Documents
Resources
Learning Center
Upload
Plans & pricing Sign in
Sign Out
Get this document free

Presentation in Text format - State University Construction Fund

VIEWS: 8 PAGES: 9

									Slide 1 * Capital Budget Hearing State University of New York Dr. Nancy L. Zimpher, Chancellor October 22, 2009 Slide 2: SUNY Capital Program Summary * Educational Facilities Number of Buildings 1,823 Square Foot 57.6 million Average Age 44.5 years 2008-2013 Budget $4,426 million – Includes $1.65B in future appropriations for critical maintenance projects for 2010/2011 through 2012/2013. Funded By State Projects Managed By Fund/Campus * Hospitals Number of Buildings 13 Square Foot 2.5 million Average Age 24.3 years 2008-2013 Budget $450 million Funded By Hospital Revenues Projects Managed By Fund/Campus * Residence Halls Number of Buildings 467 Square Foot 19.3 million Average Age 34.0 years 2008-2013 Budget $573 million Funded By Room Rents Projects Managed By DASNY/Campus * Community Colleges Number of Buildings 490 Square Foot 17.9 million Average Age 41.6 years 2008-2013 Budget $436 million Funded By 50% State 50% Local Projects Managed By Local * Totals Number of Buildings 2,798 Square Foot 97.3 million Average Age 42.1 years 2008-2013 Budget $5,885 million Slide 3, Educational Facilities * Critical Maintenance This slide shows examples of Critical Maintenance and Strategic Initiatives projects. Critical Maintenance is illustrated by photographs of the Site Utility Lines project at Alfred and the Electrical Distribution Upgrade project at Fredonia.

* Strategic Initiatives Strategic Initiatives is illustrated by photographs of the Construction of New Business School project at Albany and the New School of Education with Child Care project at Cortland. SUNY – Educational Facilities Slide 4, SUNY - Educational Facilities This slide is a bar graph illustrating the fact that 73% of SUNY Educational Facilities are more than 30 years old. The horizontal axis of the graph shows 5 year increments beginning pre-1900 and continuing through 2010. The vertical axis of the graph shows millions of gross square feet of facility space. The data is as follows: Pre-1900 = 657,977 1905 = 95,518 1910 = 238,130 1915 = 497,310 1920 = 791,251 1925 = 418,376 1930 = 768,661 1935 = 1,231,648 1940 = 1,160,589 1945 = 143,149 1950 = 312,722 1955 = 2,321,430 1960 = 3,704,720 1965 = 6,626,535 1970 = 12,350,353 1975 = 9,005,263 1980 = 4,729,503 1985 = 1,748,626 1990 = 1,120,820 1995 = 2,103,817 2000 = 2,419,606 2005 = 2,472,443 2010 = 591,910

Capital Investment – Critical Maintenance Addressing Backlog and Facility Renewal Needs Slide 5, Capital Investment - Critical Maintenance, Addressing Back-log and Facility Renewal Needs This slide has two bullets, the first reads: In 2007, SUNY and the Construction Fund undertook a comprehensive Condition Assessment Survey and Capital Reinvestment Study. The second says: The initiative identified a 3.2 million dollar deferred maintenance back-log and a need for approximately 400 million dollars per year for on-going facility renewal. Slide 5 includes a photograph captioned: Campus-wide Satellite Boilers at Alfred Ceramics.

Capital Investment – Critical Maintenance Addressing Backlog and Facility Renewal Needs Slide 6, Capital Investment - Critical Maintenance Addressing Back-log and Facility Renewal Needs This slide contains a pie-chart illustrating the 2007 Building Condition Assessment Survey (BCAS) Profile of Overall Ratings Statewide; Approximately 55 million Gross Square Feet (GSF). The 4 wedges of the pie chart show: 42% of gross square feet is in good condition; 10% is in Excellent condition; 20% is in poor condition and 28% is in Fair condition. Slide 7, Capital Investment - Critical Maintenance Addressing Back-log and Facility Renewal Needs * A long term investment is necessary to reduce the current backlog to an industry standard of 5 percent of current replacement value * The 2008-09 Enacted Budget included an initial commitment of $550 million annually over a 5-year period * The follow chart illustrates a 15-year-plan to reach the desired outcome Slide 8, Capital Investment - Critical Maintenance Addressing Back-log and Facility Renewal Needs $550M / $777M / $945M Will Reduce Backlog to 5% of Current Replacement Value in Fifteen Years This bar graph illustrates investment versus backlog (in millions of dollars): Starting in 2007 with no investment dollars and a backlog of 3,279 dollars; The investment of 550 million each year from 2008 thru 2012 would reduce the backlog to 2,729. The investment of 777 million per year for 2013 thru 2017 would reduce the backlog to 2,250 The investment of 945 million a year from 2018 thru 2022 would reduce the backlog to 1,474. 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 investment investment investment investment investment investment investment investment investment investment investment investment investment 550; 550; 550; 550; 550; 777; 777; 777; 777; 777; 945; 945; 945; backlog backlog backlog backlog backlog backlog backlog backlog backlog backlog backlog backlog backlog 3,044 2,868 2,755 2,707 2,729 2,579 2,469 2,377 2,303 2,250 2,057 1,881 1,724

2021 investment 945; backlog 1,588 2022 investment 945; backlog 1,474. Strategic Initiatives Slide 9, Shows four photographs of strategic Initiative projects: top left is the New Engineering Building at Buffalo University; top right is the Science Engineering Technologies building at Oswego; bottom left is the High Tech Incubator facility at Fredonia and bottom right is the New Technology Building at Buffalo College. Slide 10 - Strategic Initiatives * Enacted Capital programs since 2008 contained over $1.7 billion in funding for Strategic Initiative projects * Many of the initiatives provide vital support to science, technology and research activities * These investments are necessary to: * Maintain and enhance SUNY’s ability to attract and retain students and faculty * Be competitive in its academic offerings and research capacity Slide 11 - SUNY’s Capital Investment * Merits of Multi-year Capital Programs: * Adds predictability * Cost effective * Leads to better planning allowing for the identification and prioritization of projects to address ongoing critical maintenance needs * Provides for the efficient execution of necessary capital investments by allow appropriate sequencing and phasing of projects * Enables the University to maintain constant levels of investment; avoids peaks and valleys and the long ramp-up period to reach sustainable investment levels. Slide 12 - SUNY’s Capital Investment Educational & Hospital Facility Capital Programs Annual State Fiscal Plan Project Commitment & Disbursement Targets thru 2012/2013 2008/2009 Actuals showing B1184 Delays; Estimated 2009/10 to 2010/13 as needed to Reduce CM Backlogs & Support #1 Strategic Initiatives This is a bar chart showing contract commitment dollars and disbursements in millions against a timeline for fiscal years 1998-99 thru 21012/13 as follows: 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Contract Contract Contract Contract Contract Contract Contract Contract Contract Contract Commitments Commitments Commitments Commitments Commitments Commitments Commitments Commitments Commitments Commitments $280; $360; $222; $169; $151; $164; $246; $500; $492; $493; Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement Disbursement $199 $269 $377 $287 $242 $225 $224 $297 $409 $464

2008-09 2009-10 2010-11 2011-12 2012-13

Contract Contract Contract Contract Contract

Commitments Commitments Commitments Commitments Commitments

$710; Disbursement $496 $1,148; Disbursement $718 $1,253; Disbursement $962 $953; Disbursement $984 $1,038; Disbursement $980.

Slide 13 Capital Plan Progress, shows four photographs illustrating Capital Plan Progress: the top left photo is the Replace Fuel Tanks project at Downstate Medical Center; top right is the Hudson Hall General Reconstruction project at Plattsburgh; bottom right is the Replace High Temperature How Water lines project at New Paltz and bottom left is the Waste Stream Mechanical Facility at Cornell University. Slide 14 SUNY Capital Program, Educational Facilities and Hospital Plans only, Projects in Design & Construction, shown in billions of dollars for the following periods: 04/30/06 Design = 886,220,300 and Construction = 902,684,400 04/30/07 Design = 1,257,031,200 and Construction = 1,030,647,700 04/30/08 Design = 1,747,290,300 and Construction = 1,088,998,100 04/30/09 Design = 2,477,649,800 and Construction = 1,396,516,900 09/30/09 Design = 2,518,765,200 and Construction = 1,823,883,300 Slide 15 This slide is a pie chart entitled: SUNY Capital Program Educational Facilities and Hospital Plans only, Projects Active or Completed Since 2004. It shows a wedge of 200 Strategic Initiatives projects with a value of 2.6 billion dollars taken out of a pie of 1,862 Critical Maintenance projects having a value of 4.3 billion dollars. Slide 16 SUNY Capital Program Educational Facilities and Hospital Plans only, Projects Active or Completed Since 2004. This is a chart of the number and types of projects that were in design; under construction or completed between 2004 and 2009. The types of projects were: New Construction or Acquisition; Data/Telecommunications; ADA/Fire Safety; Site/Infrastructure; Interior Rehab; Exterior Renovations or Building Systems. The figures are: In Design: 287 projects with a value of 2.8 billion dollars In Construction, 526 projects with a value of 2.2 billion dollars Completed projects, 1,249 with a value of 1.9 billion dollars Total, 2,062 projects with a total value of 6.9 billion dollars Slide 17 Hospitals * Hospital Capital is distributed to each hospital based on its approved multi-year strategic business plan * Projects include both critical maintenance and revenue-enhancing initiatives * Each SUNY Hospital pays for the principal and interest associated with the debt for its capital projects

* Appropriations are required to submit for Certificate of Need approval Slide 18 - A bar chart entitled Hospital Funding - Capital Funding shows funding dollar amounts in millions for the fiscal years 2003/04 thru 2009/10. The data is a s follows: 2003/04 - $350 2004/05 - $0 2005/06 - $69 2006/07 - $0 2007/08 - $450 2008/09 - $0 2009/10 - $0 Slide 19 - Residence Halls * The Residence Hall Capital program is self sustaining with revenues from room rents and other associated revenues paying the cost of debt service * Switched to disbursement-based bonding in 2008 to utilize capital in a more efficient manner Slide 20 - Residence Halls This is a bar chart showing Residence Hall Funding - Capital Funding & shows funding dollar amounts in millions for the fiscal years 2003/04 thru 2009/10. The data is as follows: 2003/04 - $335 2004/05 - $0 2005/06 - $0 2006/07 - $350 2007/08 - $0 2008/09 - $573 2009/10 - $0 Slide 21 - Community Colleges * All community college capital projects are planned, designed, bid and constructed under local control and authority, either by the college or the local sponsor. * Local sponsors must provide at least 50% of the capital funding for a Community College project. * Colleges must obtain a local sponsor resolution committing the local sponsor’s funding share to be included in SUNY’s Capital Budget Request. Slide 22 - This is a bar chart entitled Community College Funding Capital Funding that shows funding dollar amounts in millions for the fiscal years 2003/04 thru 2009/10. The data is as follows: 2003/04 - $210 2004/05 - $0 2005/06 - $86 2006/07 - $82 2007/08 - $0 2008/09 - $390 2009/10 - $46 Slide 23 - Community Colleges, Capital Reinvestment

* A study is currently underway similar to the one performed for the SUNY State-operated campuses and for the CUNY Senior and Community Colleges. * A late fall completion is anticipated. * The study will provide information on the level of capital investment needed to address the backlog and facility renewal needs for each College. Slide 24 - Community Colleges, Capital Reinvestment SUNY CC (All Campuses) GSF by Construction Year: Total = 18.0 Million The horizontal axis indicates construction years in 5 year increments from 1880 thru 2010. The vertical axis indicates gross square feet in thousands The data is as follows: 1880 - 75150 1885 - 32959 1890 - 0 1895 - 0 1900 - 310336 1905 - 6781 1910 - 102949 1915 - 160426 1920 - 27463 1925 - 73965 1930 - 589837 1935 - 269989 1940 - 32689 1945 - 21840 1950 - 131349 1955 - 78508 1960 - 1596740 1965 - 934144 1970 - 2936983 1975 - 4433421 1980 - 2478537 1985 - 322829 1990 - 553037 1995 - 819066 2000 - 862317 2005 - 904589 2010 - 293009 Slide 25 - “Greening of SUNY” * The University is the leader in the area. * In 2007, the State University Board of Trustees adopted a resolution as part of its overall plan of action for the “Greening of SUNY”. * All new buildings and major rehabilitations must achieve at least a LEED Silver rating at State-operated campuses and statutory colleges * Community Colleges are encouraged to also achieve at least a LEED Sliver rating. * These requirements are over and above the current State requirements. Slide 26 - Economic Impact

* Extensive and geographically diverse network of University facilities across the State provides a built-in framework for promoting economic development activities in nearly every region. * Last year, Education and Hospital investments alone totaled over $530 million. * Approximately half, or $260 million, was for labor costs - not counting the ripple effect. * This year’s investment level is estimated to reach over $700 million. * SUNY’s Capital Program is a significant economic engine throughout the State. Slide 27 - Current Economic Climate * SUNY is experiencing: An increase in the number of bidders. Bids that are considerably under estimate. Higher levels of competition for projects from Architects and Engineers. This slide is illustrated with a photo of the Crumb Library Window Replacement project at Potsdam. Slide 28, entitled State University Construction Fund, Average Number of Bidders per Opportunity, April 1, 2008 thru September 30, 2009, is a bar chart. The data is as follows: April 15, 2008 - 3.8 May 15, 2008 - 3.5 June 15, 2008 - 4 July 15, 2008 - 2.5 August 15, 2008 - 3 September 15, 2008 - 6.6 October 15, 2008 - 6.7 November 30, 2008 - 7.5 December 31, 2008 - 4.8 January 31, 2009 - no bids opened. February 15, 2009 - 7.4 March 31, 2009 - 6.4 April 30, 2009 - 8.3 May 31, 2009 - 4.2 June 30, 2009 - 7.5 July 31, 2009 - 10 August 31, 2009 - 10.5 September 30, 2009 - 7.7 Slide 28A, entitled State University Construction Fund, Average Number of SOQs per Opportunity (includes all procurement for which Statements of Qualifications [SOQs] are received) April 2008 thru September 2009, is also a bar chart. The data is as follows: April 15, 2008......... no bids May 15, 2008.............. 7.5 June 15, 2008............ 17.3 July 15, 2008............. 12.6 August 15, 2008.........13.5 September 15, 2008....16.8

October 15, 2008........21.9 November 8, 2008......23.25 December 2008...........no bids January 2009..............no bids February 28, 2009......38.25 March 31, 2009..........47.4 April 30, 2009............25.5 May 31, 2009.............26.6 June 30, 2009.............26.1 July 31, 2009.............28.3 August 31, 2009........ 24 September 30, 2009... 19 Slide 29, State University Construction Fund, Bid vs. Estimate, is a bar chart comparing, for the period September 1, 2008 thru September 30, 2009, the estimated budget for projects bid versus the actual bid amount where the cumulative budget was $515,040,000 and the total Bid Value was $450,277,766. Slide 30 - State University Construction Fund, Percent of Bids within Estimate This bar chart shows the number of projects per fiscal your that were within the budget estimate: Fiscal year 2007 - 58 projects = 63.7% Fiscal year 2008 - 58 projects = 70.6% Fiscal Year 2009 - 43 projects = 83.7% Slide 31 - Continue the Progress * Continue multi-year capital investments * Third installment of $550M Critical Maintenance for Educational Facilities * Funding for Community College projects that have local sponsor resolution support * Additional investments for Strategic Initiatives and Hospitals * SUNY/SUCF Flexibility Package * Project delivery mechanisms such as Design-Build and CM at Risk * Post-audit capability as opposed to current pre-audit requirements.


								
To top