“We express our values by what we build…” What we build on and near campus should exemplify our strong appreciation for supporting our future and our responsibility to plan for future generations of students and operations. Smart Growth Strategies: Ensure that new growth and development meets multiple goals Invest in infrastructure that allows for construction of a variety of building types, opens up transportation choices and removes walking barriers. Provide facilities that help to attract and retain the best students, faculty, and staff Enhance the physical identity of an institution, Use limited resources more efficiently Maximize investments Facilitate relations across the campus and with local community Demonstrate that an institution can be a good steward of the environment
Projects in our Six Year Capital Plan take advantage of several strategies at once.
What are OUr Smart Growth Strategies? Spaces that support partnerships, efficient growth, sustainability, economics, & community. Efficient Growth: New development needed where near our responsible capacity Accessing existing assets, resources, and opportunities Administrative Space Strategy Sustainability: Re-purposing existing facilities where feasible Mixed-use areas that increase transportation choices Compact development that helps protect undeveloped land Community: Blurring the border between campus and community Involving all stakeholders early in the process to define and complement each others goals and visions Economics: Maximize investments and gain facilities that give both the institution and the community what they need. Mixed-Use development Partnerships: Leverage resources Access to various disciplines and mixed-use growth
Efficient Growth Academic Core: Administrative Space Strategy opens up approximately 40K NASF on core campus for academic space growth needs. The 40K NASF consolidates into an existing facility that is currently inefficiently utilized. Research: 225K GSF new research facility replaces 204K GSF of multiple old, inefficient, inadequate space and reduces deferred maintenance load by $30M. Housing/Learning Community: Approximately 295K GSF of new learning and residential facility replaces 212K GSF of multiple inefficient single-use facilities and reduces deferred maintenance load by approximately $16.5M
Sustainability • Renovation: • Efficient HVAC Systems, space layouts, and customer service/employee environment • Repurpose: Baker Center • Renovation of unused facility • Co-locates College of Communication • Releases 33K NASF to University for re-purposing • Re-purpose: Lindley Hall • Renovation of unused facility • Provides office swing space • Re-purpose: Tupper Hall • Renovation of unused facility • Provides classroom swing space
Community • Blurring the border • Moved academic units into building within the city • Mixed-use area • Community Resource • A child development center partnership creates a resource to serve community needs. • Location • Considering right size, fit, and location to serve campus and community • Campus Community • Park Place-Student Corridor • Involve stakeholders early • Ridges Master plan study includes representatives from campus, city, county communities
Economics • Maximize Investments • Co-locating units that are alike reduces footprint needed as well as dollars needed to duplicate across campus. Dublin Campus • Maximize Investments • Multi-disciplinary facility reduces GSF by sharing spaces • Contributions from community partners • Maximize Investments • Plant allows for flexibility in operation to reduce the cost of utilities well into the future. • More than 85% efficient in converting natural gas to useful energy. • Mixed-Use Development • Strategic visions of both the City and the University are uniquely aligned to provide new academic and research opportunities and raise economic development capacities.
Partnerships • Leverage Resources: • Opportunities to partner on both primary and back-up utilities. • Reduces greenhouse emissions while achieving EPA compliance. • Access to various disciplines: • College Partnership: Education/Fine Arts • Leverage Resources • Diabetes/OMNI/Clinics/Ohio Health • MOU Group: • City of Athens and OU Administration meets regularly to discuss and collaborate on infrastructure projects. • OU4C Group: • OU will partner with Community, City, & County to position Ohio’s Appalachian region as a preferred destination for residence and visitors. • Affordable Housing and Child Care are example target areas.
Smart Growth Benefits Creating enduring, vibrant, accessible places both on campus and off attributes to recruiting efforts. Ohio University continues to be a memorable place when we consider designs of buildings as well as the physical space between them. Reduce our impact on the built and natural environment by contributing to a healthy and sustainable campus. Encouraging community and industry partnerships to share in the success of the University by investment into our community Fosters greater cooperation between the University and the community.
Smart Growth Plan • Economics • Administrative Space Strategy • Dublin Campus • Diabetes/OMNI/Clinics • Sustainability • Former Baker • Tupper • Lindley • The Ridges • West Union St Office Center • Partnerships • Lausche Heating Plant • Diabetes/OMNI/Clinics • OU4C • Efficient Growth • Clippinger Replacement • Residential Housing • West Union St Office Center • Community: • Housing Development Plan • Art and Education • The Ridges
In addition to the renovations and new construction, OU must selectively remove facilities that are past their useful life.
What is here today… • 8.1M GSF with GF Deferred Maintenance Total of $435M • Annual O&M on General Fund is currently at $26M or $5.1/GSF. What we have after 6 year Capital Plan… • 8.5M GSF with GF Deferred Maintenance Total of $372M • Additional $2.6M in O&M • This includes selective pruning of facilities that are past their useful life. • Flexibility in space options
What goes away in 6 year plan? • $2.3M in O&M • $30+ In Deferred Maintenance • $136M in Cost Avoidance
OU will continue to evaluate space plan to keep the university at the right size. • Additional facilities are beyond their useful life. • Some facilities are not efficient for their current assignment.