2005-2007 capitol construction view. One of the most important things do on board is help set up budget for next biennium. Live in world of very scarce resources. Prioritize projects - things that drive governor's agenda. Asked Universities to put things in that context - prioritize those projects that are most important to get those thing accomplished.
Want to go through WOU, SOU, and PSU. Have to submit to Governor is 6 year plan - focus is on biennial request. State funding - general funding and letter G bonds. Realize that the vast majority of projects are funded by projects other than by the state. But we will focus on state supported entities. In terms of prioritization. Each campus was given a set of guidelines. A way of setting priorities. Access, K-12, quality, deferred maintenance, energy efficiency, sustain ability. Look at all needs on campuses how do these fit into these various categories. Right now we have before us 910,000,000 in terms of campus projects. This has nothing for deferred maintenance requests. Focus will be on 190,000,000 in state supported bonding and in general support. July meeting will be point at which approved. Over a billion request in the end when include deferred maintenance.
First up is WOU. Crying need is a building to house business programs. These programs are involved in an 80 year old house. We are eager to improve office space for faculty and classroom space. We also need to relocate math department - that is in another residence - our computer science needs state of the art technology as well. Focus on single project - new classroom building with office space for CIS, Business, and Math. Project is in the master plan. Supports key objectives. Make every classroom and office ADA accessible. Allow students to receive education with most recent means of technology. Business classes taught across campus in Oregon Military Academy - inappropriate for contemporary business program. Math Dept housed in Arnold Arms - former three story residence. Foundation leaks. Antiquated knob and tube electrical system. CIS housed in what was previously an elementary school. Technology upgrades are essential for this discipline. Supports Governor's priorities. Yes. Allows for total access and deals with ADA problems. Quality. Most up to date technology. Professors offices in same buildings as classrooms. MBF. Will allow for instruction and individualized training. New technology . Community College Connection. Testing ground for cooperative between WOU and CC in region. Additional for CC to hold classes on WOU classes making for a smoother transition form the CC to the University. Cost savings - eliminate some deferred maintenance. Have energy savings. Have first solar panels system. Funding is 14,000,000 7,000,000 in G-bonds and rest various sources. Operations and maintenance 250,000 per year. Actual location would be between library and military academy. Have approximately 500 business majors. Not an area emphasized at school historically - look at business and professional programs may need to look exactly where we should go with that. Anticipate some growth there. Q. What would deferred maintenance to fix 2 buildings. Probably 1,000,00. Q. Energy savings. Spend less money after building - more efficient - and reduce costs in new facility. Budget to budget what would savings be? Perhaps 10,000 per year. We have a 30 year lease on the Oregon military. Lease is 30 years. Do have an ongoing use of large classes. They own the building. Works for us most of the time. But sometimes doesn't - security measures - metal detectors - etc. Looking at a dollar per dollar match. We will organize a major effort in fundraising - not necessarily our preferred way - but we have to have the building.
SOU Elizabeth Zinzer. Capital construction budget. Projects underway right now. Hannon Library, Madroe Student Housing, Stevenson Union. All due by September 05. Future projects. Medford Instructional Facility, Sciences Addition and Remodel, Theatre Arts Addition. Medford is not ADA compliant. Outgrowing it. Proposal to have 30,0000 GSF building in downtown Medford. To be responsive to this board's priorities. Designed in harmony with Rogue CC. With funding authorization by June 2005 construction complete by August 2007. Have common language with Rogue CC. Anticipate annual operating budget of 150,000. Who handles CC - security and maintenance. We already have a joint agreement with them. Focussed on services and educational programs. Renewal of agreement dealing with shared costs. Also in partnership with Medford downtown renewal authority. Co-location and to catch up with enrollment growth. Golden opportunity to partner for shared facilities. Respond need for our courses in Medford. Fits right in with MBF initiative. Modeled with SOU/RCC/OHSU nursing program. Q. The 150,000 is net increase in operating budget. Very soft estimate. Seeing 30,000 of new footage. Will save through efficiencies on utilities and custodial costs. Difficult at this point to come up with a net figure. Will be consolidating in new building. Currently teach in 7 sites - some not suitable for University level instruction. Some of high school leases are expiring. Perhaps total cost might be much lower. How is cost shared with CC? Still need to work that out. Might reduce operating costs. Our contribution to the enhancement of the Riverside campus.
SOU Sciences building. Old one built in 1959 with addition in 1967. Provide 92000 GSF addition + 30000 GSF remodel. Remove 4.5M in deferred maintenance. Be a true green building. Part of SOU campus master plan. Catch-up with SOU's advancements in the sciences and capacity to serve regional economic development. Essential for recruitment and retention of faculty and students. Have to had to resort to converting closets to faculty offices. No study areas or graduate student offices. Computer Sciences and ETIC initiatives need to be housed together. Alliance with OHSU in Nursing requires new and improved space. Seek to double number of nursing students enrolled. Opportunities for collaboration - OHSU for nursing and related health fields. Needs to be dollar for dollar matching for general fund fund bonds. Are assuming a significant amount of general fund bonds. Might be other ways - other entities that could be using. The 1-1 get from general funds as opposed to 11-G bonds. In next biennium spend 10% about 3.5 million on design work. Prepare us for full construction project in 07-09. Significant increase in new square footage but some quite fundamental remodel and replacement of building infrastructure in current space. Get us into working construction drawings. To be able to bid the project. On operating expense side. Want a model structure for a green building.
Theatre Arts building. Additions and remodel. Part of SOU's Ashland Campus master plan. Focus on fundraising campaign. Look at 11-G bonds for about 1/3. Have 200 majors in a building built for 60. Have classes taking place in stairwells. Catching up with burgeoning enrollments in the field. Want to become a spire of excellence. Partnership with Oregon Shakespeare Festival. Economic development AAED initiatives.
PSU. Building renewal at 20M. Supports open and green spaces. Strategies for down town living. Developed in concert with board's agendas. Build greater program excellence. Greater access to higher education. Strong partnerships with cc and OHSU and building a neighborhood inviting to -- build a vibrant place to live - build a neighborhood and serve the needs of our students. We have 14 projects. NB. The IFS received an excellent briefing on this and related matters at the December meeting so I have not attempted to transcribe the details. PBG
Impact of Measure 30 reductions. Chancellor will see 1,0115,480 reduction. EOU 3.15K, OIT 3.78K, OSU 2.007K, OSU-Cascades 84K, PSU 1446K SOU 367K UO 1528K WOU 372K Campus total 6500K. Chancellor office 1015K. Reduction in maintenance, delay in filling vacant positions, supplies and services. Will report this to the June E-board meeting. Not making any changes to tuition and fees at individual institutions? SOU - we have adjusted approach - modified plateau approach. UO our cuts are premised on asking university to achieve tuition levels previously discussed and to be approved in June. WOU we have not altered our tuition rates - this fiscal year - we have a plan for next fiscal year we hope will be approved. Covered most of cuts with staff reductions last spring. At OUS sticking to request made last summer and accessing what will go for in plateau. OIT did reduce request from 9% to a 3% increase. That includes elimination of plateau. Contemplated resource fee but have removed that. Major reductions in previous years through fiscal operations advisory planning committee. Reduced our administrative area. Our biggest concern is having committed 500K from fund balances are pretty low. EOU Still continuing with removal of tuition plateau and 10% tuition increase - consistent with what discussed previously. Projected deficit? Our best projections will looking at 1.500K deficit. Announced 1000K in cuts in personnel not to be renewed. Plan is to draw down fund balance of 500K to make up for it. This is for this year. NOt accumulated deficit. Drop down to 2500K fund balance. About 10% of gross tuition and fee portion. When general funds are cut, suffer greater proportion of cuts. We have drawn down for the past few years. Concern not to depend on that to bail us out of deficit. Can't be planning for continuous erosion. At PSU had planned for 30 going in. Don't anticipate changes in tuition algorithm in short run. Do plan to amortize up some of our fund balance. To stabilize burn rates may be some tuition impact in long run. UO to the extent that fund balances are decreasing. Staring Jan 1 pay back obligation is huge. A snapshot of fund balances is misleading without taking into account pay back obligations Jan 1 2005. The legislature HB2148 passed measure imposes obligation on system to pay back other funds with "tax on students tuition" to make up for perceived as savings as savings in PERS payments due. Against backdrop of not knowing what supreme court will do. Don't know what HB2148 will do. Damocles hanging over us for 1 January. Projection for system? Given interest since end of last session on fund balance. Continuous review of expenditures netting out to. Included PERS issues. Each campus has separate. Some logic for ending fund balances. Bring that forward and bring forward a specific fund balance policy. Come to the board in July. 14000K system wide liability. OSU. Had shortfall of 2900K between revenues and costing. Of that some was pay back of supposed PERS savings. Have place holder but don't know if it will be bigger or smaller. UO have to pay back funds even if supreme court overturns PERS. Is "presumed savings". What is Chancellor's office - 1015K out of 29,100K. Achieving 50% from chancellor's office? Still hope could continue effort this biennium to test ourselves against total of 3.5M. GR. What is reported today is only first step. Do further reductions as quickly but strategically as possible. Lot of valuable things in the chancellor's office and organization. But have to prioritize those with our students needs. This is just the beginning. OSU. None of us want to do tuition increases or fee increases any more than we have to. We were told to live with increases announced last summer. But obviously anything we can do to deal with funding shortfall, the better.
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