Capital Outlay Program

Transcription

1 Capital Outlay Program Capital Improvement Plan through

2 CSU TRUSTEES Ex Officio Trustees Edmund G. Brown, Jr., Governor of California Gavin Newsom, Lieutenant Governor Toni G. Atkins, Speaker of the Assembly Tom Torlakson, State Superintendent of Public Instruction Timothy P. White, CSU Chancellor Appointed Trustees Lou Monville, Chair Rebecca D. Eisen, Vice Chair Silas Abrego Kelsey Brewer Adam Day Douglas Faigin Debra S. Farar Margaret Fortune Lupe C. Garcia Lillian Kimbell Hugo N. Morales J. Lawrence Norton Steven Stepanek Peter J. Taylor Maggie White CSU System Officers Timothy P. White, Chancellor Loren J. Blanchard, Executive Vice Chancellor, Academic and Student Affairs Steve Relyea, Executive Vice Chancellor and Chief Financial Officer Five-Year Capital Improvement Plan 2016/17 through 2020/21 Framroze Virjee, Executive Vice Chancellor, General Counsel Larry Mandel, Vice Chancellor and Chief Audit Officer Lori Lamb, Vice Chancellor, Human Resources California State University OFFICE OF THE CHANCELLOR Capital Planning, Design and Construction Garrett P. Ashley, Vice Chancellor, University Relations and Advancement

3 Table of Contents The Basis of the Capital Outlay Program Categories and Criteria to Set Capital Outlay Program Priorities Map Statewide The California State University History 2016/17 Capital Outlay Program Priority List 2016/17 Infrastructure Improvements Program Project List Statewide Capital Outlay and Five-Year Capital Improvement Plan Campuses (Alphabetical Order) University History Facility Legend Master Plan Map Five-Year Summary by Category and Fund Source Five-Year Capital Improvement Plan Description of the Five-Year Capital Improvement Plan Previous Five-Year Capital Improvement Program Statistical Summaries Capital Improvement Plan Summary by Category Graphs of Five-Year Capital Improvement Plan Summary by Campus Capital Improvement Program (2011/2016) Summary by Campus Capital Improvement Plan (2016/2021) Seismic Retrofit Program (2011/2021) Energy Program (2011/2016) Summary of Campus Renewal Backlog and Annual Renewal Need Projected Housing Capacity Projected Parking Capacity

4 The Basis of the Capital Outlay Program The primary objective of the Capital Outlay Program for the California State University (CSU) is to provide facilities appropriate to the CSU s approved educational programs, to create environments conducive to learning, and to ensure that the quality and quantity of facilities at the 23 campuses serve the students equally well. The campuses and the Chancellor s Office have enlisted broad participation by administrators, faculty and students in the development of the Capital Outlay Program. The Capital Outlay Program and the Five-Year Capital Improvement Program have the following basis: 1. Approved Academic Master Plans The Board of Trustees has adopted dynamic planning policies designed to promote orderly curricular development, guide the distribution of programs in the system and facilitate the progress of each campus in fulfilling the mission of the CSU as expressed in the statewide master plan for higher education. These policies, first published in the 1963 Master Plan for the California State Colleges, are still in effect. The policies are summarized below: Curricula are to reflect the needs of students and of the state. The foundation program for each campus in the system consists of the liberal arts and sciences, business administration, and education. (The board specified subject areas that were to be regarded as the Broad Foundation Program.) Programs in applied fields and professions other than those listed above are to be allocated within the system on the basis of (1) needs of the state, (2) needs of the campus service area, and (3) identification of employment opportunities. All campuses cannot be all things to all people. Curricula in the applied fields and professions are therefore to be located in a systemwide pattern that will achieve an equitable and educationally sound distribution of programs throughout the state. Although many campuses may wish to offer the same programs, the Trustees exercise great selectivity in final approval of new curricula. Specialized, high-cost programs are to be allocated on the basis of review and study of the individual subject area. Subsequent policies adopted by the board include the following: Degree programs are to be broadly based and of high academic quality. Unnecessary proliferation of degrees and terminologies is to be avoided. A formal review of existing curricula is to be conducted by each campus as part of the overall planning process. The Academic Master Plans serve as the basis for campus master planning of facilities. The ability to accommodate the latest instructional technology will be included in the planning for construction of all new and renovated instructional buildings. 2. Approved Campus Physical Master Plans The Board of Trustees has long recognized the importance of each campus developing a physical master plan, in concert with the consulting campus architect and members of the local community. The board requires that every campus have a physical master plan, showing existing and anticipated facilities necessary to accommodate a specified academic year full-time equivalent student enrollment at an estimated target date, in accordance with approved educational policies and objectives. Each master plan reflects the ultimate physical requirements of academic programs and auxiliary activities on the campus. In developing the plan, the campus considers costs and benefits, functionally related disciplines and activities, aesthetics, instructional support needs, and environmental impact, including vehicular and pedestrian traffic flow.

5 The Basis of the Capital Outlay Program (continued) 3. Full-Time Equivalent Student Enrollment Allocations The program is based on the annual full-time equivalent student (FTE) college year enrollment targets that are prepared by the Chancellor s Office in consultation with the campuses. College year FTE enrollment targets include state-supported summer term enrollments, in accordance with trustee policy. As a result of changes adopted in 2006/07, the graduate student enrollment FTE benchmark, formally defined as 15 FTE per graduate student, has been rebenched to 12 FTE per graduate student based on the 2006/07 actual resident total FTE. 4. Approved Space and Utilization Standards Instructional space needs are calculated in conformity with space and utilization standards approved in September 1966 by the Coordinating Council for Higher Education (now titled the California Postsecondary Education Commission) as modified in March 1971 and June The table below displays the currently approved utilization standards: Hours/Week Station Occupancy Station Use Lecture Classrooms % 35.0 Teaching Laboratories, Lower Division % 23.4 Teaching Laboratories, Upper and Graduate Divisions % Space and Facilities Database The database is an inventory maintained by each campus to manage and plan for space and facilities. The facilities data include (but are not limited to): the facility number, name, number of floors, gross and assignable square feet, master plan status, and cost. The space data file describes the current use of the space and includes space type, discipline, instructional level, station count and type, and department code (among others). Annual companion reports to the Five-Year Capital Improvement Program are the Summary of Campus Capacity and the Laboratory Enrollment FTE vs. Laboratory Capacity FTE. 6. Phasing Out of Leased and Temporary Facilities The Board of Trustees resolved in November 1972 that all leased and temporary facilities on campus should be phased out as soon as state funding could be secured for the replacement of the structures. 7. Estimates of Cost Based on the ENR California Construction Cost Index 6255 and EPI 3298 Cost estimates are based on the Engineering News Record California Construction Cost Index (CCCI). The CCCI is the average Building Cost Index for Los Angeles and San Francisco as published in the Engineering News Record. The CCCI is the index required by the Department of Finance (DOF). 8. Utility Conservation and Alternate Financing for Efficiency Improvement Projects Because of the limited state and CSU revenues available for cogeneration and other major capital outlay energy projects, the legislature has permitted alternative financing arrangements, including tax-exempt bond financing for energy projects and third party financing. The Board of Trustees has encouraged campuses to seek alternative means of financing energy efficiency projects in keeping with the CSU program to conserve energy.

6 The Basis of the Capital Outlay Program (continued) 9. Seismic Policy and Program It is the policy of the Trustees that, to the maximum extent feasible by present earthquake engineering practice, the CSU acquire, build, maintain and rehabilitate buildings and other facilities that provide an acceptable level of earthquake safety for students, employees and the public who occupy these buildings and other facilities at all locations where university operations and activities occur. Independent technical peer reviews of the seismic aspects of all new and renovated construction projects will be performed, starting from their design initiation, for conformance to good seismic resistant practices consistent with this policy. The CSU Seismic Review Board (SRB) was established in The SRB advises the CSU of actions necessary to provide reasonable life safety protection and to achieve an acceptable level of seismic risk for CSU buildings. The SRB performs surveys to identify buildings that need seismic investigation, prioritizes that list based on the structure and local site conditions, and updates the list based on new information or code changes. A ten year summary of past and proposed projects is prepared as part of the Five-Year Capital Improvement Plan to identify priority projects previously funded and the campus priorities to strengthening facilities. 10. Sustainable Building Practices In May 2014, the Trustees broadened sustainable practices to all areas of the university. The state also strengthened energy efficiency requirements in the building code, Title 24, CalGreen. All CSU new construction, remodeling, renovation, and repair projects will be designed with consideration of optimum energy utilization, low life cycle operating costs, and compliance with all applicable energy codes and regulations. Progress submittals during design will be monitored for individual envelope, indoor lighting, and mechanical system performances. The CSU Mechanical Review Board (MRB) was established in February The MRB considers proposed building designs for conformance with code, and energy efficiency practices. The peer review and consultation on individual capital projects aim to assure that performance goals are met and sustainable policies adhered to. Currently, the CSU is assessing its Mechanical Peer Review Board and building commissioning process and requirements in order to implement program improvements. New Finance Authority 1. General In November 2014, the CSU Board of Trustees approved revisions to the CSU Policy for Financing Activities (RFIN ) in order to implement new capital financing authorities granted to the CSU by state statute in June 2014 (Education Code Section 89770). The new authority enables broader use of operating funds to pay for, or finance capital outlay projects. It also establishes a streamlined process for the state and legislature s review of proposed projects. While authority was increased, there was limited new revenues provided to the CSU to pay for the backlog of deferred maintenance and capital outlay needs across the 23-campus system. To enable the CSU to finance academic and instructional support projects, the authority permits the CSU to pledge its annual general fund support appropriation and any other revenues to secure CSU debt issued pursuant to the State University Revenue Bond Act of Under this provision CSU can use the existing Systemwide Revenue Bond (SRB) program in support of all forms of capital improvements and to refinance State Public Works Board bond debt. The prioritization of campus projects eligible for financing under the new authorities will remain a centrally managed function of the CSU Office of the Chancellor, which will evaluate campus needs and provide recommendations to the board on project priorities Capital Outlay Program Funding a) Academic Projects On-campus and off-campus projects, including academic, administrative and infrastructure support projects may be approved in the action year Capital Outlay Program as CSU funded or debt financed Academic projects. Projects may be financed

7 The Basis of the Capital Outlay Program (continued) Program as CSU funded or debt financed Academic projects. Projects may be financed through a multi-source structure under the authority of the Bond Act, unless there are compelling reasons why a project should not be financed through this program structure. One possible source for alternative funding would be the provision of new General Obligation bond (state debt) provided through a state initiative process. A campus president may also propose academic projects financed by donor or grant funds, or with an auxiliary organization or third-party entity financing. b) Self-Support Program To use the limited debt capacity of CSU in the most cost effective and prudent manner, all revenue-based on-campus student, faculty, and staff rental housing, parking, student union, health center, and continuing education capital projects will be financed by the Trustees using a broad systemwide multi-source revenue pledge under the authority of the Bond Act in conjunction with the respective authority of the Trustees to collect and pledge self-support revenues. Projects that primarily serve student support functions and are supported by mandatory fees, user charges, gifts, and bonds issued by the Trustees or auxiliary organizations will be classified as self-support projects in the Five-Year Plan, thereby replacing the historical term of Non-State used to describe projects not appropriated by the legislature. Planning guidelines for self-support projects require financial plans and market studies, when applicable, to establish the operational viability of proposed self-support funded capital outlay projects. The state may provide land for these projects subject to CSU Executive Orders. c) Fund Types The Capital Outlay Program may thus propose project funding from multiple sources including operating funds, state funds, donor funds, third-party funds, and/or self-support program funds. The list of categorical fund types has been expanded to help track the various fund sources. The expanded list incorporates the use of operating reserves designated for capital use per the change in CSU s funding authority in June d) Priorities In light of the backlog of infrastructure renewal needs, the 2016/17 Capital Outlay Program continues to focus on needed improvements to campus utilities, building infrastructure and seismic upgrades, followed by major building replacements, renovations and new construction to accommodate programmatic changes and growth. The Categories and Criteria for priority setting has been revised to account for the change in CSU s capital funding authority. 3. Categories of Projects To help track the various types of available funding sources, we have expanded the number of categories. The categories (CAT) codes now include: ASI Aux Campus CE CO Don Eng FH Gra Hlth Pkg PPP SH SRB-AP SRB-SS Associated Students Incorporated Auxiliary/Foundation Designated Capital Reserves Continuing Education Chancellor s Office Donor Energy Faculty/Staff Housing Grants Health Center Parking Public-Private/Public Partnership Student Housing Systemwide Revenue Bonds Academic Program Systemwide Revenue Bonds Self-Support

8 Categories and Criteria to Set Capital Outlay Program Priorities General Criteria Priorities will be determined based upon the strategic needs of the system in consideration of existing deficiencies in the type, amount and/or condition of campus space to serve the academic master plan. In particular, priority will be given to projects that address critical seismic and infrastructure deficiencies, including life and fire safety, utilities infrastructure critical to campuswide operations, capital renewal and minor capital outlay in existing facilities. Projects programmed for modernizing existing facilities or constructing new replacement buildings in response to academic needs or enrollment demand will be considered on a case-by-case basis. Campuses are encouraged to identify funding sources for projects to reduce total project financing costs and to identify the degree to which the proposed project expands debt capacity to receive priority consideration; however such elements will not guarantee a higher prioritization for the project based on the strategic needs of the system. Self-support projects (student housing, parking, student unions, etc.) proposed for any given year will be categorized according to the criteria discussed below. A campus may submit a maximum of one major debt financed academic facility or academic support capital project and one debt financed self-support project each year for the 2016/17 budget year and the 2017/18 planning year. Up to three academic projects and three self-support projects per year can be accommodated for the 2018 through 2021 planning years, including health and safety projects. This approach aims to encourage campuses to identify their facility needs and not impose a one project limit across all five-years that may inadvertently reduce the true funding level needed for academic and self-support project funding. Exceptions to these limits will be considered on an individual project basis. Equipment, seismic strengthening, donor, certain public/private and reserve funded projects are excluded from these limits. Seismic strengthening projects will be prioritized according to recommendations from the CSU Seismic Review Board. Approval of multi-phase projects may require the project funding to be allocated over more than one year. Campuses are encouraged to use designated capital reserves to co-fund projects. Campus requests for preliminary plans, working drawings and construction (PWC) lump sum funding will be considered on an individual project basis based on the project s complexity, scope, schedule and the availability of campus funds to co-fund the project. Current trustee-approved campus physical master plan enrollment ceilings apply to on-campus seat enrollment only. These numbers are to be used as the basis of comparison for justifying capital projects that address enrollment demand to be accommodated on campus. Enrollment estimates that exceed these figures should be accommodated through distributed learning and other off-campus instructional means. Campus utilization of space, along with relative deficits of space, demand for space, and/or deficiencies of space will also be considered. Individual Categories and Criteria Projects will be placed within each category based on the established criteria and predominant purpose of the project. Total capital funding available, both from financing and cash reserves, will be distributed among the categories IA, IB, and II and allocated to projects within each category. I. Existing Facilities/Infrastructure A. Critical Deficiencies CD (Critical Deficiencies) These projects correct structural, health and safety code deficiencies by addressing life safety problems and promoting code compliance in existing facilities. Projects include seismic strengthening, correcting building code deficiencies and failing infrastructure, and addressing regulatory changes which impact campus facilities or equipment. This category also includes the systemwide Infrastructure Improvements and Minor Capital Outlay programs.

9 Categories and Criteria to Set Capital Outlay Program Priorities (continued) B. Modernization/Renovation FM (Facilities Modernization) This category makes new and remodeled facilities operable by providing group II equipment (furnishings) and replacing utility services/building systems to improve facilities and the campus infrastructure. Projects in this category includes: modernizing existing facilities or constructing new replacement buildings in response to academic and support program needs as well as enrollment demand. II. Growth Facilities ECP (Enrollment/Caseload/Population) This category eliminates instructional and support deficiencies to support campus growth including new buildings and their group II equipment, additions, land acquisitions and site/infrastructure development.

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11 California State University Statewide The individual California State Colleges were brought together as a system in 1960 by the Donahoe Higher Education Act. In 1972, the system became the California State University and Colleges, and in 1982, the system became the California State University (CSU). The oldest campus San José State University was founded in 1857 and later became the first institution of public higher education in California. Additions to the system include California State University, Monterey Bay; California State University Maritime Academy; and California State University Channel Islands. California State University, Monterey Bay was established as a result of the Fort Ord base closure and admitted its first students for the fall 1995 term. California State University Maritime Academy joined the California State University effective July 1, 1995, as a result of enacted legislation. California State University Channel Islands was provided the facilities of the former state-owned Camarillo State Hospital Developmental Center by legislation enacted in These additions enhance the diversity of the California State University and its ability to offer academic programs across California and maritime programs to the western United States. Responsibility for the California State University is vested in the Board of Trustees, whose members are appointed by the governor. The trustees appoint the chancellor, who is the chief executive officer of the system, and the presidents, who are the chief executive officers of their respective campuses. The trustees, the chancellor and the presidents develop systemwide policy, through broadly based consultative procedures. The Academic Senate of the California State University, made up of elected representatives of the faculty from each campus, recommends academic policy to the Board of Trustees through the chancellor. The California State University s distinguished faculty, whose primary responsibility is superior teaching, is due credit for the academic excellence achieved by the university. While each campus in the system has its own unique geographic and curricular character, 22 campuses can be characterized as multipurpose institutions, offering undergraduate and graduate instruction for professional and occupational goals as well as broad liberal education. The California State University Maritime Academy has a specialized mission, focusing on marine transportation; engineering; and maritime sciences, business, and policy. All of the campuses require the completion of a general education program for graduation, regardless of the bachelor's degree or major field selected by the student. The CSU offers more than 1,800 bachelor's and master's degree programs in approximately 357 subject areas. Many of these programs are offered so that students can complete all upper division and graduate requirements by part-time study in the late afternoons or evenings. A variety of teaching and school service credential programs are also available. In addition to sponsoring several off-campus centers serving upper-division and graduate students, campuses offer extended education programs, including credit and noncredit courses and workshops and selected degree programs, which take the campus into the community for those interested in enhancing their personal or professional expertise. A limited number of doctoral degree programs are offered jointly with the University of California (UC) and with independent (nonpublic) institutions in California. In 2001, the CSU and UC agreed to accelerate the development of joint Doctor of Education (Ed.D) programs, and the first of these new Ed.D programs began operation in summer In 2005, the CSU was authorized to independently offer Doctor of Education (Ed.D) degree programs for educational administrators. The first candidates for the Ed. D program began in fall 2007 at seven CSU campuses. This program is currently offered at ten campuses. In 2011, the Doctor of Nursing Practice and Doctor of Physical Therapy degrees were also authorized for CSU to offer independently. Enrollments in 2016/17 are expected to be 460,000 students, supported by approximately 47,000 faculty and staff members. Each year the system awards about half of the bachelor's degrees (over 100,000) and over a third of the master's degrees granted in California. The CSU has awarded over three million bachelor s, master s and joint doctoral degrees since 1961.

12 Capital Outlay Program Priority List Cost Estimates are at Engineering News Record California Construction Cost Index 6255 and Equipment Price Index 3298 ACADEMIC PROJECTS Priority Order Category Campus Project Title FTE Phase Campus Reserves/ Other SRB Debt Request Total Budget Funds to Complete Cumulative Budget Request 1 IA Statewide Water Conservation - GO Bonds 0 PWC 4,000,000 4,000,000 4,000,000 2 IA Statewide Infrastructure Improvements 0 PWC 18,630, ,291, ,921, ,921,000 3 IB San Bernardino Utilities Infrastructure N/A C 1,815,000 36,367,000 38,182, ,103,000 4 IB Pomona Electrical Infrastructure N/A C 21,677,000 21,677, ,780,000 5 II Monterey Bay Academic Building III 1,500 WC 500,000 34,364,000 34,864,000 1,307, ,644,000 6 IB San Francisco Creative Arts Replacement Building 867 W 1,230,000 1,230,000 42,165, ,874,000 7 IB Dominguez Hills Center for Science and Innovation 47 W 500,000 1,526,000 2,026,000 63,795, ,900,000 8 IB Fullerton McCarthy Hall Renovation, Ph. 1 0 PWC 2,039,000 12,726,000 14,765, ,665,000 9 IB Humboldt Jenkins Hall Renovation 235 P 333, ,000 11,636, ,998, IB San Diego IVC North Classroom Reno. (Seismic) 0 PWC 2,022,000 2,022, ,020, IB Chico Siskiyou II Science Replacement -41 P 2,606,000 2,606,000 77,980, ,626, IB San José Science Replacement Building 325 P 2,755,000 2,755,000 85,124, ,381, IB Fresno Central Plant Replacement N/A P 1,428,000 1,428,000 28,111, ,809, IB Fullerton Pollak Library Renovation, Ph. 1 0 PWC 12,000,000 12,000, , ,809, IB Long Beach Student Success Bldg./Peterson Hall 2 83 PW 2,439,000 2,439,000 40,918, ,248, IB East Bay Library Renovation (Seismic) N/A P 1,541,000 1,541,000 53,285, ,789, IB Stanislaus Library Renovation (Seismic) -15 PW 3,539,000 3,539,000 47,379, ,328, IB Northridge Sierra Hall Renovation, Ph. 1 N/A P 1,867,000 1,867,000 55,974, ,195, IB San Diego Utilities Upgrade, Ph. 1 N/A P 1,730,000 1,730,000 28,922, ,925, IB Sacramento Infrastructure Upgrade, Ph. 1 N/A PW 3,724,000 3,724,000 33,511, ,649, IB Channel Islands Gateway Hall 1,485 P 1,983,000 1,983,000 67,682, ,632, IB Los Angeles JFK Library Renovation (Seismic) N/A P 1,900,000 1,900,000 60,852, ,532, II Maritime Learning Commons N/A PW 1,458,000 1,458,000 24,965, ,990, II Sonoma Professional Schools Building 513 PW 2,306,000 2,306,000 38,006, ,296, II Bakersfield Humanities Classroom 652 P 109, ,000 4,492, ,405,000 Total Academic Projects 5,651 $ 43,653,000 $ 273,752,000 $ 317,405,000 $ 766,852,000 $ 317,405,000 SELF-SUPPORT / OTHER PROJECTS Priority Order Category Campus Project Title FTE Phase Self-Support Reserves/ Other SRB Debt Request Total Budget Funds to Complete 1 IB Northridge Satellite Student Union Housing Reno. N/A PWCE 5,846,000 5,846,000 5,846,000 2 IB Fresno Parking Lot P27 Improvements N/A PWC 1,782,000 1,782,000 7,628,000 3 II Stanislaus University Union Reno./Exp. (Seismic) N/A PWC 3,050,000 46,425,000 49,475,000 3,283,000 57,103,000 4 II Los Angeles LA BioSpace Incubator N/A PWCE 10,000,000 10,000,000 67,103,000 5 II San Bernardino College of Extended Learning Expansion N/A PWCE 5,000,000 15,699,000 20,699,000 87,802,000 6 II San José Student Recreation and Aquatic Center N/A PWCE 36,000,000 94,000, ,000, ,802,000 7 II San José Spartan Golf Center N/A PWCE 24,197,000 24,197, ,999,000 8 IB San José Dining Commons Renovation N/A PWC 2,000,000 2,000, ,999,000 9 IB San José South Campus Sports Relocation N/A PWC 6,958,000 6,958, ,957,000 Total Self-Support / Other Projects Grand Total Academic and Self-Support - $ 94,833,000 $ 156,124,000 $ 250,957,000 $ 3,283,000 $ 250,957,000 5,651 $ 138,486,000 $ 429,876,000 $ 568,362,000 $ 770,135,000 $ 568,362,000 Categories: I Existing Facilities/Infrastructure A. Critical Infrastructure Deficiencies B. Modernization/Renovation II New Facilities/Infrastructure P = Preliminary plans W = Working drawings C = Construction E = Equipment

13 Infrastructure Improvements Program Project List Cost Estimates are at Engineering News Record California Construction Cost Index 6255 and Equipment Price Index 3298 Project noted in italics may be funded in , but are noted here should available funding not be sufficient. Campus Project Title Phase Campus Reserves SRB Debt Request Total Budget Funds to Complete Cumulative Budget Request Bakersfield Replace Electrical Distribution, Ph. 1, 2, 3 C 1,500,000 1,500, ,000 1,500,000 Bakersfield Natural Gas Line Upgrade PWC 300, ,000 1,800,000 Bakersfield Chilled Water Line Upgrade PW 166, ,000 1,688,000 1,966,000 Channel Islands Electrical and Fire Alarm Upgrade PWC 327, ,000 2,293,000 Channel Islands ADA Pathway Upgrade PWC 350, ,000 2,643,000 Channel Islands Aliso Hall and Arroyo Hall HVAC Upgrade PWC 11, , ,000 3,143,000 Channel Islands Sanitary Sewer Replacement PWC 11, , ,000 3,543,000 Chico Acker/Shurmer Fire/Egress Upgrade PWC 110, ,000 1,102,000 4,645,000 Chico Meriam Library Water Intrusion PWC 513,000 4,626,000 5,139,000 9,784,000 Dominguez Hills Arc Flash Electrical Safety Improvements PWC 18, , ,000 10,064,000 Dominguez Hills Central Plant Electrical Services Replacement PWC 120,000 2,048,000 2,168,000 12,232,000 Dominguez Hills Fire Hydrant Lateral Pipe Replacement PWC 19, , ,000 12,532,000 Dominguez Hills Utility Tunnel Leak Monitoring PWC 21, , ,000 12,956,000 East Bay Boiler Replacement, Ph. 3 C 500, ,000 13,456,000 East Bay Water Pressure Regulators PWC 815, ,000 14,271,000 East Bay Library Annex Fire Suppression PWC 45, , ,000 14,421,000 East Bay Chiller Replacement PWC 290,000 3,000,000 3,290,000 17,711,000 Fresno Fire Alarm Infrastructure Replacement PWC 316,000 5,096,000 5,412,000 23,123,000 Fullerton Storm Drain Upgrades PW 100, ,000 4,000,000 23,223,000 Fullerton Underground Electrical Lines PWC 55, , ,000 23,773,000 Fullerton Physical Services Complex, Ph. 1 PWC 1,000,000 3,000,000 4,000,000 6,000,000 27,773,000 Humboldt Natural Resources Emergency Generator PWC 3,045,000 3,045,000 30,818,000 Humboldt Building Boiler Replacement PWC 300, ,000 31,118,000 Long Beach Microbiology HVAC Replacement, Ph. 1, 2 PWC 550,000 6,008,000 6,558,000 2,595,000 37,676,000 Los Angeles Physical Sciences Seismic/Renewal C 10,000,000 10,000,000 20,000,000 26,555,000 57,676,000 Los Angeles Central Plant Chiller Replacement PWC 211,000 2,506,000 2,717,000 60,393,000 Maritime Academy Faculty Road Repairs PWC 1,400,000 1,400,000 61,793,000 Maritime Academy Boiler Replacement (Ship) PWC 48, , ,000 62,273,000 Maritime Academy Domestic Water Pipe Replacement PWC 66, , ,000 62,933,000 Monterey Bay Infrastructure Improvements, Ph. 1, 2, 3 PWC 9,580,000 9,580,000 72,513,000 Monterey Bay Electrical/Fire/Gas Distribution System PWC 1,800,000 1,800,000 74,313,000 Northridge Heating System Replacement, Ph. 3 C 2,100,000 2,100,000 76,413,000 Northridge Building Electrical Sys. Repl., Ph. 1, 2, 3, 4 WC 5,505,000 5,505,000 5,651,000 81,918,000 Northridge Fifth Substation Upgrade PWC 60,000 1,698,000 1,758,000 4,685,000 83,676,000 Northridge Domestic Water Line Upgrade, Ph. 1, 2 PW 238, ,000 12,434,000 83,914,000 Pomona Domestic Water Line Upgrades C 2,354,000 2,354,000 86,268,000 Pomona Natural Gas Line Upgrades PWC 2,394,000 2,394,000 88,662,000 Pomona HVAC/Fume Hood Replacement, Bldg. 8 PWC 575,000 5,175,000 5,750,000 94,412,000 Pomona Sanitary Sewer Upgrades PWC 200,000 1,800,000 2,000,000 96,412,000 Sacramento Fire Alarm System Upgrade, Ph. 2 PWC 1,052,000 1,052,000 97,464,000 Sacramento Building Main Switchgear Repl., Ph. 1 PWC 1,750,000 1,750,000 99,214,000 Sacramento Campus ADA Upgrade, Ph. 1 PWC 795, , ,009,000 Sacramento Sewer/Storm Line Replacement PWC 1,000,000 1,000, ,009,000 Sacramento Fire Alarm System Upgrade, Ph. 3 PWC 130,000 1,170,000 1,300, ,309,000

14 Infrastructure Improvements Program Project List Cost Estimates are at Engineering News Record California Construction Cost Index 6255 and Equipment Price Index 3298 Project noted in italics may be funded in , but are noted here should available funding not be sufficient. Cumulative Campus SRB Debt Total Funds to Budget Campus Project Title Phase Reserves Request Budget Complete Request San Bernardino Chaparral Hall Roof Replacement PWC 72, , , ,826,000 San Bernardino Performing Arts Roof Replacement PWC 107, , , ,787,000 San Bernardino Sierra Hall Roof Replacement PWC 70, , , ,245,000 San Bernardino Visual Arts Roof Replacement PWC 133,000 1,361,000 1,494, ,739,000 San Diego Peterson Gym Roof/Infrastructure Improvements PWC 700, , ,439,000 San Diego PSFA HVAC Renewal PWC 207,000 2,893,000 3,100, ,539,000 San Diego PSFA Elevator Renewal PWC 41, , , ,039,000 San Diego PSFA Fire Safety Code Compliance PWC 29, , , ,339,000 San Diego PSFA Electrical Infrastructure Renewal PWC 172,000 2,328,000 2,500, ,839,000 San Francisco Central Plant/Utility Upgrades PWC 91,000 1,094,000 1,185, ,024,000 San Francisco Emergency Generator, Health Center PWC 27, , , ,315,000 San Francisco Condenser Replacement, Administration PWC 26, , , ,572,000 San Francisco Domestic Water System Upgrades PWC 105,000 1,105,000 1,210, ,782,000 San Francisco Sanitary Sewer/Storm Drain Upgrades PWC 27, , , ,071,000 San Francisco Fire Alarm Upgrade, Thornton Hall PWC 97,000 1,106,000 1,203, ,274,000 San Francisco Restroom ADA Upgrades, Campus PWC 116,000 1,498,000 1,614, ,888,000 San José Utilities Infrastructure, Ph. 2 PWC 611,000 5,502,000 6,113, ,001,000 San Luis Obispo Central Heating and Chilled Water Upgrade, Ph. 3 C 2,407,000 2,407, ,408,000 San Luis Obispo Mustang Substation Switchgear/Transformer Repl. PWC 257,000 3,942,000 4,199, ,607,000 San Marcos Craven Hall HVAC Upgrade PWC 248,000 3,064,000 3,312, ,919,000 San Marcos Central Plant Generator PWC 115,000 1,463,000 1,578, ,497,000 Sonoma Central Plant Cooling Tower Replacement PWC 869, , ,366,000 Sonoma Chiller Replacement PWC 81,000 1,071,000 1,152, ,518,000 Sonoma HVAC Unit Replacement PWC 71,000 1,976,000 2,047, ,565,000 Stanislaus Boiler and Exp. Tank Replacement PWC 2,600,000 2,600, ,165,000 Stanislaus ADA Barrier Removal PWC 49, , , ,665,000 Stanislaus Drama Air Handler Replacement PWC 77, , , ,570,000 Stanislaus Heating Hot Water Line Replacement, Ph. 1, 2 PWC 214,000 1,923,000 2,137,000 1,756, ,707,000 Systemwide Replace Building Controls/Metering PWC 214,000 10,000,000 10,214, ,921,000 Total Infrastructure Improvements Program $ 18,630,000 $ 138,291,000 $ 156,921,000 $ 65,819,000 $ 156,921,000

15 Statewide Capital Outlay Program Capital Improvement Plan 2016/17 through 2020/21 Water Conservation Program PWC $4,000,000 This program will fund CSU s priority projects designed to reduce water consumption and promote conservation awareness to meet the goals for statewide water use reduction. The program responds to the governor s directives for increased water conservation through the implementation of projects throughout the CSU system that were developed as part of the campuses Water Conservation Action Plans. Funded projects will replace inefficient, high-consumption restroom fixtures, leaking irrigation systems, water intensive landscape, and mechanical system controls and components with modern systems that are more efficient, reduce water consumption and provide savings for campus operations. Infrastructure Improvements Program PWC $156,921,000 This program will address CSU s highest priority deficiencies in campus primary infrastructure, facilities and distribution systems. Critical deficiencies identified throughout the 23 campus system will be addressed to enable campuses to continue essential operations, reduce the likelihood of catastrophic failures and meet current code requirements to operate safe facilities. Major building systems will be modernized to enable campuses to operate utilities more effectively, improve HVAC systems efficiency, reduce energy and lighting costs, reduce water consumption and greenhouse gas emissions, and extend the useful life of existing facilities. The project will also address the CSU campuses priority projects to replace or upgrade existing energy management and energy information systems. (Dollars are in 000 s) Project 2016/ / / / /21 Water Conservation Infrastructure Improvements PWC PWC 4, ,921 PWC 150,000 PWC 150,000 PWC 150,000 PWC 150,000 Totals $160,921 $150,000 $150,000 $150,000 $150,000 P = Preliminary Plans W = Working Drawings C = Construction

16 California State University, Bakersfield Horace Mitchell, President The CSU Board of Trustees accepted the donation of a 376-acre site for California State University, Bakersfield in June In September 1970, the university opened for instruction in an initial building complex of 92,000 GSF with an enrollment of 859 FTE. The approved master plan initially provided for an enrollment of 12,000 FTE. During the first decade, CSU Bakersfield developed the initial core of the master plan that included Dorothy Donahoe Hall, the largest classroom building, Science I and II buildings, residence halls, a health center, an initial cafeteria, and a nursing facility to accommodate the early growth of the campus. Over the next 30 years, the university continued to develop its master plan by constructing various academic and athletic facilities. In 2007, President Mitchell signed as a charter signatory of the American College and University Presidents Climate Commitment. President Mitchell has led the university to embrace sustainability throughout the campus. Consistent with this vision the campus developed a large solar energy project in 2010, which produces approximately 2.1M KWH per year, or 30 percent of the university s power needs. In October 2007, a revision of the campus master plan was approved by the Board of Trustees which increased the enrollment ceiling to 18,000 FTE. As the university has moved to Division I athletics, CSU Bakersfield alumnus Tom Hardt has made possible the completion of a baseball playing and training facility to support the CSU Bakersfield baseball team. Officially named Hardt Field, the grand opening occurred in spring Completion of the new 75,130 GSF Student Recreation Center occurred in spring This building provides a recreation facility for students and the campus community consisting of a fitness center, gymnasium complex, student recreation offices, multi-purpose spaces, and a prominent rock climbing feature. The Student Recreation Center also includes an Intramural Sports Field to support sport clubs, intramural sports, and informal recreation. In an effort to assist with the local need for more nurses, the Nursing Remodel Project began in early 2009 to renovate 6,900 GSF of vacated spaces in the existing Science I and Science II buildings. The remodeled spaces support the expansion of the Nursing Department, and provide space for faculty advising, counseling and expanded office space for undergraduate and graduate students. The space includes additional clinical research laboratories and nursing simulation labs. The facility opened for instruction in fall Completion of the Art Center and Satellite Plant Project occurred in the summer This project allows for the relocation of existing applied art laboratories, and has significantly increased the campus utility infrastructure. A Student Housing Project serving 500 students was opened in January This new facility replaces housing that was built in 1972 and provides mixed-use common spaces to promote campus life. The Humanities Office Building Project, located in the Humanities Complex Phase I, building #57a, is being designed and is expected to be completed by summer This project will replace and allow for the demolition of the seismically deficient Faculty Towers, built in the early 1970 s. CSU Bakersfield has entered into a public/private partnership to develop the University Office Center, a 61,000 GSF office building. Construction of this facility is expected to begin in the winter The campus is currently pursuing several additional public/private partnership opportunities along its southern boundary. These developments are consistent with the 2007 campus master plan revision and will be in alignment with the mission of the University. Construction of these projects will help develop utility infrastructure and a formal entrance to campus from the south. ANTELOPE VALLEY OFF-CAMPUS CENTER Since 1991, CSU Bakersfield has been offering upper division courses for the high desert communities from the campus of Antelope Valley Community College. The first official classroom/office structure was constructed at the community college in December In 2003, the Board of Trustees and the California Postsecondary Education Commission (CPEC) approved the Antelope Valley site as an official off-campus center providing distance learning, bachelor s and master s degree programs.

17 California State University, Bakersfield Master Plan Enrollment: 18,000 FTE Master Plan approved by the Board of Trustees: September 1968 Master Plan Revision approved by the Board of Trustees: September 1970, January 1971, January 1973, May 1974, July 1975, February 1980, November 1980, January 1984, March 1984, September 1985, March 1987, January 1988, September Classroom Building 55. Student Housing Northwest 2. Fine Arts 56. Satellite Plant 3. Lecture Building 57a. Humanities Office Building 4. Performing Arts 57b. Humanities Complex, Phase II 5. Administration East 58. Well Core Repository 6. Faculty Building 59. Student Housing Southwest 7. University Advancement 60. University Police 8. Administration West 61. John Antonino Sports Center 9. Administration 62. Amphitheater 10. Student Services 64. Facility for Animal Care and Treatment (F.A.C.T.) 11. Plant Operations 65. Computing/Telecom Center 12. Shower-Locker 66. Greenhouse 13. Modular West 67. Student Recreation Center 14. Children s Center 68. Student Health Center Expansion 23. Dining Commons 69. Foundation Office Building 24. Residence Hall A 70. Public/Private Development 25. Residence Hall B 71. Office Park Public/Private Partnership 26. Residence Hall C 72. Hotel & Conference Center Public/Private Partnership 27. Residence Hall D 72a-d. Retention Basin 28. Residence Hall E 73. Engineering 29. Residence Hall F 74. Intramural Sports Field No Science I 75. Nursing Center 31. Paul F. Romberg Nursing Education Center 76. Department of Nursing 31a. EOC/Testing Center 77a. Information Center North 32. Dorothy Donohoe Hall 77b. Information Center South 33. Physical Education 78. Student Services No. 2 33a. P.E. Modular A 79. NCAA Baseball Stadium 33b. P.E. Modular B 80. Outdoor P.E. Storage/Restroom 33c. P.E. Modular C 80a. Outdoor P.E. Storage/Restroom 34. Education 81. Classroom/Office Building 35. Student Health Center 82. New Art Center 36. Science II 83. Engineering Complex I 37. Corporation Yard/Warehouse 85. Competition Sports Field 38. Runner Café 86. Competition Softball Field 38a. Runner Café Addition 87. Competition Throwing Area/Field Events 39. Doré Theatre and Todd Madigan Art Gallery and 88. Competition Track and Field Music Building Complex 89. Police Department 39a. Music Expansion Phase I 90. Education Building 39b. Music Expansion Phase II 91. Competition Tennis Courts 40. Handball Courts 92. Intramural Sports Field No Outdoor P.E. Storage Building 93. Intramural Baseball Field No. 4 41a. Outdoor P.E. Storage Addition 94. Performing Arts II 42. Environmental Studies Area 95. Intramural Softball Field No Walter W. Stiern Library 96. Competition Sports Field No. 2 44a. Business Development Center Offices 98. Black Box Theater 44b. Business Development Center Classrooms 99. Parking Structure No. 1 44c. Extended University 100. Parking Structure No. 2 44d. Rayburn S. Dezember Leadership Development Center 101. Parking Structure No. 3 44e. Administration 102. Parking Structure No J.R. Hillman Aquatic Center 103. Business Development Center Addition 46. Natural Sciences 104. Hardt Field 47. Classroom/Office Complex 105. Physical Education Addition 48. Science III 49. Health Science and Physical Education 50. Behavioral Sciences LEGEND: 51. Administration North Existing Facility / Proposed Facility 52. Jimmie and Marjorie Icardo Activities Center 53. Student Union/Bookstore NOTE: Existing building numbers correspond 53a. Student Union/Bookstore Addition with building numbers in the Space and Facilities 54. Student Housing Northeast Data Base (SFDB)

18 , September 2007

19 Capital Improvement Plan (Dollars in 000s) BAKERSFIELD Category Summary 2016/ / / / /21 Funds to Complete I. Existing Facilities/Infrastructure A. Critical Infrastructure 1,966 4,738 2,080 1,788 1,609 Deficiencies B. Modernization/Renovation II. New Facilities/Infrastructure 109 7,297 61,184 25, ,900 2,755 Totals $243,082 $2,075 $12,035 $63,264 $27,444 $135,509 $2,755 FTE Existing Facilities/Infrastructure FTE New Facilities/Infrastructure FTE Totals Student Housing Beds Parking Spaces 500 Faculty/Staff Housing Units Fund Summary 2016/ / / / /21 Funds to Complete DESIGNATED CAPITAL RESERVES (Campus) ,898 2,755 SELF-SUPPORT RESERVES Associated Students Incorporated (ASI) 11,661 Auxiliary/Foundation (Aux) Continuing Education (CE) Faculty/Staff Housing (FH) Health Center (Hlth) Parking (Pkg) 2,877 Student Housing (SH) 48,800 51,194 SYSTEMWIDE REVENUE BONDS Academic Program (SRB-AP) 1,909 8,525 2,731 21,546 84,315 Self-Support (SRB-SS) OTHER Donor (Don) Energy (Eng) Grants (Gra) Public-Private/Public Partnership (PPP) Totals $243,082 $2,075 $12,035 $63,264 $27,444 $135,509 $2,755 FTE capacity will be counted in the year in which "C" appears.

20 Capital Improvement Plan (Dollars in 000s) BAKERSFIELD Infrastructure Improvements Program Project FTE CAT Funds 2016/ / / /20 Replace Electrical Distribution, N/A IA SRB-AP C 1,500 C 455 Ph. 1, 2, 3 Natural Gas Line Upgrade N/A IA SRB-AP PWC 300 Chilled Water Line Upgrade N/A IA Campus PW 166 SRB-AP C 1,688 Fire Alarm System Upgrade N/A IA Campus PW 120 SRB-AP C 1,405 Digital Control Replacement, N/A IA SRB-AP PWC 700 PWC 700 Ph. 1, 2, 3 Domestic Water Line Upgrade N/A IA Campus PW 120 SRB-AP C 1, /21 Infrastructure Improvements N/A IA Campus PW 179 SRB-AP C 1,609 C 1,609 Totals $11,931 0 $1,966 $4,488 $2,080 $1,788 $1,609 Academic Projects Project FTE CAT Funds 2016/ / / / /21 Humanities Classroom 652 II Campus W 143 E 72 SRB-AP P 109 C 4,277 Humanities Office Building 0 IA Campus E 250 Funds to Complete PE Building Renovation/ 0 II Campus W 682 E 641 Addition (Seismic) SRB-AP P 651 C 19,937 Behavioral Sciences 900 II Campus PW 1,626 E 503 SRB-AP C 26,166 Classroom Office Complex, 810 II Campus PW 1,454 E 409 Ph. 1 SRB-AP C 23,168 Humanities Complex, Ph II Campus PW 1,957 E 1,202 SRB-AP C 33,372 Totals $116, $109 $4,670 $723 $25,656 $82,706 $2,755 Self-Support / Other Projects Project Spaces CAT Funds 2016/ /18 Parking Lot N 500 II Pkg PWC 2,877 Student Housing Northeast, 400 II SH PWC 48,800 Ph. 2 Student Union Expansion N/A II ASI PWC 11, / / /21 Student Housing Northeast, 400 II SH PWC 51,194 Ph. 3 Funds to Complete Totals $114,532 $0 $2,877 $60,461 $0 $51,194 $0 A = Acquisition P = Preliminary Plans W = Working Drawings C = Construction E = Equipment Category and Fund codes: Reference the Project Category and Fund Types section in The Basis of the Capital Outlay Program.

21 BAKERSFIELD CAPITAL IMPROVEMENT PLAN Projects in Budget Year Infrastructure Improvements Program Replace Electrical Distribution, Ph. 1, 2, 3 C $1,500,000 This project continues the transformer replacement started in 2015, for 12 buildings, including the central plant. This has been identified as a critical infrastructure project due to the age and condition of the existing transformers. The subsequent phase of construction is $455,000. Natural Gas Line Upgrade PWC $300,000 This project will relocate the existing utility meter to the point of entry, replace the high pressure line to the central plant with a medium pressure line, and provide isolation and earthquake valves. Chilled Water Line Upgrade PW $166,000 This project will address the corrosion of chilled water piping at joints. Failure of these pipes will disrupt campus operations. The future cost of construction is $1,688,000. Academic Projects Humanities Classroom P $109,000 The Bakersfield campus has only three large classrooms that can accommodate between 80 and 100 stations; the others are small classrooms of 20 to 30 stations. This limited inventory places constraints on accommodating the general lecture requirements of the undergraduate degree programs. This project will provide capacity for 652 FTE in two large tiered classrooms of 140 stations each, next to the Humanities Office Building (#57A), currently in design development. The future cost for working drawings, construction and equipment is $4,492,000. Self-Support / Other Projects None Future Projects (2017/ /21) Infrastructure Improvements Program Fire Alarm System Upgrade This project will replace the old zoned system fire alarm with a system that communicates to a central monitoring station through the campus network to improve building and occupant safety. Digital Control Replacement, Ph. 1, 2, 3 This project will replace building controls to improve energy efficiency, modulate building temperatures, and demand response. Domestic Water Line Upgrade This project will replace old transite and asbestos concrete water piping. In addition, existing isolation valves will be replaced and additional valves added to facilitate isolation, removal and repair should a section fail. Infrastructure Improvements See Systemwide description. Academic Projects Humanities Office Building This project will equip the replacement building funded for preliminary planning, working drawings and construction to provide 61 faculty offices.