IMPLEMENTATION - Central State University

CENTRAL STATE UNIVERSITY CAMPUS WIDE MASTER PLAN

IMPLEMENTATION


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IMPLEMENTATION

The core implementation of this master plan, Phases 1-3, will occur incrementally over

the next ten years and will provide the appropriate facilities to support an enrollment of

5,000 students at the main campus and 1,000 students at the Dayton campus. The fourth

and final phase is intended to provide an outline of potential projects to be considered

beyond the ten-year, 5,000 student threshold. The implementation sequence proposed for

the Master Plan has been carefully developed to achieve the most critical priorities while

minimizing disruption. Furthermore, each project is structured in way that makes it fully

functional, independent of subsequent development.

Long-Term Vision Plan 10 -Year Plan (Based on 5,000 Students)

It is essential that each implementation project contributes to the key concepts of the

master plan. The creation of meaningful open space, pedestrian connectivity, and other

improvements that significantly impact and improve the quality of life on campus will

contribute greatly to the momentum of the plan.


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Program development for a new “Library for the 21st century”:

The new library proposed in the Master Plan is envisioned as a technologically advanced

learning center, or “Collaboratorium”, that will provide teaching and learning spaces

that support interactive access to library resources, group learning and academic support

activities. Development of the special program for this building might be an eligible use of

Title III funds.

Funding and Partnership Strategies

Several implementation strategies are proposed in the following sections, to address both

programmatic and funding aspects of the master plan.

Institutional Advancement

CSU is a recipient of Title III Part B grant funds that “provide financial assistance to

establish or strengthen the physical plants, financial management, academic resources, and

endowments of the historically Black colleges and universities….” Currently CSU utilizes

Title III funds in support of the following initiatives: the Center for Academic Success,

Library resource enhancement, the Strategic Enrollment Management Plan, Strengthening

the Development Office, Counseling services, Pre-Law program development, and K-16

higher education access activities.

Title III funds should also be pursued to support institutional advancement activities directly

related to implementation of elements of the Master Plan. Two specific opportunities that

might be pursued include the following two programs:

Strengthening academic success and improving retention through a focused

program for student wellness and fitness:

This program would tie into the overall University efforts to promote well-being through

diet, exercise and healthy lifestyles, and would be linked to the on-going program to

increase retention through the Center for Academic Success. It is also directly related to the

Master Plan recommendations for improvement in the recreational facilities at CSU.

Strengthening institutional advancement activities through funding of a staff

position(s)to develop effective partnerships for co-funding needed physical

improvements:

This program would provide the ability to focus staff resources on identifying and

developing strategic partnerships with private or public entities that could participate in

funding improvements identified in the master plan.

The Collaboratorium will serve as an iconic anchor to the main Academic Quad as well as the historic Sunken Garden


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Athletic, recreation and wellness facilities:

Strategic partnerships should also be pursued in regards to athletic and wellness facilities.

Local or regional partners may be required in the development of new athletic facilities

on the east side of U.S. 42. Potential partners may include local school systems, YMCAs,

fitness clubs, and amateur and youth athletic groups. Local health care providers may also

be potential partners for wellness facilities that align with their service lines.

Joint-Use academic / economic development facilities:

CSU – through the Foundation and University sponsored Tawawa Community Development

Corporation should consider ways to creatively program and fund the proposed new

University facility at the intersection of Brush Row Road and U.S. Route 42. This facility

is located within the proposed “Mixed-Use Village Gateway” and therefore offers an

opportunity to advance the development of this area to the benefit of both the University

and Wilberforce community.

Capital Funding & State Funds

State Funds:

It is anticipated that the major projects that are the result of CSU’s growing enrollment

will be supported through the State of Ohio’s funding formula for higher education. These

projects would include the new library and the gateway academic building.

Student Housing:

The participation of privately developed student housing on the campus will continue to

be necessary to meet the demand of enrollment growth. Based on the rate of enrollment

increases and the capacity of the development partners, multiple developers may be

required to reach the housing goals.

The new Stadium and Convocation Center as part of the Athletic Campus east of U.S. 42 The Gateway Academic Building at the intersection of Brush Row Rd and U.S. 42


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Research Facilities:

CSU is already involved in efforts to develop private enterprise and thereby foster economic

development through its National Environmental Technology (NET) incubator facility located

in the McLin International Center for Water Resource Management. That effort is funded in

part by the State of Ohio and in part by Battelle. Additional public/private partnerships will

be essential to developing research and incubator opportunities east of U.S. 42. Continuing

to expand partnerships that align private industry with the research strengths of the

University will be key to the creation of new private companies.

Nature/Outdoor Center:

The Master Plan identifies a proposed location for a Nature/Outdoor Center north of the

existing Green and Anderson Residence Halls. This facility could provide outdoor recreation

and team-building facilities and activities and could also provide access to historical

information about the natural and cultural history of Tawawa Woods, Wilberforce and

CSU. The facility might also have a program element linked to the CSU academic and

research activities related to water resource management. Should this multi-purpose facility

be open to the public, it could take advantage of funding from Greene County, as well

from grants focused on historical facilities and water management resource issues.

Infrastructure:

CSU should investigate the potential to fund future infrastructure improvements through

the energy savings that could be achieved by improved / upgraded energy systems.

Top: Office/ Research Facilities located along Wilberforce Switch Rd, adjacent to the East Athletic CampusBottom: Tawawa Nature and Outdoor Pursuit Center


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Donor Gifts

While the economic downturn has had a major impact on giving, donor opportunities must

continue to be explored. High visibility projects should be identified that can be part of a

fundraising campaign. Projects like the installation of synthetic turf at the football stadium,

the Walk of Fame, and other pedestrian plazas are potential projects where naming rights

can be given for major donors.

Grant Funding

Grant funding should also be considered for many of the projects with strong ties to

environmental sustainability and physical wellness. Many grant opportunities are currently

available for projects related to water quality, ecological restoration, trails and transit

enhancements, and energy conservation. CSU should partner with Xenia Township and

Greene County to pursue these types of grants

Alternative financing mechanisms

While much if not all funding for major capital improvements will likely have to come from

the State, CSU should explore alternatives. “Bridge financing” – that is funding/financing

that is used to build facilities prior to the University obtaining all project funds may be

an avenue to explore. Entities such as the HBCU Capital Finance Program or TUFF – The

University Financing Foundation may offer vehicles to allow accelerated construction of

projects.

Phasing

The Following recommendations provide a strategy for implementing the projects necessary

to support a campus of 5,000 students and beyond. The proposed phasing plan outlines

conceptual budgets, descriptions and time frame for completion.

Existing Campus

Phase 1 Phase 2

Phase 3 Future


JANUARY | 2011 PHASE 1 PLAN


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Project: Budget Range:

1f) Brush Row Parking Expansion $600,000 - $650,000

Child Care Facility Demo• Existing Lot Improvements•

420 Additional Spaces•

1g) Campus Entry $2,500,000 - $2,900,000

New Campus Entry Road• Demo Of Existing Entry Road, •

Roundabout and Signage Demo of Cosby Parking Lot• Partial Demo of McLin Parking Lot• New Entry/ Gateway Signage• Streetscape Enhancements• Quadrangle Enhancements• New Parking Lot (185 Spaces)• Pedestrian Promenade (“The Walk”)•

1h) Facilities Complex $800,000 - $1,100,000

New Maintenace/ Storage Building• Parking/ Service Lot•

1i) Residential (East Village) $10,000,000 - $12,000,000

1 New Building (200 Beds)• Entry Plaza•

Quadrangle Enhancements•

Phase 1 Implementation: 1 to 3 years

Project: Budget Range:

1a) Library (Collaboratorium) $34,000,000 - $37,500,000

Demo Existing Library• New Building• Entry Plaza• Roadway Demo• Hunter Parking Lot Demo•

1b) Stadium Improvements $1,200,000 - $1,500,000

New Field Turf• Stadium Field Lights•

1c) Hunter/ Williamson/ Mercer $4,000,000 - $6,500,000

Building Renovations• Williamson Parking Lot Demo• Plaza/ Pedestrian Connector• Quadrangle Enhancements•

1d) Wesley Village (Residential) $11,000,000 - $12,000,000

2 Buildings (200 Beds Total)• Quadrangle Enhancements•

1e) Athletic Training Facility $TBD

New Building• Parking Lot Demo•

Note: The above budgets are estimates of probable cost based on a combination of measured areas (unit costs) and historical data from similar projects. The numbers provided represent 2011 prices for estimated construction and administrative project costs.


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Project: Budget:

2a) New Academic Building $49,000,000 - $54,000,000

New Building• Entry Plaza• Roadway Demo• Parking Lot Demo• Quadrangle Enhancements•

2b) Residential (East Village) $38,000,000 - $46,000,000

3 New Buildings (770 Beds Total)• Entry Plaza• Quadrangle Enhancements• Emergency Access Pathways• Entry Roadway• Streetscape Enhancements•

2c) Recreation Facility $7,000,000 - $8,500,000

Beacom/ Walker Renovation• Entry Plaza to Reinforce “The Walk”•

2d) Dining Facility $4,500,000 - $5,000,000

New Building• Dining Plaza• Parking Lot Enhancements•

Project: Budget:

2e) Brush Row Parking Expansion $190,000 - $250,000

91 Additional Spaces•

2f) East Campus Athletics $12,000,000 - $19,000,000

Entry Road• Streetscape Enhancements• Fieldhouse Facility• Baseball/ Softball Complex• Parking (260 Spaces)• Pedestrian Connectors• Open Spaces Enhancements•

2g) Wesley Hall $900,000 - $2,000,000

Building Renovations•



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Project: Budget:

3d) US Route 42 Improvements $TBD

Roundabouts• Road Widening/ Median• Streetscape Improvements• Campus Entries• Mix-Use Development•

3e) Nature/ Interpretive Center/ $TBD Outdoor Recreation

Interpretive Tawawa Nature Center/ • Outdoor Pursuit Center

Amphitheater• High Ropes Course• Team Building Area• Climbing Wall• Zip Line• Observation Tower•

Parking•


Project: Budget:

3a) Outdoor Recreation Facility $350,000 - $550,000

Recreation Fields• Hardcourts (Basketball/ Tennis)• Parking Access Drive• Shelter• Pedestrian Connectors• Field Lights •

3b) Residential (North Village) $17,500,000 - $21,000,000

Simpson Hall Demo • Parking Lot Demo• New Building (385 Beds Total)• Entry Plaza• Quadrangle Enhancements•

3c) East Campus Athletics $TBD

Parking (1280 Spaces)• Arena/ Convocation Center• New Football Stadium• Tennis Facility• Entry Plaza• Pedestrian/ Bike Path Connectors• Open Spaces Enhancements•



JANUARY | 2011 FUTURE DEVELOPMENT PLAN


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Future Development (Beyond 10 years)As additional facilities reach there useful life and/ or if the campus population continues to grow beyond 5,000 students, a long-term vision plan for the next 20 years has been taken into

consideration as part of this Master Plan. The following outlines potential projects for the campus beyond the 10-Year/ 5,000 student goal outlined by Speed to Scale.

Project:

4a) Future Academic/ Administration Building

New Building• Entry Plaza to Reinforce Entry Drive/ “The Walk” Axis•

4b) Future Academic Building

Demo Smith Hall• New Building• Additional Parking•

Entry Plaza to Reinforce Entry Drive/ “The Walk” Axis•

4c) CENS Addition

Demo Existing Greenhouse• New Addition/ Greenhouse to Reinforce Entry Drive Axis•

4d) Future Academic Building

Demo CENS Parking Lot• Entry Plaza to Reinforce Entry Drive/ “The Walk” Axis• Route 42 Frontage to Reinforce Mix-Use Village Character•

4e) Stadium Demo

Demo Existing Stadium• Plaza/ Gateway into Outdoor Recreation Area•

Project:

4f) North Village Quadrangle

Demo Jenkins Hall• Campus Drive Re-alignment• Quadrangle Enhancements• Additional Parking•

4g) Residential (North Village)

Demo Green/ Anderson Hall• New Building (200 Beds)•

4h) Robeson Hall

Building Addition• Courtyard/ Entry Enhancements•

4i) Museum Addition

New Museum Addition• Quadrangle Enhancements•

4j) Residential (Wesley Village)

New Building (100 Beds)• New Dining Facility• Quadrangle Enhancements•

Project:

4k) Residential (Payne Village)

New Buildings• Quadrangle Enhancements• Ma Beauty’s Bike Hub•

4l) Galloway /Alumni Tower

Demo of Tower Base Addition• Tower Base Restoration• Quadrangle Enhancements•

4m) Alumni/ President’s House

Land Aquisition• New Colonial-Style Home•

4n) Mix-Use Development

Mix-use Buildings to Reinforce Route 42• Village Streetscape

Additional Parking•

4o) Off-Campus Office Park

Office/ Research Buildings• Parking•


JANUARY | 2011 EXISTING CAMPUS

IMPLEMENTATION - Central State University

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