HDJ/clw Revised 02.07.14 C://CW/MyDocs/HDJ/Presentations/BOR Presentations/BOR Presentation 022114_FNL.pptx Campus Development Plan Board of Regents Presentation February 21, 2014 1
Building On The Past With an Eye on the Future 2
What We Did 2001-2005 The university embarked on planning scenarios that included visions for growth in student population, strengthening academic standards, and revitalization of our physical facilities. The first major step toward addressing our enormous facilities related issues focused on code corrections, deferred maintenance, and energy conservation. We entered into the largest Energy Performance Contract (ESPC) in the State at that time ($19.6 million) improving both our environmental neutrality and a substantial part of our utility infrastructure. We also began rewriting our outdated design and construction standards and specifications. The strategy at that point was a simple but aggressive campus wide objective of: Securing the building envelopes (roofing and weatherproofing) Addressing code requirements (life safety, ADA, and fire protection) Reducing deferred maintenance and increasing capital renewal initiatives, and Constructing and/or renovating facilities conducive to functional and efficient institutional initiatives. Our goal was to significantly emphasize a sustainable campus while enhancing the learning and teaching environment. 3
In 2004 Began our planning to build a new facility that incorporated forward thinking concepts to present aesthetically pleasing high-end materials, environmentally sound yet functional learning and teaching spaces, and cutting edge technologies in building automation systems into a state-of-the-art education facility in Houston. Texas Woman s University Institute of Health Sciences Houston Center Armed with our newly developed strategies for energy success and revised our building standards. Decouple ourselves from regressive proprietary system architecture. Embarked on a Sustainable Way of Life. 4
How We Did It We knew from past experience that performance contracting focused mainly on energy savings while accumulated deferred maintenance typically suffered. To be successful we had to continue addressing our substantial Deferred Maintenance and lack of energy efficient facilities through Capital Renewal and major renovation program initiatives. We developed and fully implemented our Enterprise Integration System strategies which takes advantage of open protocol systems, strengthened our special conditions and standards, and emphasized sustainable solutions. All design and construction specifications, standards, etc. were in the process of being or had been revised to incorporate our enterprise integration control strategies, earth-friendly construction processes and materials, cleaning products, and maintenance solutions that emphasized conservation. Roof replacements and building envelope restorations continued as well. 5
Results and Benefits The requirement to certify all integrated products is now implemented as a sustainable benefit. A comprehensive, standardized Enterprise Level controls management system that can embrace new technology as it emerges. This ability to use information collected on our Tridium platform and upload that data to the Utilivisor servers to record all energy use in the Chiller Plant. These third-party data collection systems can then retrieve information in a Utilivisor dashboard to produce graphs, analyze plant performance in real time, and/or make historical comparisons. Utilivisor allows us to make refinements to the system continually and measure the success of those refinements. The system is password protected and authorized users are excited and can control our buildings from anywhere in the world. Our sustainability efforts have lead to TWU s first LEED Certified building that was also the first public university LEED Certified Fitness and Recreation Center in the State of Texas. Three (3) other major facilities were constructed during that period with one of those also achieving LEED Certification (TWU T. Boone Pickens Institute of Health Sciences Dallas Center). 6
A Few Major Accomplishments Institute of Health Sciences Houston Center Completed: 2006 Cost: $39,491,703 Ann Stuart Science Complex Completed: 2011 Cost: $26,039,473 LEED SILVER LEED SILVER Fitness and Recreation Center Completed: 2011 Cost: $12,668,839 Institute of Health Sciences Dallas Center Completed: 2010 Cost: $54,842,402 7
Campus Visioning The Process for Meeting Future Needs All inclusive process that began with needs assessments identified by academic programs review, institutional competitiveness, and growth; campus constituents, facilities audits, and operational maintenance requirements. Visioning forums were held for faculty, staff, and students. Ideas were compiled and evaluated. Feasibility studies were commissioned as necessary. Priorities established. Conceptual maps were drawn. Phasing and funding determined 8
Campus Development Plan Map Apartments Parking Parking 9
Campus Acquisition Plan
Development Plan Implementation Process To successfully implement this ambitious plan, the first order of business would be as follows: Construct a temporary parking lot of 200 cars to accommodate parking that will be displaced at the construction site of the West Parking Garage. The West Parking Garage consists of 600 cars with mixed use space on the first floor. Four (4) new buildings on the proposed Housing Complex displaces surface parking. A new East Parking Garage consisting of 500 cars to support the new Housing Complex will be needed. A Satellite Utility Plant to support the new Housing Complex, shift some existing loads, and support any future structures built East of Bell Ave is a key component of this plan. The projects listed above anticipate inclusion of the items shown below: Relocate HR and Marketing & Communications into first floor of West Parking Garage. Relocate occupants of Patio Building into first floor of West Parking Garage. Demolish building that currently houses HR and Marketing & Communications. Demolish Patio Building. 11
The following items are tied to the next Legislative Session: New Student Center tied to increase in student fees and private funding initiatives. Jones Hall used as swing space for renovation to repurpose the existing student center which must be vacated for construction. Repurposing the existing student center to accommodate current services not moving to the new student center plus all non-housing services left in Jones Hall. New Science and Technology Learning Center tied to TRB funding. Occupants of GRB plus current labs from Old Main Building move into Science and Technology Learning Center. Demolition of GRB after move into the Science and Technology Center. Jones Hall used as swing space for interior renovation of Old Main which must be vacated for construction. Interior renovation of Old Main Building. Demolition of Jones Hall. 12
Immediate Future Needs To meet our future needs we gathered and analyzed information relating to needs assessments, evaluations of academic programs, projections of growth patterns, consultations with campus constituencies, physical facilities audits, and improved operational maintenance requirements. The results of these analysis for near term considerations are reflected below: List of Needs Cost Durations Parking Garage West (600 spaces) $10,384,500 22 Months Residence Hall (4 Buildings - 200 beds each) $63,504,204 36 Months Parking Garage East (500 spaces) $7,600,000 22 Months Satellite Utility Plant $16,444,129 24 Months Student Union $56,980,500 40 Months New Science and Technology Center $46,000,000 36 Months Old Main Renovation (Phase II Interior) $17,000,000 36 Months 13
Texas Woman s University The university has invested hundreds of millions of dollars in its physical facilities and infrastructure. Institute of Health Sciences Houston Center T. Boone Pickens Institute of Health Sciences-Dallas Center 14