Capital Development Update
A new direction
Greg Ewig, System Director, Capital Development
Minnesota State Colleges and Universities
The Minnesota State Colleges and Universities system is an Equal Opportunity employer and educator.

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 Capital Development
 Capital Budget Update
 Future Capital Plans
 Master Plan
 CEMRS
 FRRM
 Web and Sharepoint

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 Capital Budget
 HEAPR
 Revenue Fund
 Space Planning
 Predesigns
 Real Estate
 Energy
 Sustainability
 System Office Property
Management
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 Capital Budget  Lisa Jansen
 HEAPR
 Revenue Fund
 Space Planning
 Predesigns
 Real Estate
 Energy
 Sustainability
 System Office Property
Management
 Ken Oas
 Heather Anderson
 Lisa Jansen, Stacy Brown
 Lisa Jansen
 Betty Ewens
 Ken Oas
 Ken Oas
 Dale Johnson

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 Step One - consolidating several groups
 Planning & programming,
 Revenue fund,
 Real estate and
 System office property / office management
 Step Two – Assessing team
 Step Three – Stabilizing and building relationships
 Step Four – Do the work

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 2013 Capital Budget
 House - $108M ($58M Projects (all) and $50M HEAPR)
 Governor - $89M ($54M Projects and $35M HEAPR)
 Senate – waiting to hear
 2014 Capital Budget
 Dependent on outcome of 2013
 Next steps: Leadership Council and Board consideration – May / June
 2015/6 Capital Budget
 Recognize / respond to yearly capital bonding bill
 Process reengineering

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Major Projects
Initiatives
X
# of projects at a location
2
3
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 Board Policy 6.4
 Presidential responsibility
 Three main criteria
 Current Facilities Assessment
 Plans for modernization, renewal and improved sustainability
 Record of space utilization
 5 year update schedule
 Published Master Plan Guidelines
 Updated schedule available as white paper

 Time horizon
 20 year target
 Emphasis on 5-10 year plans
 Master Plan Guidelines
1. Summary
2. Existing Site Conditions
3. Existing Building Conditions
4. Proposed Framework for Site Development
5. Proposed Framework for Building Development
6. Capital Budget Incremental Improvement Program
7. Appendix – (Residential life plan, academic planning, municipal)
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1.
Inventory of Sq. Ft. and Percentage of Room Type
 Classroom/Labs – 24 / 12 large/ 12 medium, 150,000 sq. ft., 25%
 Offices – 50 offices/ 25 hard wall/ 25 cubicle 25,000 sq. ft. 12%
 i.e. Student Support, Administrative, Mechanical, Circulation, Athletic
2.
Local jurisdiction and regional consultation
3.
Space utilization and CEMRS integration
4.
Security and responding to COPE surveys
5.
Integrating supplemental work – parking studies, residential life master plans, repair and replacement studies

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 CEMRS stands for Classroom, Event Management and
Resource Scheduling
 Schedule
 Finishing 3 rd group of schools
 Last group starting in May
 Costs
 Invoices went out last month for 2013 costs
 Based on FYE to reimburse initial investment and ongoing licensing
 FY2013-17 -- $4.00 per full year equivalent
 FY2017 onward - target is $2.00 per full year equivalent (subject to enhancements, future technical support)

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Number of Schools per Group
5
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Group 1 (June '12)
Group 2 (Nov '12)
Group 3 (Feb '13)
Group 4 (May '13)
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 Central Lakes
 Dakota County Technical College
 Fond du Lac Tribal & Community College
 Minnesota State – Southeast Technical
 Northland Community & Technical College
 Hibbing Community College
 Rainy River
 Vermilion Community College
 Pine Technical College

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 Goal – Efficient use of space (Chancellor/Board)
 System report development ongoing under CEMRS
 ISRS Cleanup of Room Types
 Major criteria – Room, Event and Group Types
 New Reporting Observations:
 New utilization driven by Event types
 Moving away from narrow view of just Room Types 110/210
 Describe the room for what it is
 Eventually review of academic, credit use AND non-credit use

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 Model - cost of current and future condition of buildings
 Purpose – Planning and to support capital requests
 Product – Backlogs, renewal and Facilities Condition Index
 Timeline - FRRM Reports on a calendar year (December 31)
 Translation - Look at current backlog to date
 January – now – you know what’s dropped off
 Now – December - Forecast to the end of 2013
 For Example - HEAPR expected in 2013; but don’t remove until it’s appropriated

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 Database open starting April 25 – June 25, 2013
 Enter your backlog, renewal and any new buildings
 Academic AND Revenue buildings
 Training (April 25)
 May schedule another training if necessary

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Backlog in millions
720
705
700
684
680
660 654 654
640 632
Backlog
620
600
580
2008 2009 2010 2011 2012

Base year is 2005 for backlog calculation
Comparing 2005 Backlog With the 2012 Backlog
$1,400,000,000
$1,200,000,000
$1,000,000,000
$800,000,000
$600,000,000
$400,000,000
$200,000,000
$0
2005 Initial
Backlog
2006 Need 2007 Need 2008 Need 2009 Need 2010 Need 2011 Need 2012 Need Total Backlog if No
Investment
Inflation Difference Current
Backlog 2012
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Showing the natural growth in backlog
Comparing 2005 Backlog With the 2012 Backlog
$1,400,000,000
$1,200,000,000
$1,000,000,000
$800,000,000
$600,000,000
$400,000,000
$200,000,000
$0
2005 Initial
Backlog
2006 Need 2007 Need 2008 Need 2009 Need 2010 Need 2011 Need 2012 Need Total Backlog if No
Investment
Inflation Difference Current
Backlog 2012
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Scenario if no investment since 2005
Comparing 2005 Backlog With the 2012 Backlog
$1,400,000,000
$1,200,000,000
$1,000,000,000
$800,000,000
$600,000,000
$400,000,000
$200,000,000
$0
2005 Initial
Backlog
2006 Need 2007 Need 2008 Need 2009 Need 2010 Need 2011 Need 2012 Need Total Backlog if No
Investment
Inflation Difference Current
Backlog 2012
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Scenario - No investment, add inflation
$1,400,000,000
$1,200,000,000
Comparing 2005 Backlog With the 2012 Backlog
$1.3B+ Backlog!
$1,000,000,000
$800,000,000
$600,000,000
$400,000,000
$200,000,000
Note on Inflation: Since these figures are based upon the 2005 analysis all the costs were based upon 2005 values. Therefore, inflation for each figure needs to be factored into the growth from
2005 to 2012. The actual inflation rate over the years was used for this chart to show what the projected backlog would have been based upon the 2005 analysis.
$0
2005 Initial
Backlog
2006 Need 2007 Need 2008 Need 2009 Need 2010 Need 2011 Need 2012 Need Total Backlog if No
Investment
Inflation Difference Current
Backlog 2012
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Over $500M difference if no investment
Comparing 2005 Backlog With the 2012 Backlog
$1,400,000,000
$1,200,000,000
$1,000,000,000
$800,000,000
$600,000,000
$500M+
$400,000,000
$200,000,000
$0
2005 Initial
Backlog
2006 Need 2007 Need 2008 Need 2009 Need 2010 Need 2011 Need 2012 Need Total Backlog if No
Investment
Inflation Difference Current
Backlog 2012
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Where we are today
Comparing 2005 Backlog With the 2012 Backlog
$1,400,000,000
$1,200,000,000
$1,000,000,000
$800,000,000
$600,000,000
$400,000,000
$200,000,000
$0
2005 Initial
Backlog
2006 Need 2007 Need 2008 Need 2009 Need 2010 Need 2011 Need 2012 Need Total Backlog if No
Investment
Inflation Difference Current
Backlog 2012
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Predicting Future Capital Needs
Current Backlog and Annual Renewal Needs 2012-2022
$1,800,000,000
$1,600,000,000
$1,400,000,000
$1,200,000,000
$1,000,000,000
$800,000,000
$600,000,000
$400,000,000
$200,000,000
$0
$81,340,000
$90,617,000
$103,341,000
$79,431,000
$57,318,000
$72,882,000
$47,031,000
$84,937,000
$147,491,000
$1,554,134,000
$81,557,000
Current
FY10-11
Backlog
2013 Need 2014 Need 2015 Need 2016 Need 2017 Need 2018 Need 2019 Need 2020 Need 2021 Need 2022 Need Estimated
Backlog w/NO
Investment
Note: These projected figures are in 2012 constant dollars no inflation has been calculated for future costs 25

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Training
 Thursday afternoon, 1-4:30 pm
 Sightlines (formerly Pacific Partners)
 Cover:
 Creation of FRRM
 System backlog
 Comparison with other systems throughout the U.S.
 Campus Backlog and renewals
 Types of subsystems
 Entering information on subsystems

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 Facilities Web Site
 Capital Development
 Planning
 Real Estate
 Revenue Fund
 Capital Budget
 Studies
 Sharepoint sites

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Active:
 2014 Capital Budget Scoring (and future)
 CEMRS
 Enterprise Program Management System (EPMS)
Roll out
 Master Planning
 Revenue Fund Projects
 Facilities Policies and Procedures
 Public Safety and Compliance
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 Facilities Policies and Procedures re-engineering
 Revenue Fund kick off for 2015 bond sale
 Repair & Replacement Cost Accounting
 Energy Consumption Data
 Use of Bond Proceeds
 Regional master planning
 Master Plan guideline updates
 Sustainability
 Redevelopment Energy Grants
 Guaranteed energy savings contracts

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 Questions?
 Greg Ewig, Director, Capital Development
 651.201.1775
 Gregory.ewig@so.mnscu.edu

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