CAMPUS MASTER PLAN UNIVERSITY OF NORTH … University of North Dakota Campus Master Plan Table of Contents Research Areas Which Are Anticipated to Change Significantly Over the Next

CAMPUS MASTER PLAN UNIVERSITY OF NORTH DAKOTA

2016

University of North Dakota Campus Master Plan Table of Contentsii

Table of Contents PER NDUS GUIDELINE

EXECUTIVE SUMMARY ......................................................................................................... 1UND’s Background ................................................................................................................... 3How Does UND Use the Physical Space ................................................................................... 4The Scope of the Master Plan .................................................................................................... 4

What Has Been Excluded from This Report .......................................................................... 7The Dialogue Will Continue .................................................................................................. 7

Is UND Using Existing Space Effectively & Efficiently ........................................................... 8Measuring Condition of Buildings ....................................................................................... 10State-Appropriated Building Condition, Deferred Maintenance and Next 10-Year Repair Costs .................................................................................................... 10

UND’s average FCI rating for all appropriated buildings is 0.20, or poor condition ....... 10What is the Annual Investment Required to Correct the Deferred Maintenance Problem... 11Condition of Auxiliary and Athletics Buildings, Deferred Maintenance and Next 10-Year Repair Costs .................................................................................................... 11

Strategies Proposed To Optimize Space Usage at UND .......................................................... 12Strategy A ............................................................................................................................. 14Strategy B ............................................................................................................................. 16Strategy C ............................................................................................................................. 18Recalculated Maintenance Investments ................................................................................ 21Implementation Time Line ................................................................................................... 21

Capital Projects Required to Address UND’s Needs for Academic Spaces ............................ 22Critical/High Priority Deferred Maintenance and Life – Safety Upgrade Projects ................. 24What is the Next Step .............................................................................................................. 24

SECTION I: OVERVIEW .......................................................................................................... 25History of the Institution .......................................................................................................... 27

Physical Growth .................................................................................................................... 28Campus Growth: 1883 – 1950 .......................................................................................... 28Campus Growth: 1970 – 2015 .......................................................................................... 28

Campus Boundaries .............................................................................................................. 29Category One: UND Foundation / Aerospace Foundation Properties .............................. 29Category Two: Greek Society Fraternities and Sororities ................................................. 29Category Three: Public Property – Federal....................................................................... 30Category Four: Public Property – Local ........................................................................... 30Category Five: Residential Private Property ..................................................................... 30Category Six: Commercial Private Property ..................................................................... 30Category Seven: Railroad Property .................................................................................. 31

iii

Mission .................................................................................................................................... 31Education .............................................................................................................................. 32Research .....................................................................................................................................................32Outreach and Training ......................................................................................................... 34Public Service ....................................................................................................................... 37

SECTION II: PLANNING DRIVERS AND ASSUMPTIONS ............................................... 43Master Plan Preparation ........................................................................................................... 44

Administrative Stake Holders .............................................................................................. 44Steering Committee .............................................................................................................. 44Faculty Stake Holders .......................................................................................................... 45Community Stake Holders .................................................................................................. 45Staff Stake Holders .............................................................................................................. 45Student Stake Holders .......................................................................................................... 46Facility Management ........................................................................................................... 46Consulting Firms ................................................................................................................. 47

Strategic Planning Conformance ............................................................................................. 47Current and Projected Enrollment ........................................................................................ 47

List current enrollment for the following categories (Fall 2015 data) ........................... 47Headcount Enrollment .............................................................................................. 47Full Time Equivalences ............................................................................................. 47Full Time Student Headcount ................................................................................... 47Part Time Student Headcount ................................................................................... 47Full Time On-Campus Student Headcount ............................................................... 47Students enrolled in classes at your institution, but attending at another NDUS institution ......................................................................................... 47Students attending classes at your institution, but enrolled in a class from another NDUS institution ................................................................................. 47

List projected enrollment for spring 2017, 2019, and 2021 in the same categories ...... 47Current and Projected Sponsored Project Research Expenditures (if applicable to the institution) for the following functions. List projected expenditures 2017, 2019, and 2021. (Categories are listed as currently reported within PeopleSoft) ................... 47

Current and Projected Outreach and Training Programs ..................................................... 48Programs Which Are Anticipated to Change Significantly in Enrollment Over the Next Six Years ...................................................................................................... 48

John D. Odegard School of Aerospace Sciences .............................................................. 48College of Arts & Sciences ............................................................................................... 48College of Business & Public Administration .................................................................. 48College of Education & Human Development .................................................................. 50School of Law ................................................................................................................... 51College of Nursing & Professional Disciplines................................................................. 51

University of North Dakota Campus Master Plan Table of Contentsiv

Research Areas Which Are Anticipated to Change Significantly Over the Next Six Years .................................................................................. 53Facility or Physical Infrastructure Components Identified within the Strategic Plan Which Are Insufficient or Inadequate to Support Current Program, Research, Outreach/Training, or Public Service Functions of the Institution ....................................... 54

Maintenance and Facility Condition Standards .................................................................... 56Life Safety/Risk Assessment Concerns/Projections ............................................................... 56Building Condition Assessment Criteria ................................................................................. 57Summary of Appropriation Funded Buildings ....................................................................... 58

Assessment Ratings for Building Conditions ....................................................................... 60Addressing Building Needs .................................................................................................. 69Deferred Maintenance Examples: ........................................................................................ 70Proposed Strategy for Improving Student Success Rates and Lowering Annual Investment Needs .................................................................................... 78Master Plan Strategy A ......................................................................................................... 79Master Plan Strategy B ......................................................................................................... 80Master Plan Strategy C ......................................................................................................... 81

Summary of Current Deferred Maintenance for Appropriated Buildings ............................... 82SECTION III: FACILITY AND PHYSICAL INFRASTRUCTURE PRIORITY GOALS – SIX YEAR OUTLOOK ........................................................................ 83

Program and Enrollment Driven Needs .................................................................................. 84PED 1: College of Business & Public Administration Renovation & Addition ................... 84PED 2: O’Kelly Hall and Merrifield Hall Building Renovation .......................................... 84PED 3: Chester Fritz Library ............................................................................................... 87PED 4: Tactical renovations of old SMHS building first and second floor, including relocation of Department of Theatre Arts ........................................................... 87PED 5: Abbott and Starcher Halls classrooms and lab renovations ..................................... 87PED 6: New interactive classroom and research lab building in the southeast quadrant of the campus ......................................................................................... 88PED 7: Collaborative Arts Building (CAB) ......................................................................... 88PED 8: Chester Fritz Auditorium Renovations .................................................................... 88PED 9: Airport Apron .......................................................................................................... 89PED 10: Memorial Union and McCannel Hall .................................................................... 89

Deferred Maintenance Priority Repairs .................................................................................. 90DMP 1: Boiler Upgrades in Steam Plant .............................................................................. 90DMP 2: Witmer and Leonard Hall Chiller Replacements .................................................... 92DMP 3: Re-Roofing of Eight Buildings ............................................................................... 92DMP 4: Streibel Hall Exterior Brick Replacement .............................................................. 92DMP 5: Airport Administration Building Re-Windowing ................................................... 92

v

Life/Safety/Security Priority Needs ...................................................................................... 101LSS 1: College of Engineering Fire Protection .................................................................. 101LSS 2: Upgrade/Add Fire Alarm Systems for Five Buildings ............................................ 101LSS 3: Video Surveillance ................................................................................................. 101LSS 4: Access Control ....................................................................................................... 101LSS 5: Virtual Emergency Operations Center (VEOCi) .................................................... 102

Detailed Review of State Owned Non-Appropriated Buildings ............................................ 103Assessment Ratings for Building Conditions ..................................................................... 107Addressing Building Needs ................................................................................................ 118

SECTION IV: INVENTORY ................................................................................................... 119Institutional Real Estate Holdings as of January 1, 2016 ........................................................120

Total square feet/acres of land owned by the institution .............................................. 120Total square feet/acres of land owned by affiliated foundations and located within 1 mile of institution owned property .................................................... 120Total square feet/acres of land leased by the institution ............................................... 120

Total square feet/acres of land leased by the institution and owned by affiliated foundations .............................................................................. 120

Enumerate for the above the 1) location and 2) function of each parcel leased by the institution................................................................................................ 120

Total square feet/acres of land leased by the institution but owned by a non-affiliated entity ....................................................................................................... 120

Enumerate for the above the 1) location and 2) function of each parcel leased by the institution................................................................................................ 120

Total square feet/acres of land owned by the institution and leased to others ....................... 121Enumerate for the above the 1) location and 2) function of each parcel leased to others by the institution ................................................................................. 121

Institutional Facility Assets as of January 1, 2016 ................................................................ 122Type One Facilities ............................................................................................................. 122

Total square feet of all facilities ................................................................................... 122Total replacement value of all facilities ....................................................................... 122

Type Two Facilities ............................................................................................................. 122Total square feet of all facilities ................................................................................... 122Total replacement value of all facilities ........................................................................ 122

Type Three Facilities .......................................................................................................... 122Total square feet of all facilities ................................................................................... 122Total replacement value of all facilities ....................................................................... 122

Leased Facilities ................................................................................................................. 122Total square feet of all facilities ................................................................................... 122

University of North Dakota Campus Master Plan Table of Contentsvi

Paving ................................................................................................................................. 122Total square feet of institution owned and maintained roadways................................. 122Total square feet of institution owned and maintained parking lots............................. 122Total square feet of institution owned and maintained sidewalks ................................ 122

Infrastructure ...................................................................................................................... 122Total linear feet of institution owned and maintained direct buried steam lines .......... 122

Number of steam distribution manholes or valve houses ........................................ 122Total linear feet of institution owned and maintained water mains ............................. 122Total linear feet of institution owned and maintained sanitary sewer lines ................. 122

Number of sanitary sewer manholes or related appurtenance ................................ 122Total linear feet of institution owned and maintained storm water mains ................... 122

Number of storm water manholes (do not include catch basins) or other appurtenance .............................................................................................. 122

Total linear feet of institution owned and maintained high voltage distribution lines, both direct buried and aerial ........................................................... 123

Number of transformers .......................................................................................... 123Number of switches ................................................................................................ 123

Total linear feet of institution owned and maintained fiber optic cable, telecommunication cable (copper), or specialized data cable ..................................... 123Miscellaneous buried or aerial Infrastructure .............................................................. 123Outdoor athletic fields .................................................................................................. 123

List type and surface area in square feet ................................................................ 123Greenspace ................................................................................................................... 123

List approximate surface area in square feet or acres that is maintained/unmaintained .................................................................................... 123

Space Utilization ................................................................................................................... 124Overall Classroom Utilization Summary ........................................................................... 127

Classrooms ...................................................................................................................... 127Class Labs ....................................................................................................................... 127Additional Calculations for Classrooms and Class Labs ................................................ 127

Overall Office Utilization Summary .................................................................................. 129Safety and Security ............................................................................................................. 129

Deferred Maintenance ........................................................................................................... 130Appendix A: Campus Growth Map, 1883-1970 .................................................................... 131Appendix B: Educational Programs and Graduates .............................................................. 133Appendix C: Facility Condition Assessment ......................................................................... 141Appendix D: Space Utilization .............................................................................................. 253Appendix E: Security Master Plan ........................................................................................ 361

vii

List of Figures and Tables

Figure 1.1 - Total Fall Semester Enrollment: Headcount .............................................................. 3Figure 1.2 - Percentage of space on campus occupied by each type. ............................................ 5Figure 1.3 - Academic and academic support buildings identified for the space

utilization study ....................................................................................................................... 8Figure 1.4 - FCI Ratings ............................................................................................................. 10Figure 1.5 - Graphical representation of Strategy A ................................................................... 15Figure 1.6 - Graphical representation of Strategy A ................................................................... 15Figure 1.7 - Graphical representation of Strategy B ................................................................... 17Figure 1.8 - Graphical representation of Strategy B ................................................................... 17Figure 1.9 - Graphical representation of Strategy C ................................................................... 19Figure 1.10 - Graphical representation of Strategy C ................................................................. 19Table 1.1 - Annual Reinvestment Needed for Strategy C Implementation ................................. 21Table 2.1 - Office of Extended Learning .................................................................................... 34Table 2.2 - Environmental Training Institute .............................................................................. 35Table 2.3 - Wellness Center ........................................................................................................ 36Table 2.4 - Center for Rural Health ............................................................................................. 36Table 2.5 - Public Service ........................................................................................................... 37Figure 3.1 - FCI Ratings ............................................................................................................. 57Figure 3.2 - Building Age of Appropriated Buildings ................................................................ 58Table 3.1 - Building Age of Appropriated Buildings ................................................................. 58Figure 3.3 - Total Facility Renewal Costs of Appropriated Buildings ........................................ 59Figure 3.4 - Facility Renewal Needs by System of Appropriated Buildings .............................. 60Figure 3.5 - Facilities Renewal Plan by System of Appropriated Buildings. .............................. 61Table 3.2 - Assessed Costs & FCI Report for Appropriated Buildings ...................................... 63Table 3.3 - Investment Requirements to Improve Appropriated Building Condition

for All Appropriated Buildings ............................................................................................ 69Figure 3.6 - 10 Year Projection of Funding Investment vs. FCI Value for

All Appropriated Buildings .................................................................................................. 70Table 3.4 - Investment Requirements to Improve Building Condition

If Proposed Strategy A is Implemented ................................................................................ 79Figure 3.7 - 10 Year Projection of Funding Investment vs FCI Value for Master Plan

Strategy A Buildings ............................................................................................................ 79Table 3.5 - Investment Requirements to Improve Building Condition

If Proposed Strategy B is Implemented ................................................................................ 80Figure 3.8 - 10 Year Projection of Funding Investment vs FCI Value for

Master Plan Strategy B Buildings ......................................................................................... 80Table 3.6 - Investment Requirements to Improve Building Condition

If Proposed Strategy C is Implemented ................................................................................ 81

University of North Dakota Campus Master Plan Table of Contentsviii

List of Figures

Figure 1.1 Information provided by Office of the Registrar ......................................................... 4Figure 1.2 Percentage of space on campus occupied by each type. .............................................. 6Figure 1.3 Academic and academic support buildings

identified for the space utilization study .................................................................................... 9Figure 1.4 FCI Ratings ................................................................................................................ 11Figure 1.5 Graphical representation of Strategy A ..................................................................... 16Figure 1.6 Graphical representation of Strategy A ..................................................................... 16Figure 1.7 Graphical representation of Strategy B ..................................................................... 18Figure 1.8 Graphical representation of Strategy B ..................................................................... 18Figure 1.9 Graphical representation of Strategy C ..................................................................... 20 Figure 1.10 Graphical representation of Strategy C ................................................................... 20 Figure 3.1 FCI Ratings ................................................................................................................ 58Figure 3.2 Building Age of Appropriated Buildings .................................................................. 59Figure 3.3 Total Facility Renewal Costs of Appropriated Buildings .......................................... 60Figure 3.4 Facility Renewal Needs by System of Appropriated Buildings ................................. 61Figure 3.5 Facilities Renewal Plan by System of Appropriated Buildings Source. ................... 62Figure 3.6 - 10 Year Projection of Funding Investment vs

FCI Value for All Appropriated Buildings. ............................................................................. 71Figure 3.7 - 10 Year Projection of Funding Investment vs

FCI Value for Master Plan Strategy A Buildings .................................................................... 80Figure 3.8 - 10 Year Projection of Funding Investment vs

FCI Value for Master Plan Strategy B Buildings ..................................................................... 81Figure 3.9 - 10 Year Projection of Funding Investment vs

FCI Value for Master Plan Strategy C Buildings ..................................................................... 82Figure 4.1 Building Age of Non-Appropriated Buildings ........................................................ 104Figure 4.2 Total Facility Renewal Costs of Non-Appropriated Buildings ................................ 105Figure 4.3 Facility Renewal Needs by System of Non-Appropriated Buildings ....................... 106Figure 4.4 Facilities Renewal Needs by System of Non-Appropriated Buildings ................... 107Figure 5.1 Percentage of space occupied by each type. ............................................................ 126Figure 5.2 Percentage of space occupied by academic and academic support. ........................ 126

Figure 3.9 - 10 Year Projection of Funding Investment vs FCI Value for Master Plan Strategy C Buildings ......................................................................................... 81

Table 3.7 - Deferred Maintenance Totals for Appropriated Buildings & Infrastructure ............. 82Table 4.1 - Boiler Types and Ages .............................................................................................. 92Table 4.2 - Overview of Deferred Maintenance Priority Repairs and

Life/Safety/Security Priority Needs ...................................................................................... 93Figure 4.1 - Building Age of Non-Appropriated Buildings ...................................................... 103Table 4.3 - Building Age of Non-Appropriated Buildings ........................................................ 103Figure 4.2 - Total Facility Renewal Costs of Non-Appropriated Buildings .............................. 104Figure 4.3 - Facility Renewal Needs by System of Non-Appropriated Buildings .................... 105Figure 4.4 - Facilities Renewal Needs by System of Non-Appropriated Buildings .................. 106Table 4.4 - Assessed Costs & FCI Report for Non-Appropriated Buildings ........................... 107Table 5.1 - Summary of UND Space Types ............................................................................. 124Figure 5.1 - Percentage of overall campus space occupied by each type.. ................................ 126Figure 5.2 - Percentage of space occupied by academic and academic support. ...................... 126Table 5.2 - Classroom and Lab Utilization Summary ............................................................... 127

1

Executive Summary

University of North Dakota Campus Master Plan Executive Summary2

The North Dakota State Board of Higher Education requires each institution to prepare a physical master plan every two years. Master plans for physical spaces addresses the physical facilities–related needs of the campus, and aligns the use of physical space to the institution’s strategic plan and academic mission.

The key findings of the physical space master plan study are:

• Given the current enrollment projections, UND has more than enough classroom, class laboratory, and office spaces to conduct its mission of teaching and learning.

• The quality of the space, though, is poor and inadequate. A large number of buildings require repairs and upgrades; several systems are in imminent danger of failure. There is a substantial backlog of capital renewal and maintenance. The backlog for the academic spaces is $298M, and is projected to grow to $506M in ten years if no action is taken.

• Consolidation of space will provide opportunities to improve the quality of the work-study environment, and it will have a positive impact on the mission of teaching and learning. By reducing the space occupied, UND will be able to focus limited resources better. Three strategies have been proposed for consideration and discussion.

3

Figure 1.1 Total Fall Semester Enrollment: Headcount.

Data available from the Office of Registrar was used to analyze classroom space utilization rates. Individual departments schedule classes in certain rooms that are controlled by the departments. Utilization rates for these department-controlled rooms were not calculated.

Based on the needs identified by the current master planning process, several capital projects have been proposed. All of these projects will focus on renovating existing buildings to upgrade the quality of the space, or on strategic additions to existing buildings. It is expected that the capital plan will span over several legislative cycles. For the next biennium, the Campus proposes two capital projects: (i) upgrade of the Steam Plant as it is in imminent danger of failure, and (ii) renovation of O’Kelly Hall and Merrifield Hall - the two major classroom buildings that serve the largest number of students.

UND’s Background

Founded by the Dakota Territorial Assembly in 1883, six years before statehood, UND was intended to be, and has remained, a university with a strong liberal arts foundation surrounded by a variety of professional and specialized programs. UND is the state’s most comprehensive intensive research university and the primary center for professional education and training. In the Fall 2015 semester, there were 14,951 students enrolled. There were 9,691 students (65%) taught in a traditional on campus classroom environment, 3,283 (22%) were enrolled fully in distance education courses, and the remaining 1,977 (13%) students enrolled in a combination of distance and traditional learning courses. UND projects that student enrollment will remain stable at about 15,000 students.

Throughout the document, space numbers have been presented in one of these two units: Gross Square Feet (GSF) or Assignable Square Feet (ASF).

Gross Square Feet (GSF) is defined as the area that includes all enclosed space as measured from the exterior face of the building walls.

Usable Assignable Square Feet (ASF) is defined as the sum of all areas on all floors of a building assigned to, or available for assignment to, an occupant or specific use. ASF excludes circulation areas (such as hallways, stairs, elevator shafts), equipment rooms, restrooms, wall thicknesses, etc.


How Does UND Use the Physical Space?

As of December 2015, the UND campus is comprised of approximately 521 acres and 245 buildings totaling 6.8 million gross square feet (GSF). Out of 6.8 million GSF of space at UND, the total assignable square feet (ASF) of space is 5.4M. The percentage of space occupied by each type of space is shown in Figure 1.2. Student housing occupies the largest amount of space (20%), followed by office spaces (15%). Classrooms occupy 4% of total space used on campus.

The Scope of the Master Plan

In Fall 2015, a comprehensive master planning effort was put in place to assess UND’s space utilization, and to study the condition of existing facilities. This phase focuses on information gathering, and presents options to the campus community for a continued dialogue about how to address issues identified in the study. Several key areas have not been addressed in this study (as described later). Over the next several months, the master planning process will continue with further analyses, and will incorporate feedback and comments from the campus community. This study evaluates whether space is used efficiently at UND, and determines the backlog of deferred maintenance needs and projected repair costs for the buildings over the next ten years. It recommends strategies for optimizing space usage (and therefore,

avoiding deferred maintenance costs), and recommends capital and maintenance projects for funding in the future biennium cycles.

The study consists of the following primary sections:

• Classroom utilization: Assessment of scheduling data maintained by the registrar to understand how classrooms are being utilized, and whether North Dakota University System (NDUS) standards on classroom usage are being met (note that the study was limited to classrooms controlled by the Registrar’s Office; department-controlled classrooms were not included in this analysis since data was incomplete).

• Office space utilization: Assessment of office occupancy data and understand whether NDUS standards on office space usage are being met.

• Comprehensive facilities condition assessment of 195 major buildings (including Housing, EERC, and auxiliaries) to quantify the deferred maintenance backlog, life-safety and accessibility upgrade requirements, and projected repair needs within the next ten years.

• Energy use assessment of 71 major buildings (including Housing) and evaluation of opportunities for reducing energy usage in these buildings (study in progress, will be completed late summer).

5

The information garnered from these assessments was used to develop strategies for the future. The goal of the strategies proposed in this study is to optimize use of space at UND. It should be stressed here that the goal never was to compress space for financial reasons alone. Rather, the goal is to use the space available in the best way possible so that the academic mission of the university may be fulfilled, and student success rates may be improved. The ancillary benefit of reducing maintenance and operations costs is to help relieve budget constraints. The savings can then be invested in support of institutional priorities.

A master planning steering committee served as the principal working group for the process. The committee is comprised of academic deans, a student government representative, faculty and staff representatives, and other key stakeholders. The committee reported to the UND Executive Council. Input and feedback was gathered from the campus community via open forums and communication.

Figure 1.2 Percentage of space on campus occupied by each type.

6 University of North Dakota Campus Master Plan Executive Summary

7

What Has Been Excluded from This Report?Given the enormity of the task and time constraints, the focus of the space utilization study was narrowed to academic buildings (Type I) and academic support buildings (Type II) on UND’s Grand Forks campus. Utilization of space in approximately 2.5 million GSF of space (out of approximately 4 million GSF of Type I & II spaces) was assessed under this study. Utilization of the following major types of spaces have been excluded from this report, and will be studied later:

• Research and related laboratory spaces – UND is the state’s premier research institution. The future requirements for research spaces are being analyzed as one of the top priorities of the academic planning process. The data will be incorporated in the next edition of this report.

• Housing facilities - UND is analyzing housing demand and housing facilities needs under a separate master planning study. The data from the housing master plan will be incorporated in the next edition of this report.

• Support facilities such as Memorial Union, athletics buildings, Chester Fritz Library, performing arts spaces, etc.,

will be studied and the data will be incorporated in the next edition of this report.

• Support buildings and spaces such as IT and mechanical rooms, storage spaces, police facilities, etc., will be studied and the data will be incorporated in the next edition of this report.

• Infrastructure, parking, circulation, open spaces, etc., will be studied and the data will be incorporated in the next edition of this report.

The Dialogue Will ContinueAs stated earlier, this study is the first phase of the master planning effort towards positioning UND for the future. The intent of this study is to foster a dialogue within the campus community about long-term planning and funding strategies. The incoming president may provide additional direction as a strategic plan for UND is developed. A number of major areas remain to be analyzed. Therefore, the master planning work, and the dialogue with the campus community, will continue and the findings will be adjusted as new information become available.

This study is the first phase of the master planning effort. The study focuses on information gathering, and presents options to the campus community for a continued dialogue about how to address issues identified in the study.


Is UND Using Existing Space Effectively & Efficiently?

Understanding how UND is currently using space on campus is critical to the development of a strategic master plan to guide how space should be used in the future. It is apparent that UND currently has a more than adequate amount of space on campus, at least in terms of square footage. Although, overall, the quality of the space is poor, as described later in this report. Future construction projects will add to the space surplus unless existing space is reduced.

In total, 36 UND buildings were identified for the classroom and class lab utilization study, 26 of which are Type I academic buildings. The 26 Type I buildings (green) represent approximately 1,962,000 GSF, while the remaining 10 Type II Academic Support buildings (red) comprise approximately 636,000 GSF (see Figure 1.3).

Here is a summary of space utilization data:

• The current classroom schedule capacity is at 70%; the occupancy capacity is 70% for an average classroom utilization rate of 61% (all data for classrooms controlled by Registrar only). The NDUS target is 100%1 (see Appendix D for a discussion on NDUS formulae).

• The current class lab utilization is 62%2; the occupancy capacity of the class labs is 85%. The average class lab utilization rate is 82% The NDUS target is 100%.

• Office spaces are being used fairly efficiently, given the constraints of existing buildings.

1 NDUS has recently defined terminology, calculation methods, and target values to be used for the calculation of utilization across the 11 colleges and universities within the system. The room utilization is a weighted average, favoring rooms with a larger number of available seats/stations. When using NDUS calculation method, the target for all utilization values is 100%.2 Further analysis is required before recommendations can be made for improving class laboratory efficiencies. Laboratories are often dedicated to a particular subject, and it is almost impossible use the space for other subjects. The faculty will need to analyze if certain laboratories can be converted to interdisciplinary spaces.

Figure 1.3 Academic and academic support buildings identified for the space utilization study. Green dots represent Type I buildings; red dots represent Type II buildings.

9

It should be noted that UND will add approximately 474,000 GSF of new academic space by Fall 2016, including a new building for School of Medicine and Health Sciences, Robin Hall, and Collaborative Energy Complex building. The utilization rates calculated above do not take into account the impact of the new space. It is safe to assume, though, that the utilization rates will decline when the new buildings are brought online.

The data suggests that UND has room to improve the efficiency of classroom utilization. By improving classroom utilization, fewer rooms will be required. Utilities and maintenance costs will be lower, and smaller investments in technological equipment and furniture will be required. Therefore, more funds for improving the physical condition of the classrooms will be available. Classroom efficiency may be improved in several ways3:

• Scheduling more classes outside of the core hours (8:00 a.m. – 4:00 p.m.);

• Within the core hours, scheduling more classes closer to 8:00 a.m. and 4:00 p.m.;

• Selecting classrooms based on the number of enrolled students in a particular class;

• Reducing the number of sections and offering larger class sizes;

• Limiting the number of rooms available for scheduling. The data shows that the lowest performing group of classrooms and class labs (20% or below) occupy a large amount of space (approximately

3 Recommendations for improving classroom and office space utilization are being developed by the Space Management Subcommittee of the MIRA Committee based on feedback from the faculty.

26% of available teaching space) that may be repurposed for other uses, or vacated;

• Scheduling all undergraduate and graduate classes through the Registrar’s Office to improve scheduling efficiency.

• Using robust scheduling software to improve scheduling efficiencies.

Determining how classroom scheduling efficiency may be improved is beyond the scope of this study. It should be noted that the NDUS standards for classroom utilization are based on traditional teaching methods. Trends in instructional methods, or pedagogy, promote active-learning classrooms, which require more ASF per student. Certain number of classrooms should be upgraded to active-learning classrooms to improve student success rates. Faculty should determine the right mix of traditional and active-learning classrooms for UND.

The assessment of office spaces indicates that the office spaces are being used fairly efficiently, given the constraints of the existing buildings. Older buildings have larger room sizes. Older buildings also have more individual offices than open offices or cubicles. Expensive renovations of existing buildings will be required to improve office space efficiencies. UND is adopting design standards to ensure that NDUS office space standards are met when new buildings are constructed and when major renovations are completed. There are, however, a number of opportunities to consolidate office spaces into larger buildings, and vacate some of the smaller buildings on the campus.

Given the current enrollment projections, UND has more than enough space, at least in terms of GSF.


Measuring Condition of BuildingsCondition of buildings is measured by facility condition index (FCI).4 FCI represents the value of the building when compared to the current repairs needed.

Facility Condition Index (FCI):

FCI = Deferred Maintenance Items

Current Replacement Value (CRV) of the building

APPA5 has adopted FCI as a key performance indicator for higher educational facilities. The ratings are as follows:

FCI Rating < 0.05 = Buildings are in good condition

FCI Rating of 0.05 to 0.10 = Buildings are in fair condition

FCI Rating > 0.10 = Buildings are in poor condition

POO

R

FAIR

GO

OD

< 0.05 0.05 –

.010 > 0.10

Figure 1.4 FCI Ratings

4 The facility condition index (FCI) is used to provide a benchmark to compare the relative condition of a group of facilities. The FCI is primarily used to support asset management initiatives of federal, state, and local government facilities organizations, including universities, housing and transportation authorities, and primary and secondary school systems. The FCI as a tool was first published in 1991 by the National Association of College and University Business Officers (NACUBO). The FCI tool has also been adopted as a key performance indicator by APPA, the national organization for facilities managers in educational facilities.5 APPA is the national organization for facilities managers for educational facilities.

State-Appropriated Building Condition, Deferred Maintenance and Next 10-Year Repair CostsAs part of the master planning process, a comprehensive facilities condition assessment was conducted for 70 state-appropriated buildings (approximately 3.6 million GSF)6. A summary of the findings follows (see Section II for a detailed discussion):

• The total capital replacement value (CRV) of UND appropriated buildings is approximately $1.21 billion7.

• The average age of the buildings at UND is 50 years. About 88% of those buildings are over 25 years old and 56% of those buildings are over 50 years old.

• The accumulated deferred maintenance and non-recurring costs are $298M, and the upcoming recurring component costs over the next 10 years are $208M, for a total maintenance cost over a ten year period of $506M8.

UND’s average FCI rating for all appropriated buildings is 0.20, or poor condition. When considering the buildings individually, 40 of the 70 buildings assessed are rated “Poor”. Many of UND’s core classroom and support buildings score far exceed the maximum threshold of 0.10 for the poor ranking classification:

• The Steam Plant, a critical support building, is in the worst condition of all UND buildings, with a score of 0.55. Five of the seven boilers are well past

6 Certain smaller buildings (18 state-appropriated buildings) were not included in the facilities condition assessment to keep the assessment costs lower. For these buildings, the UND average cost per square feet was used and included in the values presented in this report.7 All values quoted are based on 2016 prices for easy comparison. Actual costs for future years will be larger due to inflation escalation. Where appropriate, costs include design, fees, and other related costs.8 Includes costs of steam plant upgrades ($20M). The steam plant equipment assessment and building assessments were conducted by different firms.

11

the design life, and the other two boilers are in need of immediate repairs. The question is not if the plant will fail; the question is how soon the plant will fail.

• Leonard Hall, housing the Geology Department, has the lowest classroom building ranking at 0.45. UND’s math and physics building, Witmer Hall, is rated at 0.38.

• Rankings for major classroom buildings such as O’Kelly, Merrifield, Abbott, Starcher, the original law building, Hughes Fine Arts, and all College of Engineering buildings, far exceed the threshold of 0.10 for poor condition.

What is the Annual Investment Required to Correct the Deferred Maintenance Problem?Based on APPA’s guidelines, over the next ten years, UND should invest $18M - $36M each year to maintain and upgrade the state-appropriated buildings. The impact of various levels of investment on the condition of facilities is shown below:

• To raise the condition of the facilities to good, an investment of $46M per year for the next ten years will be required.

• To raise the condition of the facilities to fair, $39M per year for the next ten years will be required.

• To maintain the buildings in current state without further deterioration (FCI = 0.20), $27M per year for the next ten years will be required.

• If $8M per year is provided (equal to the amount funded for maintenance projects in the current fiscal year), the facilities condition will continue to deteriorate. In ten years, the FCI rating will drop to 0.35 (from current FCI = 0.20), and the projected deferred maintenance backlog will grow to $426M from $298M in 2016.

Condition of Auxiliary and Athletics Buildings, Deferred Maintenance and Next 10-Year Repair CostsThe condition of the Housing, athletic buildings, and auxiliary support building facilities were assessed. Approximately $198M dollars of maintenance items are currently overdue in non-appropriated buildings. Over the next ten years, approximately $268M of capital renewal, non-recurring and recurring items will need to be addressed. The Facilities Condition Index (FCI) for non-appropriated buildings is 0.21 (“Poor” rating).

The vast majority of the non-appropriated buildings is student housing. Almost the entire portfolio of student housing is rated “poor”. A housing master plan study is underway to assess the future needs in housing. Once the housing master plan is completed, a plan to address the deferred maintenance and capital renewal needs will be developed.

Projected building repair costs over the next ten-year period is about half a billion dollars (additional infrastructure repair costs not known at this time). The condition of the buildings are rated to be poor.


Strategies Proposed To Optimize Space Usage at UND

UND is forecasting stable student head-count over the next six years. As discussed above, space utilization efficiency can be improved. Currently, additional square footage has been added or will be added to UND’s building inventory (Law Building addition, new School of Medicine and Health Sciences, Collaborative Energy Complex, and Robin Hall)9. At the same time, the deferred maintenance of the existing inventory continues to grow. In response to stable headcount, increased space inventory, and deferred maintenance backlog, three strategies were considered to consolidate space use. Each of these strategies were developed considering the following planning drivers:

• Enhance learning success and retention by providing the quality of space the 21st century students require.

• Focus on improving the quality of work environment for faculty and staff.

9 High Performance Center and Wilkerson Hall were opened in 2015. These buildings, because of their special use, have been excluded from space use analyses.

• Bring together fragmented departments and/or programs to enhance collaboration.

• Consolidate space usage in energy-inefficient buildings to reduce operating costs.

• Reduce deferred maintenance backlog so that limited resources can be used efficiently.

• Garner support for future capital projects by being good stewards of current space.

Three strategies were proposed to meet the above planning drivers.

13


Strategy A

Move university administration and administration support spaces to the existing SMHS building. Backfill Twamley Hall with academic space that reconnects currently fragmented departments (primarily in the College of Arts & Sciences).

This strategy would result in vacating approximately 270K GSF of space. The existing SMHS basement level would be occupied by the Department of Theatre Arts. The upper levels will be occupied by administrative and administrative support. The three top floors of the old SMHS would remain vacant and available for future use. Future use of the vacated spaces has not been determined at this time.

The plan is graphically presented in Figures 1.5 and 1.6.

The projected cost of this strategy is approximately $41M. It includes deferred maintenance upgrades within the existing SMHS of $42M over the next ten years. This strategy will avoid $32M of deferred maintenance costs from buildings being taken off-line, and will yield approximately $1.1M in annual operating savings10 (all estimates in current year values).

In addition to meeting the planning drivers described above, this strategy consolidates academic departments at the core of the campus. Based on feedback received to date, it appears that this option is preferred by the student body over Strategy B, because the students will be able to attend classes and meet with the faculty without having to travel long distances. On the other hand, faculty and staff have indicated that it is the administration who should remain at the core of the campus, so that the administration gets a sense of the “pulse of the campus.”

10 Annual operating cost savings were calculated using the UND average for custodial and maintenance services ($2.60/GSF, FY 15 data), and actual utilities costs for the buildings to be vacated (FY 15 data). Major repairs costs were excluded. It should be noted that UND facilities operating cost is approximately 20% lower than NDSU’s reported costs, and also nationwide APPA averages. The low operating budget contributes to the poor condition of the facilities. If facilities and operations and maintenance costs are funded at the appropriate level / GSF, the projected savings will be higher.

STRA

TEG

Y A

15

Figures 1.5 (top) and 1.6 (bottom). Graphical representation of Strategy A. Building names/dots in green indicate potential repurposing. Building names/dots in grey indicate those being potentially vacated.

O’KELLY COR/LARIM ERA BELL THOMPSON

CARNEGIE MONTGOMERY 2912 UNIVERSITY

GUSTAFSON BABCOCK DAKOTA HALL

314 CAMB. ARMORY INTERNATIONAL CENTER

CHANDLER HYSLOP GILLETTE

ROBT/SYRE STRINDEN CENTER FOR COMM ENGAGEMENT

TWAMLEY WOMEN’S CENTER SMHS


Strategy B

Move academic space which reconnects currently fragmented department (primarily in the College of Arts & Sciences) space to the existing SMHS building. Take space off-line and make available for re-purposing at a future time.

This primary difference between Strategy A and B is that Administration continues to occupy Twamley under Strategy B. Instead, academic departments are consolidated in SMHS. The Department of Theatre Arts would occupy the basement level of the old SMHS building. The upper floors will be occupied by academic departments and administrative office spaces. The top floors of the old SMHS building would remain vacant and available for future uses. Future use of the vacated spaces has not been determined at this time.

This strategy would also result in vacating approximately 270K GSF of space. The plan is graphically presented in Figures 1.7 and 1.8.

The projected cost of this strategy is approximately $39M. It includes deferred maintenance upgrades within the existing SMHS of $32.5M. This strategy will avoid $32M of deferred maintenance costs from buildings being taken off-line, and will yield approximately $1.1M in annual operating savings (all estimates in current year values).

Based on feedback received to date, it appears that this option is preferred by the faculty and the staff over Strategy A, because the administrative offices remain at the campus core. On the other hand, the student body appears to prefer Strategy A as it consolidates academic departments and classrooms at the core of the campus.

STRA

TEG

Y B

17



GUSTAFSON BABCOCK DAKOTA HALL


CHANDLER HYSLOP WITMER


WOMEN’S CENTER SMHS

Figures 1.7 (top) and 1.8 (bottom). Graphical representation of Strategy B. Building names/dots in green indicate potential repurposing. Building names/dots in grey indicate those being potentially vacated.


Strategy C

Provides new building link/in-fill from O’Kelly to Gillette Hall. Develop interdisciplinary learning spaces, including undergraduate labs and classrooms in a newly-constructed or renovated building at the southeast quadrant of the campus. Relocate labs from the existing SMHS building. Take space off-line and make available for re-purposing at a future time.

Strategy C calls for infill and new buildings to replace certain existing buildings. The new buildings will provide opportunities for interdisciplinary classrooms and research spaces. This strategy includes a building to link O’Kelly and a new interdisciplinary classroom and research building in the southeast quadrant of the campus (Witmer building area). Until the new buildings are constructed, the old SMHS building will be used as transition space. Once the new buildings are constructed, the old SMHS building will be vacated. Approximately 507,600 GSF will be taken off-line (including 280,000 GSF in SMHS, and a number of smaller buildings) and vacated. Future use of the vacated buildings will be decided later.

The plan is graphically presented in Figures 1.9 and 1.10.

The projected cost of this strategy is approximately $55M (including construction costs of new buildings). This strategy will avoid $72M of deferred maintenance costs from buildings being taken off-line, and will yield approximately $1.8M in annual operating savings (all estimates in current year values).

Strategy C appears to have most support from the faculty, students, and the staff. Though no decision has been made as UND continues to assess all three possible strategies, at this time Strategy C appears to have several strengths:

• Once implemented, UND will gain a state-of-the interdisciplinary teaching and research space, which will serve UND well into the future,

• Academic and administrative functions will be consolidated within the core of the campus,

• The net cost of this option is zero, because of avoided deferred maintenance costs, and

• This strategy eventually vacates and provides the opportunity to rethink the existing SMHS and its site use.

As stated earlier, the campus community should continue the dialogue to determine the best strategy for UND. While Strategy C appears to be the best option, further discussions are required before selecting a strategy.

STRA

TEG

Y C

19



GILLETTE BABCOCK DAKOTA HALL


CHANDLER HYSLOP WITMER


WOMEN’S CENTER SMHS

Figures 1.9 (top) and 1.10 (bottom). Graphical representation of Strategy C. Building names/dots in green indicate potential repurposing. Building names/dots in grey indicate those being potentially vacated.

20 University of North Dakota Campus Master Plan Executive Summary

21

Recalculated Maintenance InvestmentsThe annual investments required to address the deferred maintenance backlog if the proposed strategy C is adopted were recalculated. Assuming that occupants of certain buildings will move to SMHS soon, and assuming major deferred maintenance investments in SMHS will not be made, the deferred maintenance backlog plus next 10-year repair cost is estimated to be $435M. Under this scenario the annual reinvestment amounts are substantially lower than the amount needed if all buildings remain occupied. Table 1.1 illustrates the amount of annual reinvestments needed if Strategy C is implemented to consolidate space.

Implementation Time LineThe implementation time-line for any of the strategies chosen will depend on the availability of capital funding. For any of the strategies selected, it is expected that full implementation will span several legislative cycles. If Strategy A or B is chosen, major investments in maintenance repairs will be required in the existing SMHS building. If Strategy C is chosen, investments in new buildings will be required, and the existing SMHS building will be used during the transition period only.

In all the three strategies, vacating certain buildings is a common theme. Occupants of certain buildings will be moved to the existing SMHS building, either permanently (Strategies A or B), or in transition (Strategy C).

Table 1.1 Annual Reinvestment Needed for Strategy C Implementation

FCI Rating Rule Building Condition

FCI Rating

All Buildings: Annual

Reinvestment Amount

Strategy C: Annual

Reinvestment Amount

FCI of <0.05 = Building is in GOOD condition GOOD 0.04 $46,000,000 $39,600,000

FCI of 0.05 to 0.10 = Building is in FAIR condition FAIR 0.10 $38,800,000 $33,400,000

FCI of >0.10 = Building is in POOR condition POOR 0.20 $26,700,000 $23,000,000

FCI of >0.10 = Building is in POOR condition POOR 0.35 $8,000,000 $8,100,000

Source: Report from the ISES AMS Database, FCNI/FCI Projections


Capital Projects Required to Address UND’s Needs for Academic Spaces

UND recommends the following projects to address student success and retention, and to provide upgraded teaching and learning spaces that meet current standards in higher education. UND proposes two high-priority projects for the next legislative cycle, to be completed using philanthropic funds. Other projects are also critical for UND’s mission, and is expected to be funded by the State over the next several legislative cycles. The potential for public-private partnerships will also be explored. These projects are required regardless of which strategy is selected ultimately.

Highest Priority Projects Using Philanthropic Funds:

• College of Business & Public Administration (Gamble Hall) renovation and addition – Support growing enrollment and current pedagogical trends in business education, address life-safety items, and eliminate deferred maintenance backlog.

• Chester Fritz Library modernization and renovation – Improve the quality of spaces, address life-safety items and eliminate deferred maintenance backlog in one of the most important academic buildings at UND.

Other Critical Projects that will Require State Funding

The following capital projects will be required to address critical deferred maintenance needs and improve the quality of the spaces. These projects are listed below in no order of priority:

• O’Kelly Hall and Merrifield Hall classroom building renovations – Improve the quality of spaces, address life-safety items, and eliminate deferred maintenance backlogs in the two largest classroom buildings at UND.

• Abbott and Starcher Hall classroom and lab renovations – Support science and technology education, and improve the quality of spaces and eliminate deferred maintenance backlogs.

• Tactical renovations of existing SMHS building first and second floors – Serve as transition space, relocate Department of Theatre Arts from Chandler Hall, and consolidate spaces (if Strategy C is selected, minor aesthetic improvements will be made in the building during the transition period; if either Strategy A or B is selected, major investments in building infrastructure will be required to addressed deferred maintenance needs).

• Leonard / Harrington (College of Engineering) Maintenance projects – Improve learning and research spaces, and eliminate deferred maintenance backlog.

• Steam Plant boiler upgrade – Improve reliability and redundancy of the plant, reduce operating costs, and reduce deferred maintenance backlog.

• New science building and develop O’Kelly/ Gillette link – Provide state-of-the art learning and research experience, optimize space usage, and ultimately eliminate deferred maintenance backlog of the existing SMHS building and Witmer Hall (these buildings will be proposed only if Strategy C is selected).

• Performing Arts Building – Provide state-of-the art teaching and performing spaces, studios for arts, and performance departments.

• Airport apron – Repair the airport apron and ramp is needed to address safety concerns due to foreign object debris on the ramp.

• Housing – Housing is undergoing a master planning study. Housing needs will be determined after the master plan study is completed.

• Memorial Union and McCannel Hall – The Memorial Union is undergoing a master planning study. Memorial Union and McCannel needs will be determined after the master plan study is completed.

23

Focused on student success, retention, and providing teaching and learning spaces that meet current standards in higher education.


Critical/High Priority Deferred Maintenance and Life – Safety Upgrade Projects

Individual deferred maintenance projects and life-safety upgrade projects are listed in the main body of the report. As funding is made available, the following are examples of projects that will be undertaken. These projects are required regardless of which strategy is selected. They are listed below in no order of priority:

• Upgrade/add fire alarm systems in five buildings for safety and code compliance.

• Leonard, Upson I, Upson II, Harrington – Add fire protection sprinkler system for safety and code compliance.

• Witmer and Leonard Hall – Replace obsolete chillers with one new chiller to serve both buildings.

• Re-roofing of eight buildings – All are beyond useful life and identified for immediate replacement.

• Streibel Hall – Brick replacement due to brick spalling allowing moisture infiltration.

• Airport Administration Building – Re-window due to window curtain wall failure allowing moisture infiltration and energy loss.

What is the Next Step?

This study is the first phase of an ongoing physical space master planning effort. The study focuses on information gathering. The study is intended to foster a dialogue about how to address issues identified in the study. Feedback and comments from the campus community will be gathered over the next several months, as the discussion about the future of UND’s physical space continues.

Several key areas have not been addressed in this study (e.g., use of research space, housing needs, site infrastructure conditions, athletics needs, etc.). Analyses of these areas will continue. As master plans for each of these areas are developed, the data will be incorporated in the next edition of the physical space master plan.

The president and the executive council have determined that UND will request funding from the State for the following two projects in the next biennium. Both are critical projects that will begin to address the deferred maintenance backlog. These projects are required immediately regardless of the master planning strategy selected:

• Steam Plant / Boiler replacement and upgrades necessary to address the danger of imminent failure of the plant.

• Renovation and upgrades in two most-used classroom buildings (O’Kelly Hall and Merrifield Hall) to improve student success rates and the work/study environment.

The president and the executive council have determined that UND will request legislative approval for the following two high-priority projects using philanthropic funds and/or public-private partnerships:

• College of Business & Public Administration (Gamble Hall) renovation and addition to promote education in business to meet the State’s growing demand.

• Chester Fritz Library renovation to address huge deferred maintenance needs and to improve the quality of space in one of the most important academic buildings on the campus.

Documents

CAMPUS MASTER PLAN UNIVERSITY OF NORTH … University of North Dakota Campus Master Plan Table of Contents Research Areas Which Are Anticipated to Change Significantly Over the Next