West Virginia University Institute of Technology - … Introduction West Virginia University Institute of Technology (WVU Tech) is a 727,869 GSF campus located in Montgomery, WV. Originally,

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West Virginia University Institute of Technology

Integrated Facilities Plan

Executive Summary

Prepared by Sightlines

May 2011

2

Introduction

West Virginia University Institute of Technology (WVU Tech) is a 727,869 GSF campus located

in Montgomery, WV. Originally, the school was its own entity, but has recently fallen under

the umbrella of the WVU system with Morgantown and Potomac State. In the past five years,

WVU Tech has averaged a $2.6M/year

investment into campus. This is comprised

of $290,000 annually using recurring or

stewardship money and $2.3M in one time

or reinvestment spending. It is important to

note that these figures include two major

renovations to Maclin Hall (2007) and Tech

Center (2007). Thus, much of the other parts

of campus have not received the investment

necessary to “keep up” to modern standards.

. Within the last five years, much of WVU

Tech’s spending has targeted building

systems and space renewal. This is very

consistent with what is typically seen during

periods of renovation. Rick Linio, Director of

Facilities Management, also made it clear that years prior to the analysis saw much less

investment into existing facilities as funding for the campus was not applied for every year.

Historically, WVU Tech did not invest into their physical assets, which has allowed parts of

campus to deteriorate beyond being habitable. Looking at WVU Tech’s overall campus profile,

there are several striking statistics. First off, nearly 80% of WVU Tech’s GSF is older than

twenty five years old. Secondly, two of the three newest buildings on campus are currently

offline (Co‐Ed and HiRise). It is very rare that Sightlines encounters a campus with this much

“newer” space offline. These facts, combined with the historically low investment levels, have

caused parts of campus to experience significant deterioration. Therefore, the University

engaged Sightlines to complete an Integrated Facilities Plan (IFP) to identify, quantify, and

qualify the maintenance/repair and modernization requirements for the campus. This project

also includes the development of building portfolios so that a multi‐year capital investment

plan can be credibly defined. The corrective recommendation includes a mix of buildings for

partial renovation and components of other buildings for targeted repairs. The IFP process has

been a collaborative effort with leaders of Facilities Management to identify, prioritize and cost

projects. This report summarizes the findings of the initial Integrated Facilities Plan effort.

Figure 1

45%

12%

0%9%

36%

Historic InvestmentFY06‐FY10

Building Systems Building Envelope Grounds Infrastructure

Safety/Code Space Renewal

3

The Current Inventory of Project Needs

The IFP process identified over 550 individual projects for a total of $70.4M. Of this total,

$56.8M falls within the buildings, $9.5M within Grounds, and $4.0M within Infrastructure.

Through the discussions of each project, a timeframe for investment was also identified. As

Figure 2 illustrates, $40.8M (58%) of the total needs fall within the “A” timeframe (1‐3 Years),

$23.0M (33%) in the “B” timeframe (4‐6 Years),

and $6.6M (9%) in the “C” timeframe (7‐10

Years). Compared to some of Sightlines recent

experiences, WVU Tech has identified much

more in the “B” timeframe. Each building has

chronic needs that should be addressed within

the next 6 years. This is a result of a historically

low investment level along with similarly aged

facilities.

When examining the needs by building, it is

obvious that Co‐Ed Dorm has the highest

$/GSF need followed by Old Main. Some of the

needs within Old Main will be addressed using

the $3.0M Old Main Grant, while the needs in Co‐Ed may be addressed through demolition.

$6$17

$10$21$20

$35$40

$26$42

$21$50$39

$69$49

$76$109

$5$12$22$13$18

$9$10$15$12

$21$13$16

$16$33

$23$33

$‐ $50 $100 $150 $200 $250

Lanham Maintenance Building

Maclin Hall

Vining Library

College of Business and Economics

Tech Center (Student Union)

Orndorff Hall

Engineering Laboratory Building

Learning Center

Engineering Classrooms Building

Alumni House

Baisi Athletic Center

Ratliff Hall

HiRise

Conley Hall

Old Main

Co‐Ed Dorm

$/GSF

Building Needs ($/GSF)

Building Envelope Building Systems Safety/Code Space Renewal

$40.858%

$23.033%

$6.69%

WVU Tech Total Needs by Timeframe$70.4 M

A: 1 to 3 years B: 4 to 6 years C: 7 to 10 years

Figure 2

Figure 3

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There are two main takeaways from Figure 3: First, each building has identified building

systems needs. In many cases, these needs make up the majority of the total building needs.

This is a result of aging components within each of WVU Tech’s buildings, and little historic

investment to replace building components when lifecycles come due. Throughout our

discussions, it was established that many of the mechanical systems were original to many of

the buildings. Therefore, many of the boilers, air handlers, etc are over 40 years old, beyond the

typical life expectancy of these components. The cost of these system projects is enhanced by

the presence of asbestos. Abatement was included in the building system projects as needed.

Secondly, the space renewal needs within the buildings are fairly consistent throughout

campus. This can be attributed to the homogenous age profile of the buildings with minimal

historic investment into modernizing these buildings.

When looking at total needs, it is also important to look at need by timeframe. The building

with the highest total needs may not have the highest “A” timeframe need. The facilities with

the highest “A” timeframe needs require investment within the next 3 years. Excluding HiRise

and Co‐Ed‐ Old Main, Baisi Athletic Center, and Conley Hall have the most urgent needs on

campus. Reviewing the needs by timeframe assists in determining which areas on campus have

the most critical needs.

To have a stronger relative understanding of the needs by each building, we calculated the

Net Asset Value (NAV) by building to illustrate the relative condition of the facilities. The

NAV is calculated using the following formula:

$3$4$9$16$16$18

$21$33

$33

$34$34$39$40

$71$164

$199

$‐ $20 $40 $60 $80 $100 $120 $140 $160 $180 $200


Maclin Hall

Learning Center

Tech Center (Student Union)

Orndorff Hall

College of Business and Econ.

Vining Library

Engineering Classrooms Building

Ratliff Hall

Alumni House

Engineering Laboratory Building

Conley Hall


HiRise

Old Main

Co‐Ed Dorm

$/GSF

Total Building Needs by Timeframe ($/GSF)

A (1‐3 Years) B (4‐6 Years) C (7‐10 Years)Figure 4

5

NAV = (Replacement Value – Project Backlog)

Replacement Value

The buildings with a NAV of 85% or greater, are in a capital “keep‐up” category. Buildings

with a score between 85% and 75% are in a repair and maintenance category. Buildings

from 75% to 60% will typically require replacement (and/or renovation) of the key building

systems. Buildings with a NAV below 60% should be considered transitional buildings

where full renovation, adaptive reuse or demolition is recommended.

F

Capital Upkeep Stage: 6 BuildingsLanham Building 93%Maclin Hall 91%COBE 89%Vining Library 89%Orndorff Hall 88%Tech Center 88%

Repair and Maintain Stage: 5 BuildingsEngineering Labs 82% and Classroom 81% Baise Center 79%Learning Center 76%Alumni House76%

Replace/Renovation Stage: 3 BuildingsConley Hall 67%Ratliff Hall 65%HiRise 63%

Capital Upkeep Repair and

Maintain

Replace/

Renovation

Transitional

Lanham Maclin

COBE OrndorffVining

Tech Center

Eng. LabsEng. Class

Baisi Learning Center

Alumni House

Conley HiRise

Ratliff

Old Main

Coed

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NAV

WVU Tech Net Asset Value Index

Transitional: 2 BuildingsOld Main 31% (51% After Renovation)Coed 21%

Figure 5

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Building Portfolios to Guide Investment

Sightlines has pioneered the concept of Building Portfolios as a tool to define investment

strategies that clearly present the campus needs in a non‐technical manner. This approach

illustrates the relative priority of needs and assists in the strategic allocations of resources

to projects. This allocation plan defines a clear rationale for work to be completed and for

those issues which must be deferred. IFP projects at other campuses have yielded a

variety of interesting portfolio rationales, including but not limited to building function

(i.e. academic, residential, athletic, etc.), geographic profile, building age, recruitment vs.

retention buildings, and campus master planning (i.e. new space, legacy, transitional, etc.).

Regardless of the rationale, the building portfolio concept helps campus leaders make

informed decisions by segmenting investment decisions by logical “investment classes” in

a multi‐year capital program for the campus. Reconciling the institution’s financial

capacity to the building portfolio approach defines investment priorities and highlights the

logic for project deferral. This level of definition helps communicate institutional priorities

and investment goals to key campus constituents.

While working with the university, we determined that the building portfolios at WVU

Tech should be combination of two major categories: investment source and future plans.

Therefore the five portfolios for the campus sorted in descending dollars amounts are:

To assist in understanding the needs within each portfolio, every project has been assigned

to a work classification: Reliability, Asset Preservation, Program Improvement, Economic

Operations and Safety/Code. By assigning these work classifications to the projects within

each portfolio, campus leaders can more effectively understand the investment priorities

and therefore can make informed resource allocation decisions. The definitions of these

classifications are as follows:

Reliability: Projects that assure the effective operations of the building‐

predominantly driven by mechanical systems

Asset Preservation: Projects that protect the structural integrity and core assets of

the building

Portfolio Total Needs % of Total

E & G 23,063,000$ 33%

Transitional 19,999,000$ 28%

Aux 13,783,000$ 20%

Non Athletics (Grnds and Infra) 7,181,000$ 10%

Athletics (Grnds and Infra) 6,367,000$ 9%

Total 70,393,000$ 100%

Figure 6

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Program Improvement: Project that is targeting programmatic demands.

Economic Operations: Projects that result in a reduction of annual operating costs

Safety / Code: Code compliance issue and institutional safety priorities

The needs in each portfolio are detailed by work classification and priority in Figure 7:

Each portfolio portrays a different set of needs. The E&G & Non‐Athletics Grounds and

Infrastructure portfolios have the most reliability needs identified. These needs are driven by

two major projects WVU Tech plans to address within the year: Old Main Brick Repointing

($1.2M) and a Major Switchgear Replacement ($1.3M). The E&G portfolio also has a substantial

amount of asset preservation needs. If these are not addressed they will become reliability

needs in the future. The Aux portfolio is mostly driven by asset preservation and program

improvement needs. This speaks to the lack of modern building systems and soft finishes

within much of the Aux portfolio. The transitional portfolio includes three buildings (Co‐Ed,

Figure 7

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Learning Center, and HiRise). Co‐Ed and HiRise are currently offline. There have been

discussions of a renovation for HiRise and the razing Co‐Ed and the Learning Center.

Therefore, most of the needs within this portfolio will change depending on the future actions

of the university. Lastly, the Athletics portfolio is driven by one major project: Repurposing

Martin Field ($6.3M.)

Key to an effective plan, is the alignment of the campus’ financial capacity to the facility

needs. Seldom are all the desired needs able to be addressed. Therefore, the planning

process must not only clearly define institutional priorities for investment but just as

clearly must state the rationale for deferring project approval to a later time. Articulating

this investment strategy is important to define projects for investment, to communicate the

strategy for investment to the campus community, and to provide facility managers with a

multi‐year perspective on investments and deferrals to effectively manage the campus

facilities.

Along with the University administration, Sightlines has developed a five year investment plan

based on 3 levels of financial investment. The first level‐ $17.1M‐ is equivalent to the current

spending profile of approximately $2.6M per year. The second level‐ $10.0M‐ is equivalent to a

lower spending profile, around $2.0M per year. The third level‐$20.0M‐ is a higher spending

profile equivalent to $4.0M per

year. In all of these funding

options, the $3.0M Old Main

Grant is assumed as well as

$1.0M per year for the HEPC

match ($500K from the WVU

Tech with $500K match from

HEPC).

It is important to note that

none of these investment levels

will address all of WVU Tech’s

“A” timeframe needs. However, when looking at the “A” timeframe needs by portfolio, the

investment goes further in addressing WVU Tech’s needs. To begin, investing the $3.0M Old

Main Grant allows for WVU Tech to address $3.1M worth of needs. Since most of the work will

be done renovation style, more projects will be able to be bundled under the work without

adding more cost. Next, $1.0M has been earmarked to demolish Co‐Ed and the Learning

Center. This $1.0M investment into demolition will address $12.2M in campus needs, nearly all

of which are in the “A” timeframe. In Figure 9 one can see the remaining “A” timeframe needs,

against the funding still available after the Old Main investment, and the demolitions. Please

$41

$23

$7

$10 $17 $20

$‐

$10

$20

$30

$40

$50

$60

$70

$80

Identified Needs Low End Estimate Predicted Funding High End Estimate

$ in M

illions

Identified Needs vs. Projected Funding

Projected Funding

C: 7‐10 Years

B: 4‐6 Years

A: 1‐3 Years

$17M Total

Figure 8

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note, with the $10M funding option, WVU Tech will not be able to demolish Co‐Ed and

Learning Center, and the “A” timeframe needs will look slightly different. With this low

funding option, it is vital for WVU Tech to invest into facilities that are being utilized by the

campus.

As shown in Figure 9, even with the Old Main Grant and the demolition of Co‐Ed, the expected

investment of WVU Tech cannot address all of the “A” timeframe needs. Reviewing this by

portfolio, however, portrays a clearer picture. Excluding the transitional portfolio, WVU Tech is

estimated to have approximately $13.0M to address $20.0M worth of “A” timeframe needs.

Utilizing the portfolios allows WVU Tech to target the key areas on campus, and provide

direction for investment into those areas.

Given that the IFP has as its foundation over 550 individual projects, the campus now has

the capability to define a direction and to select projects that can most effectively address

the campus’ objectives. This overview of the investment planning process is provided to

illustrate the key issues and the capabilities of the IFP tools. It is our experience that as the

campus uses this information, greater knowledge is gained and a more logical case can be

made for campus investments.

$12

$6

$2

$6

$7

$13 $16

$‐

$5

$10

$15

$20

$25

$30

"A" Timeframe Needs by Portfolio

Low End Funding Estimate Estimated Funding High End Funding Estimate

$ in M

illions

Projected Funding

Aux

E & G

Non Athletics

Transitional

Figure 9

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Conclusion

The IFP process has been a collaborative effort with Sightlines from start to finish. The

identification, prioritization and costing of projects was performed by Sightlines

professionals in conjunction with leaders of Facilities Management staff and

administration. The development of building portfolios and corrective capital phase out

plans was performed by Sightlines staff with feedback from the university. This tool has

identified and qualified the maintenance, repair, and modernization, investment

requirements for the campus. This project also developed building portfolios so that a

multi‐year capital investment plan will impact the campus in a well‐rounded manner.

In summary, the IFP identified over 550 individual projects throughout WVU Tech’s

campus totaling $70.4M. Approximately, 60% of this total is for building repairs while the

remaining falls under modernization requirements. Of the total need, $41M is classified as

high priority to be completed in 1‐3 years. Therefore, the capital plan must balance the

immediate capital repair needs, with a long term sustainable model for investment into

campus. This will help prevent campus from regressing back to its current state, and allow

for WVU Tech to make tangible strides towards improving overall campus condition. The

result is a thorough plan that addresses WVU Tech’s critical needs, and helps guide WVU

Tech’s capital decisions into the future.

This project would not be possible without the help of the Facilities Management staff led

by Rick Linio and Dale “Alan” Heinze. Sightlines would like to extend thanks to all who

contributed to this effort for giving their time and effort over the past months. The

following facilities staff participated in this project and we wish to thank them for their

participation:

Matt Tackett, HVAC Specialist

Roger Koch, Lead Electrician

Keith Cottrell, Lead Carpenter

Homer Sizemore, Grounds Supervisor

David Cottrell, Painter

Deborah Oliver, Administrative Assistant

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Appendix

Portfolios: o E & G

Old Main

Conley Hall

Orndorff Hall

COBE

Engineering Class & Labs

Vining Library


Alumni House

o Auxiliary Tech Center


Maclin Hall

Ratliff Hall

o Transitional Learning Center

HiRise

Co‐Ed Dorm

o Athletics Grounds and Infrastructure All athletics grounds and infrastructure related projects

o Non‐Athletics Grounds and Infrastructure All grounds and infrastructure projects that do not relate to athletics

Sightlines Definitions: o Timeframe

A: 1‐3 years

B: 4‐6 years

C: 7‐10 years

o Project Category Repair/Maintenance: Replacement of components that have failed or

are failing, or planned replacement at the end of a component’s life

expectancy

Modernization: Replacement of components before the end of their

life expectancy

Alteration: Projects addressing changing use of space

o Investment Criteria Reliability: Issues of imminent failure or compromise to the system

that may result in interruption to program or use of space.

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Asset Preservation: Projects that preserve or enhance the integrity of

building systems or building structure, or campus infrastructure.

Safety/Code: Code compliance issues and institutional safety

priorities or items that are not in conformance with current codes,

even though the system is “grandfathered” and exempt from current

code.

Program Improvement: Projects that improve the functionality of

space, primarily driven by academic, student life, and athletic

programs or departments. These projects are also issues of campus

image and impact.

Economic Operations: Projects that result in a reduction of annual

operating costs or capital savings.

o Annual Stewardship: The annual investment needed to insure buildings will

properly perform and reach their useful life “Keep‐Up Costs”

o Asset Reinvestment: The accumulated backlog of repair and modernization

needs and the definition of resource capacity to correct them. “Catch‐Up

Costs”

o Building Systems: This is any work done on the mechanical, HVAC,

electrical, plumbing, etc within individual buildings

o Building Envelope: This is any work done to the exterior of an individual

building, including windows, brick repointing, exterior doors, etc.

o Space Renewal: This is any work done on interior spaces that does not

impact any of the buildings core systems. This would include painting,

carpet replacement, fixture replacement, furniture renewal, etc.

o Utility Infrastructure: These are projects completed on components of the

energy distribution systems outside of the building. Examples would

include steam lines, central plant, mini‐loops, water lines, electric lines, etc.

o Grounds Infrastructure: This is any work done to the hardscape and

softscape on campus. Examples include signage, sidewalks, roads, flower

beds, etc.

o Safety/Code: This is any work done for ADA compliance or to comply with

local safety standards. This would include asbestos abatement, handicap

ramps, etc.

o Net Asset Value: This is an annual statistic that represents the overarching

impression of campus condition. More specifically, it is the percent of

campus that is in proper, working condition. The formula is as follows:

NAV = (Replacement Value – Project Backlog)

Replacement Value

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Charts/ Tables Descriptions: o Figure 1: This chart shows WVU Tech’s historic investment into campus

from FY06‐FY10. The chart is broken down by package to show how WVU

Tech has invested their capital money.

o Figure 2: This chart shows WVU Tech’s identified needs by timeframe.

o Figure 3: This chart shows WVU Tech’s identified building needs by package

($/GSF). This chart shows what areas within the buildings have the most

needs.

o Figure 4: This chart shows the identified building needs broken down by

timeframe ($/GSF). This chart explains that buildings with the most needs

may not have the most “A” timeframe needs.

o Figure 5: This chart shows each building’s Net Asset Value and which

category they fall under.

o Figure 6: This table shows each portfolio and there corresponding total

needs.

o Figure 7: This table shows each portfolio’s need broken down by investment

criteria.

o Figure 8: This chart shows the total identified need by timeframe against the

three predicted funding profiles. This highlights the difference between the

amount being funded compared to the identified needs.

o Figure 9: This graph shows the “A” timeframe needs by portfolio against the

three potential funding options. This graph excludes the Old Main

investment as well as the demolition of Co‐Ed and Learning Center.

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Summary Pivot Tables by Building & by Portfolio:

Building Needs by Timeframe

Sum of Est. Project cost Column Labels

Row Labels A B C Grand Total

Alumni House 137,000$ 112,000$ 34,000$ 283,000$

Baisi Athletic Center 3,490,000$ 3,621,000$ 524,000$ 7,635,000$

Campus 2,426,000$ 9,098,000$ 913,000$ 12,437,000$

Co‐Ed Dorm 12,153,000$ 53,000$ 12,206,000$

College of Business and Economics 651,000$ 485,000$ 91,000$ 1,227,000$

Conley Hall 1,146,000$ 930,000$ 967,000$ 3,043,000$

Engineering Classrooms Building 1,568,000$ 1,034,000$ 125,000$ 2,727,000$

Engineering Laboratory Building 2,584,000$ 816,000$ 649,000$ 4,049,000$

HiRise 5,701,000$ 1,712,000$ 127,000$ 7,540,000$

Lanham Maintenance Building 51,000$ 158,000$ 47,000$ 256,000$

Learning Center 49,000$ 179,000$ 92,000$ 320,000$

Maclin Hall 195,000$ 250,000$ 1,058,000$ 1,503,000$

Old Main 6,339,000$ 20,000$ 6,359,000$

Orndorff Hall 1,216,000$ 1,363,000$ 984,000$ 3,563,000$

Ratliff Hall 1,470,000$ 2,341,000$ 500,000$ 4,311,000$

Tech Center (Student Union) 475,000$ 511,000$ 131,000$ 1,117,000$

Vining Library 1,128,000$ 412,000$ 277,000$ 1,817,000$

Grand Total 40,779,000$ 23,022,000$ 6,592,000$ 70,393,000$

Building Needs by Project Category


Row Labels Repair/Maintenance Modernization Alteration Grand Total

Alumni House 195,000$ 88,000$ 283,000$

Baisi Athletic Center 5,252,000$ 2,383,000$ 7,635,000$

Campus 4,625,000$ 7,812,000$ 12,437,000$

Co‐Ed Dorm 8,340,000$ 3,866,000$ 12,206,000$

College of Business and Economics 615,000$ 612,000$ 1,227,000$

Conley Hall 1,375,000$ 1,004,000$ 664,000$ 3,043,000$

Engineering Classrooms Building 1,944,000$ 783,000$ 2,727,000$

Engineering Laboratory Building 2,969,000$ 1,080,000$ 4,049,000$

HiRise 5,863,000$ 1,677,000$ 7,540,000$

Lanham Maintenance Building 170,000$ 86,000$ 256,000$

Learning Center 142,000$ 178,000$ 320,000$

Maclin Hall 457,000$ 1,046,000$ 1,503,000$

Old Main 5,386,000$ 973,000$ 6,359,000$

Orndorff Hall 1,570,000$ 1,993,000$ 3,563,000$

Ratliff Hall 2,738,000$ 1,573,000$ 4,311,000$

Tech Center (Student Union) 814,000$ 303,000$ 1,117,000$

Vining Library 820,000$ 674,000$ 323,000$ 1,817,000$

Grand Total 43,275,000$ 26,131,000$ 987,000$ 70,393,000$

15

Building Needs by Investment Criteria


Row Labels Reliability Safety/Code Asset Preservation Program Improvement Economic Operations Grand Total

Alumni House 10,000$ 241,000$ 12,000$ 20,000$ 283,000$

Baisi Athletic Center 200,000$ 2,068,000$ 4,276,000$ 1,005,000$ 86,000$ 7,635,000$

Campus 1,250,000$ 35,000$ 1,030,000$ 10,122,000$ 12,437,000$

Co‐Ed Dorm 1,058,000$ 2,294,000$ 8,471,000$ 348,000$ 35,000$ 12,206,000$


Conley Hall 210,000$ 291,000$ 1,442,000$ 987,000$ 113,000$ 3,043,000$

Engineering Classrooms Building 356,000$ 80,000$ 1,757,000$ 534,000$ 2,727,000$

Engineering Laboratory Building 562,000$ 254,000$ 2,269,000$ 926,000$ 38,000$ 4,049,000$

HiRise 710,000$ 128,000$ 5,105,000$ 1,248,000$ 349,000$ 7,540,000$


Learning Center 80,000$ 135,000$ 105,000$ 320,000$

Maclin Hall 920,000$ 558,000$ 25,000$ 1,503,000$

Old Main 1,359,000$ 580,000$ 3,837,000$ 380,000$ 203,000$ 6,359,000$

Orndorff Hall 20,000$ 2,645,000$ 735,000$ 163,000$ 3,563,000$

Ratliff Hall 110,000$ 1,139,000$ 2,224,000$ 796,000$ 42,000$ 4,311,000$

Tech Center (Student Union) 115,000$ 536,000$ 401,000$ 65,000$ 1,117,000$

Vining Library 58,000$ 397,000$ 1,135,000$ 227,000$ 1,817,000$

Grand Total 5,943,000$ 7,037,000$ 36,181,000$ 19,843,000$ 1,389,000$ 70,393,000$

Building Needs by Package


Row Labels Building Envelope Building Systems Safety/Code Space Renewal Utility Infrastructure Grounds Infra Grand Total

Alumni House 95,000$ 85,000$ 10,000$ 83,000$ 10,000$ 283,000$

Baisi Athletic Center 366,000$ 4,310,000$ 1,543,000$ 1,150,000$ 266,000$ 7,635,000$

Campus 15,000$ 600,000$ 2,300,000$ 9,522,000$ 12,437,000$

Co‐Ed Dorm 1,203,000$ 6,646,000$ 2,294,000$ 2,010,000$ 53,000$ 12,206,000$


Conley Hall 274,000$ 1,455,000$ 291,000$ 981,000$ 42,000$ 3,043,000$

Engineering Classrooms Building 75,000$ 2,020,000$ 65,000$ 551,000$ 16,000$ 2,727,000$

Engineering Laboratory Building 201,000$ 3,023,000$ 40,000$ 773,000$ 12,000$ 4,049,000$

HiRise 612,000$ 5,531,000$ 128,000$ 1,255,000$ 14,000$ 7,540,000$


Learning Center 12,000$ 145,000$ 80,000$ 83,000$ 320,000$

Maclin Hall 44,000$ 840,000$ 616,000$ 3,000$ 1,503,000$

Old Main 2,209,000$ 2,570,000$ 55,000$ 769,000$ 756,000$ 6,359,000$

Orndorff Hall 225,000$ 2,618,000$ 20,000$ 694,000$ 6,000$ 3,563,000$

Ratliff Hall 580,000$ 1,711,000$ 789,000$ 723,000$ 508,000$ 4,311,000$

Tech Center (Student Union) 583,000$ 528,000$ 6,000$ 1,117,000$

Vining Library 549,000$ 58,000$ 1,204,000$ 6,000$ 1,817,000$

Grand Total 5,971,000$ 32,940,000$ 5,388,000$ 12,561,000$ 4,011,000$ 9,522,000$ 70,393,000$

16

Portfolio Needs by Timeframe



E & G 14,254,000$ 5,450,000$ 3,359,000$ 23,063,000$

Aux 5,619,000$ 6,707,000$ 1,457,000$ 13,783,000$

Transitional 17,889,000$ 1,891,000$ 219,000$ 19,999,000$

Athletics Grnds & Infra 6,300,000$ 67,000$ 6,367,000$

Non Athletics Grnds & Infra 3,017,000$ 2,674,000$ 1,490,000$ 7,181,000$

Grand Total 40,779,000$ 23,022,000$ 6,592,000$ 70,393,000$

Portfolio Needs by Timeframe by Project Category



E & G 14,254,000$ 5,450,000$ 3,359,000$ 23,063,000$

Repair/Maintenance 10,855,000$ 2,587,000$ 794,000$ 14,236,000$

Modernization 3,076,000$ 2,863,000$ 1,901,000$ 7,840,000$

Alteration 323,000$ 664,000$ 987,000$

Aux 5,619,000$ 6,707,000$ 1,457,000$ 13,783,000$


Modernization 1,266,000$ 2,451,000$ 1,072,000$ 4,789,000$

Transitional 17,889,000$ 1,891,000$ 219,000$ 19,999,000$


Modernization 5,300,000$ 276,000$ 92,000$ 5,668,000$


Repair/Maintenance 15,000$ 15,000$

Modernization 6,300,000$ 52,000$ 6,352,000$



Modernization 417,000$ 331,000$ 734,000$ 1,482,000$

Grand Total 40,779,000$ 23,022,000$ 6,592,000$ 70,393,000$

17

Portfolio Needs by Timeframe by Investment Criteria



E & G 14,254,000$ 5,450,000$ 3,359,000$ 23,063,000$

Reliability 2,487,000$ 2,487,000$

Safety/Code 959,000$ 51,000$ 283,000$ 1,293,000$

Asset Preservation 7,036,000$ 3,841,000$ 1,759,000$ 12,636,000$

Program Improvement 3,241,000$ 1,429,000$ 1,190,000$ 5,860,000$

Economic Operations 531,000$ 129,000$ 127,000$ 787,000$

Aux 5,619,000$ 6,707,000$ 1,457,000$ 13,783,000$

Reliability 425,000$ 425,000$

Safety/Code 480,000$ 2,727,000$ 3,207,000$

Asset Preservation 2,709,000$ 3,428,000$ 1,036,000$ 7,173,000$

Program Improvement 1,935,000$ 487,000$ 338,000$ 2,760,000$

Economic Operations 70,000$ 65,000$ 83,000$ 218,000$

Transitional 17,889,000$ 1,891,000$ 219,000$ 19,999,000$

Reliability 1,768,000$ 1,768,000$

Safety/Code 2,294,000$ 116,000$ 92,000$ 2,502,000$

Asset Preservation 11,856,000$ 1,661,000$ 127,000$ 13,644,000$

Program Improvement 1,645,000$ 56,000$ 1,701,000$

Economic Operations 326,000$ 58,000$ 384,000$


Program Improvement 6,300,000$ 67,000$ 6,367,000$


Reliability 1,263,000$ 1,263,000$

Safety/Code 35,000$ 35,000$

Asset Preservation 778,000$ 1,106,000$ 844,000$ 2,728,000$

Program Improvement 941,000$ 1,568,000$ 646,000$ 3,155,000$

Grand Total 40,779,000$ 23,022,000$ 6,592,000$ 70,393,000$

Documents

West Virginia University Institute of Technology - … Introduction West Virginia University Institute of Technology (WVU Tech) is a 727,869 GSF campus located in Montgomery, WV. Originally,