Clinig - Remodel/ReplacementProject Type: PIPS Design/build

Project Manager: P. NickelProject Phase: Pre-Design

Total Funding Amount $0.00BudgetCode

CSI Budget Code Title Short Description Cost Attribute Purchase Order #

Initial Budget Amount

Cost Per Square

SummaryBudget

Notes

10 Construction Costs High Level (10,20,30,40,50) $11,885,481.0010 00 00 Pre-Construction Services Mid Level (WBS Summary) $0.00 $0.0010 01 00 General Requirements Mid Level (WBS Summary) $8,890,481.00 $260.8710 01 10 General Requirements General Construction Costs Low Level (WBS Lines) $8,890,481.0010 01 20 Price and Payment Procedures: Contractor's Fee Low Level (WBS Lines) $0.0010 01 21 Allowances: Contingency Low Level (WBS Lines) $0.0010 01 30 Administrative Requirements: Project Management Low Level (WBS Lines) $0.0010 01 40 Regulatory Requirements: Permit Low Level (WBS Lines) $0.0010 01 50 Temporary Facilities and Controls Low Level (WBS Lines) $0.0010 02 00 Site Construction - Existing Conditions Mid Level (WBS Summary) $420,000.00 $12.3210 02 20 Assessment District support Low Level (WBS Lines) $20,000.0010 02 25 Building Investigation Low Level (WBS Lines) $0.0010 02 30 Subsurface Investigation Low Level (WBS Lines) $0.0010 02 40 Demolition and Structure Moving Demo of existing facility Low Level (WBS Lines) $250,000.0010 02 50 Site Remediation Asbestos/hazardous materials removal/disposal Low Level (WBS Lines) $150,000.0010 02 80 Facility Remediation Low Level (WBS Lines) $0.0010 03 00 Concrete Mid Level (WBS Summary) $0.00 $0.0010 04 00 Masonry Mid Level (WBS Summary) $0.00 $0.0010 05 00 Metals Mid Level (WBS Summary) $0.00 $0.0010 06 00 Wood, Plastics, & Composites Mid Level (WBS Summary) $0.00 $0.0010 07 00 Thermal & Moisture Protection Mid Level (WBS Summary) $0.00 $0.0010 08 00 Openings Mid Level (WBS Summary) $15,000.00 $0.4410 08 10 Doors and Frames Low Level (WBS Lines) $0.0010 08 30 Specialty Doors and Frames Low Level (WBS Lines) $0.0010 08 50 Windows Low Level (WBS Lines) $0.0010 08 60 Roof Windows and Skylights Low Level (WBS Lines) $0.0010 08 70 Hardware Key Shop Low Level (WBS Lines) $15,000.0010 09 00 Finishes Mid Level (WBS Summary) $0.00 $0.0010 10 00 Specialties Mid Level (WBS Summary) $40,000.00 $1.1710 10 10 Information Specialties Sign Shop Low Level (WBS Lines) $40,000.0010 10 20 Interior Specialties Low Level (WBS Lines) $0.0010 10 50 Storage Specialties Low Level (WBS Lines) $0.0010 10 70 Exterior Specialties Low Level (WBS Lines) $0.0010 11 00 Equipment Mid Level (WBS Summary) $1,155,000.00 $33.8910 11 20 Commercial Equipment Low Level (WBS Lines) $0.0010 11 30 Residential Equipment Low Level (WBS Lines) $0.0010 11 40 Foodservice Equipment Low Level (WBS Lines) $0.0010 11 50 Educational and Scientific Equipment Computers Low Level (WBS Lines) $360,000.0010 11 60 Entertainment Equipment Low Level (WBS Lines) $0.0010 11 65 Athletic and Recreational Equipment Low Level (WBS Lines) $0.0010 11 70 Healthcare Equipment Dental equipment Low Level (WBS Lines) $795,000.0010 11 80 Collection and Disposal Equipment Low Level (WBS Lines) $0.0010 12 00 Furnishings Mid Level (WBS Summary) $1,045,000.00 $30.6610 12 20 Window Treatments Blinds Low Level (WBS Lines) $25,000.0010 12 30 Casework Medical equipment Low Level (WBS Lines) $150,000.0010 12 40 Furnishings and Accessories Furnishings and Accessories/Conf Room Low Level (WBS Lines) $300,000.0010 12 50 Furniture Furniture Office/Work stations Low Level (WBS Lines) $500,000.0010 12 60 Multiple Seating Multiple Seating Low Level (WBS Lines) $70,000.0010 13 00 Special Construction Mid Level (WBS Lines) $0.00 $0.0010 14 00 Conveying Systems Mid Level (WBS Summary) $0.00 $0.0010 21 00 Fire Suppression Mid Level (WBS Summary) $0.00 $0.0010 22 00 Plumbing Mid Level (WBS Summary) $0.00 $0.0010 23 00 Heating, Ventilation, Air Conditioning - HVAC Mid Level (WBS Summary) $0.00 $0.0010 25 00 Integrated Automation Low Level (WBS Lines) $0.00 $0.0010 26 00 Electrical Mid Level (WBS Summary) $0.00 $0.0010 27 00 Communications Mid Level (WBS Summary) $300,000.00 $8.8010 27 10 Structured Cabling Low Level (WBS Lines) $0.0010 27 20 Data Communications NTS Low Level (WBS Lines) $300,000.0010 27 30 Voice Communications Low Level (WBS Lines) $0.0010 27 40 Audio-Video Communications Low Level (WBS Lines) $0.0010 28 00 Electronic Safety & Security Systems Low Level (WBS Lines) $0.00 $0.0010 31 00 Site and Infrastructure - Earthwork Mid Level (WBS Summary) $0.00 $0.0010 32 00 Site and Infrastructure - Exterior Improvements Mid Level (WBS Summary) $20,000.00 $0.5910 32 10 Bases, Ballasts, and Paving Low Level (WBS Lines) $0.0010 32 30 Site Improvements Low Level (WBS Lines) $0.0010 32 90 Planting Land Care Low Level (WBS Lines) $20,000.0010 33 00 Site and Infrastructure - Utilities Mid Level (WBS Summary) $0.00 $0.0010 34 00 Site and Infrastructure - Transportation Low Level (WBS Lines) $0.00 $0.0010 35 00 Site and Infrastructure - Waterway and Marine Low Level (WBS Lines) $0.00 $0.00

20 Professional Fees High Level (10,20,30,40,50) $1,690,300.0020 50 00 Pre-Design Services RSP Architects - Pre-Design proposal dated Mar 3 Low Level (WBS Lines) $15,300.00 $0.4520 51 00 Architect Services Design services Low Level (WBS Lines) $1,500,000.00 $44.0120 52 00 Engineer Services Low Level (WBS Lines) $0.00 $0.0020 53 00 Site Surveys Site survey Low Level (WBS Lines) $5,000.00 $0.1520 54 00 Building Assessments Asbestos Survey Low Level (WBS Lines) $5,000.00 $0.1520 55 00 Geotechnical/Subsurface Investigation Soil Testing Low Level (WBS Lines) $5,000.00 $0.1520 56 00 Environmental Consultants Environmental oversight Low Level (WBS Lines) $15,000.00 $0.4420 57 00 Cost Consultants Low Level (WBS Lines) $0.00 $0.0020 58 00 Audit Consultants Audit consultant Low Level (WBS Lines) $15,000.00 $0.4420 59 00 Legal Consultants Low Level (WBS Lines) $0.00 $0.0020 60 00 Construction Inspections/Testing Testing Low Level (WBS Lines) $50,000.00 $1.4720 61 00 Historic Preservation Consultants Low Level (WBS Lines) $0.00 $0.0020 62 00 Sound & Vibration Consultants Low Level (WBS Lines) $0.00 $0.0020 63 00 Lighting Consultants Low Level (WBS Lines) $0.00 $0.0020 64 00 Elevator Consultants Elevator inspection Low Level (WBS Lines) $5,000.00 $0.1520 65 00 Building Commissioning Commissioning Low Level (WBS Lines) $50,000.00 $1.4720 66 00 Interior Design Consultants Low Level (WBS Lines) $0.00 $0.0020 67 00 Other Consulting Services Misc testing Low Level (WBS Lines) $25,000.00 $0.73

30 Owner Costs High Level (10,20,30,40,50) $100,000.0030 70 00 Owner-Furnished Products Mid Level (WBS Summary) $0.00 $0.0030 71 00 Moving Costs Mid Level (WBS Lines) $100,000.00 $2.9330 71 01 Moving Costs Moving costs Low Level (WBS Lines) $100,000.0030 72 00 Incidentals Mid Level (WBS Summary) $0.00 $0.0030 73 00 Advertisement for Bid Mid Level (WBS Lines) $0.00 $0.0030 74 00 Public Art Mid Level (WBS Lines) $0.00 $0.00

40 Project Contingency High Level (10,20,30,40,50) $678,789.0040 70 01 Hard Cost Contingency 5% of construction cost Low Level (WBS Lines) $594,274.00 $17.4440 70 02 Soft Cost Contingency 5% of soft costs Low Level (WBS Lines) $84,515.00 $2.48

50 Project Management Fees High Level (10,20,30,40,50) $430,637.0050 80 00 Project Management Fees 3% of project cost Low Level (WBS Lines) $430,637.00

Project Total $14,785,207.00

SUMMARYGross Square Footage 34,080 Total Cost per Square Foot $433.84Soft Cost Percentage Professional Fees, Owner Costs, Soft Cost Contingency, and Project Management Fees 15.59%

Notes:

Project Type: Laboratory, Classroom, Office

Initial Budget: Budget amount as it is currently. We won't try to retroactively show budget changes earlier than nowBudget Changes: Sum of all changes to the budget. We will enter specific budget changes into Unifier later

Budget Code: First two digits (e.g., 10) are U of M categories. Next 4 digits are standard 2004 CSI codesBudget Code Description: Standard 2004 CSI code descriptionsCost Attribute: Enter Budget Numbers only at Low Level (WBS Lines). Other lines are subtotals

Page 1

Schematic construction cost estimates prepared by Mortenson Construction are on the following page of this report.


34

Table of Contents

Community University Health Care ClinicUniversity of Minnesota2001 Bloomington Avenue South, Minneapolis, MN

Pre-Design Report EstimateJuly 13, 2009

Cost per TotalGSF Cost

SUBSTRUCTURE 6.17$ 251,966$ SHELL 38.62$ 1,576,277$ INTERIORS 45.25$ 1,846,946$ SERVICES 72.96$ 2,978,070$

41.0SGNIHSINRUF & TNEMPIUQE $ 5,579$ SPECIAL CONSTRUCTION & DEMOLITION 3.68$ 150,003$ SITEWORK 19.88$ 811,545$

71.61STNEMERIUQER LARENEG $ 660,113$

Subtotal Construction Cost 202.87$ 8,280,498$

dedulcnIsdnoB rotcartnocbuS894,082,8latotbuS $ 514,842%00.3noitalacsE noitcurtsnoC $ 319,825,8latotbuS $ 058,85%96.0dnoB tnemyaP & ecnamrofreP $ 367,785,8latotbuS $ renwO yB%000.0ecnarusnI ksiR sredliuB878,58%000.1secnarusnI ytilibaiL $ 046,376,8latotbuS $

Fee 148,612%05.2 $

Total Construction Cost 217.81$ 8,890,481$

Gross Building Area 40,817 SFTotal Site Area 81,261 SF

Building Footprint Area 17,975 SF

Project Budget 8


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Table of Contents

ALLOWABLE COSTS—FIP OTHER ALLOWABLE

COSTS UNALLOWABLE COSTS

Line 1—Administrative and legal expenses

$430,637 is allocated to pay for the Capital Planning and Project Management fees. $15,000 is allocated for C&M Construction Consultants for financial audit support. $15,000 is allocated for soil testing, hazardous materials testing/surveys, and a site survey.

Line 2—Land, structures, right-of-way, appraisals, etc.

Line 3—Relocation expenses and payments

$100,000 is allocated to pay for moving costs from the old clinic to the new clinic.

Line 4—Architectural and engineering fees

$1,515,300 is the cost for the architectural and engineering fees, which will cover the following: structural, civil engineering, mechanical, and electrical design; bid construction documents (plans and specifications); and assistance during the construction bidding (answer questions presented by the contractors.

Line 5—Other architectural and engineering fees

Line 6—Project inspection fees

$80,000 is the cost to cover the following services: construction inspections, elevator inspections, misc. materials testing, final construction inspection; project close out.

Line 7—Site work

Line 8—Demolition and removal

$150,000 is allocated for asbestos removal prior to demolition. $250,000 is allocated for the demolition of the existing facility once the new facility is completed.

Line 9—Construction A significant portion of the project cost is the site preparation and construction of a new health center, estimated at $9,350,481. Past demolition work at the site was not to current regulatory standards and will result in corrective soil work and removal of any remaining debris. Approximately seven to twelve feet of the existing site would be excavated and removed. New corrective

Project Budget 8


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Table of Contents

ALLOWABLE COSTS—FIP OTHER ALLOWABLE

COSTS UNALLOWABLE COSTS

soil would then be brought to the site for construction. The new construction will reflect the architectural character of the surrounding neighborhood. This includes a brick exterior and windows that provide natural light into the building yet preserve the privacy of the patients. Consideration will be given to exterior signage, exterior lighting, bicycle parking, surface parking area, landscaping and how the building interfaces with the neighborhood in order that a positive image will be presented. Consideration will be made to provide both a low maintenance exterior and easy to maintain interior to help control operational costs. Interior architecture will be designed for cultural diversity through the use of color and signage; efficiency and flexibility of patient care by involvement of all staff at the concept stage and an understanding of the medical, operational and delivery system; durability and medically appropriate materials, construction details to maximize patient privacy. Construction materials are bar joist/ concrete decking; steel columns, brick exterior, energy efficient metal windows/storefronts; interior walls of gypsum board with paint and vinyl wall covering; flooring to be concrete, sheet vinyl, vct, carpet; ceilings to be in acoustical tile or hard surfaces and architectural mill work will be plastic laminate with solid core counter tops in selected areas. Parking surfaces to be asphalt with concrete curbs and side walks. Water, Sanitary sewer, and electrical services with sufficient capacity for the proposed replacement facility are available at the site.

Line 10—Equipment Equipment: Equipment costs include fixed dental chairs estimated at

Project Budget 8


37



38


ID Task Name Duration Start Finish

1

2 INITIATE PROJECT 5 days Mon 11/2/09 Fri 11/6/09

3 CONFIRM PROGRAM 10 days Mon 11/9/09 Fri 11/20/09

4 DESIGN DEVELOPMENT 20 days Mon 11/23/09 Fri 12/18/09

5 CONSTRUCTION DOCUMENTS 70 days Mon 12/21/09 Fri 3/26/10

6 PERMITING 22 days Mon 3/29/10 Tue 4/27/10

7 PROJECT BIDDING 22 days Wed 4/28/10 Thu 5/27/10

8 PROJECT START 10 days Fri 5/28/10 Thu 6/10/10

9 SITE WORK 15 days Fri 6/11/10 Thu 7/1/10

10 CONSTRUCTION 154 days Fri 6/18/10 Wed 1/19/11

11 OWNER OCCUPANCY 15 days Wed 1/26/11 Tue 2/15/11

11/9

B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B M E B MNov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb

UNIVERSITY OF MINNESOTACOMMUNITY UNIVERSITYHEALTH CARE CENTERPROJECT SCHEDULE

1871.650.00DD3 Page 1 25 JUNE 2009

Occupancy to occur approximately 15 1/2 months from approval of project start.


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Table of ContentsCommunity | Neighborhood Impact Statement

CUHCC—in the center of the revitalization of the Franklin Avenue corridor

Over the last nine years, community members and organized groups, such as the American Indian Neighborhood Development Corporation and the Franklin Avenue Business Association, have worked to revitalize the Franklin Avenue corridor. Nonprofits and small businesses have led the construction, renovation and restoration of key buildings. Examples include the Franklin Avenue Library, Many Rivers East and West (affordable housing projects), the Ancient Trader’s market that houses shops and nonprofits, the restored Project for Pride in Living building, the Franklin Avenue Bakery, and Hope Community’s ‘gateway’ at the intersection of Portland and Franklin—the Hope Community building, the Jourdain and the Wellstone.

The city invested funds to improve the Franklin Avenue corridor through updated street lights, flower pots, and revamped sidewalks with American Indian art motifs in 2001. The City’s only light rail has a stop on Franklin Avenue just before its intersection with Cedar Avenue. The City has planned for considerable new housing and business development around the Franklin Avenue light rail stop in the coming years. CUHCC is on the northwest corner of the area slated for redevelopment due to the light rail (letter from City of Mpls, CPED).

Phillips’ community residents and planning officials from the City of Minneapolis frequently ask clinic leadership about when CUHCC will be building a new building. The north windowless wall originally faced an alley that separated the clinic from the back portions of several businesses located on Franklin Avenue. With the businesses now demolished, the backside of CUHCC faces Franklin Avenue. Until recent signage was added to CUHCC, many community members believed that the clinic resembled a large warehouse—not a health center. To make matters worse, where the businesses were located there is now a very large gravel parking lot - an unfriendly and unattractive neighborhood blight.

CUHCC engaged community residents and patients in 2004 to discuss the need for a new clinic building. Community members and patients voiced their support for a new multi-story building that faces Franklin Avenue and reflects the historical character of the Phillips neighborhood. The community and the City both expressed concern towards having a parking ramp; the City is encouraging use of public transportation and wants to minimize any parking spaces.

10


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Table of Contents

Bringing Jobs and Health care to the Community

University of Minnesota/CUHCC plays a valuable role in bringing jobs to the local South Minneapolis economy. The building expansion project will require a large number of people to design and construct, creating positions for architects, engineers, electricians, plumbers, and construction workers in Minnesota. In addition, the materials and equipment required for this space will provide additional stimulus to U. S. manufactures and suppliers. This project will require an estimated 37,000 to 41,000 person-hours for construction, 6,000 to 7,000 person-hours to design and engineer by the design team and project consultants, 4,000 person-hours to project management/administrative contract oversight, and create additional jobs off-site for U. S. material manufacturers, vendors and suppliers. Second, a new building will mean retention and/or creation of additional personnel for the University of Minnesota. It is estimated that 75 new staff would join CUHCC by 2015. As CUHCC hires from the community it serves whenever possible, these positions would be available to qualified individuals from South Minneapolis and would be posted in community venues and newspapers.

Community | Neighborhood Impact Statement 10


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Table of ContentsCommunity | Neighborhood Impact Statement 10

MEMORANDUM

PROJECT NO.: 01-171-09-1661CLIENT: University of MinnesotaPROJECT: Community University Health Care Clinic – Stimulus Predesign

SUBJECT: City Consultation MeetingMEMO BY: Tanner Patrick 612/677-7180DATE: 19 May 2009

PRESENT: Kimberly Holien, Paul Mogush, Jason Wittenberg – City of MPLS; Deanna Mills – CUHCC; Orlyn Miller – CPPM; Pete Nickel – CPPM; Brenda Trebesch – AHC; Scott Helmes, Tanner Patrick – RSP

COPIES TO: Those present; via email

On this day at 9 AM a meeting occurred in a 3rd floor CPED conference room of the Public Safety building to discuss site, program and planning issues related to the proposed design for the Community University Health Care Clinic at 2001 Bloomington Avenue South. The following information documents issues discussed and reviewed.

The status of the current CUHCC was explained:1. 18,000 sq. ft., plus an additional 2,000 sq. ft. trailer space.a.

CUHCC provides medical, dental, and mental health services.b. Their mission is to provide healthcare to low-income patients, many c. of which don’t speak English as their first language.Patient visits are growing and has been continual.d.

RSP Architect’s involvement with the Clinic and its redesign was clarified:2. Five years ago, they were hired by the University of Minnesota for a. a similar concept, and now they have been brought back for the Stimulus effort.RSP has investigated multiple options, with the current scheme b. ranging from 30,000-32,000 sq. ft. at two-stories.Soil borings were taken five years ago, which lead to the discovery that c. the site would have to be partially excavated.

The current plan for the Clinic redesign is as follows:3. Demolish the existing building and remove the trailer.a. The new building will be located in the northwest corner of the site at b. the intersection of E. Franklin and Bloomington Ave S.


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Table of Contents

The project schedule is set only for a proposal to be submitted to the federal 4. government for stimulus funds. The project will be thorough enough to convey to the reviewing committee that it is ‘shovel-ready’. By the time of the application, the program, basic plan, and site layout will be established for the building.Scott Helmes noted that the only planned future expansion would potentially 5. be vertical with one additional story.The long range plan for this neighborhood as planned by the City includes:6.

Improving the walking environment near the Light Rail station, this a. would incorporate the streetscape on the north side of the site;The number of housing units and density of the neighborhood will be b. increased;Parking capacity is capped by a floor area ratio, which varies slightly c. according to the building’s use.

Scott Helmes explained that medical facilities have different parking needs 7. because of patient requirements:

Patients come and go throughout the day;a. Patient medical access can be determined by the ability to park near b. the building for the reasons of mobility and for affordability on a limited income.

Deanna Mills went into depth about the concern for parking at the new 8. facility:

Full time employees and staff will increase with the new larger a. building;The patient load may double;b. There has been continual increase of patient visits locally and from c. outside of Hennepin County.

Measures for reducing surface parking were examined as follows:9. Two-story ramp: the University would own, but they would have to a. charge for parking;Underground: charging for parking would have to occur, but offers a b. limited number of parking spaces;Off-site: there would be difficulties in transporting patients and staff c. reliably and cost effectively. Some staff have expressed that they would quit their job if they had to park off-site;The City suggests underground parking for the long-term solution d. because land availability in the area is predicted to become scarce;CUHCC does not feel that it can put itself into a position to enforce e. pay-parking and potentially have conflict with their neighbors.

The subject of the building elevations and their relationship to the 10. neighborhood was discussed:

The design of the façade will be sensitive to the surrounding a.



43

Table of Contents

neighborhood;Although there is a limited budget, the University has high standards b. of design that the building will comply with;The City of Minneapolis has window and other guidelines;c. The City would want a main entrance easily accessible to pedestrian d. traffic, buses, and the Light Rail. RSP’s concern is having the entrance close to a bus stop, since people will tend to congregate in building lobbies while waiting.

CPED noted that the Cedar/E. Franklin interchange will be receiving federal 11. funding and be reconstructed. In conjunction with that project, the streetscape from Bloomington to Cedar will be redone.There was discussion as to the University’s intent and process regarding 12. CUHCC. Orlyn Miller answered that the University would seek the consultation of the City and will inform the City as necessary of the project’s scope and direction, but will not request formal approval. The recent Ambulatory Care Clinic process was used as reference.It was mentioned by CPED that if the stimulus proposal does not succeed, 13. there are other community organizations to partner with. It was suggested the Native American Community Development Institution might be a good group to discuss their greater goals.The City reported that the only efforts being made toward the property south 14. of the site were refurbishment, and not to consider demolition for more parking.RSP distributed a preliminary site plan for review and discussion. The CPED 15. comments were:

A prominent entry from the street is desired;a. Trees and ‘green’ islands in parking lots to break-up pavement;b. The current parking number shown is about twice what the City is c. recommending;Streetscape design is important and should be shown;d. Storm water management with Public Works needs reviewe.



44

Table of ContentsConcept Plans | Concept Images

View From corner of East Franklin and Bloomington Avenue South.

11


45

Table of ContentsConcept Plans | Concept Images

View of Entry off Bloomington Avenue South.

11


46

Table of Contents

Existing Site Plan

TRAILER

Concept Plans | Concept Images 11


51

Table of ContentsConstruction Narratives

Architectural

A significant portion of the project cost is the site preparation and construction of a new health center. Past demolition work at the site was not to current regulatory standards and will result in corrective soil work and removal of any remaining debris. Approximately seven to twelve feet of the existing site would be excavated and removed. New corrective soil would then be brought to the site for construction.

The new building will be architecturally compatible with recently completed projects along East Franklin Avenue. This includes a brick exterior and windows that provide natural light into the building yet preserve the privacy of the patients. Consideration will be given to exterior signage, exterior lighting, bicycle parking, surface parking area, landscaping and how the building interfaces with the neighborhood in order that a positive image will be presented. Consideration will be made to provide both a low maintenance exterior and easy to maintain interior to help control operational costs. The interior architecture will reflect cultural diversity through the use of medically appropriate finishes and materials, colors and signage. The floor layouts will support the patient privacy aspects and provide for the flexible, efficient delivery of healthcare. Construction materials are bar joist/ concrete decking; steel columns, brick exterior, energy efficient metal windows/storefronts; interior walls of gypsum board with paint and vinyl wall covering; flooring to be concrete, sheet vinyl, vct, carpet; ceilings to be in acoustical tile or hard surfaces and architectural mill work will be plastic laminate with solid core counter tops in selected areas.

Parking surfaces to be asphalt with concrete curbs and side walks. Water, Sanitary sewer, and electrical services with sufficient capacity for the proposed replacement facility are available at the site.

Swing space for CUHCC is not required.

12


52

Table of ContentsConstruction Narratives 12

MECHANICAL

GeneralThe existing University of Minnesota Construction Standards is referenced as part of this document. See these Standards for construction means and methods as they pertain to the scope of construction further defined below. In addition, all local building codes shall be followed.

Design ApproachProvide all new air handling units, ductwork, diffusers, VAV boxes and re-heat coils, HVAC controls, steam radiation control valves, and sprinkler heads. All plumbing fixtures shall be new including associated piping and valves.

Design ConditionsOutside Design ConditionsPer latest edition of ASHRAEFor cooling calculations: 1% Design Dry-Bulb and Mean Coincident Wet Bulb for Minneapolis.For heating calculations: 99% Dry Bulb for Minneapolis.Indoor Design ConditionsAll occupied areasSummer = 75F DB/50% RHWinter = 70F DB/30% RH

Indoor Air QualitySpaces will be designed to Meet ASHRAE Standard 62-2004.Cooling Load Design ConsiderationsInternal Heat Gains (Minimum loads unless noted otherwise)All Occupied RoomsPeople = 260 BTUH Sens.; 310 BTUH LatentLights = 2.2 Watts/sq. foot for all occupied areas; 100% to space.Appliance = Per equipment list.

Infrastructure requirementsAll the infrastructure component will conform to the lastest adopted edition of the University of Minnesota standards and other applicable building codes.

Two new 95-ton are-cooled water chillers with two chilled water pumps •for each chiller will be installed. The chillers will be installed on the roof and the pumps will be installed in the new mechanical room. The chilled water distribution will consist of constant volume primary systems


53


connected to the air-handling unit cooling coil.A new water service will serve the new construction. One new gas fired •water heater will provide domestic hot water and the hot water will be recirculated back to the water heater by the inline pump.One new 50,000 CFM air-handling unit will be installed. The unit will •include an integral face and bypass hot water heating coil, a chilled water heating coil, 30% pre-filter and 90% final filters, supply fan and return fan, and variable speed drives. Each zone will have a VAV box with a ho water reheat coil to provided zone temperature control and new general exhaust system will be installedA new sanitary sewer system will extended to the outside sanitary service. •The new facility will have new storm sewer system connected to the site storm drainage systemAnew fire protection water service will be required for the new building •and all space will be fully sprinkled.

Plumbing SystemsGeneral: A new sanitary sewer system will be installed for the new facility and ex-tended to the outside sanitary service. The new addition will have new storm sewer systems connected to the site storm drainage system. New fixtures shall be provided at all locations – see Architectural Schematic Plans for fixture quantities. Plumbing Piping Insulation: Domestic cold water, hot water, recirculated hot water piping shall be insulated with fiberglass insulation with all service jacket and PVC fitting covers.Plumbing Materials: Domestic water and tempered water piping: Type L copper with 95/5 soldered joints.Sanitary waste and vent: Service weight cast iron with no-hub couplings above grade.

Medical Gas Piping SystemsMedical gases piping includes oxygen and nitrous oxide. Provide new, valved outlets at each of the locations as noted. All systems shall be installed and tested in accordance with NFPA 99, Standards For Healthcare Facilities.

Fire Protection SystemsFire Protection System shall include a complete new wet-pipe sprinkler system com-plying with NFPA Chapter 13. All spaces will be fully sprinklered. Exhaust SystemsNew toilet exhaust ducts and grilles, shall be provided to connect to the floor’s toilet exhaust fan(s). All other exhaust systems shall be provided with new exhaust fans, ductwork, and grilles.


54


Supply/Return Ventilation SystemsSupply and general exhaust ductwork shall be galvanized sheet metal. Duct construction for recirculation units shall be designed per SMACNA standards for low-pressure duct systems and medium pressure duct systems for the make-up air-handling unit. Overall duct leakage in supply systems shall be design for less than 5% at 6” WC positive pressure. Design supply ducts for 6” WC pressure.Insulation on supply duct insulation shall be 1.5” thick, fiberglass, pinned at 2 foot centers on bottom and sides of duct.Provide transfer grilles and ducts connections between full height wall separations.Provide new variable air volume units (VAVs) to serve the remodeled spaces. Each space shall have its own VAV box and thermostat excepting interior offices which may have two offices share one box.

Miscellaneous Mechanical SystemsProvisions shall be made to provide a supplemental cooling unit for all control rooms.

Temperature ControlsProvide a complete new DDC control system for HVAC systems including new panels and interface with the university’s EMC control system. Controls for this new equipment shall be Direct Digital Controls (DDC) meeting the latest Univer-sity Standards for manufacturer’s compatibility, installation quality, and program-ming flexibility. A new head end operator workstation will be provided. Operators on variable volume boxes, control valves, dampers, and fire/smoke dampers will be DDC.

Central Chilled Water SystemTwo (2) new 95-ton air-cooled water chillers with two chilled water pumps for each chiller will be installed. The chillers will be located on the roof and the pumps will be installed in the new mechanical room. The chilled water distribution will consist of constant volume primary systems connected to the air-handling unit cooling coil.


55


Central Domestic Water SystemsA new water service will enter the new construction. One new gas fired water heater will be installed to provide domestic hot water. Hot water will be recircu-lated back to the water heater by an inline pump.

Heating/Cooling/Ventilation (HVAC) SystemsOne (1) new 50,000 CFM air-handling unit, to serve the new building. The unit will include integral face and bypass hot water heating coil, chilled water cooling coil, 30% pre-filter and 90% final filters, supply fan and return fan, and variable speed drives. Provide piping from the chilled water and hot water heating systems to the coils. Each zone will have a VAV box with hot water reheat coil to provide zone temperature control. New general exhaust systems will be installed to serve the facility.

Heating Hot WaterTwo (2) new gas fired hot water boilers and two heating water pumps will be installed to supply heating hot water to the air handling unit, reheats coils, unit heaters and perimeter radiation for the new construction. ELECTRICAL

GeneralThe existing University of Minnesota construction standards is referenced as part of this document. See these standards for construction means and methods as they pertain to the scope of construction further defined below.

Design ApproachNew lighting, power devices, and as well signal systems, including security, fire alarm, telephone/data, paging, audio/video equipment, simulation equipment, nurse call, etc., will be provided by the electrical contractor.

General ConditionsLimits of ConstructionSee Architectural preliminary floor plan for boundaries of the construction and extent of demolition.Maintain existing lighting, power and signal systems serving areas outside the limits of this project.Repair and/or replace any damaged circuits serving areas outside the construction limits.Provide dedicated neutrals for each circuit.Provide additional circuit breakers as necessary.Coordinate installation of conduit for all signal systems with Owner.


56


DemolitionDemolished equipment shall remain the property of the Owner, disposed of as directed.Coordinate any outages with facilities at least 2 weeks prior to commencing work.

New WorkThe work covered by this document will include all materials, labor, equipment and services to construct and install a complete operating electrical system for the new facility for University of Minnesota Community-University Health Care Center.

Electrical design shall conform to the latest adopted edition of the National Electri-cal Code, University of Minnesota Standards and other applicable local building codes.

Electrical Service EntranceProvide a 16 ft. X 12 ft. electric room for a new 208 volt 2000 amp main distribu-tion board. A utility company transformer will be located exterior from the build-ing.

Electrical DistributionThe main distribution board will be 2000 amp, 208 volt, three phase, and four wire. Panelboards for branch circuits and mechanical HVAC system feeders will originate from the main distribution board. Panelboards in building will be located in closets in finished areas and surface in mechanical rooms.

Lighting SystemInterior illumination will be in accordance with current design practices but not less than the minimum levels prescribed by the Illuminating Engineering Society (IES).Interior illumination shall be energy efficient, T8 and “PL” compact fluorescent lamps, with electronic ballasts.Motion sensors and photocells will be used where practical for compliance to sus-tainable building design.Incandescent lighting will be dimmed.Emergency lighting will be battery type.Site lighting will be building and pole mounted.

Fire Alarm SystemA fire alarm system will be provided.

Security SystemA security and card access system will be provided.


57

Table of Contents

Communication and Signal SystemsA communication closet will be required at the building service point and a sub closet will be required on each floor. These rooms will be sized per University Standards.Telephone (voice), and data wiring will be provided.A paging system will be provided.A Patient Status (Nurses Call) system will be provided in exam rooms.Cable television system will be provided.

The electrical contractor will be responsible for conduit, backboxes and power only for telephone (voice) and data. Cabling, devices, plates, cable terminations, and testing will be by others.

Construction Narratives 12


58

Table of ContentsSustainability

Sustainable design is a means to reduce energy expenditures, enhance the health, well being and productivity of the building occupants, and improve the quality of the natural environment. All of these can contribute to high performance buildings with lower life-cycle costs. The design team is committed to incorporating these principles at every phase of this project. Minnesota has developed “The State of Minnesota Sustainable Building Guidelines” and these will serve as the design guide for this project and the project will also conform to the State Energy and Building Codes. The project will not be seeking a LEED rating, but this conformance will meet minimum LEED requirements. Primary objectives of Sustainable Building Guidelines are as follows: Exceed the state energy code by at least 30 percent, focus on achieving the lowest possible lifetime costs, encourage continual energy conservation improvements, include air quality and lighting standards, create and maintain a healthy environment, specify ways to reduce material costs and consider long term operating costs.

Integrated DesignThe design process will be integrated with all disciplines to provide the most appropriate solutions for efficient construction, use of materials, energy, and operations. The entire design team will be in place at the project on set to lead the owner in a very involved process to achieve sustainable principals.Sustainable Site: Alternative TransportationMultiple means of alternative transportation are available and utilized at the Center. A light rail system is located one block to the east. There are bicycle lanes on the roads running near the building, and bicycle racks would be located on site. A bus stop is located on the same side of the street as the Center.

Community ConnectivityThe project building is near many basic services, including post mail service,bank operations, places of worship, beauty/hair salons, a day care center, parks/green space, restaurants, theaters, a fitness center, and other community services.Building Materials: The building materials selected will contain recycled or environmentally friendly content. Exterior glass will have low emittance characteristics (Low-e) and insulation levels in the building envelope will be optimized to minimize heating and cooling loads. Paints, adhesives and sealants will be chosen for their low toxic emissions. Waste materials will be properly recycled through the project specification instructions.

LightingBoth artificial lighting and day lighting are required for sustainable building design. Daylight harvesting will lower electricity costs, lower HVAC demands, and provide views to the outside. Compact fluorescent lamps will be specified to reduce energy consumption. Lighting controls will be employed in a variety of situations: such as daylight sensors that can dim lights when they are not required and occupancy sensors that turn off lights in unoccupied spaces.

13


59

Table of ContentsSustainability 13

Plumbing SystemsDual flush toilets and low flow fixtures will be used.

HVAC SystemsHigh efficiency heating, ventilating, and air conditioning systems will be selected. The following techniques will be employed: locate fresh air intakes to avoid contamination from exhausts, loading docks, or street traffic. Construct ducts and plenums to minimize potential for moisture or mold. Provide a computerized building automation control system that can monitor all portions of the building and control the equipment for occupant comfort and energy efficiency. Provide high efficiency chillers that qualify for local utility company rebates as well as low operating costs.

Optimization of Energy and PerformanceComponents of the HVAC systems included to optimize energy performance include variable air volume 100% economize capacity air handlers, and direct digital controls, zoning of individual air handlers to uses and demands. Electrical systems will employ T8 lamps, single occupancy room switches, LED exit light fixtures.

Energy EfficiencyThe lighting power density will be reduced to 15% below the standard levels in public areas, i.e. bathrooms, corridors, mechanical closets, and storage rooms. This reduction will be realized by using lower voltage lamps and using materials with higher reflectivity. Lighting controls will be occupancy sensors per University of Minnesota’s Energy Management’s standards and set to be activated during non-peak hours. When designing the HVAC system, care will be taken to zone the project area to be energy efficient. The mechanical equipment chosen will be up to current energy efficient design guidelines.

Measurement and VerificationThe design process will has steps to verify initial sustainable goals of the project including energy efficiency, consumption, and operational practices.

Protection and Conservation of WaterPlumbing fixtures will be designed to be equipped with water reduction systems to bring down the quantity used by 20% or more. Potential measures to limit water consumption will include WaterSense-certified fixtures and fixture fittings where possible. Uses of high-efficiency fixtures with the following amenities will be evaluated: aerated faucet heads and motion sensors in the bathroom sinks and toilets.


60

Table of Contents

Outdoor WaterUse will be minimized through landscape selection.

Enhancement of Indoor Environment QualityDesign will include ventilation and thermal comfort, moisture control and day lighting for indoor environment quality.

Moisture ControlWill be designed to meet State of Minnesota requirements.

Day LightingThe site is open on four sides and thus day lighting will be maximized without compromising patient privacy.

Low- emitting MaterialsLow-VOC materials will be specified in the construction documents to minimize odorous, potentially irritating, and harmful pollutants to the indoor air quality. Within sensible allowances, new systems furniture and seating will be specified low-VOC in the construction documents.

Reducing the Environment Impact of Materials/ Maximizing Recycled andBio-based content.Existing CUHCC equipment, furnishings, and furniture will be reused for the new Center. Resources extracted and manufactured locally will be researched for their use in the project.

Storage and Collection of RecyclablesThe University of Minnesota has a recycling program that will be part of the Center.

Indoor Environmental QualityEnvironmental Tobacco Smoke Control

Smoking is prohibited in the user’s space. Measures will be taken to confirm that all other building areas served by the same HVAC system, and the common areas used by occupants will be prohibited. An investigation will be conducted to make sure that environmental tobacco smoke cannot enter and travel through mechanical or natural ventilation from other areas of the building.

Sustainability 13


61

Table of Contents

Construction Indoor Air Quality Management Plan – During ConstructionThrough the process of building, the design and construction teams will work collaboratively to make efforts to moderate problems associated with the indoor air quality. Efforts will be made to keep debris from entering the current HVAC system pollutants controlled to have the least amount of contamination to the workers and building occupants.

CommissioningCommissioning of building systems is schedule for this project by the University of Minnesota.

Construction Indoor Air Quality Management Plan – Before OccupancyBaseline air testing will be used to analyze the indoor air quality upon completion of construction and meet University of Minnesota standards.

Sustainability 13


62

Table of ContentsOther Information 14

FIP Equipment Budget

FIP

Equi

pmen

t Bud

get

Bre

nda/

AH

C E

quip

men

t:1,28

5,82

0.00

CU

HC

C E

quip

men

t:91

4,18

0.00

Tota

l Equ

ipm

ent:

2,20

0,00

0.00

List

No.

Incl

ude

in

FIP_

Phas

e I?

Vend

or/C

onta

ctVe

nder

Sup

ply

Num

ber

Vend

er S

uppl

y N

ame

Item

Des

crip

tion

(CIP

EH

B)

FIP_

1 Q

uant

ityPr

ice

FIP_

1 To

tal

1Yes

Bren

daTreb

esch

AHC

Integrated

Care:M

edicalTreatm

entR

ooms(Capacity

for4)

2788

023

,760

2Yes

Bren

daTreb

esch

AHC

Integrated

Care:Psych/The

rapy

Treatm

entR

ooms(Capacity

for4)

92,64

023

,760

3Yes

Bren

daTreb

esch

AHC

Integrated

Care:Private

Offices

(Capacity

for1)

34,95

014

,850

4Yes

Bren

daTreb

esch

AHC

Integrated

Care:Provide

rGroup

WorkStations

(TotalCapacity

for40

)40

1,98

079

,200

5Yes

Bren

daTreb

esch

AHC

Integrated

Care:Interpreter

Room

WorkStations

(Capacity

for1)

112,20

024

,200

6Yes

Bren

daTreb

esch

AHC

Integrated

Care:Team

Stations

(Capacity

for12

)3

16,500

49,500

7Yes

Bren

daTreb

esch

AHC

Integrated

Care:SmallCon

ferenceRo

om(Capacity

for6)

12,20

02,200

8Yes

Bren

daTreb

esch

AHC

Integrated

Care:Edu

catio

nCo

ordinatorRo

oms(Capacity

for2)

22,75

05,500

9Yes

Bren

daTreb

esch

AHC

Integrated

Care:Testin

gRo

oms(Capacity

for4)

22,20

04,400

10Yes

Bren

daTreb

esch

AHC

Commun

ityPrograms:PrivateOffices

(Capacity

for1)

34,95

014

,850

11Yes

Bren

daTreb

esch

AHC

Commun

ityPrograms:WorkStations

(Capacity

for1)

302,75

082

,500

12Yes

Bren

daTreb

esch

AHC

Commun

ityPrograms:Co

nsultatio

nRo

oms(Capacity

for4)

21,65

03,300

13Yes

Bren

daTreb

esch

AHC

Commun

ityPrograms:Group

Treatm

entR

oom

(Capacity

for25

)1

4,95

04,950

14Yes

Bren

daTreb

esch

AHC

Lobb

y/Ch

eckIn/O

ut:Patient

Services

(capacity

for10

)1

27,500

27,500

15Yes

Bren

daTreb

esch

AHC

Lobb

y/Ch

eckIn/O

ut:Private

Offices

(Capacity

for1)

24,95

09,900

16Yes

Bren

daTreb

esch

AHC

Lobb

y/Ch

eckIn/O

ut:W

orkStations

(Capacity

for1)

23,30

06,600

17Yes

Bren

daTreb

esch

AHC

Lobb

y/Ch

eckIn/O

ut:N

urse

Triage

Office(Capacity

for3)

34,95

014

,850

18Yes

Bren

daTreb

esch

AHC

Lobb

y/Ch

eckIn/O

ut:W

orkUp&VitalsRo

om(Capacity

for3)

31,10

03,300

19Yes

Bren

daTreb

esch

AHC

Lobb

y/Ch

eckIn/O

ut:R

eferral&

FinancialCou

nseling(Capacity

for4)

24,95

09,900

20Yes

Bren

daTreb

esch

AHC

Lobb

y/Ch

eckIn/O

ut:Patient

Services

WorkRo

om1

6,60

06,600

21Yes

Bren

daTreb

esch

AHC

Lobb

y/Ch

eckIn/O

ut:Lob

bySeating(Capacity

for70

)1

22,000

22,000

22Yes

Bren

daTreb

esch

AHC

Lobb

y/Ch

eckIn/O

ut:Pharm

acy(Capacity

for6)

122

,000

22,000

23Yes

Bren

daTreb

esch

AHC

Den

tal:Team

Station(Capacity

for4)

16,60

06,600

24Yes

Bren

daTreb

esch

AHC

Den

tal:Provider

Group

Offices

(2Offices

with

TotalCapacity

for20

)20

1,98

039

,600

25Yes

Bren

daTreb

esch

AHC

Den

tal:PrivateOffices

(2Offices

with

TotalCapacity

of2)

24,95

09,900

26Yes

Bren

daTreb

esch

AHC

Den

tal:Storage

11,10

01,100

27Yes

Bren

daTreb

esch

AHC

Den

tal:Waitin

gRo

om(Capacity

for25

)1

8,25

08,250

28Yes

Bren

daTreb

esch

AHC

Den

tal:Re

ception(Capacity

for2)

16,60

06,600

29Yes

Bren

daTreb

esch

AHC

Den

tal:WorkRo

om(Capacity

for2)

11,10

01,100

30Yes

Bren

daTreb

esch

AHC

Adm

in:W

orkArea(Capacity

for6)

19,90

09,900

31Yes

Bren

daTreb

esch

AHC

Adm

in:Private

Offices

(Capacity

for1)

74,95

034

,650

32Yes

Bren

daTreb

esch

AHC

Adm

in:W

orkStations

(Capacity

for17

)17

4,95

084

,150

33Yes

Bren

daTreb

esch

AHC

Adm

in:Smallcon

ferenceroom

23,30

06,600

34Yes

Bren

daTreb

esch

AHC

Adm

in:Storage

11,10

01,100

35Yes

Bren

daTreb

esch

AHC

Adm

in:C

opy/fax

155

055

036

Yes

Bren

daTreb

esch

AHC

StaffSup

port:B

reak

Room

17,70

07,700

37Yes

Bren

daTreb

esch

AHC

StaffSup

port:StaffLockers

100

275

27,500

38Yes

Bren

daTreb

esch

AHC

Whe

elchairs

Standard

101,000

10,000

39Yes

Bren

daTreb

esch

AHC

Whe

elchairs

Bariatric

51,500

7,500

40Yes

Bren

daTreb

esch

AHC

Bike

Racks

101,100

11,000

41Yes

Bren

daTreb

esch

AHC

Exterior

TrashRe

ceptacles

151,100

16,500

42Yes

Bren

daTreb

esch

AHC

Interior

TrashRe

ceptacles

2530

07,500

43Yes

Bren

daTreb

esch

AHC

Interior

RecyclingRe

ceptacles

2530

07,500

44Yes

Bren

daTreb

esch

AHC

ExternalSecurity

Equipm

ent

15,500

5,500

45Yes

Bren

daTreb

esch

AHC

EnternalSecurity

Equipm

ent

14,400

4,400

46Yes

Pete

AHC

Labo

ratory:C

asew

ork

185

,000

85,000

47Yes

Pete

AHC

Elevator

Equipm

ent

115

0,00

015

0,000

48Yes

Pete

AHC

Networking

&Telecommun

ications

Equipm

ent

122

5,000

225,000

49Yes

Pete

AHC

ParkingEnforcem

entE

quipmen

t1

55,000

55,000

50Yes

Colleen

/Jan

Caseworkwith

Sink

Den

talCasew

orkwith

Sink

44,00

016

,000

51Yes

JanRe

iling

ConsoleforClosed

Ope

ratories

Den

talCon

soleforClosed

Ope

ratories

210

,300

20,600

52Yes

JanRe

iling

KaVo

MireLux

635B

Den

talH

ighSpeedHandp

iece

1061

56,150

53Yes

JanRe

iling

#262

261

Star

Titan35,00

0RP

MMotor

Den

talSlowSpeedHandp

iece

641

02,460

54Yes

JanRe

iling

#264

149

Lube

Free,A

utoFrictio

nGripAngle

Den

talSlowSpeedHandp

iece

Grip

614

084

055

Yes

JanRe

iling

#257

506

Straight

NoseCo

neAttachm

ent

Den

talSlowSpeedAttachm

ent

217

535

056

Yes

JanRe

iling

#264

073

Motor

toAngleAdapter

Den

talSlowSpeedHandp

iece

AngleAdapto r

690

540

57Yes

JanRe

iling

#260

144

SwivelTitanMotor

4Line

Den

talSlowSpeedHandp

iece

Motor

Line

685

510

58Yes

JanRe

iling

#264

182

Lube

Free,A

utoLatchAngle

Den

talSlowSpeedHandp

iece

AutoLatch

215

030

059

Yes

JeffThom

pson

CoulterHMXHem

atologyAnalyzer

Hem

atologyAnalyzer(Lab)

150

,000

50,000

60Yes

JeffThom

pson

CliniekUrine

Chem

istryAnalyzer

Urine

Chem

istryAnalyzer(Lab)

15,00

05,000

61Yes

JeffThom

pson

Instrumen

ttoLabInfo

Interfaces

forHem

atology/Urine

Chem

istryAnalyzers

210

,000

20,000

62Yes

JeffThom

pson

Labo

fuge

300Heraeus

Centerfuge

Chem

istryCe

nterfuge

(Lab)

14,00

04,000

63Yes

JeffThom

pson

1398

613

6RAV

Fisher

ScientificLabRe

frigerator

w/OnBo

ardGraph

/Alarm

LabRe

frigerator

w/OnBo

ardGraph

/Alarm

110

,500

10,500

64Yes

JeffThom

pson

1398

610

6AFisher

ScientificLabFreezer/Re

frigw/OnBo

ardGraph

/Alarm

LabFreezer/Re

frigerator

with

OnBo

ardGraph

/Alarm

12,50

02,500

65Yes

JeffThom

pson

Fisher

ScientificBloo

dDrawCh

airw/Adjustable/Re

versibleArm

Bloo

dDrawCh

airw/Adjustable/Re

versibleArm

Standard

Size

11,10

01,100

66Yes

JeffThom

pson

2216

752

2Fisher

ScientificLabcon

coExtraWideBa

riatricBloo

dDrawingCh

air

Bloo

dDrawCh

air

ExtraWideBa

riatricSize

12,10

02,100

67Yes

Judy

Leverty

HighCapacity

Dup

lexCo

pier

312

,000

36,000

68Yes

McKesson

5345

61Mon

itor,VitalSigns

Spot

LxiW

/bp/spo2

/suretem

Wa

Med

icalPatie

ntMon

itor

13,050

3,050

69Yes

McKesson

4852

96Ch

air,BldDrw

ngFlip

Arm

Uph

olTallBluMgm

63Med

icalPatie

ntCh

airw/Arm

142

542

570

Yes

McKesson

4795

14Scale,Ba

riatricPlatform

W/rem

ote80

0lbs

Seca

BariatricScale

22,00

04,000

71Yes

McKesson

5327

03Scale,DigW/autoBm

i500

lbCapacity

Seca

Digita

lScale(Adu

lt)2

1,00

02,000

72Yes

McKesson

4205

54Scale,Digita

lBabyW/hnd

l334

1321

009Seca

Digita

lScale(Baby)

235

070

073

Yes

McKesson

4070

87Stoo

l,Exam

Pneu

5leg

BckFt

AzBluMgm

81NOBA

CKProvider

Stoo

lwith

Back

1125

02,750

74Yes

McKesson

5307

06Table,Exam

Base

OnlyRh

Flex

Rcpt

Midmrk

Patie

ntExam

Table

1495

013

,300

75Yes

McKesson

6339

46To

p,Uph

olsteryF/60

4Prem

Dusty

BluMidmrk

Patie

ntExam

TableTo

p14

400

5,600

76Yes

McKesson

2114

58Light,Exam

Halogen

W/floor

Stand44

100Wa

Exam

Room

Halogen

Lightw

/Stand

2125

05,250

77Yes

McKesson

HARLOF

E244EMSRE

DCart,E

Ser4d

rwrW/brk

Lock/acc

24"Re

dHarlof

Cartwith

DrawersforTreatm

entR

ooms

101,30

013

,000

78Yes

McKesson

Mgm

104

5280

56Neb

ulizer,PulmoAide2p

rong

CompressorMgm

104

Neb

ulizer

750

2,92

579

Yes

McKesson

Midmrk

4779

65Table,Po

wer

UnivBa

seW/recep

tacleMidmrk

Treatm

entR

oom

Exam

Tablewith

Raise/Lower

Functio

n2

9,30

018

,600

80Yes

McKesson

Midmrk

5298

87To

p,Uph

olstry

F/63

0Ba

seDusty

BluMidmrk

Treatm

entR

oom

Exam

Tablewith

Raise/Lower

Functio

n2

600

1,200

81Yes

McKesson

Pedigo

2822

42MayoStand,InstrFt

PdlS/s16

"x21

"Pe

digo

MayoStands

3250

016

,000

82Yes

McKesson

Summit

4851

75Dop

pler,W

/display

DigRe

ad3m

hzSummit

Dop

tone

Mon

itor

760

035

083

Yes

McKesson

WA

45NT0

E1Mon

itor,VitalSigns

Spot

LxiW

/bp/spo2

/suretem

pWa

Nurse

OnaStick

93,10

027

,900

84Yes

McKesson

WA

2318

04Aud

iometer,A

m23

2AcOnlyWa

Pure

Tone

Aud

iometer

31,10

03,300

85Yes

McKesson

WA

5323

39Spirom

eter,PcBa

sedW/calSyrWa

Spirom

eter

31,60

04,800

86Yes

McKesson

WA

4661

15Ecg,Re

stingPc

BasedSoftwarePcr10

0iWa

EKGMachine

42,60

010

,400

87Yes

McKesson

WA

5475

30Hearing

Screen

erSet,Oae

Wa

Stadiometers

43,75

015

,000

88Yes

McKesson

WA

4768

45Thermom

eter,Suretem

pPlus

690o

ralW

aThermom

eter

932

59,600

89Yes

McKesson

Walach

2556

28Cryo

Set,Prom

o3tipSetW

alach

CryocauteryEquipm

ent&

Liqu

idNitrogen

Storage/Dispe

nsing

31,70

05,100

90Yes

McKesson

Walach

6540

60Zoom

scop

e,W/video

,Trulight,Cam

era&Co

nvrtrWalach

Colposcope

with

Vide

o2

11,100

22,200

91Yes

McKesson

Zolm

ed66

1439

Defibrillator,ZollAed

Plus

LcdSfCase

Zolm

edAED

(Defibrillator)

51,60

08,000

92Yes

McKesson

Gem

seq

0171

WAT

Mon

itor,FetalExternalW

/loo

pGem

seq

FetalM

onito

r2

4,30

08,600

93Yes

PattersonDen

tal

1040

Cascade10

40Ch

air

Den

tist's

Chairs

46,100

24,400

94Yes

PattersonDen

tal

541

ADEC

54112

O'Clock

Duo

DeliverySystem

Den

talCasew

ork

49,400

37,600

95Yes

PattersonDen

tal

1601

Cascade16

01Doctor's

Stoo

lDen

tist's

Stoo

l4

625

2,500

96Yes

PattersonDen

tal

1622

Cascade16

22Assistant'sStoo

lDen

talA

ssistant'sStoo

l4

725

2,90

097

Yes

PattersonDen

tal

28.146

1.00

6300

Light&

Arm

Pref

Col

Den

talExaminingLight

42,200

8,800

98Yes

PattersonDen

tal

5662

.34

5662

.34Treatm

entInsert

Den

talTreatmen

tInsertS

ystem

44,600

18,400

99Yes

PattersonDen

tal

5543

.SB.49

5543

.SB.49

CentralCon

sole(for

Ope

nOpe

ratories)

Den

talCen

tralCo

nsole(for

Ope

nOpe

ratories)

110

,300

10,300

100

Yes

PattersonDen

tal

54.000

0.00

Autoclave/Lisa/MB1

7/ClassB

Den

talA

utoclave

16,200

6,200

101

Yes

PattersonDen

tal

P701

7GPrevaDCIntraoralX

Ray

76"Arm

(SingleStud

Mou

nt)

Den

talX

RayArm

24,100

8,200

102

Yes

PattersonDen

tal

3008

101

Doo

rbellT

ypeExpo

sure

Station

XRa

yFilm

Expo

sure

Station

450

200

103

Yes

PattersonDen

tal

B120

500 0

CDRPluswireSensor

Size

2Digita

lDen

talSen

sors(Size2)

37,900

23,700

104

Yes

PattersonDen

tal

B110

5000

CDRPluswireSensor

Size

1Digita

lDen

talSen

sors(Size1)

26,750

13,500

105

Yes

PattersonDen

tal

B225

0000

USB

RemoteHS

Den

talX

RayUSB

RemoteCo

nnectorCable

41,200

4,800

106

Yes

PattersonDen

tal

B225

0151

USB

RemoteHSCable(2

meter)

Digita

lXRa

yUSB

RemoteCo

nnectorCable

437

148

107

Yes

PattersonDen

tal

B107

0009

UniversalSheathsSize

2(300

/Pkg)

Digita

lXrayUniversity

Sheaths(Size2)

300/Pkg

150

5010

8Yes

PattersonDen

tal

B107

0008

UniversalSheathsSize

1(300

/Pkg)

Digita

lXrayUniversity

Sheaths(Size1)

300/Pkg

150

5010

9Yes

PattersonDen

tal

B107

0025

Digita

lSen

sorHolster

Digita

lXraySensor

Holster

125

2511

0Yes

Ann

Brow

nLabo

ratory

Patie

ntWorkben

chCh

air

Labo

ratory

Patie

ntWorkben

chCh

air

166

066

011

1Yes

Ann

Brow

nHighspe

edDup

lexScanne

rHighspe

edDup

lexScanne

r1

3,500

3,500

112

Yes

Ann

Brow

nSm

allScann

ers

Individu

alScanne

rs8

2,000

16,000

113

Yes

Ann

Brow

nCo

mpu

ters(Desktop

)Workstatio

nCo

mpu

ters(Desktop

)10

01,200

120,000

114

Yes

Ann

Brow

nCo

mpu

ters(Lap

Topwith

Docking

Stations)

Compu

ters(Lap

Topwith

Docking

Stations)

951,700

161,500

115

Yes

Ann

Brow

nKe

yboard

Trays

Workstatio

nCo

mpu

terKe

yboard

Trays

195

200

39,000

116

Yes

Ann

Brow

nStackableWaitin

g/Co

mmun

ityRo

omCh

airs

StackableWaitin

gRo

omCh

airs

100

154

15,400

117

Yes

Ann

Brow

nMultifunctio

nFax/Co

py/ScanMachine

s (Sm

all)

Multifunctio

nFax/Co

py/ScanMachine

s3

1,24

93,74

711

8Yes

Ann

Brow

nDigita

lCam

eras

(Patient

Photos

forElectron

icHealth

Record)

Digita

lCam

eras

with

Interfaceto

Electron

icHealth

Record

1280

09,600

Total:

2,20

0,00

0.00

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