Facilities Profile and 10-Year Capital Plan · 2014-10-20 · The University of North Carolina at...

The University of North Carolina at Charlotte

Facilities Profile and 10-Year Capital Plan

Eva Klein & Associates, Ltd., 1999



December 1999

Barnhardt Student Activity Center




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 at Charlotte 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-Charlotte, 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. Other 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—PHASE I .......................................................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 ..................................................................................... 8 MATRIX OF FINANCING RESPONSIBILITY—PHASE I ...................................................... 8

10-YEAR CAPITAL PLAN

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

CAMPUS VISIT AND TOURS

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

OTHER DATA EXHIBITS

HISTORY........................................................................................................ 28 MISSION........................................................................................................ 28 FACILITY USERS............................................................................................... 29 LAND ............................................................................................................ 29 INFRASTRUCTURE ............................................................................................. 30 BUILDINGS ..................................................................................................... 31 FCAP CONDITION DEFICIENCIES .......................................................................... 31 FACILITIES OPERATIONS RESOURCES ..................................................................... 31 CURRENT BOND INDEBTEDNESS............................................................................ 32 CURRENT STUDENT FEES.................................................................................... 33



Eva Klein & Associates, Ltd., 1999 i

EXECUTIVE SUMMARY

Overview Founded originally in 1946 as the Charlotte Center of The University

of North Carolina, this institution’s early mission was to serve the education needs of returning World War II veterans. Major changes occurred in the 1960s, when the current campus was established, the institution became a public four-year, degree granting college, and it became the fourth campus of The University of North Carolina.

Today, as an extremely successful and rapidly expanding University, UNC-Charlotte is the only comprehensive public university in the fast-growing metropolitan area of Charlotte, in southwest North Carolina. UNC-Charlotte has experienced steady and substantial enrollment growth to the 1998 level of nearly 17,000 students and has a projected growth plan to 2008 that will take it to 23,500 HC students—growth of about 41 percent.

The University offers undergraduate and some graduate programs in Arts and Sciences, Business, Education, Nursing and Allied Health. It has one of three schools of Engineering in the UNC system, one of two Schools of Architecture in the State, and a School of Information Technology.

This campus is one of the relatively younger ones among UNC institutions and has far less than the average needs in facilities renewal. However, rapid recent growth, linked interdependently with Charlotte’s growth, has created a significant shortage of facilities in virtually every space category, and significant infrastructure needs to support both current requirements and projected expansion. A summary of facilities needs includes these points:

First, UNC-Charlotte has current capacity needs in almost every principal academic and student support category. These space deficiencies will grow to reflect substantial deficiencies in every category as enrollment increases to projected levels during the 10-year period. This is the most pressing of UNC-Charlotte’s needs and, therefore, Phase 1 of its 10-year capital plan is slanted heavily toward addition of several new facilities to accommodate present and future enrollment.

Second, with a growing level of funded research, UNC-Charlotte is beginning to develop a requirement for research space in some disciplines, notably engineering.

Third, as significant facilities growth occurs to meet planned enrollment growth, UNC-Charlotte will have major needs for expansion of its supporting road, parking, and utilities infrastructure.

Finally, while the UNC-Charlotte campus is relatively new, there will be a noticeable need for the correction of condition deficiencies and for functional modernization for older campus facilities during the 10-year period.



Eva Klein & Associates, Ltd., 1999 ii

The Institution Founding Date: 1946 Founding Mission: Night school for returning World War

II veterans Carnegie Classification—1998: Master’s (Comprehensive) University I # Degree Programs Offered: 85 # HC Faculty and Staff—1998: 2,886 # HC/FTE Students—1998: 16,670HC/14,018FTE # HC Student Target—2003: 17,960 # HC Student Target—2008: 23,500 % Enrollment Growth—1998-2008: 40.97%

The Campus and Facilities GSF Buildings: 3.7 million GSF # Buildings: 57 Age of Campus: 15% before 1970 43% before 1980 $ CRV of Campus: Buildings: $311.8 million

Infrastructure: $148 million

Building Quality Needs $ FCAP Condition Deficiencies: $9.2 million Facility Condition Index (“FCI”): 0.02 (UNC average = 0.13) Facility Condition/Quality Index (“FCQI”):0.30 (UNC average = 0.42) $ Modernization/Replacement Needs: $148.6 million

Building Capacity Needs Current Capacity Needs (Non-Housing): 45,400 total ASF Capacity Needs (Non-Housing)—2003: 247,000 ASF(Cumulative) Capacity Needs (Non-Housing)—2008: 652,000 ASF(Cumulative) Student Housing Capacity Needs: 1,800 beds $ Total Capacity Needs: $223.7 million

Special Purpose Building Needs $ Special Purpose Building Needs: $57.4 million

Other Campus Requirements $ General Campus Needs: $25.3 million $ Infrastructure Needs: $14.4 million $ Land Acquisition Needs: None



Eva Klein & Associates, Ltd., 1999 iii

Capital Plan Summary $ Total Projects—Phase 1 (5 years) $300.7 million $ Total Projects—Phase II (5 years): $168.7 million $ Total 10-Year Capital Plan Needs: $469.4 million

Proposed State Funding Summary—Phase I $ State Funds Previously Committed: $13.8 million $ Proposed State Funding—Phase 1: $178.4 million $ Committed and Proposed State Funding: $192.2 million

Matrix of Financing Responsibility—Phase I State: $192.2 million (63.9%) Self-liquidating: 61.0 million (20.3%) Private/Other: $47.5 million (15.8%)

The state component of the above Matrix includes both proposed new state funding and state funding previously committed.*

The following page provides the UNC-Charlotte Plan Summary, including the 10-year total needs and a summary of Phase I needs by categories 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, $11.4 million of UNC-Charlotte’s previously

committed state funding reverted to the State, to help provide available funds for hurricane relief. That amount would need to be added to the above 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 at Charlotte 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 Amount 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

47,128,452 39,388,989

838,000 6,901,463

7,739,463 B. Building Capacity 168,797,426 13,780,000 6,061,440 35,167,000 30,309,510 26,254,476 28,625,000 28,600,000 148,955,986 C. Special Purpose Buildings 57,384,200 10,769,200 32,700,000 2,278,188 11,636,812 13,915,000 Sub-Total—Building Needs 273,310,078 13,780,000 50,158,189 38,761,440 37,445,188 42,784,322 33,155,939 28,625,000 28,600,000 170,610,448 II. OTHER CAMPUS REQUIREMENTS A. General Campus 16,935,985 8,223,400 8,712,585 B. Infrastructure 10,443,105 2,648,398 4,503,134 2,863,012 428,561 7,794,707 C. Land Acquisition Sub-Total—Other Campus Requirements

27,379,090 10,871,798 8,712,585

4,503,134 2,863,012 428,561

7,794,707

Total Phase I 300,689,168 13,780,000* 61,029,987 47,474,025 41,948,322 45,647,334 33,584,500 28,625,000 28,600,000 178,405,155 Total Phase II 168,703,025

Total 10-Year Plan Needs 469,392,192

*As of December 1999, $11.4 million of UNC-Charlotte’s previously committed state funding reverted to the State, to help provide available

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



Eva Klein & Associates, Ltd., 1999 1

FACILITIES PROFILE

The Institution History. Originally founded in 1946 as the Charlotte Center of The

University of North Carolina, UNC-Charlotte is today an extremely successful and rapidly expanding Public Master’s (Comprehensive) University I, and the only comprehensive public university in the rapidly growing Charlotte metropolitan region of southwest North Carolina. The institution’s modern era began during 1963-1965, at which time it became a four-year degree-granting institution; its campus acreage was expanded to its present size; and it came under state control as The University of North Carolina at Charlotte, becoming the fourth campus of The University of North Carolina. In 1972, UNC-Charlotte became one of the 16 constituent institutions of The University of North Carolina, under control of the Board of Governors.

Mission. The University states its mission today in terms of its position as the public university of the Charlotte region, providing for “the educational, social, and cultural advancement of the people of North Carolina through on- and off-campus programs, continuing personal and professional education opportunities, research, and collaborative relationships with the private, public and nonprofit institutional resources of the greater Charlotte metropolitan region.”

Instruction. UNC-Charlotte conducts instructional programs in 50 fields of study through its Colleges of Architecture, Arts and Sciences, Business Administration, Engineering, Education, Nursing and Health Professions, and the School of Information Technology. UNC-Charlotte’s Engineering College is one of three in the UNC system and one of four in the state (with Duke University). Its College of Architecture is one of two in the State. High demand programs in business management and administration support the fast growth business and financial industries in Charlotte. More than 25 percent of the institution’s enrollment consists of non-traditional, part-time students. UNC-Charlotte’s nearly 17,000 students are served by approximately 2,900 faculty and staff.

Research. UNC-Charlotte has begun to develop a significant funded research effort, with a current annual average of approximately $6 million in external research funding, much of which is in engineering. The institution is frustrated in its efforts to develop larger amounts of external research funding by lack of adequate space for research. Pressures to expand graduate education and research efforts at UNC-Charlotte will continue, largely because of the natural relationship between the University and the growing metro area economy. The scope of future research, and the related capital and operating costs, represent major policy and resource considerations for this institution’s future.

High demand programs in business management and administration support the fast growth business and financial industries in Charlotte. More than 25 percent of the institution’s enrollment consists of non-traditional, part-time students.

Pressures to expand the graduate education and research efforts at UNC-Charlotte will continue, as part of the important relationship between the University and its growing metro area economy. The scope of future research, and the related capital and operating costs, represent major policy and resource considerations for this institution’s future.




Campus/Facilities Today Size and Value. The UNC-Charlotte campus consists of 3.7 million

GSF of space in 57 buildings, representing a CRV investment of almost $312 million. As Figure 1 shows, new construction at this fast-growing institution has increased the value of campus building assets by an average of more than 10 percent annually in recent years.

In addition, the total CRV for campus infrastructure, including roads, parking, and utilities, is $148 million. Overall, this campus today represents, conservatively, an investment of at least $460 million, made during the course of its 38-year history at the present site.

Figure 1Current Building Replacement Value Trend

25

75

125

175

225

275

1993 1994 1995 1996 1997 1998

Year

$

Millions

Non-Residential

Residential

The Campus and Master Plan. The main campus comprises a land area of

940 acres, of which 300 acres are developed. Some 610 acres of the remaining 640 acres is considered to be developable. These property assets provide ample room to accommodate future growth of the institution.

In 1995, Lee Nichols Hepler Architecture and Edward Cullinan Architects completed The Master Plan for the University of North Carolina at Charlotte. This is a comprehensive Master Plan that addresses all aspects of facilities planning for the future: academic, administrative, recreational, student support, and residential facilities; parking and circulation; utilities; and landscape systems. The Plan provides an effective basis for growth of the campus by approximately three million square feet of facilities to serve a future population of 25,000 students and 1,500 faculty within the present campus land area of 940 acres. (Note: This Master Plan was completed prior to The Board of Governors’ adoption of space planning standards and, therefore, expansion needs may differ from those in this Profile.)

Space Type Distribution. As of Fall 1997, academic space, including classrooms, teaching/research laboratories, offices, and study (library) space, comprises 43 percent of the total campus building space. Another 24 percent are in the special and general use categories. The special use category includes such facilities as athletics and physical education, media production, and the greenhouse. The general use category includes such

The total CRV for campus buildings, infrastructure, including roads, parking, and utilities, is $460 million, invested essentially since the 1960s.

The Master Plan provides an effective basis for growth of the campus by approximately 3 million SF of facilities to serve a future population of 25,000 students and 1,500 faculty within the present campus land area of 940 acres.




facilities as assembly space, food service, and meeting rooms. An unusually low percentage of space allocated to support functions (2 percent) may reflect the overall shortage of academic space at UNC-Charlotte. Although this campus is home to a number of commuter and adult students, fully 29 percent of the entire UNC-Charlotte facilities inventory represents residential space.

Figure 2Percent of Space by HEGIS Room Use Codes

000-Unclassified2%900-Residential

29%

700-Support2%

600-General Use16%

500-Special Use8%

400-Study6%

300-Office18%

200-Labs13%

100-Classroom6%

Building Condition and Quality Needs Building Age. The generally good condition and quality of UNC-

Charlotte facilities are reflective of the relative newness of a large portion of the campus facilities at this fast growing institution. Only 15 percent of campus building space was constructed prior to 1970, and a total of only 43 percent was built prior to 1980. Fully 38 percent of UNC-Charlotte space is in new buildings, that is, buildings constructed during the 1990s.

Fully 38 percent of UNC-Charlotte space is new buildings, constructed in 1990 or later.




Figure 3 Age of Campus Buildings

1990-Present38%

1950-6915%

1970-7928%

1980-8919%

Facilities Operations and Maintenance. UNC-Charlotte has developed an

effective facilities management program. Facilities planning, construction and physical plant have been consolidated in one location to better coordinate their efforts. There are computerized preventive maintenance (PM) and work order systems and a new facilities management system was in the selection process at the time of the campus visit. Innovative programs include an indoor air quality program based upon standardized filter maintenance, coil cleaning, and drain checking procedures, and a warranty tracking procedure under which notice of impending warranty expirations is sent out to physical plant staff to permit checking for problems that might fall within the terms of the warranty. The University has qualified under the Environmental Protection Agency's Green Lights lighting energy conservation program.

Based on a comparison of data for UNC institutions, UNC-Charlotte’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 accumulates. It also is below the 1.2 percent average level for all UNC institutions, but higher than the percentage spent by some other UNC institutions with older campuses. UNC-Charlotte’s reported appropriated staffing for facilities operations and maintenance of 159 equates to 0.64 staff per million dollars of CRV. This is significantly above the average for all UNC institutions of 0.47 staff per million dollars. Thus, it is possible that recent construction age is not the only factor in the campus’s relatively good condition. The campus’s staffing for plant maintenance is a higher-than-average level (for the system).

Condition Deficiencies, FCAP, and FCI. Because of both the relatively young average age of its facilities and an effective facilities maintenance program, UNC-Charlotte enjoys the best overall facilities condition of any UNC institution. Total accumulated facilities condition deficiencies for both appropriated and non-appropriated facilities are at an identified total of almost $9.2 million in the 1998 FCAP cycle. This produces an overall

The University has qualified under the Environmental Protection Agency's Green Lights lighting energy conservation program.

UNC-Charlotte’s 1997-1998 expenditures for maintenance and repair of appropriated facilities and infrastructure 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, but higher than the percentage expended by some UNC institutions with greater condition problems.




FCI of 0.02, which is well within what is considered a "good" range. It is also well below the UNC average of 0.13 and, as Figure 4 shows, this is the lowest (best) FCI of any UNC institution.

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

Institutions

00.05

0.10.15

0.20.25

0.30.35

0.4

Quality Deficiencies. The broader EKA/VFA Quality Evaluation conducted

for the Capital Equity/Adequacy Study, identified a total requirement of $148.6 million in needs for modernization, use conversions, or replacement of core UNC-Charlotte facilities. This is considerably higher than the $9 million identified as pure condition deficiencies in the FCAP, because this evaluation takes into account factors of obsolescence and lack of functionality, which are issues in some of UNC-Charlotte’s older, original facilities.

Expressed as the ratio of these quality needs to CRV, an overall Facility Condition and Quality Index (FCQI) for UNC-Charlotte is 0.30, which is substantially below the average FCQI of 0.42 for all UNC institutions, and is the second lowest of all UNC institutions.

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

and All UNC Institutions

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

The broader EKA/VFA Quality Evaluation identified $148.6 million in requirements for modernization and replacement of core academic and student facilities, considerably more than the $9 million identified as pure condition defects.




Building Capacity Needs Current Capacity. Based on its current enrollment levels of HC and FTE

students and the number of faculty and staff, and established UNC space planning guidelines that predict requirements for space, UNC-Charlotte today has an overall shortage of approximately 45,449 ASF of important space categories. The greatest current deficiencies are in classrooms, class and open laboratories, and physical education space. Offices, study (library), and student services spaces are not in immediate short supply.

The current deficiencies in classroom and laboratory space at UNC-Charlotte incorporate the institution's extremely high level of utilization of these facilities, which ranks as the highest of any UNC institution. Shortages of space are reflected, too, in such undesirable expedients as the use of hallways for computer labs, student lounges, storage, and work stations; the conversion of lobby areas to work space; and crowded and inadequate spaces for most support functions.

Enrollment Growth and Future Capacity. Figure 6 shows recent HC and FTE trends and the planned enrollment target of 17,960 through 2003 and 23,500 by 2008, representing very significant growth of about 40.97 percent during the coming decade.

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

8000

12000

16000

20000

24000

1987

1988

1989

1990

1991

1992

1993

1994

1995

1996

1997

1998

2003

2008

Year

Enroll

ment

HC

FTE

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

current space deficiencies will increase to approximately 247,000 ASF by 2003 and 652,000 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. There will be substantial needs for space in all categories.

In 1998, UNC-Charlotte has deficits of space in classrooms, class and open labs, and physical education space categories amounting to about 45,499 ASF. These will grow to reflect substantial deficiencies in every category as enrollment increases to projected levels during the 10-year period.

Based on these enrollment targets, if no new facilities are added, current space deficiencies will increase to approximately 247,000 ASF by 2003 and 652,000 ASF by 2008.




Figure 7Space Needs by HEGIS Room Use Code

0

50000

100000

150000

200000

250000

300000

350000

400000

450000

Class ClassLabs

OpenLabs

Office Study Phys Ed 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-Charlotte to materially expand the number of beds available for on-campus residential students, from 4,525 today, to as many as 6,345 by 2008. This increase of 1,820 beds alone will require significant new construction.

Figure 8Current and Projected Residential Beds

0

2000

4000

6000

8000

# of

Bed

s

1998

2003

2008

Overall, UNC-Charlotte’s capacity related needs for the 10-year capital plan period amount to a total of $223.7 million.

Just to maintain the current percentage of residential students, UNC-Charlotte may need to build more than 1,800 student beds.




Special Purpose Buildings Needs In addition to condition/quality and capacity-related requirements,

UNC-Charlotte has substantial requirements for the next 10 years to accommodate growth in such areas as research, health center, alumni center, and support services facilities. The 10-year needs in this category total to $57.4 million.

General Campus Needs Substantial expansion of UNC-Charlotte’s academic and support

facilities to accommodate planned enrollment growth will require a comparable level of general campus development. UNC-Charlotte has identified 10-year needs for the development of recreation fields, security lighting improvements, roadway and sidewalk improvements and expansion, and parking facilities totaling to about $25.3 million.

Infrastructure Needs Substantial expansion of campus facilities and expansion into new areas

of the campus required to accommodate planned enrollment growth will require significant improvement and expansion of the UNC-Charlotte’s utilities infrastructure. UNC-Charlotte has identified 10-year needs for central heating and chiller plant, utility distribution systems, and technology infrastructure improvements and expansion totaling about $14.4 million.

Land Acquisition Needs Reflective of the forethought exercised in the acquisition of its present

campus, UNC-Charlotte has adequate main campus land area to accommodate all facilities required to support the planned enrollment through 2008. In fact, the most recent Master Plan indicates that growth to at least 25,000 could be supported with present campus land resources.

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

identified in the Capital Equity/Adequacy Study, total to $469.4 million. A detailed list of capital needs is provided in the next section of this document.

Matrix of Financing Responsibility—Phase I Currently, UNC-Charlotte’s total student fees are $957, slightly

higher than the UNC average of $897. Within this total, general fees of $794 are $19 higher than the UNC average and the debt service fee, at $160, is $30 higher than the UNC average.

On a debt burden basis, UNC-Charlotte currently has debt of $5,415 per FTE, which is higher than the UNC average of $4,032 and the Masters (Comprehensive) University I average of $2,839.

Nonetheless, UNC-Charlotte is a high-demand institution which apparently has available capacity for fees and debt. The University plans $61 million in fee-supported and self-liquidating projects for Phase 1 of the 10-year plan period. These will be several residence hall projects and




modernization of the Cone University Center, the bookstore, and the Brocker Health Center, among others.

In addition to self-funding student facilities and auxiliaries, UNC-Charlotte will seek substantial private philanthropic or other external funding for selected facilities. A private fundraising plan will be undertaken to determine if funding can be achieved for the addition to the Barnhardt Student Activity Center, the planned Research Facility, the Alumni Center, and several other special purpose building projects.

UNC-Charlotte’s Phase I financing plan provides for the following Matrix of Financing Responsibility.

Figure 9 Matrix of Financing Responsibility

Self-Liquidating20.3%

Private/Other15.8%

State63.9%




10-YEAR CAPITAL PLAN

Capital Needs—Phases I and II

UNC-Charlotte 10-Year 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 Space Bldg 22-Rowe Building Comprehensive modernization. 0.33 4,306,490Bldg 25-McEniry Building, Phase I Comprehensive modernization. Project divided into 2 Phases. Remaining Construction in Phase II.

0.30 3,432,973

Subtotal Classroom/Office 7,739,463 Laboratory None Subtotal Laboratory 0 Dormitory Student Residence Halls. Fire Safety Improvements to meet state mandate. 5,765,130Residence Halls, Phase 7B: Comprehensive modernization. (216 Beds). 14,595,840Residence Halls, Phase 8: Comprehensive modernization. Phase 1, design and partial construction. Design & Partial Construction in Phase I; Remaining Construction in Phase II; Total Project Cost $31,469,445.

14,554,619 Subtotal Dormitory 34,915,589Student Support Services Bldg.7-Cone University Center. Modernization, Phase 1. Project includes student gov't ofices, food court/cafeteria, and student lounge; larger windows; insulation; match ext. to adj. Bldgs; and correction of code and accessibility issues. Advanced planning in progress. In 1999 Self-Liquidating Bill.

4,473,400 Subtotal Student Support Services 4,473,400 Sub-Total: Modernization, Use Conversion, Replacement, & Demolition: 47,128,452 B. Building Capacity: Academic Facilities-Humanities. Provides teaching, theater and office space to support Music, Dance and Theater, and other humanities departments. Certified OC-25 amount $26,140,000.

27,447,000

Science and Technology Building. Provides teaching, laboratory, auditorium, and office space to support departments and programs in the sciences and engineering, including Information Technology, Electrical and Mechanical Engineering, and Biology. Programming in progress.

35,707,035Classroom and Office Building. Provides instructional space, laboratories, and academic support space to accommodate current students and anticipated growth in several social science units and The Urban Institute.

26,102,475College of Education Building. Provides classroom, laboratory and office space. 24,654,476College of Nursing and Health Professions Building. 34,125,000Graduate Engineering Complex. About 64,000 ASF 14,700,000Barnhardt Student Activity Center Addition. Additional space for intercollegiate athletics. Design in progress.

6,061,440

Sub-Total: Building Capacity 168,797,426 C. Special Purpose Projects: Research Facility, Phase I: Provides space for interdisciplinary and doctoral programs, analytical chemistry laboratories, environmental science, engineering, and information technology.

16,800,000

Research Facility, Phase II 16,800,000Bookstore. 1999 Self-Liquidating Bill. 4,099,200Meditation Center. New Project added 11/99 1,500,000Brocker Health Center Comprehensive modernization and addition to provide space for University Counseling Center.

4,777,500

Alumni Facility. Replacement of existing facility. 6,000,000Chancellor's Residence: Provides an on-campus residence - funded from sale of existing residence . 892,500Police/Parking Service Building 1,575,000New Grounds Building. Provides work space, offices, restrooms, warehouse, tractor shed, and greenhouse. Project cost of $997,500 reduced by R&R funds of $100,000.

897,500




UNC-Charlotte

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


FCQI

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

Physical Plant Building. Provides offices, shops, and a vehicle maintenance garage to consolidate facilities management functions.

4,042,500

Sub-Total: Special Purpose Projects 57,384,200 Sub-Total: Buildings 273,310,078 II. OTHER CAMPUS REQUIREMENTS A. General Campus: Parking Deck F: Provides 800 spaces to meet current demands. 1999 Self-Liquidating Bill. 8,223,400Parking Deck G: Provides 600 spaces for students, staff and faculty. Project design and construction phased over 2 year period beginning - Years 3-4.

8,712,585

Sub-Total: General Campus 16,935,985 B. Infrastructure: Central Heating Plant Improvement: Upgrades and modernizes the heating plant to provide adequate capacity and compliance with air quality regulations.

2,625,000

Chiller Replacement, Phase IV. Project cost of 1,904,200 reduced by R&R funds of $80,000. Design in Progress. Certified OC-25 Amt. $1,904,200.

1,824,200

Technology Infrastructure Expansion - UNC Technology Initative 3,345,507Technology Infrastructure Expansion - Residence Hall Share 2,648,398 Sub-Total: Infrastructure 10,443,105 C. Land Acquisition: None Sub-Total: Land Acquisition 0 Sub-Total: Other Campus Requirements 27,379,090 TOTAL PHASE I 300,689,168 PHASE II: Years 6-10 I. BUILDINGS A. Modernization, Use Conversion, Replacement, & Demolition: Classroom/Office Space Bldg 2-Garinger Building. Comprehensive modernization. 0.49 1,470,030Bldg 41-Physical Sciences. Comprehensive modernization. 0.34 9,776,090Bldg 25-McEniry Building. Comprehensive modernization, Phase 2. Project divided into 2 Phases (Phase I and Phase II).

0.30 3,432,973

Bldg 4-Macy Building. Comprehensive modernization. 0.48 1,533,209Bldg. 1-Winningham Building. Comprehensive modernization. 0.48 1,604,028Bldg 27-Colvard. Comprehensive modernization. 0.20 4,224,414Bldg 10-King Building. Comprehensive modernization. 0.48 2,399,710Bldg 6-Kennedy Building. Comprehensive modernization. 0.42 3,129,858Bldg 16-Barnard Building. Comprehensive modernization. 0.38 1,194,962Bldg 36-Reese Administration. Comprehensive modernization. 0.60 5,093,338Bldg 3-Denny Building. Comprehensive modernization. 0.53 3,143,209Bldg 11-Atkins Library. Comprehensive modernization. 0.15 1,521,926Bldg 011A-Atkins Addition. Comprehensive modernization. 0.13 3,183,147Bldg 34-Ida & Wm. Friday Building. Comprehensive modernization. 0.13 2,067,409 Subtotal Classrooms/Offices 43,774,303Laboratories Bldg 47-Cameron Applied Research. Comprehensive modernization. 0.26 5,374,412Bldg 5-Smith Engineering Building. Comprehensive modernization. 0.45 7,333,561 Subtotal Laboratories 12,707,974Dormitory Bldg 17-Moore Hall. Comprehensive modernization. 0.37 3,835,918Bldg 33-Phase III Dorm Apts. Comprehensive modernization. 0.37 1,869,746Bldg 32-Phase II Dorm Apts. Comprehensive modernization. 0.32 2,148,167Bldg 18-Sanford Hall. Comprehensive modernization. 0.35 3,654,020Bldg 31-Phase I Dorm Apts. Comprehensive modernization. 0.36 1,945,202Bldg 35-Phase IV Dorm Apts. Comprehensive modernization. 0.36 2,042,648




UNC-Charlotte 10-Year Capital Needs—Phases I and II

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


FCQI Est. Total $ Project

Cost (incl. 5%) Bldg 23-Scott Hall. Comprehensive modernization. 0.23 2,706,838Residence Hall, Phase 8. Comprehensive modernization. Designed in Phase I; Construction in Phase II (500 Beds)

14,554,617

Bldg 24-Holshouser Hall. Comprehensive modernization. 0.22 2,585,366Bldg 38-Hawthorn Hall. Comprehensive modernization. 0.18 1,249,268 Subtotal Dormitory 36,591,788Student Support Space Bldg 19-Cafeteria. Comprehensive modernization. 0.58 4,050,980Bldg 7-Cone University Center. Comprehensive modernization, Phase 2. Current Project will reduce the scope of this project by 50% for a new total of $2,642,988

0.51 2,642,988

Bldg 7A-Cone University Center Addition. Comprehensive modernization. 0.07 827,918Bldg 37-Cafeteria Activities. Comprehensive modernization. 0.25 914,005 Subtotal Student Support 8,435,891Sub-Total: Modernization, Use Conversion, Replacement, & Demolition 101,509,955 B. Building Capacity: Athletics and Physical Education Space Requirement. 110,000 ASF 27,300,000New Residence Halls. 1,104 beds 27,588,960 Sub-Total: Building Capacity 54,888,960 C. Special Purpose Projects: None 0 Sub-Total: Special Purpose Projects 0 Sub-Total: Buildings 156,398,915 II. OTHER CAMPUS REQUIREMENTS A. General Campus: Recreation Fields Phase 2. Expands two fields and adds two new fields. 1,265,145High Rise Road Extension 840,105Roadway Improvements. Upgrades certain roads by adding curbs and drainage systems. 895,125Sidewalk Improvement Projects, Phase I. Includes work in the Academic Core of the campus identified by the Sidewalk Improvement Plan.

2,323,650

Roadway Expansion. Connects Toby Creek Road with the proposed West Entry, which will have public transportation access.

1,863,750

Campus Security Lighting. Provides for replacement of the current system with better quality light poles and fixtures throughout the campus.

1,155,000

Sub-Total: General Campus 8,342,775 B. Infrastructure: Infrastructure for Fraternity/Sorority Row. Provides street and utility services for Fraternity Row facilities in west quadrant of Mary Alexander/Mallard Creek Church Rd. intersection, and Sorority Row facilities northeast of Hawthorn Hall.

1,837,500Steam System Repairs. 731,955Overhead Power Line Replacement. Replaces medium voltage overhead electrical services with underground wiring systems.

1,391,880

Sub-Total: Infrastructure 3,961,335 C. Land Acquisition: None 0 Sub-Total: Land Acquisition 0 Sub-Total: Other Campus Requirements 12,304,110 TOTAL PHASE II 168,703,025 TOTAL PHASE I + PHASE II 469,392,192




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

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



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 Space Bldg 22-Rowe Building Comprehensive modernization. 0 323,000 3,983,490 4,306,490Bldg 25-McEniry Building, Phase I Comprehensive modernization. Project divided into 2 Phases. Remaining Construction in Phase II.

515,000 2,917,973

3,432,973

Subtotal Classroom/Office 0 0 838,000 6,901,463 0 0 7,739,463 Laboratory None Subtotal Laboratory 0 0 0 0 0 0 0 Dormitory None Subtotal Dormitory 0 0 0 0 0 0 0Student Support Services None Subtotal Student Support Services 0 0 0 0 0 0 0 Sub-Total: Modernization, Use Conversion, Replacement, & Demolition

0 0 838,000 6,901,463 0 0 7,739,463

B. Building Capacity: Academic Facilities-Humanities. Provides teaching, theater and office space to support Music, Dance and Theater, and other humanities departments. Certified OC-25 amount $26,140,000. 11,280,000 16,167,000

16,167,000Science and Technology Building. Provides teaching, laboratory, auditorium, and office space to support departments and programs in the sciences and engineering, including Information Technology, Electrical and Mechanical Engineering, and Biology. Programming in progress. 2,500,000 17,000,000 16,207,035

33,207,035Classroom and Office Building. Provides instructional space, laboratories, and academic support space to accommodate current students and anticipated growth in several social science units and The Urban Institute.

2,000,000 12,102,475 12,000,000

26,102,475College of Education Building. Provides classroom, laboratory and office space.

2,000,000 11,654,476 11,000,000

24,654,476

College of Nursing and Health Professions Building. 2,600,000 16,525,000 15,000,000 34,125,000Graduate Engineering Complex. About 64,000 ASF 1,100,000 13,600,000 14,700,000 Sub-Total: Building Capacity 13,780,000 35,167,000 30,309,510 26,254,476 28,625,000 28,600,000 148,955,986




UNC-Charlotte

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



Committed*

Year 1

Year 2

Year 3

Year 4

Year 5

Total C. Special Purpose Projects: Research Facility, Phase I: Provides space for interdisciplinary and doctoral programs, analytical chemistry laboratories, environmental science, engineering, and information technology.

1,300,000 7,100,000

8,400,000Police/Parking Service Building 575,000 575,000New Grounds Building. Provides work space, offices, restrooms, warehouse, tractor shed, and greenhouse. Project cost of $997,500 reduced by R&R funds of $100,000.

100,000 797,500

897,500Physical Plant Building. Provides offices, shops, and a vehicle maintenance garage to consolidate facilities management functions.

303,188 3,739,312

4,042,500

Sub-Total: Special Purpose Projects 0 2,278,188 11,636,812 0 0 0 13,915,000 Sub-Total: Buildings 13,780,000 37,445,188 42,784,322 33,155,939 28,625,000 28,600,000 170,610,448 II. OTHER CAMPUS REQUIREMENTS A. General Campus: None Sub-Total: General Campus 0 0 0 0 0 0 0 B. Infrastructure: Central Heating Plant Improvement: Upgrades and modernizes the heating plant to provide adequate capacity and compliance with air quality regulations.

200,000 2,425,000

2,625,000Chiller Replacement, Phase IV. Project cost of 1,904,200 reduced by R&R funds of $80,000. Design in Progress. Certified OC-25 Amt. $1,904,200.

957,627 438,012 428,561

1,824,200Technology Infrastructure Expansion - UNC Technology Initative 3,345,507 3,345,507 Sub-Total: Infrastructure 0 4,503,134 2,863,012 428,561 0 0 7,794,707 C. Land Acquisition: None Sub-Total: Land Acquisition 0 0 0 0 0 0 0 Sub-Total: Other Campus Requirements 0 4,503,134 2,863,012 428,561 0 0 7,794,707 TOTAL PHASE I 13,780,000* 41,948,322 45,647,334 33,584,500 28,625,000 28,600,000 178,405,155

*As of December 1999, $11.4 million of UNC-Charlotte’s previously committed state funding reverted to the State, to help provide available

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




CAMPUS VISIT AND TOURS

Interview Comments Mission. Among interviewees, there was emphasis on the component of

UNC-Charlotte’s mission statement that states that the University “provides for the educational, economic, social and cultural advancement of the people of North Carolina through…collaborative relationships with the private, public and nonprofit institutional resources of the greater Charlotte metropolitan region.” Those interviewed believed that the mutual benefits resulting from the interdependence of the University and its constituencies will continue. However, there is also recognition that growth of the City and region is so rapid that delivery of educational programs and services requires great efforts at “catching up” with what is needed in programs and facilities, rather than permitting UNC-Charlotte the luxury of exhibiting leadership in undertaking educational and service initiatives. Selected comments pertaining to this portion of the mission statement follow:

It is our manifest destiny to match and interface with Charlotte. We are scrambling to stay even with the growth of Charlotte. In some ways, we are serving the needs but, in other ways, we are not. We are woefully behind in meeting the needs for mental health, for example, but we are out front in instructional technology.

We respond to demand in the region. The region now demands more sophisticated graduate studies. We need more programs at the master’s level. More PhDs must be added to our instructional offerings. Central Florida, which we consider to be our peer, has grown much faster and provides more-in-depth offerings, especially at the Ph.D. level.

We have two of the biggest banks in the country (here) and, if we are not prepared to provide their workers with an education, then someday they might take the banks away. Concern also was expressed regarding the University’s mission to

“extend educational opportunities and to ensure success for qualified students of diverse backgrounds through informed and effective teaching….” Selected comments pertaining to this portion of the mission statement follow:

We have a mission to serve the non-traditional body of students in the Charlotte area.

We must have diversity in programming to attract students. We must continue to focus on undergraduates.

There needs to be a greater integration of research into undergraduate education. Facilities Condition/Quality Issues. Unlike other universities, little was

discussed in interviews about the condition of the University’s facilities, as unlike other universities in the State, the campus facilities are generally newer and in better condition. Comments about condition were generally positive in nature. However, some concern was expressed about the

It is our manifest destiny to match and interface with Charlotte. We are scrambling to stay even with the growth of Charlotte.

We have a mission to serve the non-traditional body of students in the Charlotte area.




condition of the buildings for the future, as buildings age and as funding for repairs and maintenance is anticipated to be tight.

We are fortunate that the age of our facilities is relatively young. However, because of the age and condition of our facilities, the R&R allocation formula gives us less. Yet, there is stuff out there that is decaying which we band-aid and for which we need funding.

The maintenance of the buildings and grounds has been well done.

We have a good roof replacement plan. We have one or two roofs in line for replacement. We are not having many leaks, although some roofs on residence halls may be ready for replacement. Comments regarding overall quality of the buildings were more mixed.

Positive comments pertained to those buildings that had been renovated or retrofitted. Negative comments generally pertained to those buildings that were built for an earlier genre of teaching.

Every program wants computer labs and most of the buildings were not designed to accommodate them. There is not enough money to retrofit (all of) them.

The biology building has two floors of offices and two floors of lab space. This typifies the problem. This building was designed for 1970s-era science instruction. Now that was OK for the “golden oldies,” but it is useless space for newer faculty. The configuration makes it difficult for team work. There are units for bench work and lecture mode. The labs are small, with windows to observe from another room. It is not the way we do work anymore.

Fixed furniture of the past makes it difficult to change the space configuration. The space was designed (at one time) by certain disciplines without flexibility for change. This classroom space cannot be modified easily for classes that need to be equipped or outfitted differently. Capacity. All of those interviewed were in agreement that space

limitation is the greatest obstacle facing the university. Space limitations are inhibiting the University from adding new programs for which there are demands and also are limiting the ability to do research. Class sizes have been increased to accommodate the shortage of classrooms, potentially inhibiting the quality of education provided to the students. Selected comments follow:

We are running out of space. It is difficult to get programs started. There is no room to expand. We cannot meet the needs of the community in terms of graduate programs, because we do not have the space.

I can provide anecdotal examples. We received a call from an association asking us to be a national headquarters for something. The first question was space. We could not give the space, but Rutgers could, so they got the program. Another example. ETS wanted us to serve as a computer testing site. This program would be an excellent service to students, if they could take TOEFL and GRE tests on

We are fortunate that the age of our facilities is relatively young. However, because of the age of our facilities, the R&R allocation formula gives us less and less.

Every program wants computer labs and most of the buildings were not designed to accommodate them. There is not enough money to retrofit (all of) them.

We received a call from an association asking us to be a national headquarters for something. The first question was space. We couldn’t give the space, but Rutgers could, so they got the program.




campus. The obvious question was where to put it. There was no space.

Class sizes have been increased to accommodate shortage of classroom space. There are computer laboratories in the hallways. There is a student lounge carved out of a hallway.

The Friday building recently had a floor added. However, the space already is over-utilized.

The interdependence of graduate instruction and research, and the selective initiatives being undertaken to conduct grant supported research, requires the addition of significant quantities of research space.

We can accommodate all full-time faculty with office space. We have 20 graduate assistants each semester, but we have no offices for them. We employ 20-30 part-time faculty and we have no space for them. Infrastructure. The only infrastructure issues that were discussed

pertained to wiring, the steam plant, and road needs. This lack of infrastructure concerns probably results from the fact that the campus is quite modern and relatively new. These comments follow:

Retrofitting buildings for wiring for computer labs, lighting, etc. costs a lot of money. We do not have the necessary amounts. Also, retrofitting causes us to open other Pandora’s boxes—asbestos, code changes, etc.

What you can see is more patches on our streets. We have a two lane road which was adequate for 4,000 students, but is not adequate for our present student body.

The steam plant needs a major overhaul. Many leaks are causing a great loss of efficiency. One of the boilers needs a complete re-tubing job in order to operate more efficiently. Controls also need to be upgraded. Self-Liquidating Financing. The University is aware of the need to address

alternative financing mechanisms to address its facilities needs. Those interviewed were also aware of the need to ensure that an appropriate revenue stream must be available to support self-liquidating projects, as some historical cash flow estimates have not proven to be appropriate. Fees from students to meet debt service should be structured mathematically. They must be large enough to avoid subsidization. However, there is a limit in the amount of fees that can be charged. Appropriate pricing must be in place before monies are raised for a given project.

We charge $900 for rent on student housing, while it is only $700 at FSU. Should a college use market prices for housing?

Self-liquidating financing gives the campus flexibility in meeting its facilities needs.

Class sizes have been increased to accommodate shortage of classroom space. There are computer laboratories in the hallways. There is a student lounge carved out of a hallway.

Self-liquidating financing gives the campus flexibility in meeting its facilities needs.




Other Special Issues. Virtually all topics discussed during the interview process led to a discussion of capacity, since it is the pervasive issue at UNC-Charlotte. The only other topic discussed and not covered elsewhere was security.

Security needs to be increased. Architecture operates 24 hours a day. Students are coming in and out with $5,000 worth of equipment.




Campus Tour—Building Examples Overall, among UNC-Charlotte’s great strengths are the attractiveness and openness of its urban

campus, along with its campus expansion capacities.

Outdoor Campus Circulation

Landscaped Plaza—Alumni Row

UNC-Charlotte

Obelisk

UNC-Charlotte




Academic Facilities Reese Administration Building is the main administrative facility of UNC-Charlotte. The building is over

utilized. On the third floor, there were some cases of extreme crowding in work areas. Some areas conveyed a “rabbit warren” feeling. In the areas where students transact their payment activities, lines cause heavy congestion. In this facility, which was built in 1982 , the stairways are not wide enough to permit any additions or renovations because of the inability of the building to meet code requirements. Reese is scheduled for a $5.1 million comprehensive modernization in Phase II.

Narrow Stairwell, Reese Administration Building

Landscaped Office Area, Reese Administration Building

Office on Third Floor, Reese

Administration Building

Student Accounts Area, Reese Administration

Building




Campus Police Office, King Building

In-Fill Offices in Lobby, King Building

The King Building houses the financial aid office and other administrative functions. The Police Department spaces seemed clearly inadequate for the performance of police functions, particularly on an expanding campus in an urban area. In addition, the lobby area has been in-filled for administrative use, providing a feeling of extreme crowding, with too little informal space for gathering or circulation. Furniture also is outdated and needs replacement.

The King Building is scheduled for a $2.4 million comprehensive modernization in Phase II.

Financial Aid Office Work Station, King Building

Financial Aid Office Reception Area, King

Building




Rowe Arts Building is very crowded, with all part-time faculty housed in a single office, since three faculty offices were converted into computer laboratories. There is excellent space for courtyard expansion for ceramics and sculpture, and a conversion of the theater is planned when the Humanities Building is completed in 2001.

Rowe Arts Building is scheduled for a comprehensive modernization of $4.3 million in Phase II.

Ceramics Work Space and Equipment, Rowe Arts Courtyard

Ceramics Studio, Rowe Arts Building

Copier in Hallway, Rowe Arts Building

Portion of an office for seven faculty, Rowe Arts

Building




Student Lounge, Smith Building

Example of Student Group Room, Smith

Building

Commuter Lounge with Study Carrels in

Hallway, Smith Building

The Smith Building (William States Lee College of Engineering), built in 1966, is another obviously crowded facility. Computer labs are in use on a 24-hour basis, and the number of computer stations is inadequate for the number of students that need access to them. There is insufficient space for students to work together in small groups, which the faculty feels is an instructional mode of increasing importance. Some such spaces have been carved out, but they are small and insufficient in number.

In Smith, ten classrooms have been taken off line to create some student group work space, faculty offices, and an electrical engineering laboratory for senior students. Class sizes have been increased to accommodate the shortage of classroom space. There are computer laboratories in the hallways. Civil Engineering and Robotics are very crowded. A previously available auditorium was filled in to make a multi-room lab. There is little or no storage space. Smith Building has a student commuter “lounge,” consisting of study carrels, in a hallway. The general student lounge consists of hard benches in a hallway. There is no space for a reasonable vending area for students. One tiny vending area has two vending machines and a microwave oven built into the adjoining wall. The Smith Building is scheduled for a $7.3 million comprehensive modernization in Phase II.

Vending Area, Smith Building




Largest Lecture Hall on Campus, Friday Building

Materials Lab with Crowded Equipment in Physical Sciences Building

The Physical Sciences Building contains physics and chemistry labs. This building has had major mechanical work to provide air for fume hoods to assure evacuation of fumes. Classes adjacent to the chemistry lab are separated by glass partitions. The Physical Sciences Building has seen the conversion of laboratory space to research space, and one of the labs is divided so that it can be used for two different undergraduate courses. Laboratory crowding is due to increases in enrollment. The Physical Sciences Building is scheduled for a $9.8 million comprehensive modernization in Phase II.

Garringer Hall, built in the 1960s, has narrow windows and a vinyl asbestos floor tile. There is a large amount of furniture stored in the hallways because the rooms are too small. Garringer Hall is scheduled for a $1.5 million comprehensive modernization in Phase II.

Friday Building, which houses the School of

Business, was built in 1982. In 1995, a third floor was added. The building now is approaching its limits and requires another expansion to accommodate the demand for enrollment in the business programs. Friday includes UNC-Charlotte’s largest lecture hall.

Friday is scheduled for a $2.1 million comprehensive modernization in Phase II.

General Chemistry Lab in Physical Sciences

Building




Furniture and Files in Hallway, Winningham

Building

Faculty Office, Fretwell Building

Winningham Building was built in the 1960s and displays a shortage of office and storage space. Winningham Building is scheduled for a $1.6 million comprehensive modernization in Phase II.

Fretwell Classroom Building houses arts and sciences, and is only three years old. It is one of UNC-Charlotte’s finest buildings. In Fretwell are examples of contemporary classroom, seminar, and other spaces. However, due to growth, some of the departments in Fretwell already are short of space.

Modern Conference Room, Fretwell Building

Façade, Fretwell Building

Break Room, Fretwell Building




Apartment Kitchen, Poplar Hall

Student Lounge Area, Poplar Hall

Student Support Facilities UNC-Charlotte’s auxiliary facilities are in good condition, as exemplified by Poplar Hall but, as with

academic facilities, they suffer from extreme crowding. As noted, the University is proposing to add $75 million in long-term debt to address its auxiliary space needs in housing, bookstore, recreation, and parking. Residence Hall occupancy is 99 percent.

Poplar Hall is an example of contemporary residential design, including apartment-style housing. Apartment units have kitchens, living rooms, and bedrooms/baths. Lounge spaces are bright and comfortable.

The High-Rise Dormitories are far less attractive than Poplar. The reasons for this are: the hallways are narrow, the lighting is dingy, and there are gang showers.

Façade, Poplar Hall

Living room, Poplar Hall Suite




Halton Arena, Barnhardt Student Activity Center

Food Service & Lounge Area, Barnhardt Student Activity Center

Fitness Center, Barnhardt Student Activity Center

Barnhardt Student Activity Center is a major new facilities asset of UNC-Charlotte funded from student fees. Barnhardt has a basketball court, fitness facility, including a cardio-fitness room, meeting spaces, and a food service court area. Barnhardt is used very heavily for student activities, by faculty and staff who pay membership fees, and for intercollegiate athletics. There is a $6 million addition scheduled in Phase I.

Pool room, Barnhardt Student Activity Center




OTHER DATA EXHIBITS

History 1946 The institution is established as the Charlotte Center of The

University of North Carolina, a night school for returning veterans

1949 Charlotte College becomes a two-year college 1961 The institution moves from an uptown Charlotte high school

building to a new campus, 270 acres eight miles to the northeast

1963 Charlotte College becomes a degree granting institution and Atkins Library is built

1964 State assumes operating control of Charlotte, as a four-year institution. Original campus acreage is expanded from 270 to 910 by a gift of 500 acres from Mecklenburg County and a purchase of 127 acres by the State of North Carolina

1965 The institution is renamed “The University of North Carolina at Charlotte” and becomes the 4th campus of the UNC

1968 The first residence hall is built 1969 The first master’s program is approved 1972 UNC-Charlotte becomes one of 16 constituent institutions of

The University of North Carolina 1993 The first PhD program is approved

Mission

Carnegie Classification Public Master’s (Comprehensive) University I

Mission Statement ”UNC-Charlotte is the public university of the Charlotte region, fully engaged in the

discovery, dissemination, synthesis, and application of knowledge. It provides for the educational, economic, social, and cultural advancement of the people of North Carolina through on- and off-campus programs, continuing personal and professional education opportunities, research, and collaborative relationships with the private, public and nonprofit institutional resources of the greater Charlotte metropolitan region.

“The primary commitment of UNC-C is to extend educational opportunities and to ensure success for qualified students of diverse backgrounds through informed and effective teaching in the liberal arts and sciences and in selected professional programs offered through colleges of Architecture, Arts and Sciences, Business Administration, Education, Engineering, and Nursing and Health Professions, and through programs and services designed to support students’ intellectual and personal development. The university offers a comprehensive array of baccalaureate and master’s programs and selective opportunities for doctoral education.”




Facility Users

Students Exhibit 1

Headcount and FTE Enrollments: Fall 1997 Undergraduate Graduate Total

Full-Time Headcount 10,521 685 11,206 Part-Time Headcount 3,562 1,902 5,464 Total Headcount 14,083 2,587 16,670 FTEs 12,200 1,818 14,018 Residential Students 3,646 Commuters 13,024 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 114 3 117 Instructional 635 299 934 Professional 306 34 340 Technical 156 4 160 Clerical 364 89 453 Skilled Crafts 78 1 79 Service 241 36 277 Graduate Assistants 379 379 Student Employees 147 147 Totals—Employees 2,273 613 2,886 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

Description # Acres Developed land area 300 Other land area 30 Undeveloped, but developable land area

610

Total –Land Area 940 Source: EKA Institutional Data Questionnaire.




Infrastructure

Roads and Parking Exhibit 4

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

Roads and Streets: Total miles 7.9 $4,320,000 Parking: Parking decks spaces 2,800 $22,408,000 Paved surface spaces 6,180 9,159,000 Unpaved surface spaces 40 24,000 Total parking spaces 9,020 31,591,000 Number of FTE Students and Employees per Parking Space

1.73

Total—CRV-Roads & Parking 67,502,000 Source: EKA Institutional Data Questionnaire.

Utilities Exhibit 5

Utilities Infrastructure Overview and Dollar Value of CRV Electric Power System: $ CRV Duke Power maintains a substation on campus, and the University owns and maintains the underground system. There are 29 emergency generators on campus

6,000,000 Heating System: The central steam plant is fueled by natural gas, with the back-up fuel being oil. The building boiler systems are for hot water, there are 412 heat pumps for apartments, and there are 75 unit heaters on campus.

11,830,000 Central Cooling Systems: There are 33 electric building chillers, 30 packaged units for specialized space such as computer centers, plus 21 cooling towers.

5,300,000

Water Supply Systems: 8 miles of underground piping connects to the county water system. There is no on campus storage capacity. The University is responsible for the on campus distribution system.

3,500,000 Sewer Systems: Sanitary sewer systems include septic tanks, acid waste tanks, 280 LF of glass pipe, and nearly 6 miles of underground sewage piping connected to the county sewage system. Storm drainage includes 22,000 LF of 18” PCP.

5,000,000 Telephone: 3,000 faculty/staff lines,1,800 student lines, 6,000 line capacity PBX. 8,153,000 Other Utilities: Extensive irrigation system covering 40acres, outside telecom cable plant with copper, coaxial, and fiber.

4,800,000

Total CRV—Utilities 80,494,000 Source: EKA Institutional Data Questionnaire.

The Total CRV of UNC-Charlotte’s infrastructure including parking, roads, and utilities is

$147,996,000.




Buildings Exhibit 6

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

# of Buildings 45 12 57 GSF 2,778,613 950,833 3,729,446 NASF 1,911,007 CRV 239,498,675 72,287,541 311,786,216 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

1997 Deficiencies 1995 Deficiencies

(remaining)

Totals Immediate Cost 1-Year Cost 3,681,834 112,226 3,794,060 2-Year Cost 1,205,724 2,032,132 3,237,856 3 Year Cost 239,992 1,320,222 1,560,214 4-Year Cost 212,939 212,939 5-Year Cost 306,016 65,033 371,049 Totals 5,433,566 3,742,552 9,176,118 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 6,124,800 248,305,147 0.02 Non-Appropriated 3,051,318 139,815,069 0.02

Totals—FCAP, CRV & FCI 9,176,118 388,120,216 0.02 Source: FCAP Dollar Totals by Campus, Year and Priority, NC Commission on 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 1,384,583 651,265 1,480,838 693,839 1,569,524 791,935 Grounds 749,249 352,423 801,336 375,462 849,327 428,548 Housekeeping 1,537,251 827,676 1,644,120 861,557 1,742,584 877,131 Maintenance & Repair--Facilities 1,142,216 1,457,429 1,221,622 1,140,972 1,294,783 1,242,496 Preventive Maintenance 965,781 786,273 1,032,922 1,052,557 1,094,782 1,141,581 Total Expenditures—O, M & R 5,779,081 4,075,066 6,180,837 4,124,387 6,551,000 4,481,691 Source: EKA Institutional Data Questionnaire




Facilities Maintenance Staffing Exhibit 10

Number and Ratio of Facilities Operations & Maintenance Staff

Fiscal Year Total

# of Employees

Area

Ratio Academic Auxiliary Academic Auxiliary Academic Auxiliary Housekeeping 66 57 1,364,000 SF 994,000 SF 20,667 17,439 Grounds Maintenance 27 7 Maintenance & Repairs 66 60 1,522,00 SF 1,390,000 SF 19,025 23,167 Total—Facilities Staff 159 124 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 98

Scheduled Payoff

Cone Student Center Addition

University Center System–Series C

07/01/74

2,300,000

1,400,000

2010

Dormitories–Sanford Hall, Moore Hall

Housing and Dining System–Series B

01/01/68

1,675,000

635,000

2008

Dormitory–Scott Hall Housing and Dining System–Series C

01/01/73

2,200,000

1,130,000

2007

Dormitory–Holshouser Hall

Housing and Dining System–Series D

01/01/73

2,200,000

1,130,000

2007

Dormitory–Low-rise Apartments

Housing and Dining System–Series E

01/01/77

1,250,000

455,000

2003

Dormitory–Apartments–Phase II

Housing and Dining System–Series F

09/17/79

2,175,000

1,430,000

2018

Dormitory–Energy Conservation

Housing and Dining System–Series G

09/17/79

152,000

55,000

2007

Dormitory–Apartments–Phase III

Housing and Dining System–Series H

04/21/80

1,568,000

1,039,000

2019

1200 Space Parking Deck Parking System Revenue Bonds–Series 1992

02/14/92

6,400,000

5,680,000

2017

Refunding Bonds Housing and Dining System, Series M

11/29/93

19,805,000

16,020,000

2015

Refunding Bonds Student Activity Center Student Fee Revenue Bonds

11/15/95

26,295,000

25,165,000

2021

785-Space Parking Deck Parking System Revenue Bonds–Series 1996

07/16/96

5,000,000

4,785,000

2021

Recreation Fields UNC System Pool Revenue Bonds

10/01/98

1,105,000

1,105,000

2009

Apartment Complex UNC System Pool Revenue Bonds

10/01/98

15,875,000

15,875,000

2024

Total—Current Debt 75,904,000 Current Debt/FTE 5,415 Masters I Avg Debt/FTE 2,839 UNC Avg Debt/FTE 4,032 Source: UNC General Administration with additional information supplied by the institution Note: Total Current Indebtedness for UNC-C was supplied by UNC-C and is higher than the GA data provided. Two 1998 issues are added.




Current Student Fees Exhibit 12

Current Approved Student Fees: 1999-2000

Fee Type

Approved

Fees

UNC

Average

Over (Under) Average

Athletic 287 239 48 Health Services 112 159 (47) Student Activities 311 271 40 Educational & Technology 84 121 (37) Total General Fees 794 775 19 Debt Service Fee 160 130 30 Total Student Fees 954 897 57 Source: UNC General Administration




ERRATA FOR THE UNIVERSITY OF NORTH CAROLINA AT CHARLOTTE FACILITIES PROFILE

Page ii, under “Building Quality Needs,” “$ Modernization/Replacement Needs,” the number $134.1 million should be $148.6 million. Page ii, under “Building Capacity Needs,” $ Total Capacity Needs,” the number $238.2 million should be $223.7 million. Page 5, under “Quality Deficiencies,” and in the text box, the number $134.1 million should be $148.6 million. Page 7, the last sentence on the page, the number $238.2 million should be $223.7 million.

Facilities Profile and 10-Year Capital Plan · 2014-10-20 · The University of North Carolina at...

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