Facilities Profile and 10-Year Capital Plan · Facilities Profile and 10-Year Capital Plan Eva Klein & Associates, Ltd., 1999 i EXECUTIVE SUMMARY Overview The University of North

The University of North Carolina at Wilmington

Facilities Profile and 10-Year Capital Plan

Eva Klein & Associates, Ltd., 1999



December 1999

Dobo Science Building is one of few new science buildings among UNC campuses




PREFACE

Purpose In 1997 and 1998, the North Carolina General Assembly mandated

that the Board of Governors of The University of North Carolina conduct a Study of Capital Equity and Adequacy and prepare a 10-Year Capital Plan—to identify capital needs of each institution for all categories of facilities.

This Facilities Profile and Capital Plan for The University of North Carolina-Wilmington is one of 16 individual reports prepared from data developed in the Study. Its purpose is to summarize, in one place, all facilities-related information and capital needs for UNC-Wilmington, from:

Existing statistical data about the institution’s mission, campus population, and campus facilities

Campus Visit interviews and tours Compilation of 10-Year Capital Plan needs, based on the technical

analyses conducted for the Study Organization of “Phase 1” (years 1-5) with a schedule of projects

proposed for state funding and with a Matrix of Financing Responsibility, for all financing sources.

Organization of Contents This Profile report is organized into five sections, as follows:

1. Executive Summary provides key statistics on the institution and its facilities and summary numbers from its Capital Plan. It includes a table summarizing 10-Year Capital Plan needs and a preliminary Matrix of Financing Responsibility.

2. Facilities Profile provides an overview of the institution and a discussion of its facilities issues, based on analyses of the Capital Equity/Adequacy Study

3. 10-Year Capital Needs provides a detailed list of all capital needs identified in the Study. It also includes a table of proposed state funding for Phase I.

4. Campus Visit and Tour summarizes opinions of campus personnel from Campus Visit interviews and documents the campus tour, including photographs.

5. Data Exhibits provide additional reference data.

UNC 10-Year Capital Plan Overview A separate companion document provides a summary of background

and findings of the Study, the entire 10-Year Capital Plan summary, and an important Glossary of abbreviations, terminology, and study methods. The Glossary is an important reference, as there are many terms used, but not explained, in the Profile.

Eva Klein & Associates, Ltd. December 1999




CONTENTS

EXECUTIVE SUMMARY

OVERVIEW ........................................................................................................I THE INSTITUTION...............................................................................................II THE CAMPUS AND FACILITIES ................................................................................II BUILDING QUALITY NEEDS....................................................................................II BUILDING CAPACITY NEEDS...................................................................................II SPECIAL PURPOSE BUILDING NEEDS ........................................................................II OTHER CAMPUS REQUIREMENTS .............................................................................II CAPITAL PLAN SUMMARY .....................................................................................III PROPOSED STATE FUNDING SUMMARY ....................................................................III MATRIX OF FINANCING RESPONSIBILITY—PHASE I .....................................................III 10-YEAR CAPITAL PLAN SUMMARY ......................................................................... IV

FACILITIES PROFILE

THE INSTITUTION............................................................................................... 1 CAMPUS/FACILITIES TODAY .................................................................................. 2 BUILDING CONDITION AND QUALITY NEEDS............................................................... 3 BUILDING CAPACITY NEEDS................................................................................... 6 SPECIAL PURPOSE BUILDINGS NEEDS....................................................................... 8 GENERAL CAMPUS NEEDS ..................................................................................... 8 INFRASTRUCTURE NEEDS...................................................................................... 8 LAND ACQUISITION NEEDS ................................................................................... 8 10-YEAR CAPITAL NEEDS ..................................................................................... 9 MATRIX OF FINANCING RESPONSIBILITY—PHASE 1...................................................... 9

10-YEAR CAPITAL PLAN

CAPITAL NEEDS—PHASES 1 AND II ....................................................................... 10 PROPOSED STATE FUNDING—PHASE I (YEARS 1 TO 5 ONLY) ....................................... 13

CAMPUS VISIT AND TOUR

INTERVIEW COMMENTS ...................................................................................... 15 CAMPUS TOUR—BUILDING EXAMPLES .................................................................... 19

DATA EXHIBITS

HISTORY........................................................................................................ 25 MISSION........................................................................................................ 25 FACILITY USERS............................................................................................... 26 LAND ............................................................................................................ 26 INFRASTRUCTURE ............................................................................................. 27 BUILDINGS ..................................................................................................... 28 FCAP CONDITION DEFICIENCIES .......................................................................... 28 FACILITIES OPERATIONS RESOURCES ..................................................................... 29 CURRENT BOND INDEBTEDNESS............................................................................ 30 CURRENT STUDENT FEES.................................................................................... 30 CAMPUS MASTER PLAN ...................................................................................... 31



Eva Klein & Associates, Ltd., 1999 i

EXECUTIVE SUMMARY

Overview The University of North Carolina at Wilmington began its existence as an

extension campus of The University of North Carolina. For some time, before attaining public university status, it operated as a locally supported junior college.

UNC-Wilmington today is one of North Carolina’s regional universities, classified since 1985 as a Masters (Comprehensive) University I. It has a very attractive urban campus in a small but dynamic urban setting, and it is very near ocean beaches. Although focused primarily on undergraduate education, the University offers selected graduate programs and has a growing special program in Marine Sciences. Film and the fine arts are another emerging special focus. UNC-Wilmington is one of the very few UNC campuses that does have a new science instruction facility, built within the last few years.

UNC-Wilmington experiences both the benefits and the problems of an institution with increasingly diverse academic programs, a rising academic reputation, and an attractive location in a region with a growing population and a strong economy. The University’s successful response as the principal provider of higher education in Southeastern North Carolina has taken it to a current headcount enrollment of nearly 10,000 students, which has begun to strain its capacity severely. Growth is projected to 12,500 by 2008. The rapid growth of this campus and its success in defining its regional mission result in a complex set of facilities needs.

First, enrollment growth has outpaced facilities expansion, and the University presently has a significant overall shortage of principal academic and student support space categories. While the University has achieved a high level of utilization of its existing facilities, the campus will begin to lose its current attractiveness to students, if the current crowded conditions become worse. New facilities construction is required to overcome current shortages and to provide the additional space that will be needed to accommodate additional projected enrollment growth.

Second, UNC-Wilmington is a relatively young physical campus, as compared to other UNC constituent institutions, and therefore does not reflect the same severe level of accumulated facilities condition and functionality deficiencies. However, 44 percent of the campus was built in the growth years of the 1950s, 1960s, and 1970s, and many of these facilities are nearing the age when deterioration and obsolescence are becoming noticeable and problematic.

Third, an emerging emphasis on externally funded research will result in extensive space constraints in the very near future, thus limiting this institution’s ability to competitively seek external funds, and thus contribute to economic development within the region.

Fourth, UNC-Wilmington has some infrastructure expansion and upgrade needs, as well as specific land acquisition needs, relating to specific capital projects.



Eva Klein & Associates, Ltd., 1999 ii

The Institution Founding Date: 1947 Founding Mission: Local junior college Carnegie Classification—1998: Masters (Comprehensive) University I # Degree Programs Offered: 54 #HC Faculty and Staff—1998: 1,704 #HC/FTE Students—1998: 9,643HC/8,859FTE # HC Student Target—2003: 10,700 # HC Student Target—2008: 12,500 % Enrollment Growth—1998-2008: 29.6%

The Campus and Facilities GSF Buildings: 1,690,428 GSF # Buildings: 119 Age of Campus: 16% built prior to 1970 30% during 1970s 39% during 1980s 15% during 1990s $ CRV of Campus: Buildings: $161 million Infrastructure: $17.9 million

Building Quality Needs $ FCAP Condition Deficiencies: $14 million Facility Condition Index (“FCI”): 0.08 (UNC average = 0.13) Facility Condition/Quality Index (“FCQI”):0.29 (UNC average = 0.42) $ Modernization/Replacement Needs: $70.5 million

Building Capacity Needs Current Capacity Needs (Non-Housing): 52,537 ASF Capacity Needs (Non-Housing)—2003: 208,894 ASF (Cumulative) Capacity Needs (Non-Housing)—2008: 435,612 ASF (Cumulative) Student Housing Capacity Needs—2008: 600+ beds $ Total Capacity Needs: $227.9 million

Special Purpose Building Needs $ Special Purpose Building Needs: $20.0 million

Other Campus Requirements $ General Campus Needs: $8.9 million $ Infrastructure Needs: $16.1 million $ Land Acquisition Needs: $3.6 million



Eva Klein & Associates, Ltd., 1999 iii

Capital Plan Summary $ Total Projects—Phase I (5 years) $184.2 million $ Total Projects—Phase II (5 years) $163.0 million $ Total 10-Year Capital Plan Needs: $347.2 million

Proposed State Funding Summary $ State Funds Previously Committed:* $1.7 million $ Proposed State Funding-Phase 1: $108.2 million $ Committed and Proposed State Funding: $109.9 million

Matrix of Financing Responsibility—Phase I State: $109.9 million (59.6%) Self-Liquidating: $45.8 million (24.9%) Private/Other: $28.5 million (15.5%)

The state component of the above Matrix includes both proposed new state

funding and state funding previously committed. The following page provides the UNC-Wilmington Plan Summary, including

the 10-year total needs and a summary of Phase I needs by needs category and proposed funding source. The full list of 10-year capital needs and a schedule of projects proposed for Phase I state funding are provided later in the document.

*As of December 1999, $0.8 million of previously committed state funding

reverted to the State, to help provide available funds for hurricane relief. That amount would need to be added to proposed state funding, if not restored by other budgetary action.



Eva Klein & Associates, Ltd., 1999 iv

10-Year Capital Plan Summary

The University of North Carolina-Wilmington 10-Year Capital Plan Summary

Matrix of Financing Responsibility and Proposed Annual Schedule of Phase I State-Funded Projects Project Costs & Commitments Non-State Funding State Funding (Proposed Annual Cash Flow Needs) $ Estimated

Total Project Cost

(includes 5%)

$ State Amounts Already

Committed*

$ Estimated Totals

Self-Liq. Funding

$ Estimated Totals

External Funding

Year 1

Year 2

Year 3

Year 4

Year 5

$ Totals

Proposed State Funding

I. BUILDINGS A. Modernization, Use

Conversion, Replacement, and Demolition

27,189,370

1,177,000 12,619,001 3,473,430 3,112,442 6,807,497

27,189,370 B. Building Capacity 119,967,113 1,775,000 25,300,485 28,487,632 13,000,000 25,737,000 21,532,061 4,134,935 64,403,996 C. Special Purpose Buildings 16,973,985 9,458,400 1,497,000 6,018,585 7,515,585 Sub-Total—Building Needs 164,130,468 1,775,000 34,758,885 28,487,632 15,674,000 44,374,586 25,005,491 7,247,377 6,807,497 99,108,951 II. OTHER CAMPUS REQUIREMENTS A. General Campus 8,894,000 7,119,000 355,000 355,000 355,000 355,000 355,000 1,775,000 B. Infrastructure 9,079,007 3,891,922 368,000 1,537,232 1,907,390 687,232 687,231 5,187,085 C. Land Acquisition 2,100,000 1,800,000 300,000 2,100,000 Sub-Total—Other Campus Requirements

20,073,007 11,010,922

2,523,000 1,892,232 2,562,390 1,042,232 1,042,231

9,062,085

Total Phase I 184,203,475 1,775,000* 45,769,807 28,487,632 18,197,000 46,266,818 27,567,881 8,289,609 7,849,728 108,171,036 Total Phase II 162,982,684

Total 10-Year Plan Needs 347,186,159

*As of December 1999, $0.8 million of previously committed state funding reverted to the State, to help provide available funds for hurricane

relief. That amount would need to be added to proposed state funding, if not restored by other budgetary action.



Eva Klein & Associates, Ltd., 1999 1

FACILITIES PROFILE

The Institution History. UNC-Wilmington today is one of North Carolina’s regional

universities, classified since 1985 as a Masters (Comprehensive) University I. UNC-Wilmington began its existence as a two-year institution in 1947 under the direction of the New Hanover County Board of Education, became accredited as a junior college in 1952, and became part of the North Carolina Community College System in 1958. UNC-Wilmington then became a public senior college in 1963. It was renamed The University of North Carolina at Wilmington and brought under the Board of Trustees of The University of North Carolina in 1969. In 1972, the institution became one of the 16 constituent institutions of The University of North Carolina, under control of the Board of Governors.

Mission. UNC-Wilmington describes itself as a comprehensive university offering programs at the baccalaureate and master’s levels. As an evolving comprehensive university, UNC-Wilmington’s rapid growth can be attributed to excellence in teaching, in scholarly and artistic achievement, and in service to regional and global communities. UNC-Wilmington’s mission statement emphasizes artistic, imaginative, and creative activities, as well as the special characteristics of its Atlantic seaport location and its importance as a regional resource for economic, social, and cultural development. UNC-Wilmington is one of three public comprehensive universities in the southeastern region of the State, which is one of the most rapidly growing regions of North Carolina.

Instruction. UNC-Wilmington conducts instruction and research in more than 54 degree programs, offering undergraduate and graduate programs in the College of Arts and Sciences, the Cameron School of Business Administration, the Watson School of Education, the School of Nursing, and the Graduate School.

UNC-Wilmington operates one of the State’s few programs in Marine Biology, for which a new facility recently was constructed. UNC-Wilmington’s high-demand programs at the undergraduate level include Business Management/Administration, Psychology, English, Speech, Debate, Forensic Science, Biology, Elementary Education, Marine Biology, Criminal Justice, and Nursing. At the master’s level, high-demand programs include Business, Creative Writing, Accounting, Marine Biology, and Psychology, among others. UNC-Wilmington also has several master’s programs in planning—in Instructional Technology, Nursing, Liberal Studies, Business Economics, and Marine Science.

Service. UNC-Wilmington serves as a resource and catalyst for regional growth and development, as one of three public comprehensive universities in this rapidly growing region of the State of North Carolina. Some of the programs that serve this mission are: the Small Business Center Technology Development Center, the Consortium for the Advancement of Public Education in Southeastern North Carolina, the Institute for Political Leadership, and the Center for Business and Economic Services.

UNC Wilmington’s mission statement emphasizes artistic, imaginative, and creative activities, as well as the special characteristics of its Atlantic seaport location and its importance as a regional resource.

UNC-Wilmington serves as a resource and catalyst for regional growth and development, as one of three public comprehensive universities in this rapidly growing region of North Carolina.




Campus/Facilities Today Size and Value. Today, the University’s facilities comprise 119 buildings

with a current CRV investment value, including both residential and non-residential facilities, of approximately $161 million. As Figure 1 shows, this campus has been the subject of recent investments. Its building inventory has grown rapidly in recent years, with an increase in CRV of 25 percent in the last five years. The campus road, parking and utilities infrastructure represents an additional CRV estimated at about $17.9 million.

Figure 1Current Building Replacement Value Trend

25

45

65

85

105

125

1993 1994 1995 1996 1997 1998

Dol

lar

Val

ue

Non-Residential

Residential

The Campus and Master Plan. UNC-Wilmington’s Main Campus consists

of 640 acres, well-situated in the City of Wilmington. The University also owns more than 300 acres in five additional locations, including its Marine Science facility. UNC-Wilmington is near the beach resources of the region, one among many amenity or quality of life factors in its attractiveness to students. Essentially, its location combines some of the best features of a city, open green space campus, and beach amenities.

UNC-Wilmington has ample contiguous land area for growth, as well as other parcels. It is clear that this campus has been well master-planned from its very beginning for orderly, long-range growth. This early planning has permitted the campus to develop to its present size in logical and well-planned stages. Also, UNC-Wilmington has been able to plan campus development with a consistent architectural style. It also is in the process of creating an arboretum campus environment throughout the campus.

UNC-Wilmington’s Campus Master Plan provided a vision for the period of 1997 through 2020, and was updated in April 1997, with the assistance of Jefferies and Faris Associates of Wilmington. The Master Plan based projections of future facilities needs on internal statistics (student FTE enrollment, faculty/staff, housing, and parking) and a capacity-enrollment analysis. These projections were done before the Board of Governors established systemwide space planning standards, and therefore the Master Plan projections of space needs may differ from those done for the Capital Equity/Adequacy Study. Some of these projected needs are provided, for information purposes, as Figures A to C at the end of this document.

UNC-Wilmington is near the beach resources of the region, which has become one among many amenity or quality of life factors in its attractiveness to students.

Although essentially a young institution, the UNC-Wilmington campus represents an investment of nearly $180 million.

It is clear that this campus has been well master-planned from its very beginning, for logical development, consistent architectural style, and sustained long-range growth.




UNC-Wilmington also had in its 1997 Campus Master Plan a number of projects necessary to enhance support facilities to maintain the quality of the campus and campus operations.

With completion of the Marine Science facility in January 2000, UNC-Wilmington will be in the vein of focusing special attention on general academic space expansion. Further, a shortage of space for student activities is noticeable, indicating the need for planned expansion in this area as well.

Space Type Distribution. As Exhibit 2 portrays, about 49 percent of total campus space is in academic categories of classrooms, labs, offices, and library/study. Another 22 percent is devoted to general and special use facilities, including such facilities as the Natatorium, basketball courts, food facilities, and general meeting rooms. About 26 percent of campus space is devoted to residential student housing. This space distribution is fairly typical for a university of this type.

Exhibit 2 Distribution of Campus Space by

HEGIS Room Use Code

600-General Use12%

500-Special Use10%

400-Study11%

700-Support3%

300-Offices20%

200-Labs11%

100-Classrooms7%

900-Residential26%

Building Condition and Quality Needs Building Age. UNC-Wilmington’s campus is relatively young.

Approximately 84 percent of building space was built after 1970. More than half (54 percent) was built during the 1980s and 1990s. As a relatively new institution, UNC-Wilmington has lesser need for major renovation and modernization of facilities than the older UNC institutions, and also should have less extensive asbestos abatement costs than do much older institutions. However, as this University nears the end of the 10-year planning period for which these data are compiled, a large percentage (69%) of the existing inventory will begin to reach ages of 20 to 30 years and will begin to experience the need for major systems replacements. Some facilities dating from the 1950s and 1960s already are functionally obsolete. Thus, to forestall negative effects of accumulating deterioration and maintain the campus’s attractiveness, UNC-Wilmington

UNC-Wilmington’s campus is relatively young. However, as this University nears the end of the 10-year planning period, 69 percent of existing inventory will reach ages of 20 to 30 years and will begin to need major systems replacements.

With January 2000 completion of the Marine Science facility, UNC-Wilmington will focus attention on general academic space expansion as its next priority.




is making selective modernization projects a priority even in Phase 1 of its 10-Year Capital Plan.

Figure 3 Age of Campus Buildings

1980-8939%

1990-Present15%

1950-6914%

1930-491%

1900-291%

1970-7930%

Facilities Operations and Maintenance. UNC-Wilmington has established a

comprehensive facilities management program that incorporates most of the "best practices" of contemporary higher education facilities management. The University has installed a fully automated AssetWorks maintenance management system. This includes a preventive maintenance (PM) scheduling and work order program that has been implemented fully, with a separate PM shop to perform the inspections. The system also includes a fully-automated work order management system.

While limited resources have precluded establishment of a formal facilities inspection program, the University does have an automated roof inspection program.

Another noteworthy feature of the University's facilities management (and academic management) practices is exceptionally effective space utilization, which has permitted the institution to accommodate rapid enrollment growth despite shortages of several categories of academic space. Like UNC-Charlotte, UNC-Wilmington is a significantly more efficient user of existing campus space than most other UNC institutions.

Based upon comparative analysis of data reported by the 16 UNC constituent institutions, UNC-Wilmington’s 1997-1998 expenditures for maintenance and repair of appropriated facilities and infrastructure represented 1.0 percent of CRV. This is substantially below the 1.5 percent of CRV generally considered to be the minimum level required to assure that no deferred maintenance is being accumulated, and it is below the 1.2 percent average level for all UNC institutions. In contrast, UNC-Wilmington’s reported appropriated staffing for facilities operations and maintenance equates to 0.5 staff per million dollars of CRV. This is slightly above the average for all UNC institutions of 0.49 staff per million dollars.

Condition Deficiencies, FCAP, and FCI. The most recent FCAP survey reported an estimated total of $14.0 million in identified condition deficiencies through the year 1998. This estimate includes $6.6 million

UNC-Wilmington has established a comprehensive facilities management program that incorporates most of the "best practices" of contemporary higher education facilities management.

UNC-Wilmington has been an exceptionally efficient user of its space.




remaining from deficiencies identified in 1995. About one-third of total FCAP deficiencies on campus were identified as ones which required immediate correction or correction within a year. Among the more significant items identified are $4.5 million in HVAC; $4.35 million in fire protection and detection systems; $1 million in electrical power; and about $1 million in roofs and windows. The great majority of UNC-Wilmington’s FCAP deficiencies are in appropriated buildings, which represent about $10.8 million of the total $14.0 million in deficiencies.

Based on CRV of $178.9 million (including infrastructure), the current FCI for UNC-Wilmington is 0.08 for appropriated facilities, and 0.08 for non-appropriated facilities. As Figure 4 shows, this is notably lower (better) than the UNC average of 0.13.

Figure 4 Facility Condition Index for UNC-Wilmington, UNC Average, and Other UNC

Institutions

0

0.05

0.1

0.15

0.2

0.25

0.3

0.35

0.4

UNC-GNCCU

NC A&T

ECUNCSU

UNC-A

UNC-PUNC

UNC-CH

ASUECSU

WSSU

WCU

UNC-W FSU

NCSA

UNC-C

Quality Deficiencies. The broader EKA/VFA Quality Evaluation conducted

for the Capital Equity/Adequacy Study identified a total requirement of $70.5 million in needs for modernization, use conversions, or replacement of core UNC-Wilmington facilities. Expressed as the ratio of these quality needs to current replacement values, in Figure 5, an overall Facility Condition and Quality Index (FCQI) for UNC-Wilmington is 0.29, the lowest (best) of the 16 UNC institutions and well below (better than) the average FCQI of 0.42 for all UNC institutions.

About one-third of total FCAP deficiencies on campus were identified as ones which require immediate correction or correction within a year.

The broader EKA/VFA Quality Evaluation identified a total requirement of $70.5 million in needs for modernization of core academic and student facilities.




Figure 5Facility Condition and Quality Index for UNC-Wilmington, UNC Average,

and All UNC Institutions

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

NC

A&T

NCC

UU

NC-

GU

NC-

AEC

SUU

NC-

P

ECU

WSS

UN

CSA

FSU

UN

CU

NC-

CH

WCU AS

UN

CSU

UN

C-C

UN

C-W

Building Capacity Needs Current Capacity. Based on EKA’s capacity analyses for the Capital

Equity/Adequacy Study, UNC-Wilmington’s recent rapid growth has led to a situation of tight capacity, but with the benefit of highly efficient space use. Based on its current enrollment levels of HC and FTE students, the numbers of faculty and staff, and established UNC space planning guidelines that predict requirements for space, UNC-Wilmington today has an overall shortage of approximately 52,537 ASF of important space categories. The greatest current deficiencies are in class labs, open labs, study space, and physical education space. Deficits in study space may relate to recent conversions of library space to offices and academic support space. Construction of a new departmental/classroom building can enable reversion of vacated library space to library uses. Space categories for the campus that reflect a current small surplus include classrooms and offices.

Enrollment Growth and Future Capacity. During the past 10 years, UNC-Wilmington’s HC enrollment grew by 47 percent, from 6,553 to 9,643. The current 10-year enrollment plan for UNC institutions projects future UNC-Wilmington enrollments of 10,700 in 2003 and 12,500 students by 2008. Figure 6 shows recent HC and FTE trends and the planned enrollment target, representing significant growth of about 30 percent.

In 1998, UNC-Wilmington has deficits of space in class labs, open labs, study space, and physical education space categories, with some available capacity in classrooms and offices.




Figure 6 10-Year History of HC and FTE Enrollments and Projected Growth to 2008

4000

5000

6000

7000

8000

9000

10000

11000

12000

13000

1987

1988

1989

1990

1991

1992

1993

1994

1995

1996

1997

1998

2003

2008

Year

HC

and

FT

E E

nrol

lmen

ts

HC

FTE

Based on these enrollment targets, and if no new facilities are added,

current space deficiencies will increase to approximately 209,000 ASF by 2003 and 435,600 ASF by 2008. Figure 7 shows current, actual “adjusted ASF” versus the ASF that UNC space guidelines project are needed for 1998, 2003, and 2008.

Figure 7Space Needs By HEGIS Room Use Code

0

50000

100000

150000

200000

250000

300000

Class ClassLabs

OpenLabs

Office Study PhysEd

StudtSvcs

AS

F S

pace

Adjusted ASF

1998 Standard

2003 Standard

2008 Standard

Residential Capacity. In addition, the University intends to maintain its

current mix of residential versus commuter students. Therefore, enrollment growth will require UNC-Wilmington to expand the number of beds available for on-campus residential students. Residential beds total 2,054 today. To maintain the current percentage, an additional 621 beds are required by 2008.

Just to maintain the percentage of residential students, UNC-Wilmington may need to build more than 600 student beds by 2008.

Based on these enrollment targets, and if no new facilities are added, current space deficiencies will increase to approximately 435,600 ASF by 2008.




Figure 7Current and Projected Residential beds

0

2000

4000

# of

Bed

s1998

2003

2008

Overall, UNC-Wilmington’s 10-year capital needs relating to capacity

total to about $228 million, by far the largest single category of this institution’s needs.

Special Purpose Buildings Needs UNC-Wilmington’s 10-year special purpose building needs total more

than $20 million. Principal needs include an addition and significant renovations to the University Union to support student enrollment growth, a Marine Sciences Center Operations Facility, and a variety of support facilities.

General Campus Needs Identified 10-year general campus needs include new parking decks,

which are needed to reduce land-use requirements and to maintain the green character of the campus, as well as roadway and sidewalk extensions, totaling $8.9 million.

Infrastructure Needs Utilities infrastructure needs during the 10-year period total almost

$16.1 million for a variety of improvement and expansion projects, including the electrical distribution system; sanitary and storm sewers; and the fiber optics distribution, technology infrastructure, and telecommunications systems.

Land Acquisition Needs Unlike some other UNC institutions, UNC-Wilmington does not have

major land acquisition needs. However, specific 10-year property acquisition needs totaling $3.6 million include the addition of property for the expansion of the Marine Science Center, property to accommodate a new Visitors’ Center, and land acquisition for development of the North Campus Corridor.




10-Year Capital Needs The entire compilation of capital needs for UNC-Wilmington, as

identified in the Capital Equity/Adequacy Study, totals to $347.2 million. A detailed list of capital needs is provided in the next section of this document.

Matrix of Financing Responsibility—Phase 1 UNC-Wilmington today has total student fees of $1,092, which is

$195 more than the UNC average of $897. Of this total, general fees are $895, or $120 more than the UNC average of $775 and the student debt service fee is $197, or $67 higher than the UNC average of $130.

The current debt per FTE student is $4,078, again higher than the UNC average of $4,032 and the Masters/Comprehensive University average of $2,839.

UNC-Wilmington appears to have been fairly aggressive at funding facilities supported from fees. It should nonetheless have capacity for additional fee-supported projects. In this Phase 1 of the 10-Year Capital Plan, UNC-Wilmington is proposing to fund $45.8 in student facilities as self-liquidating projects. This includes two residence halls, parking, a modernization and expansion of the University Union, and expansion of the Hawk’s Nest food service facility.

In addition, UNC-Wilmington will seek almost $28.5 million in private funding and federal/local grants for the new Fine Arts Building. This building is envisioned to be a joint project with the City of Wilmington. Its Concert Hall will be funded from external sources.

UNC-Wilmington’s financing plan for Phase 1 (the first five years) provides for the following Matrix of Financing Responsibility.

Figure 9 Matrix of Financing Responsibility

State59.6%Sel-Liquidating

24.9%

Private/Other15.5%




10-YEAR CAPITAL PLAN

Capital Needs—Phases 1 and II

UNC-Wilmington Capital Needs—Phases I and II

List of Projects by Category, FCQIs, and Estimated Total Project Cost

Project Title and Brief Description

FCQI Est. Total $ Project

Cost (incl. 5%) PHASE I: Years 1-5 I. BUILDINGS A. Modernization, Use Conversion, Replacement, & Demolition: Classroom/Office Bldg 61-Arnold K King Hall. Comprehensive modernization. 0.69 2,697,442Bldg 21-Hoggard Hall. Comprehensive modernization. 0.66 3,550,430Bldg 41-Alderman Admin. Comprehensive modernization. 0.64 2,940,843Bldg 131-Westside Hall. Comprehensive modernization. 0.64 2,687,347Bldg 31-Kenan Hall. Comprehensive modernization. 0.64 3,056,633Bldg 42-Hinton James Hall. Comprehensive modernization. 0.62 1,468,021 Sub-Total Classroom/Office 16,400,716Laboratories Bldg 52-Friday Hall. Comprehensive modernization. (Phase II) 0.53 7,693,351 Sub-Total Laboratories 7,693,351Student Support Bldg 32-S G Kenan Auditorium. Comprehensive modernization. 0.71 3,095,303 Sub-Total Student Support 3,095,303 Sub-Total: Modernization, Use Conversion, Replacement, & Demolition 27,189,370 B. Building Capacity: School of Education Building. Total project cost of $16,739,400, of which $1,775,000 has been provided by the General Assembly.

20,500,000

Fine Arts Building. Will house the Departments of Visual Arts, Theater and Dance, Music, and Speech Communications. Concert Hall from External sources. New project total is $61,519,693. UNC-W's revised portion is $33,032,061.

61,519,693General Classroom Building. Will provide general undergraduate and graduate instructional needs, as well as student and faculty research needs.

12,646,935

400-Student Residence Hall 16,854,390200-Student Residence Hall. 1999 Self-Liquidating Bill. 8,446,095 Sub-Total: Building Capacity 119,967,113 C. Special Purpose Projects: Warehouse Expansion 1,890,000Computing Center 2,024,000University Union Addition &Renovation. Provides additional restaurant, meeting, assembly, and lounge area space needed for enrollment growth. Includes renovation of 54,300 sf of existing space and a 41,200 sf addition.

7,995,750Hawks Nest Expansion. Expands student/staff dining facility in University Union. 1,462,650Print Shop 672,000Marine Sciences Center Operations Facility. Provides space for servicing, repairing, and outfitting research vessels and additional site improvements.

2,929,585

Sub-Total: Special Purpose Projects 16,973,985 Sub-Total: Buildings 164,130,468 II. OTHER CAMPUS REQUIREMENTS A. General Campus: Parking Deck-600 cars 7,119,000Road and Sidewalk Expansion 1,775,000 Sub-Total: General Campus 8,894,000




UNC-Wilmington

Capital Needs—Phases I and II List of Projects by Category, FCQIs, and Estimated Total Project Cost


FCQI

Est. Total $ Project Cost (incl. 5%)

B. Infrastructure: Primary Electrical Distribution System. Replacement of equipment and feeders. 2,238,158Telecommunication System Expansion 1,995,000Technology Infrastructure Expansion - UNC Technology Initiative 2,948,927Technology Infrastructure Expansion - Residence Halls Share 1,896,922 Sub-Total: Infrastructure 9,079,007 C. Land Acquisition: Acquire Property for Expansion of Marine Science Center 1,800,000Acquire Property to Accommodate Visitors Center 300,000 Sub-Total: Land Acquisition 2,100,000 Sub-Total: Other Campus Requirements 20,073,007 TOTAL PHASE I 184,203,475 PHASE II: Years 6-10 I. BUILDINGS A. Modernization, Use Conversion, Replacement, & Demolition: Classroom/Office Alderman and Hanover Halls. HVAC Improvements. 883,050Bldg 81-Morton Hall. Comprehensive modernization. 0.35 2,449,172Bldg 71-Bear Hall. Comprehensive modernization. 0.32 2,768,203Bldg 66-Social/Behavior Science. Comprehensive modernization. 0.32 2,538,399Bldg 91-Randall Library. Comprehensive modernization. 0.24 7,262,004Bldg 37-Burney Student Support Center. Comprehensive modernization. 0.22 811,525Bldg 73-Cameron School of Business. Comprehensive modernization. 0.16 1,986,279 Sub-Total Classroom/Office 18,698,632Laboratories Bldg 141-Main Lab-Office-CMSR. Comprehensive modernization. 0.81 1,630,327Bldg 51-Deloach Hall. Comprehensive modernization. (Phase II). 0.53 5,454,790 Sub-Total Laboratories 7,085,117Dormitory Bldg 122-Belk Residence Hall. Comprehensive modernization. 0.39 1,658,703Bldg 121-Galloway Hall. Comprehensive modernization. 0.38 2,572,292Bldg 123-Hewlett Hall. Comprehensive modernization. 0.29 1,222,114Bldg 124-Graham Hall. Comprehensive modernization. 0.26 1,122,718Bldg 125-Schwartz Hall. Comprehensive modernization. 0.28 1,172,900 Sub-Total Dormitory 7,748,727Student Support Bldg 12-Raeford G Trask. Comprehensive modernization. 0.23 4,310,093Bldg 14-Natatorium & Connector Bldg. Comprehensive modernization. 0.22 1,743,987Bldg 132-Wagoner Hall (Cafe E). Comprehensive modernization. 0.13 1,003,100Bldg 46-University Center. Comprehensive modernization. 0.09 981,000Bldg 11-Hanover Hall. Comprehensive modernization. 0.31 1,725,203 Sub-Total Student Support 9,763,383 Sub-Total: Modernization, Use Conversion, Replacement, & Demolition 43,295,859 B. Building Capacity: Academic Facilities Space. Additional space required for enrollment growth. 19,492,600Teaching Laboratory Space. Additional space required for enrollment growth. 11,765,250200-Student Residence Hall 8,452,500200-Student Residence Hall 8,452,500200-Student Residence Hall 8,446,095Student Services Space. Required to meet space needs for enrollment growth. 14,603,700Athletics and Phys. Ed. Space. Required to meet space needs for enrollment growth. 16,795,800Study (Library) Space. Additional space required for enrollment growth. 20,000,000 Sub-Total: Building Capacity 108,008,445




UNC-Wilmington

Capital Needs—Phases I and II List of Projects by Category, FCQIs, and Estimated Total Project Cost


FCQI

Est. Total $ Project Cost (incl. 5%)

C. Special Purpose Projects: Telecommunication Offices 699,300Physical Education Field Facility. Provides centrally-located facilities to serve intramural fields, soccer field, Boseman Field and Greene Track

832,650

Covered Storage. Provides a protected storage area to accommodate warehousing of operating stores

630,000

Campus Police Headquarters. Provides a new facility for police operations on Main Campus. 1,018,500 Sub-Total: Special Purpose Projects 3,180,450 Sub-Total: Buildings 154,484,754 II. Other Campus Requirements A. General Campus: None 0 Sub-Total: General Campus 0 B. Infrastructure: South Electrical Substation Relocation 1,050,000Storm Drainage Improvements. Close campus main drainage ditch from University Union to University Suites.

743,185

Expand Fiber Optics Distribution System 2,940,000Sewage Pumping Station 719,250Energy Management System. Provides a comprehensive Campus-Wide connected energy management system.

1,545,495

Sub-Total: Infrastructure 6,997,930 C. Land Acquisition: Acquire Land. Acquisition of parcels adjacent to campus, North Campus Corridor 1,500,000 Sub-Total: Land Acquisition 1,500,000 Sub-Total: Other Campus Requirements 8,497,930 TOTAL PHASE II 162,982,684 TOTAL PHASE I + PHASE I 347,186,159




Proposed State Funding—Phase I (Years 1 to 5 Only)

UNC-Wilmington Proposed State Funding—Phase I (Years 1 to 5 Only)


$ State Amount Already

Committed*

Year 1

Year 2

Year 3

Year 4

Year 5

Total PHASE I: Years 1-5 I. BUILDINGS A. Modernization, Use Conversion, Replacement, & Demolition:

Classroom/Office Bldg 61-Arnold K King Hall. Comprehensive modernization. 243,000 2,454,442 2,697,442Bldg 21-Hoggard Hall. Comprehensive modernization. 320,000 3,230,430 3,550,430Bldg 41-Alderman Admin. Comprehensive modernization. 265,000 2,675,843 2,940,843Bldg 131-Westside Hall. Comprehensive modernization. 204,000 2,483,347 2,687,347Bldg 31-Kenan Hall. Comprehensive modernization. 275,000 2,781,633 3,056,633Bldg 42-Hinton James Hall. Comprehensive modernization. 118,000 1,350,021 1,468,021 Sub-Total Classroom/Office 0 204,000 2,803,347 3,473,430 3,112,442 6,807,497 16,400,716Laboratories Bldg 52-Friday Hall. Comprehensive modernization. (Phase II) 693,000 7,000,351 7,693,351 Sub-Total Laboratories 0 693,000 7,000,351 0 0 0 7,693,351Student Support Bldg 32-S G Kenan Auditorium. Comprehensive modernization. 280,000 2,815,303 3,095,303 Sub-Total Student Support 0 280,000 2,815,303 0 0 0 3,095,303 Sub-Total: Modernization, Use Conversion, Replacement, & Demolition 0 1,177,000 12,619,001 3,473,430 3,112,442 6,807,497 27,189,370 B. Building Capacity: School of Education Building. Total project cost of $20,500,000, of which $1,775,000 has been provided by the General Assembly. 1,775,000 10,500,000 8,225,000 18,725,000Fine Arts Building. Will house the Departments of Visual Arts, Theater and Dance, Music, and Speech Communications. Concert Hall from External sources. New project total is $61,519,693. UNC-W's revised portion is $33,032,061.

2,500,000 16,500,000 14,032,061

33,032,061General Classroom Building. Will provide general undergraduate and graduate instructional needs, as well as student and faculty research needs.

1,012,000 7,500,000 4,134,935

12,646,935 Sub-Total: Building Capacity 1,775,000 13,000,000 25,737,000 21,532,061 4,134,935 0 64,403,996




UNC-Wilmington

Proposed State Funding—Phase I (Years 1 to 5 Only)


$ State Amount Already

Committed

Year 1

Year 2

Year 3

Year 4

Year 5

Total C. Special Purpose Projects: Warehouse Expansion 150,000 1,740,000 1,890,000Computing Center 142,000 1,882,000 2,024,000Print Shop 60,000 612,000 672,000Marine Sciences Center Operations Facility. Provides space for servicing, repairing, and outfitting research vessels and additional site improvements.

1,145,000 1,784,585

2,929,585 Sub-Total: Special Purpose Projects 0 1,497,000 6,018,585 0 0 0 7,515,585 Sub-Total: Buildings 1,775,000 15,674,000 44,374,586 25,005,491 7,247,377 6,807,497 99,108,951 II. OTHER CAMPUS REQUIREMENTS A. General Campus: Road and Sidewalk Expansion 355,000 355,000 355,000 355,000 355,000 1,775,000 Sub-Total: General Campus 0 355,000 355,000 355,000 355,000 355,000 1,775,000 B. Infrastructure: Primary Electrical Distribution System. Replacement of equipment and feeders.

168,000 850,000 1,220,158

2,238,158

Technology Infrastructure Expansion - UNC Technology Initiative 200,000 687,232 687,232 687,232 687,231 2,948,927 Sub-Total: Infrastructure 0 368,000 1,537,232 1,907,390 687,232 687,231 5,187,085 C. Land Acquisition: Acquire Property for Expansion of Marine Science Center

1,800,000

1,800,000Acquire Property to Accommodate Visitors Center 300,000 300,000 Sub-Total: Land Acquisition 0 1,800,000 0 300,000 0 0 2,100,000 Sub-Total: Other Campus Requirements 0 2,523,000 1,892,232 2,562,390 1,042,232 1,042,231 9,062,085 TOTAL PHASE I 1,775,000* 18,197,000 46,266,818 27,567,881 8,289,609 7,849,728 108,171,036

*As of December 1999, $0.8 million of previously committed state funding reverted to the State, to help provide available funds for

hurricane relief. That amount would need to be added to proposed state funding, if not restored by other budgetary action.




CAMPUS VISIT AND TOUR

Interview Comments Mission. Campus visit interviews at UNC-Wilmington reinforced

growth aspects of UNC-Wilmington’s recent past and expected future. Three themes that emerged from interviews are:

First, expanding growth in the region will result in the University’s continued growth and expansion.

No matter what we do, the University is growing by leaps and bounds. I would like to see the regional concept remain, but the University will grow in national and international prominence. Our future is big.

We see our role as expanding. We have a fantastic geographic location. We are really serious about being a regional resource. We are prepared

to provide for the educational needs of southeastern North Carolina. Second, there is primary focus on undergraduate education, but with

serious secondary focus on graduate programs Historically, we have concentrated on undergraduate education and we

do a good job with that. We do not have many teaching assistants running classes here. We are very customer-oriented in dealings with both students and faculty/staff—which sets us apart from other institutions.

We want to educate the whole student—mind, body, and spirit. UNC-Wilmington is committed to teaching and public service. Our

niche is to have a small school atmosphere. We have a very personal type of campus. We have a commitment to personal attention and responsiveness.

Our mission is to be the best undergraduate teaching institution in the southeast. We also wish to prepare graduate and professional students and we have 23 graduate programs—this is a main focus for the university.

We would like to see a shift to graduate programs so that you can get a terminal degree (in this region). There are areas where UNC-Wilmington excels and graduate degrees should be offered in those programs. An example of this is the marine sciences.

You do not have to have research and graduate programs to have a good institution. We have a good location and this is a great University. We have already established ourselves as an outstanding undergraduate institution. Third, interviewees also indicate a strong focus on being a regional

resource (to business and the community) and continuous enhancement of those roles in active ways:

We encourage faculty to extend their expertise into the community. The School of Education, School of Nursing and the Business School do this.

No matter what we do, the University is growing by leaps and bounds. I would like to see the regional concept remain, but the University will grow in national and international prominence. Our future is big.

We encourage faculty to extend their expertise into the community. The School of Education, School of Nursing and the Business School do this.




We also want to use our resources to make a better community. We have meetings and conferences here even though it ties up some of our resources.

Our students are highly involved in community service. Land, Topography, and Environmental Concerns. The following are various

issues and concerns expressed in interviews, which indicate that UNC-Wilmington does have some concerns and constraints about future land development, including:

Drainage. Current master planning documents reveal that much of the current development on UNC-Wilmington’s campus occurred prior to state storm water regulations and some areas have been classified as “low density”. Any new construction on campus creating impervious area will require the development of a storm water management system with state approval.

Topography. The terrain on which UNC-Wilmington is located is flat. The campus has a number of pump station problems and is at the same time operating at more than capacity.

Wetlands. Through the current master planning process, land known to UNC-Wilmington to be designated as 404 wetlands was mapped. A number of other areas on campus, however, still may be eligible for 404 wetlands status and may not be available for future development. This will somewhat limit development options and/or may increase the cost of developing the campus in the future. Capacity Needs. Growth in UNC-Wilmington’s student population is

creating a need for expansion of facilities and services in all areas of campus life. UNC-Wilmington officials indicate that lack of space has resulted in carving up space to meet current growth needs. A concern noted by faculty and staff is that it is important for UNC-Wilmington to retain a humanistic approach and quality as the school expands. The shortage in teaching lab space is especially acute in key mission areas of the institution including education, sciences (biological & physical), and business. Shortages also exist for mathematics and humanities labs.

We have given up some open space on campus to accommodate growth needs.

We are losing our living room effect as we gobble up (current) space to accommodate needs. We are stealing the spaces that made buildings feel good. Maintaining our humanistic quality as we expand/grow in size will be important. Obsolescence of Teaching Spaces. UNC-Wilmington has identified

deficiencies in the character of its older classroom and teaching lab space on campus. Comments included:

Everyone is looking at how to construct learning environments that work. The question is how to construct learning spaces. Our classrooms are so inflexible in terms of functionality and we do the best that we can with what we have. Our strength is in our creativity.

In the School of Education, we should be modeling education and teaching. We are willing to deal with what we have and continue to

Any new construction on campus creating impervious area will require the development of a storm water management system with state approval.

We are stealing the spaces that made buildings feel good. Maintaining our humanistic quality as we expand/grow in size will be important.

We also want to use our resources to make a better community….Our students are highly involved in community service.




model good teaching. We are happy to step up to the plate and do what we can.

In the Music department we have people playing all sorts of instruments in proximity to each other. The rooms are not acoustically adequate and are not available for long enough periods of time.

Our learning center is being kicked out of Westside Hall. Westside Hall needs space for disability services. We had to find a home for the learning center. We are carving space out of the library for 20 faculty offices and to house the learning center. UNC-Wilmington has experienced difficulty in accommodating new

ideas or taking advantage of opportunities on campus due to a lack of space:

One thing that happens here is that we always look at new opportunities. We are planning for what we think is to be in place today and, when new opportunities come along, we have to fold those opportunities into our plans. We try to finagle and maximize. There is not a lot of space available to meet space needs related to new opportunities.

There is constant pressure to find space to do things—space for the next idea.

When we wanted to create a combined university scheduling office, we struggled to find the space for a very good idea. Another issue identified by UNC-Wilmington was the lack of available

office space for faculty and staff (although this is not necessarily supported by the Capital Equity/Adequacy Study) capacity analysis. Classroom, student space, open space and other areas have been carved up and retrofitted to meet this need for more offices. During campus visit interviews UNC-Wilmington staff noted:

There is a tremendous paucity of administrative space. No one is in favor of lots of administrative space, but this is ridiculous. We have created offices everywhere—even from closets. We have created faculty offices in the library. We are converting an old, structurally unsound, field house into offices.

We have been abusive of our staff by cramming them together. We have about reached the end of our headlights. There is only so

much chopping up, reconfiguring etc. we can do. We even had to chop up my office. What’s happening here is that we are constantly chopping up and putting more people in smaller and smaller places. We are fortunate that our faculty has good humor (about the situation).

The lack of office space has also limited the ability of some departments to hire additional faculty to teach the growing number of students at UNC-Wilmington.

One faculty member noted: Space is critical in our department, even though we have a new building. We are unable to take on new FTE positions because of the lack of office space. We are able to hire the

There is a tremendous paucity of administrative space. No one is in favor of lots of administrative space, but this is ridiculous. We have created offices everywhere—even from closets.

In the Music department, we have people playing all sorts of instruments in proximity to each other. The rooms are not acoustically adequate and are not available for long enough periods of time.

Space is critical in our department even though we have a new building. We are unable to take on new FTE positions because of the lack of office space. We are able to hire the very best faculty. But we will be unable to attract them if they cannot even have their own office.




very best faculty. But we will be unable to attract them if they cannot even have their own office.

We have taken on higher teaching loads instead of hiring new faculty. We just grin and bear it. Student Space. During the campus interviews, faculty, staff and students

commented on the shortage of student space for campus activities. Interviewees noted that the University Union—originally built for a campus of 6,000 students—is no longer adequate. Further, Union space has been used to accommodate the growing need for office and classroom space on campus. Conversion of student space for classroom use has resulted in creative space utilization. Sometimes the result, however, has been suboptimal for the student learning experience. It also appears that community uses of on-campus facilities on occasion compete with the needs of students. Typical comments include:

Our student union has a lot of office space, but not for students. Some student groups do not even have a closet to store things in.

We cannot have meetings on campus. We had to clear out the student government offices because of office space needs. I think it is a bad thing when we cannot have meetings in space that is for us. The majority of students who come here want to have the on-campus student experience and they are turned away. The quality of student experience here is being reduced.

There are classes held in Center Stage (in the Student Union). Center Stage is space bought and paid for by the students. This is the worst place on campus to have a meeting/class taught.

Trask Coliseum is used too much by the community, rather than being used by our students. It is just not available to us.

Students go off-campus and rent space for things like talent shows. It is easier and cheaper. The quality of student life has been hampered.

We cannot provide the services in a way that is most beneficial for students. We need one stop shopping for students.

The quality of student life is hampered.

We have taken on higher teaching loads instead of hiring new faculty. We just grin and bear it.

The majority of students who come here want to have the on-campus student experience and they are turned away. The quality of student experience here is being reduced.




Campus Tour—Building Examples The overall impression of the campus is that a

great deal of care has been taken to cultivate a consistent Neo-Georgian architectural style and landscape scheme throughout the campus. UNC-Wilmington looks like what many consider a typical college campus looks like. In fact, because of this collegiate appearance, it has been used by movie studios for films requiring campus settings.

Kenan Hall was built in 1966 and comprises 27,300 GSF. It houses the Music, Art and Theatre departments.

This building has had some renovation work done. Its most notable feature is small faculty offices. The campus indicates that these offices are assigned as a “last resort.” Physically, the building is a slab-on-grade construction and the floor has several cracks resulting from settling. There is a need for storage space in the sculpture studio. Some of the music rooms have been retrofitted with soundproofing to allow maximum usage of space.

Kenan Hall now is proposed for a $3 million comprehensive modernization in Phase I of the 10-Year Plan. King Hall was built in 1970 for the Psychology Department and has 22,296 GSF. It now houses the

School of Education in very cramped quarters. The faculty in Education has grown from 22 to 44 members in the last eight years. There is a lack of adequate storage in the building, due to the fact that UNC-Wilmington has converted storage closets into faculty offices. As a result, hallways are being used for storage space. The teaching labs are deemed inadequate to meet today’s standards and are cramped, providing no allowance for small groups to meet together. King Hall now is scheduled for a $2.7 million modernization in Phase I.

Neo-Georgian Façade, Kenan Hall

Auditorium, King Hall

Ceramic Studio, Kenan Hall

Ceiling damage from water leak, King Hall




Learning Resources Center, Hoggard Hall

Typical 1960s-era classroom, Hoggard Hall

Admissions reception area, Hinton James Hall

Well-designed “landscaped” work areas, Hinton James

Partitioned offices, Hinton James

Hoggard Hall was built in 1961 and has 30,600 GSF and is one of the three original campus buildings. It originally housed the School of Education and after some major renovations now houses the School of Nursing. The first floor is classrooms and faculty offices, as the clinical work is performed in the field. However, there is a lack of space for the graduate programs. The second floor houses the Computing Center, Research Administration, and the Institute of Research. Hoggard is proposed for a Phase I $3.5 million modernization.

Hinton James Hall was built in 1961 and has 17,000 GSF and was one of the three original buildings on the UNC-Wilmington campus. It currently houses the Admissions Office.

Office space was created in this building by installing landscaped office areas, in some cases with glass partitions that have been installed to the ceiling to provide privacy but to also allow a sense of openness. Although occupants initially objected, this open, landscaped space is attractive and functional.

Hinton James is scheduled for a $1.5 million modernization in Phase I.




Language lab, Morton Hall

Anthropology lab, Social/Behavioral Sciences

Bear Hall was built in 1972 with 21,304 GSF initially and has had two additions. The first, in 1989, added 11,696 GSF and another, in 1996, added 11,500 GSF. The building houses Math, Computer and Information Sciences, the Dean of Arts and Sciences, and Philosophy and Religion. The spaces in the building are appropriately configured for their current use. However, there is an expected growth in student enrollment in the disciplines housed in this building and therefore there is/will be a need for more space in the next several years. Bear Hall is proposed for a $2.8 million comprehensive modernization in Phase II.

Morton Hall was built in 1979 and has 40,000 GSF. It houses the departments of English, Foreign Language, and History. It is currently undergoing renovation for the

addition of Film Studies and will be wired for interactive and multi-media. The classrooms are “no frills,” but functional. The only complaint expressed about some of the classrooms is that their shape is long and narrow. The new classroom building to be built on the site of this building’s parking lot will be similar in design to Morton Hall. The new facility will house the film studies program, Communications Studies department, and video production studios.

Morton Hall is listed in the Plan for a $2.5 million Phase II comprehensive modernization.

Social Behavioral Sciences Building was built in 1982 and has 46,000 GSF. It houses the Political Science and Anthropology departments. The wide and long classrooms in this building are designed for 50 to 60 students. This building is scheduled for a Phase II, $2.5 million modernization project.

Faculty Office, Bear Hall

Long narrow but viable typical classroom, Morton Hall




Forum style classroom, Cameron School of Business

Lecture hall, Dobo Science Building

Cameron School of Business was built in 1988 and has 60,544 GSF. It provides a large variety of classrooms and currently has a student lounge with computers for student use. This student lounge is seen as a “stop gap measure,” to meet student demand for Internet access on campus. There is a large lecture hall in the building that is rarely used as a classroom, but which is used heavily for campus meetings and for community events. In Phase II of the Plan, there is a $2 million modernization project for Cameron.

UNC-Wilmington recently opened the new Dobo Science Building that has made a significant improvement in the institution’s capacity to teach undergraduate science. This facility’s laboratories are useful as a model for modern general science facilities. Dobo Science Building was built in 1996 and has 102,894 GSF. The science labs are state-of-the-art, with single pass air, and with full fume hoods and down drafts at each station. There are separate environmental chambers for experiments that need close control. A computer lab is provided close by each lab to provide support. Faculty offices are located next to the labs. Expensive equipment has been installed and all faculty members have access to this equipment. The building has a 200-seat lecture hall that has full multi-media and telecommunications capabilities. UNC-Wilmington’s new science building represents one of the best, or perhaps the best, example of contemporary qualitative standards for science facilities that could be applicable to all UNC institutions.

Student lounge with computer stations

Cameron School of Business

Research lab, Dobo Science Building




Small Business Center, Public Service, Westside Hall

Westside Hall was built in 1970 under a local bond issue

that has not been paid off and comprises 24,000 GSF. This building was originally the University’s dining hall and still has the original meat lockers that served the food service kitchen. It is, at present, not used, since the lockers would be expensive to remove.

This building houses the Student Development Center, the Health and Wellness Center, the Copy Center, and the Health Center and Pharmacy. Current tenants of this space pay rent to cover the cost of the outstanding bond.

The first floor of the building houses the Division of Public Services and Extended Education and has a distance learning classroom. Westside Hall now is a Phase I modernization project, for $2.7 million.

Physical Plant Administration was built in 1977 and has 5,400 GSF. A small-equipment storage shed and a vehicle repair facility have been added. This facility is neatly maintained and demonstrates the professional concern of UNC-Wilmington’s employees in maintaining and caring for the campus.

Multi-media classroom, Westside Hall

Ms. Fuse-Hall inspects the Auto Maintenance Shop, Physical Plant Administration

Distance learning classroom, Westside Hall




Raeford G. Trask Coliseum was built in 1977 and has 101,996 GSF of space. The building has seating for 6,500 and houses the Department of Physical Education and Recreation. Office space is very tight in this building, and offices have been created by enclosing space under stairwells. Trask is proposed for a comprehensive modernization, for $4.3 million, in Phase II.

Office built under stairwell, Trask Coliseum

Gymnasium, Trask Coliseum




DATA EXHIBITS

History 1946 College center is established in Wilmington as an extension

campus of The University of North Carolina-Chapel Hill. College level courses are offered on the freshman level.

1947 Wilmington College is established as a two-year junior college under control of New Hanover County Board of Education. College costs are covered by a local tax, approved by citizens of New Hanover County.

1958 Wilmington College is placed under the Community College Act of the State of North Carolina and becomes a part of the State system of higher education. A 12-member Board of Trustees is created (eight members appointed locally and four members appointed by the Governor). The College receives State appropriations for operating expenses, in addition to support from a local tax levy.

1963 By Act of the General Assembly, Wilmington College becomes a four-year institution, authorized to offer bachelor’s degrees.

1969 Wilmington College is renamed The University of North Carolina at Wilmington and control of the institution is transferred to the Board of Trustees of the University of North Carolina. Property transferred to the UNC Board of Trustees is kept separate and apart from property held by the Board and held for the benefit of UNC-Wilmington.

1971 UNC-Wilmington becomes one of the constituent institutions of The University of North Carolina, under control of the Board of Governors.

1977 UNC-Wilmington is authorized by the Board of Governors to offer graduate programs at the master’s level.

1985 UNC-Wilmington is classified as a Master’s (Comprehensive) University I

Mission

Carnegie Classification Public Master’s (Comprehensive) University I

Mission Statement “The University of North Carolina at Wilmington is an evolving comprehensive

university dedicated to excellence in teaching, in scholarly and artistic achievement, and in service to regional and global communities. As the only university in the region, it has a special responsibility to education and service. In fulfilling this responsibility, the university recognizes the primary importance of its undergraduate teaching mission, while at the same time offering high quality graduate education that complements its undergraduate programs. The university seeks to stimulate intellectual curiosity, imagination, rational thinking, thoughtful expression, and love of learning in a broad range of discipline and professional fields. Knowledge of the humanities, the social and natural sciences, and the fine arts is




central to this curriculum. The university considers research and creative activities essential for effective learning and strives to create an academic environment in which faculty and students can reach their full potential for scholarship. The university's location in an historic Atlantic seaport provides special opportunities for teaching and research in a variety of fields, among them marine and environmental sciences, the humanities, and business. In its public service role, the university serves as a resource and catalyst for regional growth and development.”

Facility Users

Students Exhibit 1

Headcount and FTE Enrollments: Fall 1998 Undergraduate Graduate Total

Full-Time Headcount 7,797 170 7,967 Part-Time Headcount 1,244 432 1,676 Total Headcount 9,041 602 9,643 Full-Time Equivalents (FTEs) 8,425 434 8,859 Residential Students 2,069 Commuters 7,574 Sources: Tables 2, 4, and 83, Statistical Abstract of Higher Education in North Carolina, Fall 1998

Faculty and Staff Exhibit 2

Headcount University Employees by IPEDS-S Categories: Fall 1998 Category Permanent Temporary Total

Administrative 31 31 Instructional 404 152 556 Professional 226 11 237 Technical 141 141 Clerical 231 231 Skilled Crafts 60 60 Service 79 79 Graduate Assistants 197 197 Student Employees 172 172 Totals 1,369 335 1,704 Source: IPEDS-S Personnel Data File, UNC General Administration, Fall 1998, and Space Planning

Standards, Eva Klein & Associates, Ltd., 1998

Land Exhibit 3

Land Assets—Developed and Developable

Campus/Property Main

Campus EV-

Henwood

I-40 Myrtle Grove

Marine Science

KWPB*

Description # Acres # Acres # Acres # Acres # Acres # Acres Developed land area 400 15 2 2 Other land area 100 175 93 27 Undeveloped, but developable land area

140

10

Total—Land Area 640 175 93 52 2 2 Source: EKA Institutional Data Questionnaire




Infrastructure

Roads and Parking Exhibit 4

Amount and Dollar value CRV of Roads and Parking Category Units of Measure $ CRV

Roads and Streets: Total miles 7 5,176,000 Parking: Parking decks spaces Paved surface spaces 5,009 Unpaved surface spaces 100 Total Parking Spaces 5,109 7,152,000 Number of FTE Students & Employees per Parking Space

1.59

Total—CRV of Roads and Parking 12,328,000 Source: VFA Estimate

Utilities Exhibit 5

Utilities Infrastructure Overview and Dollar Value of CRV Utilities Component $ CRV Electric Power System: Carolina Power and Light provides generated power to the campus through two 5,000 KVA substations. Campus service is by a 12,470-volt underground distribution system, utilizing 30 sectionalizing switches and 50 12.4KV/480V, 3-phase transformers. Some 50 percent of underground wiring (15,000 feet of cable) is direct-buried and has exceeded its 20 year life. The remaining half is concrete-encased conduit. Twelve emergency generators are located at various buildings.

1,450,000 Central Cooling Systems: UNC-W’s campus is sufficiently new that it does not have extensive problems of lack of air conditioning. Of academic facilities, 94 percent are air-conditioned and 100 percent of auxiliaries are air-conditioned. Facilities without A/C include Hanover Hall (athletics), Natatorium, and the Physical Plant Warehouse. Two additional buildings, Brunson House and Padrick House, have window units. The campus does not have central or regional chiller plants. Facilities have individual chillers or compressors.

Heating Systems: UNC-W’s buildings all have individual boilers ranging in size from 183 MBH at the Greenhouse to 5,537 at Trask Coliseum.

Water Supply and Sewer Systems: One 10-inch main from Wilmington city system feeds the campus distribution system and 70 campus fire hydrants. The main supply splits into two 8-inch mains that service the east and west sides of the campus. These supplies are subdivided into 6-inch zones that feed each building. Water distribution is approximately 33,300 linear feet. With no water pump station on campus, the plant utilizes a 140-foot, 500,000-gallon water tower. The west side of campus has a gravity-fed connection to the City sewer system. Five lift stations pump to the gravity feed line, with 25,200 linear feet of piping, 4 to 10 inches in diameter. Storm drainage system consists of 40,800 linear feet of reinforced concrete culvert, gravity operated with related manholes.

2,922,000 Natural Gas 225,000




Telephone: The telecommunications system is a combination of a multi-carrier cabinet and single cabinets located in buildings on and off-campus. Each cabinet is connected to the main processor cabinets located at the telecommunications building. Each cabinet is connected by fiber optics cabling.

1,000,000 Total CRV—Utilities Infrastructure 5,597,000 Source: VFA Estimate

The total estimated CRV of UNC-Wilmington’s infrastructure, including roads, parking,

and utilities is $17,925,000.

Buildings Exhibit 6

Number of Buildings, GSF, ASF, and CRV as of Fall 1998 Non-Residential Residential Totals

# of Buildings 87 32 119 GSF 1,210,227 480,201 1,690,428 NASF 1,143,801 CRV 119,563,916 41,414,391 160,978,307 Source: Tables 19 & 20, Facilities Inventory and Utilization Study. 1998

FCAP Condition Deficiencies

Recent Summary Exhibit 7

Dollar Cost of Deficiencies by Recommended Year of Corrections

1998 Deficiencies

1995 Deficiencies (remaining)

Totals

Immediate Cost 1,026,500 1,026,500 1-Year Cost 2,298,000 1,255,197 3,553,197 2-Year Cost 1,264,500 4,156,922 5,421,422 3 Year Cost 1,022,000 92,080 1,114,080 4-Year Cost 827,500 953,968 1,781,468 5-Year Cost 500,500 228,189 728,689 6-Year Cost 434,000 434,000 Totals 7,361,000 6,686,356 14,049,356 Source: FCAP Dollar Totals by Campus, Year and Priority, NC Commission on Higher

Education Facilities, 1998 cycle data

Facility Condition Index Exhibit 8

Facility Condition Index (FCI) by Appropriated and Non-Appropriated Facilities

Facility Category

$ FCAP Deficiencies CRV Including Infrastructure

Facility Condition Index (FCI)

Appropriated 10,875,677 136887,375 0.08 Non-Appropriated 3,173,679 42,015,932 0.08 Totals—FCAP, CRV, and FCI 14,049,356 178,903,307 0.08 Source: Dollar Deficiencies for Facilities Components, NC Commission for Higher Education Facilities, 1998 cycle data




Facilities Operations Resources

Expenditures for Operations, Maintenance and Repairs Exhibit 9

Operating Expenditures by Academic and Auxiliary Facilities Fiscal Year 1995-96 1996-97 1997-98

Academic Auxiliary Academic Auxiliary Academic Auxiliary Administration 335,724 60,000 309,766 75,000 330,156 75,000 Grounds 521,998 40,265 583,503 41,877 651,428 43,552 Housekeeping 1,018,728 257,000 1,159,594 282,000 1,348,695 273,000 Maintenance & Repair—Facilities 991,266 272,957 1,104,845 284,619 1,114,587 308,298 Preventive Maintenance 210,163 241,139 259,176 Total Expenditures-O, M, & R 3,077,879 630,222 3,389,847 683,496 3,704,042 699,850 Source: EKA Institutional Data Questionnaire

Facilities Maintenance Staffing Exhibit 10

Number and Ratio of Facilities Operations and Maintenance Staff Fiscal Year # of Employees Area (see Note 1) Ratio

Academic Auxiliary Academic Auxiliary Academic Auxiliary Housekeeping 56.5 18 1,063,222 SF 407,402 SF 18,818 22,633 Grounds Maintenance 25.5 2 420 acres 59 acres 16 30 Facilities Maintenance & Repair 34.5 6 1,723,358 SF 527,320 SF 49,932 91,884 Total—Facilities Staff 116.5 26 Source: EKA Institutional Data Questionnaire




Current Bond Indebtedness

Exhibit 11 Current Self-Liquidating Project Indebtedness

Facility

Bond Issue

Date of Issue

$ Amount of Issue

$ Outstanding Nov 1998

Dormitory-Belk Dormitory and Dining Hall System Revenue Bonds—Series B

01/01/75

1,400,000

910,000 Dormitory-Hewlett Dormitory and Dining Hall

System Revenue Bonds—Series C

01/01/77

1,600,000

545,000 Dormitory-1979 Dormitory & Dining Hall

System Revenue Bonds—Series D

01/01/78

1,600,000

635,000 Student Union 1990 Student Union System

Revenue Bonds-Series 1990

04/01/90

5,367,000

425,000 Apartment Dormitory and Dining Hall

System Revenue Bonds—Series H

05/01/91

3,285,000

1,930,000 Refunding Bonds Dormitory and Dining Hall

System—Series 1

10/08/93

10,760,000

9,845,000 Trask Coliseum Physical Education System

Revenue Bond-Series B

03/01/94

1,140,000

920,000 Dorm –1998 DDH Revenue Bonds—

Series J

06/04/97

6,440,000

6,440,000 Student Union & Annex Student Union System

Revenue Bonds-Series 1997

06/04/97

4,300,000

4,175,000 Recreation Bond 1998 Recreation System Revenue

Bonds-Series 1998

05/06/98

10,300,000

10,300,000 Total—Current Debt $36,125,000 Debt/FTE (1998) $4,078 Debt/FTE Masters I $2,839 UNC Average Debt/FTE $4,032 Source: UNC General Administration with additional information supplied by the institution

Current Student Fees Exhibit 12

Current Approved Student Fees: 1999-2000

Fee Type

Approved

Fees

UNC

Average

Over (Under) Average

Athletic 275 239 36 Health Services 120 159 (39) Student Activities 330 271 59 Educational & Technology 170 121 49 Total General Fees 895 775 120 Debt Service Fee 197 130 67 Total Student Fees 1,092 897 195 Source: UNC General Administration




Campus Master Plan The following are summaries from the UNC-Wilmington Master Plan.

Planned Capital Projects Figure A

Planned Capital Projects: 1997-2005 and 2006-2020 Priority Proposed Project ASF Assumptions GSF FTE

Project Priorities: 1997-2005 #1 Morton Hall Expansion

General Classrooms 3,600 SF NET @ 75 SF/FTE

56,000

448

#2 School of Education General Classrooms

48,000 SF NET @ 75 SF/FTE

80,000

640

#3 Fine Arts Building Special Classrooms


78,000

492

#4 General Classroom Building 500 FTE @ 2 SF/FTE 60,000 500 #5 Academic Space Needed to Provide

Minimum SF/FTE Through Fall 1996 (68 SF/FTE through Fall 1996 (68 SF/FTE in lieu of 66 SF/FTE) 7736 FTE @ 2 SF/FTE

26,000

N/A #6 School of Nursing 300 FTE @ 2 SF/FTE 48,000 300 #7 #7 Distance Learning Center 100 FTE @ 95 SF/FTE plus 2000

OFF Campus FTE

60,000

100 #8 Library Expansion 300 FTE @ 95 SF/FTE 48,000 300

Project Priorities: 2006-2020 #9 Communications Studies

Classrooms & Studios 35,000 SF NET @ 95 SF/FTE

58,000

370

#10 Computing Center 4,800 SF NET @ 75 SF/FTE 8,000 64 #11 Business School

Classroom Expansion 28,950 SF NET @ 75 SF/FTE

48,000

386

#12 Behavioral Sciences Classroom Expansion


35,500

284

#13 Chemistry & Biology 40,000 254 #14 Earth Sciences & Physics 4,800 SF NET @ 95 SF/FTE 8,000 50 #15 Health & Physical Education

Classrooms 8,250 SF NET @75 SF/FTE

14,000

110

#16 Education Classroom Expansion


32,000

250

Total—Academic Space Needed by Fall 2020 243,500 1,768

Housing Space Needs: 1997-2020 Figure B

Planned Expansion of Residential Beds through 2015 Year Needed # Beds Notes GSF

1998 200 24,000 2002 200 With program space 30,000 2004 200 With program space 30,000 2006 200 24,000 2010 200 With program space 30,000 2015 200 With program space 30,000

400 With program space, to phase out wood frame apartments 54,000 Total—Beds & GSF 1,600 222,000




Non-Academic Space Needs: 1997-2020 Figure C

Non-Academic Buildings Needed Through 2020 GSF Administration Expansion 10,000 University Student Support/University Center Expansion

84,000

Physical Plant Shops Expansion 6,000 Physical Plant Office Expansion 3,500 Warehouse Expansion 20,000 Computing Center 8,000 Purchasing Expansion 2,000 Print Shop 4,000 Telecommunications Offices 3,700 Visitor Center 2,000 Total—Non-Academic Buildings by Fall 2020 143,200




ERRATA FOR THE UNIVERSITY OF NORTH CAROLINA AT WILMINGTON FACILITIES PROFILE

Page iv, on the line labeled “B. Building Capacity,” in the column heading “$ Estimated Total Project Cost,” the number $119,637,113 should be $119,967,113. Page iv, on the line labeled “Total Phase I,” in the column heading “Year 3,” the number $27,567,681 should be $27,567,881. Page iv, on the line labeled “A. General Campus,” in the column heading “$ Total Proposed State Funding,” the correct number should be $1,775,000. On page 30, Exhibit 11, on the line labeled “Debt/FTE (1997)” the correct label should be “Debt/FTE (1998).”

Documents

Facilities Profile and 10-Year Capital Plan · Facilities Profile and 10-Year Capital Plan Eva Klein & Associates, Ltd., 1999 i EXECUTIVE SUMMARY Overview The University of North