SUBJECT: Capital Projects Forecast INFORMATION ITEM
In July of 2001, we provided a capital projects forecast in which we outlined the upcoming projects. Those were Moore Bowl and the Student Recreation Center. The Art/Mulvane project was on the horizon, and we listed as potential future projects Library technology upgrades, new classrooms to match student body growth, renovation of the science labs and renovation of the Law School. Architectural planning for additional student apartments had been completed, but the project was postponed contingent on construction and successful occupancy of the LLC. KTWU tower project was beginning to take shape. LLC and Union renovations were nearing completion in July 2001.
The past four years has been a period of capital improvement and construction on the campus. The enthusiasm of the Board to improve campus life had a profound catalytic impact. Fund raising success and favorable bond rates have enabled many of the projects.
Three interrelated forces have been at work to create the volume of projects we have seen:
! Capital maintenance requirements and adaptations to programmatic changes mean some facilities were "due" renovation. White Concert Hall, Lee Arena, Moore Bowl, Memorial Union, and KTWU tower fall clearly into that category.
! New and expanding programs create facilities needs. Mulvane's expansion precipitated the need for the new Art Building. The Recreation and Wellness Center is a new service required by changes in student's expectations for life style accommodations and meshed with the Board's drive to change and improve the student body.
! Campus mission and vision adjustments placed emphasis on student life, which translated into, additional on campus housing. The vision of a more robust campus environment was at the heart of housing decisions.
The campus continues to have (and always will have) facility needs. Those needs can be characterized as the product of the same three forces mentioned above.
One of the roles of the President is to accumulate information and listen to campus stakeholders about their mission, tasks, dreams and limitations. There are abundant opinions, dreams and needs with varying costs, urgencies and validated needs. After assimilating these various pulses of the campus, it is then appropriate to communicate to the Board of Regents a hierarchy of future capital projects that should be addressed. These projects are in the order of their urgency to meeting the evolving needs of Washburn's mission.
1. Mulvane Renovation Art Building Construction is an existing project with Board approval. Plans are drawn and approved. Mulvane expansion was the catalyst for the combined project. This project has an ambitious $ 4.25 million budget to both renovate Mulvane and construct a new art building. To date $1.7 million has been raised for the capital project. An additional $1 million has been raised for an endowed art professorship. This is clearly the most ambitious fundraising project in Washburn's history and fundraising for the project will continue. However, declines in the economy have slowed the pace of donations. Washburn now must advance $2.5 million to this project to begin construction within the next 12 months. This is a project of immediate importance and is necessary for programmatic improvements for both art and Mulvane.
2. Stoffer Science Hall is a 1950's vintage building last renovated following the tornado to repair extensive damage. Labs are in need of renovation and technological improvements. Science education has changed. Equipment requirements have changed. Environmental safety standards have improved and building systems like ventilation, plumbing and heating/cooling are inadequate. Current increases in Freshman enrollment are placing demands on the sciences to meet the enrollment challenges. Efforts to increase the number of nursing and allied health graduates have pushed more students into basic science courses. Stoffer Science Hall, in its current configuration, does not meet the needs. The scope of the project remains fluid as needs, priorities and fiscal limitations are examined by the stakeholders and administration. Renovation of Stoffer with no expansion could range between $6 - $8 million. Renovation with the addition of space could range between $8 - $12 million. A replacement of Stoffer is likely well beyond the scope of current resources as it would likely double the highest renovation/expansion cost and still require a minimum renovation cost for Stoffer to make it appropriate for other uses. Science facility capital improvement has fundraising potential, should be considered driven by both capital maintenance and new and expanding programs, and should be on a short time horizon.
3. Nursing uses practical training rooms simulating hospital patient care settings. These laboratory facilities currently in Petro are outdated and are not capable of providing training for modern hospital settings. Facilities must adapt to the technology. This project involves minor renovation to Petro and is otherwise largely for equipment with a total project estimate of $530,000 with a fundraising goal of 50% of which approximately $125,000 has been fundraised. This project expects to reach its fundraising goal of $265,000 of which $190,000 is expected by Dec. 31, 2003. This project is both capital maintenance, and a technological adaptation to program needs and is on a short time horizon.
4. WEA has recently expanded to include the entire lower level of the Alumni Center. WEA continues to provide an outstanding and necessary fundraising service to the university; however, the intense space demands on the alumni center must be balanced with the needs for space for alumni special events. Suitable space must be provided for both the WEA and alumni needs. This should not be a fundraised project for important philosophical reasons. WEA should be focused on fundraising for Washburn University and not for their own operations. Funding for this project should be a university expense, is the result of new and expanding programs and is on a short time horizon.
5. Library upgrades are always important to every campus. The library is often regarded as the intellectual heart of the campus. Technological changes in library science are occurring at such a rapid pace we have no well defined plan of what a library should look like for the next quarter century. We keep this on the planning horizon without a firm expectation of what and when we would have a project. This project has a long gestation period and will take time to develop. This project has fundraising potential, should be regarded as a response to new and expanding programs, and is on a medium range time horizon.
6. Weight training for athletes has become a technical science focused both on improving performance, but more importantly, on preventing injuries. At Washburn, we have an academic program in Athletic Training. Improved weight training facilities are necessary to attract new student athletes, train athletic trainers, improve performance and thus, success on the field, and reduce the incidence and severity of injuries to athletes. Existing facilities are both inadequate programmatically, and in poor condition. Locker rooms and dressing rooms need updating and would be included. This calls for the construction of a new building with an estimated project cost of $2.5 million. These projects have substantial fundraising potential, should be considered as both capital maintenance, and new and expanding programs, and are on a short time horizon.
7. Yager Stadium field surface is a second phase to the recently completed press box and fan amenity project. With the addition of women's soccer, the demand for an all-weather playing surface, which could accommodate both football and soccer, requires the field renovation of the stadium. To accommodate both sports, the field must be wider and flatter (no crown) and withstand more rigorous use. Artificial surfaces have made dramatic improvement and would be appropriate for Washburn's circumstance. This project has fundraising potential, should be categorized as new and expanding programs, and is on a medium range time horizon.
8. Baseball has need for an indoor batting facility with field equipment storage. Project estimate is $250,000 with substantial fundraising potential for this program enhancement project and is on a medium time horizon.
9. Phone system replacement is an expensive capital project if undertaken today. Changes in technology are occurring at such a rapid pace that interim steps to stretch life from the current system may be more effective than originally predicted. User behavior, as more communication takes place by e-mail and cell phone, mitigates demand on the system. New technologies may make replacement of large switching system obsolete as voice and data share computer servers rather than telephone switches. This project has no fundraising potential, and has a very long horizon unless there is an immediate and unpredictable system failure. This is a capital maintenance project.
10. Henderson Learning Resources Center renovation is looming on the horizon. This building built in 1971 is over 30 years old with no appreciable renovations. Large areas of the building designed for back-of-the-house multimedia technology have been made obsolete by changing technology and represent wasted space in the building. Additional faculty offices, improved department workspace and creation of additional classroom from inefficiently used space should be major goals of the project. This project has modest fundraising potential, should be regarding as capital maintenance and is on a medium range time horizon.
11. Law School replacement is a dream of many. The Law School is unquestionably the flag ship program of the institution. Washburn's image, reputation, history and future are tied to the Law School's success. A new, architecturally significant law building would make an important statement about the university's values. Significant renovations underway currently will make the current law building an attractive addition to the undergraduate campus when a new law building is constructed. This project has substantial fundraising potential, should be categorized under new and expanding programs and has a long time horizon.
Other projects will surface as both trial balloons and rumors. Stakeholders, advocates and policy entrepreneurs will attempt to drive demand for additional projects as time goes by. That is normal on a college campus and, eventually, some of those projects may evolve onto lists like this in future years. Nevertheless, given the needs, opportunities, limitations, and priorities of the current and foreseeable environment, these are capital projects we recommend receive appropriate consideration in future capital planning.
A comprehensive fiscal plan will be provided following appropriate consultation and discussion with the Board of Regents.
RECOMMENDATION:For information only.
(date) Jerry B. Farley, President