University of Michigan-Flint · 1 PLAN OVERVIEW This comprehensive 5-year plan updates last...
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University of Michigan-Flint Comprehensive 5-Year Capital Outlay Plan FY 2020 Submitted October 2018
Transcript of University of Michigan-Flint · 1 PLAN OVERVIEW This comprehensive 5-year plan updates last...
University of Michigan-Flint
Comprehensive 5-Year Capital Outlay Plan
FY 2020
Submitted October 2018
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Table of Contents
PLAN OVERVIEW ........................................................................................................................ 1
Deferred Maintenance/Capital Renewal ......................................................................................... 1
Academic Initiatives ....................................................................................................................... 3
BS in Green Chemistry ......................................................................................................... 4
BA in Psychology (Fully Online) ......................................................................................... 4
ABET Accredited Mechanical Engineering Program........................................................... 4
Secondary Teacher Education Programs .............................................................................. 5
MA in Applied Communications .......................................................................................... 5
Master of Public Administration ........................................................................................... 5
RN to BSN Online Program ................................................................................................. 5
Bachelor of Science in Nursing ............................................................................................ 6
Veterans’ Bachelor of Science in Nursing ............................................................................ 6
Physical Therapy ................................................................................................................... 6
Doctor of Nursing Practice (DNP) Program ......................................................................... 7
Post-Master’s Education Programs ....................................................................................... 7
Master of Arts in Technology in Education .......................................................................... 8
MBA Program ....................................................................................................................... 8
Master of Science in Accounting .......................................................................................... 8
Hagerman Center for Entrepreneurship and Innovation ....................................................... 8
Graduate Program Enrollment Growth ................................................................................. 9
SECTION I --- MISSION STATEMENT AND VISION, STRATEGIC PLAN AND
ACCREDITATION ........................................................................................................................ 9
Mission Statement:.......................................................................................................................... 9
Vision: ............................................................................................................................................. 9
Strategic Plan: ................................................................................................................................. 9
Campus Master Plan ..................................................................................................................... 10
Accreditation ................................................................................................................................. 10
SECTION II. ---INSTRUCTIONAL PROGRAMMING AND SUPPORT FOR COMMUNITY
ACTIVITIES................................................................................................................................. 10
Extended Learning and Online Education .................................................................................... 11
Technology Investments to Support Online Teaching and Learning ........................................... 13
Satellite Campuses ........................................................................................................................ 14
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Frances Willson Thompson Library ............................................................................................. 14
Academic Program Offerings ....................................................................................................... 15
The College of Arts and Sciences (CAS) ................................................................................... 15
The School of Education and Human Services (SEHS) ............................................................. 15
The School of Management (SOM) ........................................................................................... 15
The College of Health Sciences (CHS) ...................................................................................... 15
The School of Nursing (SON) .................................................................................................... 16
Honors Program ........................................................................................................................ 16
Degrees Awarded .......................................................................................................................... 17
Support for Community Activities................................................................................................ 17
SECTION III. --- STAFFING, ENROLLMENT, STUDENT PROFILE AND CLASS SIZE
AND ALUMNI ............................................................................................................................. 17
Staffing .......................................................................................................................................... 17
Enrollment..................................................................................................................................... 18
Internationalizing the Campus ...................................................................................................... 18
Student Profile and Class Size ...................................................................................................... 18
Alumni .......................................................................................................................................... 19
SECTION IV. ---FACILITY ASSESSMENT, DEFERRED MAINTENANCE, ENERGY
CONSERVATION AND SUSTAINABILITY, CLASSROOM UTILIZATION AND DEBT .. 19
General .......................................................................................................................................... 19
2019 Facility Condition Needs Index (FCNI =.195 or Good Condition) ..................................... 21
Professionally Developed Facilities and Parking Lot/Deck Assessment ..................................... 21
Facility Replacement Value .......................................................................................................... 22
Capital Renewal/Deferred Maintenance Overview ...................................................................... 25
Utility System and Facility Condition Review by Building ......................................................... 28
Central Energy Plant (CEP) & Distribution System ................................................................. 28
French Hall................................................................................................................................ 29
Thompson Library ..................................................................................................................... 30
Harding Mott University Center ................................................................................................ 30
Recreation and Fitness Center .................................................................................................. 31
William S. White ........................................................................................................................ 32
Hubbard Building ...................................................................................................................... 33
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Murchie Science Building (MSB) .............................................................................................. 33
Northbank Center ...................................................................................................................... 34
University Pavilion (UPAV) ...................................................................................................... 35
Parking Decks – Mill Deck, University Pavilion, Harrison Deck, Northbank Center.............. 36
University Tower ....................................................................................................................... 37
Energy, Resource Conservation, Sustainability and the Environment ......................................... 39
Classroom Usage/Utilization Rates Based Upon Fall 2017 Data ................................................. 43
Bonding on Existing Buildings ..................................................................................................... 44
SECTION V. --- IMPLEMENTATION PLAN: PLANNED OR CONSIDERED MAJOR
RENOVATION AND NEW CONSTRUCTION PROJECTS FOR FY2017-2026 .................... 44
Priority 1: Full Renovation and Occupancy of University Tower ................................................ 44
Priority 2: William S. White Building ......................................................................................... 62
Priority 3: Frances Willson Thompson Library Transformation .................................................. 64
Priority 4: Fine and Performing Arts Performance Space ............................................................ 66
Priority 5: Current and Critical Campus Deferred Maintenance Infrastructure Projects ............. 66
Priority 6: University Student Center Renovation ....................................................................... 66
Priority Request 7: Recreation Center ......................................................................................... 67
Status of State Building Authority Projects in Progress ............................................................... 68
ATTACHMENT B – Capital Outlay Project Request ....................................... Separate Document
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PLAN OVERVIEW
This comprehensive 5-year plan updates last year’s submission and adjusts estimated project
costs and program priorities where appropriate. As we look towards the future, the University of
Michigan-Flint continues to consider the Renovation and Occupancy of Newly Acquired
University Tower ($32 million) its top priority request, with $24 million requested from the
state.
Deferred Maintenance/Capital Renewal
This year’s projected 10-year $133.25 million deferred maintenance (capital renewal) plan is
significantly more than last year’s $130.01 million projection as the University continues to work
through the details of a transition from a Facility Condition Index (FCI) model to a Facility
Condition Needs Index (FCNI) model, which (in addition to Deferred Maintenance) includes
Plant adaptation and Capital Renewal projects in the model.
Several deferred projects have been recently completed including a complete upgrade and
modernization of the freight elevator and associated hoist way fire protection system at
Riverfront Center at a cost of $115,000. Also, a project was completed to replace the centrifugal
chiller water/condenser pumps at a cost of about $45,000. Additionally, the Riverfront Center
emergency generator underwent a full rebuild at a cost of about $30,000.
In addition to the projects noted above, a number of critical projects were completed during
FY2018, including 1) replacing the failing ADA lift elevator in French Hall lecture hall, 2)
complete replacement of the Northbank Center surface parking lot, and 3) installation of additional
storm water piping in the basement of Riverfront Center to eliminate rainwater intrusion.
Table 2, Deferred Maintenance (Capital Renewal) Summary on page 20, indicates that the
University of Michigan-Flint must invest on average $13.3 million/year over the next 10 years to
maintain its buildings and infrastructure in good working order, as follows:
$11.33 million (Plant Adaptation*)
$2.70 million (FY2019 critical)
$30.54 million (FY2019)
$20.67 million (FY2020-24)
$68.01 million (FY2025-29)
Total $133.25 million
*Denotes items that met existing building codes at the time the buildings were built but do not meet current codes;
these items are typically addressed as building renovations occur
This year, FY2019, various non-critical issues have now become more critical. This is especially
true with the campus chilled water system which will require the repair and restoration of the
roller system supporting the tunnel piping network, repair and restoration of the campus steam
support system, and restoration of large portions of the CEP and Recreation Center roofs during
this FY. . These projects are in addition to regular ongoing preventive annual
maintenance/repair costs, such as other annual parking structure maintenance and restoration,
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routine preventative mechanical/electrical equipment maintenance, and roofing inspection,
assessments and repair.
With energy and utility costs expected to increase over time, and greater awareness of
environmental issues, the University has aggressively pursued energy conservation/efficiency
and sustainability with a strong focus on reducing its carbon footprint via its ongoing Go Blue!
Live Greener… campaign, a grassroots approach to reducing the University’s carbon footprint.
In this regard, the University continues to make significant strides both with respect to the
campus and to the community. Related to the former, the University (during FY2011) embarked
on a program to perform focused building/energy assessments across the campus in collaboration
with Consumers Energy. Since then, ten building energy assessments and the recommended
building system improvements have been completed. And, during FY2014, the University
completed the replacement of its existing lawn irrigation system with a high-efficiency system
designed to optimize water use by monitoring weather and adjusting watering, accordingly.
One noteworthy indicator of the University’s progress with respect to energy conservation and
sustainability came from Consumers Energy in FY2016. Consumers presented the University
with an Energy Efficiency Certificate of Recognition in recognition of the campus’s success in
“implementing energy-optimization measures that will help meet the future energy demands in
our state.”
In addition to these broader-scale initiatives, the University continues to make energy efficiency
upgrades across the campus. During FY2018, the University has completed the software upgrades
for the Johnson energy monitoring system for the newly acquired First Merit north building and
Riverfront Residence Hall and Banquet Center. This upgrade will improve the accuracy and
sophistication of the system metering and controls, in turn enhancing the capability of the in-house
staff to effectively and efficiently manage energy consumption across campus remotely. In
FY2018, the University installed 490 LED fixtures in Mill St. and 95 LED fixtures in Harrison St.
parking structures. The completion of this work will finalize the exterior LED lighting installations
for the entire campus. In addition to the energy upgrades, the University has partnered with
Consumers Energy and started the Consumers Energy Demand Response Energy Reduction
Program. Beyond the electrical projects, the other energy focus is on natural gas savings. The
University has installed the final instantaneous steam water heater on campus. There are also steam
meters that are being installed for load-shedding seasonal weather changes.
The University of Michigan-Flint looks forward to continuing its partnership with the State of
Michigan to meet the educational needs of its students, the community and the region.
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Academic Initiatives
Some innovative academic initiatives at the University of Michigan – Flint include:
Early College Programming
Genesee Early College (GEC) - The Genesee Early College was founded in fall 2007.
This unique high school alternative program, operated by the Genesee Intermediate
School District (GISD) in partnership with the University of Michigan-Flint, resides in
the William S. White Building. It is the state’s first early college high school that
prepares students for health careers on the campus of a major [tier 1] university.
GEC is a fully operational high school, serving the needs of Genesee County area
students interested in pursuing academic and professional careers in the health
professions and related fields. Students attending this five-year program earn their high
school diploma (awarded by the Genesee Intermediate School District) as well as up to
60 transferable credits towards their undergraduate degrees, and engage in valuable
experiential learning and internship opportunities in their areas of interest. Currently
over 150 high school students attend GEC. Approximately, half of GEC students
complete their undergraduate work at the University of Michigan-Flint and receive their
bachelor’s degree.
Grand Blanc Early College (GBEC) - In fall 2015, the university partnered with Grand
Blanc Community Schools to launch a new three-year early college. The Grand Blanc
Early College began with 47 high school junior students. The goal was to complete a
three-year program with a high school diploma as well as up to 60 transferrable college
credits. Students in the program added one additional year to their high school
experience, or a year 13. During year 13, students attended one high school class on-line
and attended the rest of their day on the Flint campus taking college courses as prescribed
by their advisor and areas of degree interest. This fall, twenty-seven of the 47 graduates
have continued their undergraduate coursework at the University of Michigan-Flint.
Grand Blanc Early College has continued to expand and grow over the past three years.
Each cohort has added 48-50 students per year. The district receives over 80 applications
each year for these 50 spots.
Carman Ainsworth STEM Early College (CA-SEC) - 2015 was a planning and recruiting
year to identify 25 students for a STEM Early College at Carman Ainsworth High
School. During the fall 2016, the CA-SEC successfully began with 16 enrolled students.
The early college design is similar to that used with GBEC in that students complete a
year 13 with an expectation of achieving up to 60 transferrable college credits. The main
difference between the two early colleges is the heavy influence of STEM related
coursework.
Each year Carman-Ainsworth continues to add 15-20 to their early college. This spring
their first cohort will graduate from Carman-Ainsworth Early College.
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Dual Enrollment Educational Partnership (D.E.E.P.)
High School Remote Sites - In addition to the Genesee Early College, Grand Blanc Early
College and Carman Ainsworth STEM Early College, the University of Michigan-Flint
has a thriving dual enrollment program called DEEP. The first DEEP Program began as
a partnership with Lapeer Education and Technology Center in 2007 when UM-Flint
began offering a pre-engineering program at a reduced tuition rate. The program
consisted of a four-course sequence, totaling 13 college credits. Since that time, the dual
enrollment programs offered have expanded greatly with 400 students taking part for
2018-19. The University now offers many unique dual enrollment programs that include
themes in engineering, medical science, law and criminal justice, business and
economics, humanities, liberal arts and general studies. Twenty-one different high
schools in nine different locations welcome university faculty to teach coursework on
their campuses High schools that are involved include Lapeer, Dryden, Almont, North
Branch, Howell, Hartland, Brighton, Pinckney, Fowlerville, Brandon, Clarkston, Byron,
Clio, Swartz Creek, Flushing, Fenton, Linden, Lakeville, Holly, Powers Catholic and
Carman Ainsworth.
Flint Campus - The DEEP Program also has a home on the Flint Campus. Every day,
over 100 dual enrolled students attend early morning classes scheduled specifically for
them. This allows for students to be able to return to their area high schools and begin
instruction by their third period resulting in minimal disruption to their school day and
ease of scheduling for partnering high schools. Students also are able to take advantage
of all an urban campus has to offer. When combined with students in our early colleges,
dual enrollment for area high school students reached 730 for fall 2018.
BS in Green Chemistry In Fall 2018, the Department of Chemistry and Biochemistry began offering the BS in
Green Chemistry. Students will learn the fundamentals of chemistry while adding extra
emphasis on the environmental, social, and industrial impacts of chemical processes in
this only degree of its type in this region of the country.
BA in Psychology (Fully Online) In Fall 2018, the Department of Psychology began offering its Bachelor of arts degree in
Psychology in a fully online format. Students can complete a degree in 4 years,
following the same curricular requirements as the on-ground program, with the
convenience of fully online learning, advising, and mentorship. This program aims to
increase the reach of a UM-Flint degree to students living outside of drivable distances to
campus while preparing students for multiple career paths post-graduation.
ABET Accredited Mechanical Engineering Program.
In 2014, the Mechanical Engineering Program in CAS was fully accredited by ABET.
Achievement of this national accreditation standard is important and is expected to attract
a wide range of students to CAS and UM-Flint.
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MS in Mechanical Engineering
The Computer Science, Engineering, and Physics department has approved a 33 hour
Master of Science in Mechanical Engineering program which began accepting students
for Fall semester 2017. This program aims to address potential employers’ demand for
mechanical engineers who possess advanced degrees while enhancing UM-flint’s
visibility regionally, nationally, and globally.
Certificate in Teaching of English as a Second Language (TESOL)
This certificate program must be completed in conjunction with a Bachelor’s degree in
any major. It is intended for students hoping to teach English abroad. It serves as a
gateway to the field of teaching English as a Second Language abroad and will make our
graduates more competitive in the job market.
Secondary Teacher Education Programs
The Education Unit at UM-Flint consists of significant elements of the School of
Education and Human Services (SEHS) and the College of Arts and Sciences (CAS).
The faculty who teach in the Teacher Certification Programs (TCP) within CAS worked
with the pedagogy specialists with SEHS to develop an innovative program aimed at
improving the competency of teacher candidates. This will be accomplished by earlier
and more meaningful classroom interactions with students in the field.
MA in Applied Communications
This program is the first completely online cohort formatted MA in Applied
Communications within the College of Arts and Sciences. The program was launched in
fall 2015 and currently enrolls 16 graduate students, primarily from within Michigan as
well as a number of active military personnel. The program is aimed at providing
realistic practice based communications education at the graduate level. Students who
complete the degree should be prepared to work to improve communications with
internal and external constituencies of organizations.
Master of Public Administration
The WebPlus low residency Program in Educational Administration is designed to
provide a high-quality experience to full-time, working educators with online instruction
pared with monthly Saturday class meetings. This unique blend of face-to-face
interaction and convenient online coursework provides teachers, administrators, and
aspiring administrators the tools and concepts necessary for successful administration and
an informed perspective on the range of problems confronting K-12 education. After
completion of the two-year, 36-credit hour program, students are awarded a Master of
Public Administration from the University of Michigan’s nationally recognized Horace
H. Rackham School of Graduate Studies. The MPA concentration in Educational
Administration is approved by the Michigan Department of Education for Principal
Preparation.
RN to BSN Online Program
This innovative online program is designed for working registered nurses who wish to
obtain their bachelor of science in nursing degree.
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Bachelor of Science in Nursing
Direct Admit Program – Historically, the University of Michigan-Flint traditional nursing
program accepted students after completion of prerequisite courses on campus or at a
community college. This process typically took one to two years. The Direct Admit
program was launched in fall 2016 in an effort to appeal to high school seniors who are
making a career choice focused on a specific trajectory in nursing. Direct admission
provides guaranteed admission and welcomed certainty to this highly competitive
program. This program is being expanded to include direct admission to the accelerated
program in Fall 2019.
Program Expansion – The School of Nursing received approval in May 2017 from the
Michigan State Board of Nursing to expand enrollment in the pre-licensure Bachelor of
Science in Nursing program by 56 students. This represents a 47% increase in capacity.
Veterans’ Bachelor of Science in Nursing
The purpose of the University of Michigan-Flint Veterans’ Bachelor of Science in
Nursing (VBSN) project is to build healthy communities by strengthening the healthcare
workforce through the recruitment, successful nursing program matriculation, licensure,
and employment of U.S. veterans. Through focusing on the reduction of barriers that
interfere with the nursing career transition of veterans and the award of academic credit
for military experience and health-oriented training, the University of Michigan-Flint
addresses both veteran unemployment and increased demands for BSN-prepared
registered nurses. Veterans apply to the University of Michigan-Flint Accelerated
Second Degree program and after acceptance, earn their BSN in 16 months. This
program is open to all honorably or generally discharged medics and service members
with military healthcare training. The compressed program builds on veterans’ prior
military healthcare training and prepares them to pass the National Council Licensure
Examination (NCLEX) and gain successful employment. The first graduates of this
unique program earned their degree in December 2016.
Physical Therapy
The Physical Therapy Department awarded its first Doctor of Philosophy (Ph.D.) in
Physical Therapy degree in December 2017. This program is the University of
Michigan-Flint’s first Ph.D. program. It is also the only Ph.D. program in Physical
Therapy in Michigan. The program is designed to address a severe shortage of Ph.D.
faculty in Physical Therapy in Michigan, and throughout the country.
Occupational Therapy Doctorate (OTD)
An Occupational Therapy Doctorate (OTD) program was approved by the University in
2016 and is in the accreditation cue for review in 2019. The OTD program is accepting
students to begin classes in Fall 2019.
Doctor of Nursing in Anesthesia Practice (DNAP)
A Doctor of Nursing in Anesthesia Practice was approved in 2017 and started in Fall
2018. This will replace the existing Master of Science in Anesthesia Practice. The
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DNAP is a three year program and has moved from Hurley medical Center to the UM-
Flint campus.
Master of Science, Physician Assistant (MSPA)
A Master of Science, Physician Assistant program was approved by the University in
2017 and is in the accreditation queue for review in 2019. This is the first PA program
within the University of Michigan system and will be closely aligned with Michigan
Medicine. The first class will begin studies in June 2020.
Master of Science in Health Care Management (MSHCM)
A Master of Science in Health Care Management was approved in 2018 as a
collaborative degree from the College of Health Sciences and the School of Management.
This program began in Fall 2018 and will be fully online within a year to enable working
professionals easier access to this high quality, targeted degree.
Bachelor of Science in Health Care Administration The BSHA is fully online effective Fall 2018. Students have the option of completing the
program in a face-to face format as well.
Doctor of Nursing Practice (DNP) Program
The School of Nursing at the University of Michigan-Flint offers the Doctor of Nursing
Practice (DNP) degree, which provides the knowledge and skills necessary for advanced
nursing practice in primary health care. This program is taught in a distance learning
(online) format with minimal campus visits required (approximately once per year). It is
available in two degree tracks: BSN to DNP and MSN to DNP. The MSN to DNP track
will have two concentrations: Practice Focused and Executive Leadership.
Master of Science in Nursing (MSN) Program
The School of Nursing at the University of Michigan-Flint also offers the Master of
Science in Nursing (MSN) degree. Responding to the shortage of nursing faculty across
the country, this online program offers two concentrations: family nurse practitioner and
a new nurse educator option in 2018.
Post-Master’s Education Programs
The Education Specialist degree, a post-Master’s program designed to prepare in-service
teachers and educational leaders to assume greater professional roles in their building
and/or in administration and supervision was launched in fall 2010. The program is
designed for educators seeking to pursue a post-master's experience, but not necessarily a
doctoral degree. The emphasis is on applied learning and preparation for executive
leadership assignments. The program includes 30 credit hours over 18 months in a
cohort-structure. The format is a unique blend of online class-work, coupled with on-
campus classes one Saturday per month. The Doctor of Education in Leadership was
launched in fall 2013 to augment the Education Specialist program for those students
who would prefer to continue their graduate education and obtain a doctoral degree.
Doctor of Education degree focuses on applied learning and preparation for executive
leadership assignments. It is designed to prepare practicing teachers and administrators
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to assume greater leadership roles, to apply a broad base of scholarship to challenges in
the field, and to actively contribute to the knowledge base of the profession.
Master of Arts in Technology in Education
The courses in this degree program are almost entirely offered in a mixed-mode or online
format for the convenience of students throughout our region. The program is intended
primarily for teachers who wish to maximize the use of classroom technology to increase
student academic performance. In fall 2013 the program developed two distinct tracks:
Developer Track for those who want to learn how to design innovative learning
environments and activities; and Curriculum and Instruction track for those who want to
focus on meaningful use of technology but not as much time on designing software or
educational media.
MBA Program
MBA program is available in an innovative mixed-mode format, which combines
intensive online learning with four campus visits each semester, has received national
recognition as one of the best online graduate programs in the United States, offering
opportunity to specialize in one of eight concentrations areas: Accounting, Computer
Information Systems, Finance, Healthcare, International Business, Lean Manufacturing,
Organizational Leadership and Marketing. Some MBA program courses are also
available in traditional and online formats.
Master of Science in Accounting
This program is designed to build on students’ undergraduate business education by
preparing them for advanced careers in accounting. It also enables them to complete the
150 credit hours required to become a Certified Public Accountant (CPA). It is open to
students with a bachelor’s degree in accounting, another business discipline, as well as
non-business disciplines. The MSA program is taught in an innovative, mixed-mode
program that blends the personal interaction of traditional classroom activities with the
anytime, anywhere convenience of modern online learning. It is designed to make the
UM-Flint MSA program conveniently accessible to busy professionals from a wide range
of geographic areas.
Master of Science in Leadership and Organizational Dynamics
A new innovative, mixed-mode format master’s program launched in fall 2017 is now
offered in the School of Management. The program in Leadership and Organizational
Dynamics targets mid-level managers and provides to students the needed skills to make
positive organizational changes in all organizations, both for profit and not-for-profits
entities. Courses in negotiation, leadership, organizational change, and organizational
behavior give students the necessary skills to be successful organizational leaders.
Hagerman Center for Entrepreneurship and Innovation
The Hagerman Center for Entrepreneurship and Innovation was created in 2015 with a
generous gift from Phil and Jocelyn Hagerman. The Center will coordinate a number of
activities within the School of Management such as Hagerman Student Scholars, a
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summer entrepreneurship program for high school students, faculty research support, and
an annual business plan competition.
Graduate Program Enrollment Growth
For the tenth consecutive year graduate enrollment at the University of Michigan-Flint
has increased and this fall it broke yet another milestone of reaching 1,600 students.
Total graduate enrollment was up about 8% in headcount and about 7.5% in credit count,
compared to fall 2014.
SECTION I --- MISSION STATEMENT AND VISION, STRATEGIC PLAN AND
ACCREDITATION
Mission Statement: The University of Michigan-Flint is a comprehensive urban university of diverse learners and
scholars committed to advancing our local and global communities. In the University of
Michigan tradition, we value excellence in teaching, learning and scholarship; student
centeredness; and engaged citizenship. Through personal attention and dedicated faculty and
staff, our students become leaders and best in their fields, professions and communities.
Vision:
Engaging Minds, Preparing Leaders through Academic Excellence, Student Centeredness, and
Engaged Citizenship.
Strategic Plan:
A key goal outlined in the University of Michigan-Flint’s earlier 2005-2010 strategic planning
document was planned strategic enrollment growth to 8,000 students by 2010. In aggressively
pursuing this strategic imperative while at the same time maintaining quality in teaching and
scholarship, fall 2010 enrollment increased 4.6% to 8,138 students, the most students ever to
attend the University of Michigan-Flint until Fall 2015 when 8,470 students enrolled. Growth
over the past several years has come from new and innovative academic programming in the
health sciences and graduate programs, as well as a strong recruiting focus with veterans and
international students.
The University’s 2011-2016 Strategic Plan calls for increasing enrollment to 10,000 students
over the next several years, including on-campus as well as online and satellite campus
enrollment. Academic programming focus over the next five years will include STEM and health
sciences, business, new graduate programs and continued emphasis on recruiting military
veterans and international students.
In FY 2018 the University of Michigan-Flint began the process of completing a new Strategic
plan. While still ongoing, the plan has involved constituents from all parts of campus. The
strategic plan is intended to be completed in FY2019.
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Campus Master Plan
The University of Michigan-Flint retained the services of Sasaki and Associates to update its
2003 campus master plan. The Sasaki group completed a 2011 master plan update with a focus
on facility-building-classroom utilization; Murchie Science Building renovation/expansion,
signage, parking; and a walkable pedestrian-safe campus. Completion of the campus master plan
was coordinated with the completion of the University’s 2011-2016 Strategic Plan update,
referenced above in this document. Further detail regarding the 2011 Campus Master Plan can
be found here.
Accreditation
The Higher Learning Commission (HLC) of the North Central Association of Colleges and
Schools is the regional accrediting body for the University of Michigan–Flint. Our most recent
comprehensive site visit was October, 2009. As a result of this site visit, the University of
Michigan-Flint received certification/accreditation through 2019.
“The University of Michigan-Flint is one of a distinguished group of colleges across the country
selected by the Carnegie Foundation for the Advancement of Teaching for its Community
Engagement Classification. In 2012, the university was selected as the first recipient of the
“Engaged Campus of the Year Award” presented by Michigan Campus Compact. Now, UM-
Flint is sharing community engagement success stories that illustrate best practices in engaged
learning and campus-community partnerships.”
Source: University of Michigan-Flint News article titled: Community Invited to UM-Flint’s
“Our engaged Campus” Showcase, February 4th (2014 Click here for more detail)
SECTION II. ---INSTRUCTIONAL PROGRAMMING AND SUPPORT FOR
COMMUNITY ACTIVITIES
Philosophy: Excellence in teaching, learning and scholarship; student-centeredness; and
engaged citizenship with the community...
University of Michigan-Flint strives to achieve a supportive and nurturing campus climate where
the individual is valued, creativity is rewarded, and teamwork and collaboration are evident
throughout the learning environment. We are committed to providing a physical learning
environment that supports and enhances the educational experience with a focus on the health
and safety and well-being of the campus community and its visitors.
At University of Michigan-Flint, the student is the center of attention and teaching, learning and
scholarship are highly valued. Individual growth and intellectual development are encouraged
through close and often informal association between faculty and students. This close
relationship is reinforced by a learning environment that encourages small classes and frequent
student faculty interactions. UM-Flint expects that administration, faculty, and staff will excel in
their respective roles to provide our growing diverse student population the necessary guidance,
support, and encouragement to develop and achieve their academic goals.
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In addition to traditional academic activities for students, the University of Michigan-Flint places
great emphasis on engaged citizenship, one of three pillars that support the mission of the
University. The University values outreach as a pragmatic and scholarly endeavor, one that
creates useful results for communities, but also adds to knowledge in a scholarly manner. In
recognition of this, the University and community engage in mutually beneficial partnerships.
These partnerships are evident, in part, through applied research, service learning, co-
sponsorship of events, and shared resources
UM-Flint is excited to be an active partner in the recently established Healthy Flint Research
Coordinating Center (HFRCC). The HFRCC was organized in a collaboration between UM-
Flint, UM-Ann Arbor, MSU and community organizations to create synergy in research, foster
ethical and respectful academic-community partnerships, and develop innovative solutions to
community defined issues. Click here for more details regarding the many University’s
community outreach and engagement efforts.
Extended Learning and Online Education
Support for online teaching and learning is centralized with the Office of Extended Learning,
including infrastructure, faculty training, and student support.
Working in conjunction with academic units, OEL has continuously worked toward facilitating
the development of fully online degree programs, mixed-mode (hybrid) programs, online degree
completion programs (2 plus 2) for transferring community college students, and academic
certificates.
Current online and hybrid programs offered by UM-Flint:
Africana Studies Certificate (undergraduate)
Bachelor of Applied Science (BAS) degree completion
Bachelor of Business Administration (BBA) degree completion programs
o Accounting
o General business
o Marketing
Bachelor of Science (BS) in Health Care Administration
Bachelor of Science in Nursing (BSN) RN-to-BSN degree completion
Bachelor of Science (BS) in Psychology
Bachelor of Science in Respiratory Therapy (BSRT) degree completion
Bachelor of Science (BS) in Substance Use Treatment and Intervention
Education Specialist (EdS)
Master of Arts (MA) in Applied Communication
Master of Arts (MA) in Education Technology
Master of Arts (MA) in Inclusive Education
Master of Arts in Liberal Studies
Master of Arts (MA) in Literacy Education
Master of Arts (MA) in Mathematics Education
Master of Business Administration (MBA)
12
Master of Public Administration (MPA)
o Education Administration
o General Administration
Master of Science in Accounting (MSA)
Master of Science in Leadership and Organizational Dynamics (MSLOD)
Master of Science (MS) in Computer Science and Information Systems
Master of Science in Nursing (MSN)
o Family Nurse Practitioner
o Nurse Educator
Doctor of Education (EdD)
Doctor of Nursing Practice (DNP) (BSN to DNP and MSN to DNP – two concentrations:
Practice Focused and Executive Leadership)
Transitional Doctor of Physical Therapy (t-DPT)
Physical Therapy Bridge to U.S. Credentialing
Clinical Physical Therapy Residency for Specialist Certification
o Neurology (NCS)
o Orthopedics (OCS)
o Pediatrics (PCS).
Certificates
o Post-bachelor’s Business
o Post-master’s Business
Accounting
Finance
International Business
Marketing
Organizational Leadership
o Post-graduate Nursing Certificate
Adult Gerontology Acute Care Nurse Practitioner
Nursing Leadership and Management
Psychiatric Mental Health Nurse Practitioner
Nurse Educator
o Teacher’s Certificate—Minor in Psychology
13
Enrollment in Online Programs
For the 2017-18 academic year, there were:
18,193 individual online course enrollments in 1,079 online course sections
2,492 enrollments in 182 mixed-mode (hybrid) courses
In the fall 2017 semester, 1,447 unique undergraduate students were taking only fully online
courses, and 476 graduate students were taking only fully online courses.
Students and faculty are supported by the Office of Extended Learning (OEL), which operates a
helpdesk dedicated to users of the learning management system and distance learning
technology. Staffing includes a team of instructional designers to assist faculty in course
development; of the 576 faculty, more than 47 percent taught one or more courses online, and
nearly 19 percent taught only online.
In addition to intensive faculty training and one-on-one support, OEL offered a myriad of
workshops and training opportunities in 2017-18 for faculty, including sessions dealing with
meaningful interaction with students, copyright and accessibility.
Technology Investments to Support Online Teaching and Learning UM-Flint has established a scalable infrastructure that is efficient and secure. Each year, the
Office of Extended Learning updates the learning management system (LMS) technology,
upgrades servers, and tests the back-up and disaster recovery systems. UM-Flint students may
now take advantage of a suite of mobile learning apps, integrated storage programs, and video
databases. Students can record, upload, and stream video in their courses using any Internet-
connected device with a camera.
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
2016-17
2017-18
2018-19
Summer 279 490 497 845 840 1,039 1,038 1,228 1,378 1,467 1,398 1,546 1,441 1,409 1,496 1,316
Fall 1,489 1,703 2,113 2,907 3,302 3,796 4,231 4,676 5,308 5,923 6,464 6,520 6,145 6,382 6,737 6,958
Winter 1,826 1,858 2,339 3,309 3,546 4,019 4,591 4,866 5,539 5,961 6,716 6,846 6,979 7,050 6,905
Spring 668 909 1,202 1,261 1,427 1,352 1,722 2,197 2,382 2,496 2,632 2,568 2,810 2,947 3,085
Individual Online Course Enrollments
14
OEL and Information Technology Services work more closely every year with the Ann Arbor
campus, capitalizing on licensing discounts, technology information sharing and security
measures. Through this partnership UM-Flint is now able to take advantage of the MiVideo
system which allows faculty to easily produce video content for any of their courses and share
that with students. In addition, OEL has created a full video production studio for faculty to
produce high-end content. This studio has both green screen and light board technologies, and is
supported by OEL staff. OEL strives to use its technology funds in the most efficient manner to
bring the best learning outcomes to our students.
Satellite Campuses To enhance opportunities for Michigan residents to obtain a University of Michigan degree, the
University of Michigan-Flint provides mixed-mode programs at off-campus sites
Lansing Community College University Center, Lansing, Michigan—BS in health care
administration (degree completion program)
St. Clair County Community College, Port Huron, Michigan—Bachelor of Arts in
psychology (degree completion)
Frances Willson Thompson Library The University’s Frances Willson Thompson Library is a three-story, 112,000 g.s.f. facility,
opened in September 1994, constructed entirely with privately-raised funds.
Study space & computers: The library provides wireless connectivity throughout the building. It
provides seating for 700 users. In addition to space for individual study, the facility includes 10
group study rooms, each equipped with whiteboards and a computer. The library hosts the
University’s largest student computer lab, with 120 open-use workstations linked to three central
printers, including two media-enriched rooms in which multiple groups can work together on
projects. The library provides direct research instruction sessions which reach about 35% of
students each year, usually delivered in the library’s two computer instruction classrooms. The
library also loans laptops for in-building use. The library is intensely used both in-person and
online. During the major academic semesters, about 5,000 users visit the library facility in-
person each week. The library’s website is consistently among the second or third most visited
sites on the University’s network. The library is also an information hub for campus academic
services, hosting the Honors Program; Marion E. Wright Writing Center & Computer Writing
Classroom; the Thompson Center for Learning & Teaching; the Genesee Historical Collections
Center; the Graduate Admission Office; and the Office of the Associate Provost & Dean of
Undergraduate Studies. The entire facility in 2014 was upgraded to meet classroom-facility fire
code regulations.
Collection & digital resources: The library contains 300,000 print volumes; 490,000 e-books;
60,000 full-text e-journals. The library maintains a strong collaborative relationship with the
UM-Ann Arbor libraries. Users can, from their desktops, order any of the seven million print
volumes available for circulation on the Ann Arbor campus and have them delivered to Flint
within two-three days. Similarly, users can request, from their desktops, journal articles not in
the Flint collection, which usually are delivered via an e-mail link within 24 hours. In many
disciplines, Flint users have immediate current issue desktop access to 90% or more of the 100
15
most highly-cited digital research journals in that field. Users can ask for research assistance in-
person or by phone, live chat, twitter, Facebook and e-mail.
Academic Program Offerings
The University of Michigan-Flint offers a variety of liberal arts, pre-professional and
professional academic programs.
The College of Arts and Sciences (CAS)
CAS offers over 50 academic programs, which lead to degrees including the Bachelor of Arts
(B.A.), Bachelor of Science (B.S.), Bachelor of Science in Engineering (BSE), Bachelor of
Interdisciplinary Studies (B.I.S.), Bachelor of Applied Sciences (B.A.S.), Bachelor of Music
Education (B.M.E.), and Bachelor of Fine Arts (B.F.A.). The College’s newest undergraduate
program is a B.S. in Green Chemistry. In conjunction with the Horace H. Rackham School of
Graduate Studies at the University of Michigan, CAS offers the Master of Public Administration
(M.P.A.) Master of Liberal Studies in American Culture (M.L.S.), and Master of Arts in Arts
Administration degrees. In addition to its Rackham programs it offers Masters Degrees in
Applied Communication, Biology, Computer Science and Information Systems, English
Language and Literature, Mathematics, Mechanical Engineering, and Social Sciences.
The School of Education and Human Services (SEHS)
SEHS offers programs leading to Bachelor of Science in Education and the Bachelor of Social
Work. In addition, programs are offered to prepare students for the State of Michigan
certification in elementary and secondary teaching, as well as for a minor in Substance Abuse
Treatment in the Social Work department. The Master of Arts in Education degree includes
concentrations in Literacy, Special Education, Educational Technology, and Early Childhood
Education. The School also offers the Education Specialist in Curriculum and Instruction as well
as the recently established Doctor of Education in Educational Leadership.
The School of Management (SOM)
SOM offers eight concentration programs, all leading to the Bachelor of Business Administration
(B.B.A.) degree: General Business, Accounting, Finance, International Business, Marketing,
Organizational Behavior and Human Resources Management, Operations and Supply Chain
Management, and Entrepreneurship and Innovation Management. Its majors in General
Business, Accounting, and Marketing are available in completely online formats. The school also
offers programs leading to the Master of Business Administration (M.B.A.) degree, the Master of
Science in Leadership and Organizational Dynamics (MSLOD), and Master of Science in
Accounting (MSA). In addition to the traditional format, MBA degree is available in an
innovative, mixed-mode format that meets face to face during weekday evenings. This format
therefore offers the best of both face to face and online learning which offers flexibility and
convenience for working professionals. The school is now offering more and more sections of
the MBA program in online format. The school also offers its MBA program dual with doctoral
programs in Anesthesia Practice, Nursing Practice, and Physical Therapy, and master’s program
in Computer Information Systems.
The College of Health Sciences (CHS)
CHS offers undergraduate academic programs leading to the Bachelor of Science in Radiation
Therapy, Clinical Lab Science, Respiratory Therapy (completion program), Health Sciences,
16
Public Health, and Health Care Administration. Master of Science degrees in Anesthesia
Practice, and Health Education are also offered as well as a Master of Public Health. The College
of Health Sciences has teamed up with the School of Management and with the College of Arts
and Sciences to offer health care administration concentrations in the MBA, MPA, and MIS
programs and partners with the School of Management to offer a MS in Health Care
Management A university approved Master of Science, Physician Assistant (MSPA) will begin
accepting students for June 2020. In addition, the College of Health Sciences partners with the
School of Management to offer a dual degree program in DPT/MBA. Doctoral programs include
the Doctor of Physical Therapy (DPT), transitional Doctor of Physical Therapy (tDPT), Doctor
of Nurse Anesthesia Practice (DNAP), and the PhD in Physical Therapy. A university approved
Doctor of Occupational Therapy (OTD program will begin accepting students for Fall 2019.
The School of Nursing (SON)
The SON offers four undergraduate academic programs leading to a Bachelor of Science in
Nursing (BSN) degree: Traditional BSN with an option for Direct Admission for high school
seniors, Accelerated Second Degree BSN, Veterans’ BSN, and RN to BSN. A Master of Science
in Nursing (MSN) degree offers part-time and full-time options as a Family Nurse Practitioner
and as a Nurse Educator, including RN to MSN and BSN to MSN pathways. At the doctoral
level, the SON offers the Doctor of Nursing Practice (DNP) degree with concentrations in Adult-
Gerontology Acute Care, Adult-Gerontology Primary Care, Family, and Psychiatric Mental
Health Nurse Practitioner curricular options. An RN to DNP pathway is available for candidates
with a previous bachelor’s degree in a non-nursing program. Also offered is an MSN to DNP
pathway for Advanced Practice RNs desiring to earn a DNP in a practice or executive leadership
concentration. The SON has also partnered with the School of Management (SOM) to offer a
Nursing Practice/Business Administration (DNP/MBA) dual degree program. A Post-Graduate
Certificate in Nursing is also available with a focus on a Psychiatric Mental Health Nurse
Practitioner curriculum, an Adult-Gerontology Acute Care Nurse Practitioner curriculum, and
the new Nurse Educator curriculum.
Honors Program
Since 1979, the Honors Program at the University of Michigan-Flint has offered high achieving
students challenging courses with close faculty guidance, one-on-one learning, and partnerships
with specialists on campus and abroad. The Honors Program’s combination of multi-disciplinary
coursework and extensive hands-on research is designed to broaden students’ perspectives while
honing their skills in their major area of study.
The Off-Campus Study Experience is the highlight of most Honors students’ academic career.
Funded by a scholarship of up to $3,000, students travel off-campus for a variety of experiences
including laboratory research, exchange programs in Australia and Germany, study abroad
programs, and internships. Students report that the Off-Campus Study is frequently the single
most memorable and life changing experience during their undergraduate studies.
Enrollment of high achieving students in the honors program has more than doubled over the
past seven years, making us one of the largest programs among the smaller Michigan Public
Universities. Over the past 20 years, over 90% of our graduating students have been accepted at
graduate and professional schools, including such prestigious institutions as Case Western
17
University, Mayo Clinic Medical School, Rutgers, University of Michigan Ann Arbor, Princeton,
the National Institutes of Health, enhancing the lives of Honors Students contributing positively
to the intellectual life of the university. In fall 2015 over 200 students are enrolled in the honors
program.
Degrees Awarded During the 2017-2018 academic year the University of Michigan-Flint awarded a total of 1,653
degrees: 1,147 undergraduate degrees; 4 Post Baccalaureate Certificate, 354 Master’s degrees,
14 Post Master Certificates, plus 132 Professional Doctorate Degrees (70 DPT, 49 DNP, and 13
DAP) and 2 Doctor’s degree- research/scholarship (1 PT, 1 EDD) compared to 1,223
undergraduates, 399 Masters, and 141 Post Professional degrees and 19 certificates, respectively,
the previous academic year.
Support for Community Activities
The College of Health Sciences sponsored a public panel discussion, “Your Health, Your Voice,
Your Vote” in October 2018 addressing health related issues in the election. The College of
Health Sciences offers a variety of continuing professional development courses for health
professionals and program evaluation services for local community organizations. Last year,
PHHS sponsored a Water Around the World event, an interactive event with speakers focused on
water usage and safety around the world.
The University offers use of its facilities for a wide variety of community events and
celebrations. There are also many activities on campus that support outreach and service to the
local community. There were more than 1400 events and activities that were supported at no
charge or for a minimal charge during the 2017-18 school year. The events and activities held at
various locations across campus included: Crim Road Race activities, , Back to the Bricks
activities, Lumber City Baseball, various high school visits, open skating at the ice rink, Bikes on
the Bricks activities, Blood Drives, Family Math Night, Veterans Day activities, , Genesee Early
College, Walks and Runs, , Astro Nite, Flint Youth Film Festival, AARP Tax Aide, ALPACT, ,
, Gear Up, EOI Success and Wellness Summit, UM-Flint Food Give Away, various activities at
the Recreation Center (i.e.: Seniors & Friends, SplashBash, Youth Basketball Camp)Super
Science Friday, Flint International Friends Association, various cultural events (i.e.: MLK Day,
Holi), Flu Shot Clinics, Touch-A-Truck, , Blueberry Ambassador programs, Pop Up School, Tai
Chi in the Park, Alternative Spring Break outreach, Voter Registration, Take Back the Night,
Committed to Excellence & Opportunities (CEO) program, Men’s Sock Drive, Fill the back pack
drive, Tunes @ Noon, various summer programs open to community youth (i.e.: Summer
Academy of Music, ECDC Summer Program, Writing Camp), Math Field Day and Family Math
Night, water crisis and community health events, art gallery exhibits.
SECTION III. --- STAFFING, ENROLLMENT, STUDENT PROFILE AND CLASS SIZE
AND ALUMNI
Staffing In fall 2017, UM-Flint employed a total of 1,200 individuals, faculty (573) and staff (627)
including 326 full-time faculty, 247 part-time faculty, 511 full-time staff and 116 part-time staff.
18
Enrollment
Fall 2018 student enrollment decreased slightly, down 3.9% overall, with undergraduate
enrollment down 5.3% and graduate enrollment up 2.4%, for a Total Fall 2018 enrollment of
7,532.
Internationalizing the Campus
Twelve years ago there were fewer than 25 international students attending the University of
Michigan-Flint. Over the past several years, the University’s leadership and faculty established
many partnerships with multiple international institutions, including universities and
organizations from different regions of the world. As of fall 2018, there are 309 international
students studying at the University, making up 4.1% of the entire student body. There are 41
countries represented. Some of the countries represented include Saudi Arabia (88), India (78),
China (26), South Korea (18), Taiwan (17), Nigeria (11), and Canada (8). Also contributing to
the internationalization of our campus is student participation in faculty-led, exchange, and 3rd
party provider study abroad programs, all of which have had steady increases in enrollment over
the past several years.
Student Profile and Class Size In fall 2018, total full and part-time enrollment numbered 7,532 (6,097 undergraduates and 1,435
graduate). Sixty-two percent of UM-Flint students are female. In Fall 2018, 23% of all students,
graduate and undergraduate, self-identified as minorities, including African Americans (12.4 %),
Hispanics (4.6 %), Asians (2.4 %), Native Americans (0.7%), Hawaiian or Pacific Islander
(0.1%), and Two or More Races (3%). Sixty-nine percent (69.2%) of all UM-Flint students self-
identified as White, and 4.1% were Non-Resident Aliens. Less than four percent (3.4%) of all
students declined to self-identify.
In fall, the average overall class size was 20 students, with undergraduate class size of 21
students and graduate class size 19 thereby allowing UM-Flint students a more personalized
education.
0
2,000
4,000
6,000
8,000
10,000
Fall2007
Fall2008
Fall2009
Fall2010
Fall2011
Fall2012
Fall2013
Fall2014
Fall2015
Fall2016
Fall2017
Fall2018
Nu
mb
er o
f St
ud
ents
Fall Headcount
Undergraduate Graduate Total
19
Alumni
Since 1956, the University of Michigan-Flint has graduated over 44,000 students. The vast
majority of these alumni (roughly 80 percent) have chosen to live, work, and pay taxes in the
State of Michigan. Around 24,000 University of Michigan-Flint graduates reside in Genesee and
the contiguous six counties.
The University of Michigan-Flint is increasingly engaging alumni as a source of volunteer
support and revenue for academic and non-academic programs. The campus is nearing the end of
the Victors for Michigan Capital Campaign which will conclude in December, 2018. During the
campaign UM-Flint has raised over $50 million for student support, engaged learning, and big,
bold ideas. With the end of the campaign, UM-Flint will be shifting its alumni engagement
focus to build a new pipeline of donors for future campaigns.
In addition to fundraising and traditional alumni engagement efforts, the University
Advancement team has added career services to its portfolio of programs. This addition has
resulted in increased engagement of alumni in career preparation for our students and enhanced
the placement of our students into jobs and internships.
SECTION IV. ---FACILITY ASSESSMENT, DEFERRED MAINTENANCE, ENERGY
CONSERVATION AND SUSTAINABILITY, CLASSROOM UTILIZATION AND DEBT
General
The University is located in the heart of downtown Flint and has a positive physical presence and
visual appearance in the community. "UM-Flint sets a standard for the City of Flint in
maintaining its space; it is a bright spot in downtown Flint" (Source: Community discussion
group); and “you know, the University of Michigan-Flint is pound-for-pound one of the prettiest
campuses I’ve seen.” (Source: Andrew Heller Column, the Flint Journal). The campus presents
an environment characterized by an extremely attractive appearance, well maintained grounds,
newer campus buildings, and the Flint River running through its center. UM-Flint has been
fortunate in the support it has received from the State of Michigan, particularly for capital
projects. In addition, the campus has been successful in securing funds through individual
contributions and private organizations during several capital campaign efforts. The C. S. Mott
Foundation has been a significant benefactor to the University over the years, providing support
for land acquisition and funding for capital projects and various consulting reports. With the
strong support of the City of Flint and the C.S. Mott Foundation, the University has been able to
expand the campus and its facilities.
In November 1999 construction began on the 177,400 sq. ft. William S. White Building, funded
through the State Capital Outlay process and the C. S. Mott Foundation. In late February of
2002, the University of Michigan-Flint accepted possession of the William S. White Building.
This mixed-use building houses the College of Health Sciences, the School of Nursing, Early
Childhood Development and the, Genesee Early College, and Departments of Communication
Studies and Art and Art History. The FY2012 relocation of the School of Management (SOM)
from this building to Riverfront has freed up space. This added space created a strategic
opportunity for the College of Health Sciences (CHS) and the School of Nursing (SON). CHS
and the School of Nursing (SON) have experienced significant enrollment and programmatic
20
growth in recent years and have benefitted from expanding into the vacated SOM space. CHS
and SON plan to add new academic programs in health fields with workforce needs over the next
five years and will outgrow available space in the William S. White Building.
CHS is adding a Doctorate of Occupational Therapy (120 students), BS in Environmental Health
(40 students), MS in Physician Assistant (100 students), and other programs. In addition, the
Doctor of Nurse Anesthesia Practice program expanded from 40 students to a projected 75
students and moved from Hurley Medical Center to the William S. White Building in 2018
impacting the space needs. These programs all require specialized teaching lab space, new
departmental offices suites to accommodate faculty and staff, larger classroom spaces that those
currently available in the William S White building, and research lab space. Additional
integrated learning space is also needed across programs to provide students with standardized
patient learning and testing experiences. Finally, additional space for students to study in groups
and individually is needed throughout the building.
The School of Nursing experienced ten-year growth of 100% from 2007 to 2017. New program
growth includes expansion of both the Accelerated Second Degree and Traditional BSN
programs in winter 2018, a Master’s in Nursing Education beginning winter 2018, a post-
graduate certificate in Acute Care Nurse Practitioner in fall 2017, and a Nurse Educator
certificate in fall 2018. In Fall 2019 the MSN to DNP in Executive Leadership will begin. The
expansion of the Bachelor of Science in Nursing program in winter 2018 with both an additional
second degree student cohort and an expanded cohort size in the traditional program has led to
the need for additional classroom and computer laboratory space as well as health assessment
and simulation space to accommodate larger cohorts of nursing students.
The use of simulation in nursing education across all degree levels of nursing education is now
standard. In 2017, 3,733 square feet was added to the School of Nursing Simulation Center on a
separate floor in the William S. White Building. Additional Simulation Center space is still
needed for a new health assessment laboratory, a self-paced student learning simulation area, and
specialty simulation labs (e.g. obstetrics, pediatric, intensive care, home/community) totaling
80,000 square feet to provide additional practice space that is critical to student success.
Growth in the School of Nursing in students, faculty, and staff has resulted in multiple space
challenges including: seven federal nursing grant staff housed in a separate building across
campus, faculty and staff located in three noncontiguous office areas in the William S. White
Building, student tutoring rooms located throughout the building, and simulation center
laboratories on two separate floors. This presents challenges in both the coordination of nursing
educational services and increased costs related to staff and equipment in multiple areas. The
School of Nursing has outgrown its current space and is in need of a new building or building
annex to adequately house students, faculty, staff, simulation, research, conferencing, student
study and storage for large equipment in simulation labs for the future.
In terms of campus expansion, UM-Flint has been involved, since the fall of 2016, in the
planning and design phases of a State of Michigan-approved capital outlay project that will
construct an approximately 65,000 GSF addition to the William S. Murchie Science Building
(MSB). The project, with a budget of $39 million, will address immediate CAS space
21
limitations, meet growing demand for instructional, research, and collaborative spaces for
science, technology, engineering, and math (STEM) disciplines. The addition, which will attach
to the east wing of existing MSB be located within the broad footprint of the UCEN ‘loop’, will
create engineering-specific instructional, research laboratories, interactive classrooms,
collaboration spaces, and faculty offices. Construction is targeted to start in late-fall 2018.
Also with regard to expansion, FY2016 was a considered significant with respect to the campus
and facilities due to the acquisition of two high-rise buildings located in downtown Flint. One of
the buildings, a portion of the former First Merit Bank (now Huntington Bank) complex, was
purchased from the Bank in March 2016 for $6 million. The acquired property consists of a 10-
story north tower and two-story connector on Saginaw St. at W. Union St. (directly across the
street from University Pavilion) and totals 160,000 sq. ft. This acquisition, referred to as
University Tower, will provide the University with much-needed space for academic and
administrative programs once renovated.
A second building, Riverfront Residence Hall and Banquet Center, was given to the University
by Uptown Reinvestment Corporation in March 2016. The 16-story, 340,000 sq. ft., building
valued when acquired at $15.5 million, is located on Saginaw St. and W. Union St., just north of
the First Merit north tower. The acquisition is believed to rank as the University’s largest-ever
single donation. The donation was made possible with the support from the C. S. Mott
Foundation, which waived the balance of loans owned by URC to make the donation possible.
2019 Facility Condition Needs Index (FCNI =.195 or Good Condition)
In attempting to provide a context for the approximate condition of facilities on the University of
Michigan-Flint Campus we have applied the Facility Condition Needs Index (FCNI), a model
typically used in conjunction with a Facility Condition Assessment (FCA). In this model,
FCNI=(Capital Renewal+Defererred Maintenance+Plant Adaptation)/Current Replacement
Value. Using this model, UM-Flint’s 2019 FCNI is .195 = (88.7+33.3+11.3/682.4).When this
number, .195, is compared with the Facility Condition Needs Index’s (FCNI’s) ratings provided
by the ISES Corporation: Excellent .000 - .100; Good .101 - .200; and Fair .201 - .300, Below
Average .301 - .500, Poor .501 - .600, Replacement Indicated .601 – Up a .195 rating indicates
that the UM-Flint facilities are in good condition (although at the high end of the range).
Facilities and Operations’ goal is to maintain a “GOOD” rating by 2029; however, this will
require an immediate commitment of $4.3 million annually for deferred maintenance/capital
renewal by the University to achieve this goal. At present, $1.3 million is committed to deferred
maintenance per year, in addition to Facilities and Operations’ day-to-day annual repair and
maintenance budget.
Professionally Developed Facilities and Parking Lot/Deck Assessment
Prior to FY2015, many facility reviews regarding deferred maintenance had been conducted
internally by Facilities & Operations personnel, with the exception of the 1999 Northbank Center
(NBC) and two more recently completed external facility condition reports---French Hall (FH)
and William R. Murchie Science Building (MSB). (It should be noted that these latter two
facility condition reports were prepared by DSA Architects in conjunction with our partially
funded FH-MSB capital outlay project) However, FY2015 was a significant year for the
University in terms of its accomplishments in this arena. During the fall of 2014, a contract was
22
awarded to ISES Corporation to perform facility assessment services across the UM-Flint
campus. ISES, in turn, completed a comprehensive facility condition assessment (FCA) of all
occupied campus buildings and the Central Energy Plant. Although the assessment did not
include the parking ramps, an assessment of the Library Annex space (in Harrison Ramp,
recently converted from a storage space to an engineering design studio in FY17) was included
in the ISES scope of work. Due to the complexity of integrating the data from the FCA into
F&O’s systems (e.g. MaintSmart CMMS), the findings and recommendations identified by ISES
related to the condition of the campus facilities are still being integrated as part of a multi-year
process (although significant progress has been made thus far).
In March 2016, the University of Michigan-Flint campus expanded by 2.20 acres with the recent
acquisition of the Riverfront Center and former First Merit north building. The campus now
consists of 75.13 acres: 44.78 acres south of the Flint River and 29.16 acres north of the river. In
addition, the University owns one off-campus property where the chancellor resides, totaling
1.19 acres. This residence was given to the university in 1973 by the Ross family and is referred
to as The Ross House. The current estimated replacement value for University buildings and
parking structures is $682,373,806 accounting for 2.4+ million gross square feet contained within
15 buildings and four parking structures. Supplementing the parking structures are three main
(and additional smaller) flat lots. .
The campus maintains 4.61 miles of University roads and sidewalks including the Kearsley
Street connector which was added in FY2009. This reconnected roadway has facilitated easier
campus access and maneuverability; has enhanced downtown redevelopment opportunities; and
created an educational-cultural corridor between the Flint Cultural Center, Mott Community
College, University of Michigan-Flint, downtown City of Flint, and Kettering University.
The current University-owned parking capacity is approximately 3,600 spaces. There is an
ongoing lease agreement for 300 spaces within the City of Flint’s Riverfront Deck with the
Downtown Development Authority (DDA), which is connected to both the recently acquired
Riverfront Center and University Tower. This will allow the University to maintain a sufficient
number of campus parking spaces on the south side, as well as the available overall spaces. To
better accommodate our students’ transportation needs, the University is expanding the existing
‘Safe Ride’ service to become a more comprehensive transportation program and replace the
MTA shuttle system (discontinued in early FY2019)..
In addition, a “Park and Walk for a Healthier U” coupled with our “Go Blue! Live Greener…”
campaign was launched to encourage increased utilization of Lots R and S, which are farthest
from the main classroom buildings, but still only 9-15 minutes from the furthest classrooms.
Key factors that impact on-campus student parking demand include: 1) the day and time classes
are offered; and 2) the number of off-campus, online, and mixed-mode class offerings.
Facility Replacement Value
Please refer to Table I below for a list of campus buildings and parking structures. Also included
is each building’s primary usage and replacement value. Replacement values were estimated
based on a (1) facilities condition assessment that was completed by ISES Corporation for all
campus buildings, or (2) a cost index increase of 5.63% for campus parking ramps and Ross
23
House. In Fiscal Year 2016 the university acquired two new buildings, the Riverfront Residence
Hall and the North Tower adding approximately 500,000 gross square feet to the campus.
Table 1: Replacement Value of UM-Flint Buildings and Parking Structures
Building / Structure Year
Occupied
Gross
Square
Feet
Replacement
Value
Building
Type
Ross House 1971 4,160 $1,521,282
Admin &
Support
Hubbard Building 1977 24,634 $8,836,370
Admin &
Support
David M. French Hall 1977 176,056 $56,834,420
Classroom/
Faculty Office
Central Energy Plant 1978 26,586 $8,072,068
Admin &
Support
Harrison Street Parking Ramp 1979 121,359 $11,313,165
Parking
Structure
Harding Mott University Center 1979 114,284 $40,789,777
Admin &
Support
Recreation & Fitness Center 1982 81,923 $23,921,366 Rec Sports Bldg.
William R. Murchie Lab Science
Building
1988 192,900 $91,618,188
Classroom/
Faculty Office
Mill Street Parking Ramp 1988 302,100 $26,845,432
Parking
Structure
University Pavilion 1991 86,532 $30,631,085
Admin &
Support
University Pavilion Parking Ramp 1991 121,265 $11,490,822
Parking
Structure
University Pavilion Annex 1991 3,037 $1,045,210 Teach, Research
Frances Willson Thompson Library 1994 109,750 $36,015,469 Library
Northbank Center 1999 189,375 $60,304,430
Admin &
Support
Northbank Center Parking Ramp 1999 71,280 $7,096,703
Parking
Structure
William S. White 2002 177,400 $56,761,041
Classroom/
Faculty Office
First Street Residence Hall 2008 101,481 $37,524,121 Residential
Riverfront Residence Hall 2016 340,000 $121,973,606 Residential
North Tower TBD 161,838 $49,779,250
Admin &
Support
TOTALS 2,405,960 $682,373,806
Source: ISES Corporation campus assessment, fall 2014
A summary of the University's Capital Renewal/Deferred Maintenance Plan is outlined in Table
2 below and indicates that $33,237,716 must be invested today to properly maintain campus
buildings, property, and roads, including $2,698,494, which has been identified as “critical”
repairs and maintenance. These “critical” items require immediate attention and include tunnel
repairs at CEP, Northbank Center air handling unit replacements, and several repairs/renovations
24
to the Northbank Center Parking Ramp. In addition, the plan calls for an investment of
$20,665,876over the next five years (FY2020-FY2024) to properly maintain existing buildings
and property, and keep utility systems and infrastructure such as roads, walkways and grounds
safe and in good working order. Finally, we anticipate that another $68,009,111 will be required
to address FY2025-FY2029 capital renewal projects. In total, $133,246,040 (in today’s dollars)
will be required between FY2019 and FY2029 to properly address required deferred
maintenance/capital renewal, infrastructure and repair related issues, as well as $11,333,337 of
plant adaptation costs on the UM-Flint campus.
Table 2: Capital Outlay – FY2019 Campus Deferred/Capital Renewal Summary
The University of Michigan-Flint deferred maintenance summary prepared October 2017
(Costs based on 2017 dollars)
Building / Area Plant
Adaptation
2019
Critical
Conditions
Non-
Critical
Conditions
2020-2024 2025-2029 Total
David M. French Hall $2,271,621 $0 $2,666,450 $1,535,752 $2,040,878 $8,514,702
Harding Mott University Center $380,011 $114,609 $2,933,528 $91,369 $3,281,380 $6,800,898
Murchie Science Building $451,285 $56,677 $758,307 $1,649,361 $1,114,560 $4,030,190
University Pavilion $416,345 $338,977 $3,250,815 $4,763,605 $1,722,286 $10,492,028
Pavilion Annex $35,534 $38,222 $57,017 $63,556 $55,512 $249,842
Thompson Library $53,085 $87,731 $3,430,540 $741,154 $1,460,230 $5,772,739
Recreation Center $3,345,939 $0 $1,347,264 $602,572 $1,803,263 $7,099,038
Hubbard Building $245,928 $0 $720,121 $99,270 $220,578 $1,285,898
Central Energy Plant $54,998 $240,000 $321,430 $320,600 $356,719 $1,293,748
Ross House $0 $0 $0 $124,200 $0 $124,200
Northbank Center $2,611,648 $520,280 $6,361,031 $922,065 $23,191,051 $33,606,075
William S. White $61,697 $0 $1,282,498 $309,388 $7,231,150 $8,884,732
Harrison Street Parking Structure $0 $0 $104,129 $69,609 $38,052 $211,790
Mill Street Parking Structure $0 $0 $5,075 $79,170 $0 $84,245
Northbank Center Parking Structure $0 $265,000 $0 $0 $0 $265,000
University Pavilion Parking Structure $0 $0 $561,300 $225,000 $261,000 $1,047,300
Flat Parking Lots: A, E, G, P, Q, R, S $0 $0 $845,250 $2,254,250 $1,796,000 $4,895,500
UMF General Campus & Grounds $0 $0 $586,250 $1,270,675 $1,355,500 $3,212,425
First Street Residence Hall $11,669 $95,000 $0 $58,419 $659,259 $824,347
Riverfront Residence Hall $311,047 $915,079 $1,131,141 $5,224,583 $13,560,552 $21,142,402
University Tower $1,082,530 $26,920 $4,177,076 $261,278 $7,861,138 $13,408,941
$11,333,337 $2,698,494 $30,539,222 $20,665,876 $68,009,111 $133,246,040
Plant Adaptation: $11,333,337
Current Need: $33,237,716
2020-2024 Yearly Average: $4,133,175
2025-2029 Yearly Average: $13,601,822.15
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Capital Renewal/Deferred Maintenance Overview In an effort to develop comprehensive scheduled maintenance plans, the University engaged
professional engineering firms to assist in the development of various maintenance and
replacement programs. These surveys included:
An all-inclusive roof sampling and evaluation; five year recommendations and
considerations.
An efficiency study of the Central Energy Plant boiler and chillers systems, including
recommendations and proposed replacement schedule.
Campus-wide outdoor lighting analysis and assessment
Parking deck survey, analysis, and repairs
The roof study concluded that the University was faced with three structures that needed roof
replacements within the next three years: French Hall roof was replaced in early FY2010 at a
cost of $343,000; Murchie Science Building roof, with the exception of the west penthouse roof
(which was replaced within the scope of the MSB Capital Outlay Project during the summer of
2014), was replaced during FY2010 at a cost of $490,000, and the University Center roof was
replaced in early FY2012 at a total cost of $842,000. The remainder of the Northbank Center
(NBC) roof was replaced during the course of FY2015 at a cost of $526,000. The most recent
roofing projects to take place were the replacement and restoration of the Hubbard Building and
the CEP metal roof, and the restoration of the University Pavilion roof, The CEP and Hubbard
work totaled approximately $168,000 and was completed in early FY2017. In addition to these
completed projects, the Central Energy Plant (CEP) roof, originally scheduled for 2015
restoration, is slated to be done in late FY2019 at an estimated cost of $150,000. The restoration
of select sections of the Recreation Center is also planned to be completed during the summer of
CY2019, and is estimated at $230,000. This restoration will address the most pressing issues as
defined through consultant roof condition inspections.
Following the completion of the FY2015 NBC roof repairs, the University re-engaged the
services of a roofing consultant to provide a professional investigation of the condition of roofs
at four locations on campus. The purpose of this work is to validate the condition of those roof
areas and prioritize the University’s approach to performing those future repairs. The findings of
that assessment suggest that the main roofing actions over the next five years will need to be
focused on the restoration and replacement of the CEP, Theatre, Recreation Center, and
University Pavilion roofs. The age of these roof structures range from 1975 through 1986
respectively, and the projected roofing replacement five-year costs are estimated to be
approximately $1.5 million to $2.1 million. Of these roof projects, only the University Pavilion
has been completed thus far. The CEP (noted above) and selected areas of the Recreation Center
are scheduled to be addressed. The last remaining item to be addressed, outside of the remaining
sections of the Recreation Center roof, will be the Theatre. This work is awaiting needed
masonry façade work, estimated to begin in the spring 2019.
A detailed CEP study noted the excellent overall condition of the CEP boilers based upon an
aggressive repair and preventive maintenance program, but documented the high rate of boiler
inefficiency and noted that three of the four boilers were over thirty years old. A project to
replace the four existing boilers with two, high efficiency boilers, under construction for
approximately two years, was completed with the two new boilers in operation by mid-FY2014.
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In conjunction with the physical installation of the new boilers, an upgraded Johnson Controls
building management system is also being tied in to the boilers. The upgraded system was
completed in early FY2016. The chilled water system, while sufficient in capacity, will have
more efficient measurement and control now that the CEP project is completed. During FY2018,
the University implemented a new utility monitoring system. This upgrade offers us the ability
to ‘shed load’ at both boilers and chillers, reducing energy consumption and cost. In addition, a
new generator is scheduled to be installed in the spring of 2019. This will support the boilers and
connected utilities. Utility air compressors in CEP will also be replaced in this time frame at an
estimated cost of $20,000.
During FY2014, two aging centrifugal chillers serving the University Pavilion were replaced
with two, higher-efficiency units. Although this project was performed independent of the boiler
replacement project, it also made a noticeable improvement in the performance and efficiency of
the campus mechanical infrastructure. In FY2017, variable frequency drives (VFDs) were
installed on both the condenser and chilled water pumps to improve efficiency.
In prior years on the UM-Flint campus, external campus lighting had been considered inefficient
and, in many areas, below recommended light (lumen) levels. Many of the outdoor fixtures were
obsolete and replacement components no longer available. However, in recent years,
considerable effort has been made to improve outdoor lighting to address both safety and energy
efficiency concerns. An early phase of the re-lamping schedule using LED lighting was
completed in the area surrounding the First Street Student Residence Hall, Willson Park and
Student Lot T surface parking. During FY2011, walkway lighting south of the Flint River and
across the pedestrian bridge was also upgraded to LED technology. Further major lighting
retrofits were performed in FY2012 including Lot A, McKinnon Plaza and the Water Street
Ramp. This momentum continued into FY2013 with upgrades to Lots P, Q, R and S along with
continuation of walkway lighting retrofits. Other areas that were changed to LED fixtures in that
timeframe included the perimeter of the University and Recreation Centers and in FY2014, the
perimeter of the University Pavilion, along with new fixtures between French Hall and the
Thompson Library. Northbank Center Ramp lighting project and upper level lighting on the
remaining ramps have been completed. Total estimated cost for these retrofits is approximately
$50,000. Later in FY2015, outdoor LED perimeter lighting retrofits were completed at the
William S. White building (WSW). To finalize the outdoor lighting projects, the sidewalk
lighting adjacent to (north and east of) WSW, was completed in FY2016. In FY18 Mill St. and
Harrison St. parking ramp lighting fixtures were converted to LED. This equated to the
replacement of 585 fixtures. The final phase of outdoor lighting enhancements will be completed
in FY2019.
The University parking decks and flat lots continue to be sampled, repaired, and expanded as the
University population grows and the structures age. All campus parking structures were
evaluated for tendon survey, repair, and aggregate analysis beginning in October of 2015.
Northbank Parking Deck was originally planned to have been the next parking structure, based
on our continual four-year cycling approach. It was determined during a recent review of
existing conditions that the more immediate attention was needed to be diverted to the Mill
Street Deck instead. The scope is still to be determined fully, but the preliminary budget for Mill
Deck is estimated at $380,000 to cover the projected scope of repair work. Harrison Deck was
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fully completed in the summer of 2017. The phase 1 work, which had been completed in 2016,
totaled approximately $74,000, while the additional phase II worked added approximately
$355,000 in repairs in FY2014, the Mill Street Deck underwent scheduled repairs at a cost of
$221,000. Additional sampling of salt penetration levels and top coating are performed annually.
This is also true for the Mill Deck, NBC Deck and Water Street Deck.
The NBC parking Lot L, which is directly behind the Northbank Center, was repaved in mid-
FY2017, accompanying a project being performed by Consumers Energy on an electrical sub-
station contiguous to Lot L. Parking Lot M, which is located behind the NBC Deck, was milled
and resurfaced in late FY2018. Due to ongoing sub-surface erosion issues in Lot A, investigation
is pending to determine why areas of the parking lot have become susceptible. This will most
likely require extensive excavation and sub-surface drainage repairs. Spaces adjacent to the areas
in question have been blocked out. In 2016, surface Lot A was partially resurfaced, resealed, and
restriped in order to maintain the number of current parking spaces and meet the demands of the
university’s student population. During summer of 2016, Lots A, P, Q, R, and S were resealed
and restriped. In the fall of 2016, a portion of Lot P was milled and resurfaced with areas of full
depth asphalt repair. There has been an increasing need to mill, resurface and restripe Lots A, Q,
R, S entirely, due to continued deterioration and heavy use. These lots have surpassed their life
cycle and should be considered for planned replacement in multiple phases over FY2021-
FY2024.
The University of Michigan-Flint owns 4.58 miles of roadways and sidewalks on our campus.
The campus road surfaces are approximately 65% asphalt and 35% concrete, and campus
sidewalks consist of 100% concrete material. Of those roadways, approximately half of the
asphalt roads and half of the concrete roads will need major repair and or resurfacing over the
next seven years. The total estimated cost for these repair/replacement projects is between $1.2
million and $1.5 million.
With sustained traffic on campus, there is a need to begin to replace and resurface roadways (as
noted), gutters, storm drains, and curbs within our responsibility. During the summer of 2012,
Kearsley Street and Wallenberg Street underwent a full asphalt milling and resurfacing at the
cost of $227,000. Mill Street near the corner of E. Kearsley Street, will need to be resurfaced and
repaired up to the intersection of Mill St. and Campus Drive. There are areas with developing
full-depth depressions which are becoming significantly worse each year. Another project to
replace approximately 1/8th mile of Campus Drive from Chavez to Mill St has been deferred to
allow for the ongoing Consumers Energy/Barr Engineering project to complete their scheduled
environmental remediation of Flint River. The CE/Barr project is being conducted along the
stretch of the Flint River that runs through the University campus. Estimated cost for this work is
$220,000.
At the University of Michigan-Flint campus, safety and campus-wide communications have
always been a high priority. In 2013-14, to ensure a safe and informed learning environment, the
University installed a campus perimeter door lockdown system. To date, with the recent
completion of the retrofit of the former revolving door entrances at William S. White building
(WSW), the system has been installed in all ‘student’ buildings across campus (other than the
two newly acquired buildings, for which the lockdown systems are in various phases of
28
development and installation). The cost of this new door control system campus-wide has
totaled approximately $525,000 to date.
In addition to the lockdown system, the University has been piloting the latest Blue Phone safety
and security technology, with new Blue Phones in both at Willson Park and near Riverfront
Center. . The new blue phone includes a security camera, beacon strobe, LED lights and speaker
phone.
For safety reasons, and due to the nature of sheltering and evacuation requirements across
campus, the University is in the process of replacing and upgrading the PA system with a state of
the art system that will tie in all 18 campus buildings. The new system provides clear and
concise emergency notification, has supplemental speakers inside building spaces, and surface-
mounted outdoor speakers to provide exterior coverage when notification is warranted. The new
systems also integrates with building fire
alarms, allowing more flexibility when prioritizing emergency response when required.
Finally, to further address safety and health concerns across campus, the University took on a
campus-wide initiative in FY2016 to install water filters at every potable water source on
campus. In total, the University installed about 950 filtration units and installed 30 water bottle
filling stations. This work, which has been accompanied by regular testing of water sources on
campus, was performed in response to concerns in the city of Flint of elevated lead levels in the
water system.
In the narrative below, several of the projects completed in the past few years are outlined. Also
included are projects currently in progress.
Utility System and Facility Condition Review by Building
Central Energy Plant (CEP) & Distribution System
A$2.5million dollar energy plant upgrade was completed in 2014. The newly installed boilers
have decreased the campus natural gas usage by 33% in the time they have been in operation.
In addition to the new boiler installation project, continuous upgrades have been performed in
the CEP including the following activities:
Control Systems: CEP software modernization package was installed which included a
Johnson Controls Energy Dashboard and Reporting Tool (EDART) metering and
tracking system. This includes a utility tracking and trending dashboard that provides
enhanced tools for energy optimization. In FY2018, we proceeded with an upgrade and
added new utility monitoring system; this was to create better tracking and enhanced
load-shedding during peak operating hours.
The emergency generator retrofit for the CEP is in the engineering phase and will be
installed during FY2019. The cost and installation is estimated at $175,000.
Primary Electrical – Very little preventive and deferred maintenance had been done to the
high voltage system, substations, or high voltage (HV) cables on campus in earlier years.
Therefore, the University has implemented a HV maintenance plan. HV maintenance is
now being done on an annual basis with a four year building rotation. Estimated annual
29
cost $40,000. Part of this program was a complete switchgear battery change-out which
was completed in FY2016. This was planned and completed within the deferred
maintenance program at an approximate cost of $40,000. In FY2017, a battery
preventative maintenance program was implemented and will be performed by an outside
service contractor on a pre-defined schedule.
Utility Distribution System (UDS) - The UDS tunnel and duct bank system for delivery
of heating, cooling, and electrical to most of the buildings on campus south of the river
are generally in good condition although some water intrusion has occurred into the
tunnel system. Cable testing and inspection will be required to fully assess any water
intrusion damage. There is an annual deferred maintenance plan in place for tunnel and
steam trap repairs. Several repairs to steam traps and valves have been repaired or rebuilt
and are on a continuous maintenance program. Tunnel steam expansion joints have been
evaluated and are being replaced per a recent evaluation. A complete steam pressure
relief valve maintenance program is now in place. An engineering study is underway in
the utility tunnel. The engineering firm is capturing certain deficiencies and preparing
design recommendations for repairs to the tunnel infrastructure. The infrastructure repairs
entail new selected expansion. Also, a new chilled water roller system will be installed in
2019. Estimated cost $120,000 Outside of the steam distribution system a full lighting
retrofit project was completed in the UDS tunnel. This consisted of 146 fixtures
retrofitted to LED lighting.
As part of the University’s commitment to energy conservation/efficiency and
sustainability, the new residence hall’s heating and cooling needs are provided by the
CEP. This was accomplished by constructing a short connector tunnel between the
residence hall and the main utility distribution tunnel. In addition, water and IT services
are also distributed to student housing via this connector tunnel. Also, our enhanced
safety program is still in progress. At this time, an Electrical ARC Flash inspection
program is underway. The initial cost is $40K for one building with the goal of rolling
this process out across campus in future years.
Roofing conditions have deteriorated in the flat roof area and many sections have
exhibited extensive leaks. The sloped metal roof as also shown leaking in the electrical
distribution center for the campus. This roof had a fluid-applied membrane installed in
FY2017 to help prolong the structural life in conjunction with the Hubbard Building
roofing project. The remaining restoration work is slated to be completed near the end of
FY2019.
French Hall
Mechanical -. Heating and cooling issues remain on the 1st, 4th, and 5th floors. Duct
insulation on these floors has deteriorated and will need to be replaced in order to
maintain correct air flow and desired comfort levels. This is projected to be completed in
FY2018 at a cost of $60,000. Additionally, new VAV controls and boxes on these floors
are being replaced on a scheduled deferred maintenance plan for the Theatre wing of
French Hall. The Theatre is in need of replacement fans, heating coils, valves, dampers,
and actuators. Also, new electrical disconnects have been replaced along with heating
pumps, and circulation pumps.
30
In FY2017, a new steam distribution system was installed. This included electronically
controlled pressure reducing valves. The valves are an energy saving measure that can
shut down steam electronically based on outside air temperatures.
In FY2019, a new fire suppression system will be installed in the French Hall penthouse.
The suppression system will accommodate the deasil fuel generator along with various
mechanical equipment, and meet all of the insurance and state requirements. Estimated
cost - $52,000
Controls – The building management system has been allowing for optimum system
control and timing. This is an ongoing process to keep current with internal building
renovation and expansion.
Plumbing – In FY2014, an instantaneous water heater was installed for energy savings
and efficiency. The cost for the project was $42,000. A second instantaneous water heater
will be installed in the Theatre basement in FY2017. With the addition of the new water
heater, new domestic water valves will be installed in the system. Estimated cost of this
combined work is $60,000 with a potential cost containment of $15,000 through use of
in-house labor. Continuous filter changes are performed on the building water cooler
system. In addition, filtered water filling stations have been installed as replacements of
vintage independent coolers. This is to ensure good water quality for drinking.
Lighting – Outside entryways have been changed to LED technology. There have also
been LED lighting enhancements in the French Hall lobby and lecture hall areas.
Brick façade in selected areas is slated to be repaired in FY2018/2019. Estimated cost -
$320,000
Theatre roof is slated for replacement in FY2020 after the façade is repaired.
The theatre seating and carpeting has been replaced to refresh the space and enhance the
student and public experience.
Theatre restrooms were upgrade in FY17. The restrooms ascetics were enhanced along
with making them handicap accessible.
Thompson Library
A visioning process is desired and being considered with the goal of transforming the
Thompson Library from its traditional 1980s model to a community-oriented, technology
enriched “learning commons” model. .
A new generator fuel monitoring system was installed in FY2017. The system was
upgraded to meet state regulations.
In FY18, a new generator transfer switch was installed for enhanced reliability or power
supply/functionality. Total cost - $30,000.
In FY19, the fire pump transfer switch will be replaced at a cost of $40,000.
As part of the University’s energy reduction initiative, an electronic steam pressure-
reducing valve was installed to regulate building steam pressure based on outside air
temperatures.
Harding Mott University Center
Electrical – Pool lighting has been added to building lighting control system. Energy
savings are estimated to be $12,000+ annually. Lighting upgrades have been completed
31
throughout the rest of the building. The project was completed in 2014. This consisted of
converting all recessed lighting to LED technology. The increased scope also included
new LED track lighting in the art gallery. The added scope cost was $27,000. Emergency
power was also connected to critical equipment to help to eliminate equipment failure
during power outages. Cost of project was approximately $5,000.
Security Enhancements - The Michigan room hallway located in the University Center B-
wing has new LED lighting and ceiling. Total cost was approximately $8,000.
Counseling, Accessibility, and Psychological Services (CAPS) renovation – The CAPS
suite (264 UCEN) underwent a significant renovation during FY2014 to update the
appearance, functionality and efficiency of the space and enhance the capability of the
CAPS staff to deliver quality services to the students utilizing those services. Project cost
was approximately $480,000.
Plumbing –Drain piping is going to be addressed in the men’s and woman’s locker
rooms. The probable cost of this project will be $70,000.
Kitchen – An instantaneous water heater will be installed for a designated sink in the
kitchen in early FY2015. This will be added for sanitary reasons during emergency steam
shutdowns. Also, refrigeration units have been upgraded. The walk-in freezer and cooler.
Systems have been changed from water cooled to air cooled. This work is part of the
University’s water saving initiative. Pool (future consideration) – Replace current filter
with sand filter; cost is estimated to be $60,000.
Variable frequency drives have been installed on chilled water pumps. The VFDs were
tied in with the air handler economizers for energy savings.
Fire panel upgrade - full alarm system upgrade has been completed and is in operation.
Project cost - $165,000.
A new Starbucks outlet was created at the location of the previous information desk on
the building’s 1st floor near KIVA. This project was completed in FY2017
Elevator – A complete upgrade of the existing passenger elevator was completed in
FY2017. The work will included new controls and hydraulics, as well as refurbishment
of the interior cab.
The main dining center (on the building’s 3rd floor) is under renovation as of July 2018
with completion targeted for late fall 2018. Last upgraded around 2010, the self-serve,
buffet style operation concept was not finding itself to be a sustainable operation due to
diminishing student interest. The new design concept features separated buffet and grill
areas into a single, ‘pay as you go’ approach with different food stations. Projected cost
for this renovation work is $80,000
FY19 is also bringing an aesthetic upgrade to the student seating areas on levels 2 and 3.
The main commons, including the dining areas, of Level 3 will be undergoing a new
Luxury Vinyl Tile (LVT) installation with updated furniture to meet current higher
education trends. There is also a planned carpet replacement for level 2. This work will
cost approximately $300,000
Recreation and Fitness Center
Ventilation – Heating and cooling are provided through the CEP, however the building is
not air conditioned and becomes very warm in the summer months. Damper controls
have been added to the ceiling and controls on the relief air damper have been replaced to
help maintain a more equalized pressure in the building. Also, two air handlers have been
32
rebuilt with new bearings and motors. And, a feasibility study was recently conducted to
assess cost/benefit of adding air conditioning in selected areas to improve user comfort
level during hot weather periods. Cost to install air conditioning - $250,000
Fire Alarm System - A new fire alarm system was installed (work was completed in
FY18). The system also has the capability to be utilized for emergency paging. The new
system is part of the University’s program to standardize fire alarm systems across
campus, and is also intended to address State of Michigan requirements for instructional
buildings.
Plumbing – Underground piping and drainage systems have been compromised by
ground water intrusion. This piping will need to be replaced and rerouted. Expected costs
will exceed $150,000. The entire building is at a low elevation and water intrusion
continues to be an ongoing concern. Sump pumps and low volume water pumps must be
maintained to sustain a dry building on the lower level. This continues to be a challenge.
Locker Rooms – The women’s locker room has been remodeled. This project included
low flow showers, toilets and urinals, new tile and benches as well as energy efficient
lighting. This renovation project was completed in summer 2013.Note that an additional
locker room is being installed in FY2018 to accommodate transgender customers and
comply with ADA guidelines.
Roof – Repair to the roof to cease water intrusion and prevent further structural damage
was completed in 2013-2014, mainly in the vicinity of the windows that are above the
gym floor. Required repairs have been made to enable us to defer replacement for a few
years. Roof replacement is targeted for FY2019. One-third of the roof is slated to be
replaced at an approximate cost of $225,000. Earlier estimates for the replacement of the
entire roof were projected to be $945,000 but the remaining two-thirds of the roof will
need to be reassessed at the right time to determine a more representative cost.
The exterior masonry walls are shown signs of faulty construction, mainly due to the
discharge of penetrated water. There is an effort to temporarily waterproof the clerestory
walls at the windows within the Gym area in an effort to prolong the life of the walls and
gym floor. This work will occur in late FY2018. Further investigation as to the root cause
and resolution of this system is required and is recommended to begin in late FY2018.
William S. White
The front information desk was redesigned in summer 2018 to offer expanded healthy
food options.
The relocation of the School of Management from this building to Riverfront Center
created growth opportunities for the College of Health Sciences (CHS) and the School of
Nursing (SON), which resulted in the following CHS and SON funded renovations
during FY2012 and FY2013 to accommodate current and future growth:
The 3rd floor space was allocated to both CHS Dean’s Office and PHHS, with
cosmetic work being done and minor alterations being made to accommodate specific
departmental needs.
Vacated 2nd floor space was renovated to increase Physical Therapy and Nursing
office areas, with cosmetic upgrades being performed in advance of occupancy.
Two SON classrooms were renovated to create new Nursing computer classrooms.
A new Nursing Simulation Lab was completed during the summer of 2014. The lab
includes three simulation exam rooms with technology-rich mannequins, and six beds for
33
use in Health Assessment coursework. The combined classroom and simulation lab
renovation project cost SON approximately 1.2 million.
Space that was previously vacated by WFUM, TV28 has been converted to server and
other support space for the campus Information Technology Services (ITS) department.
The air conditioning unit for this area had an economizer installed in FY16 to help
increase mechanical/electrical efficiency. Due to the increased heat load from additional
ITS equipment, a new independent A/C system is now required and will be installed in
the near future.
Continued growth of the Genesee Early College (GEC) will be supported by creation of a
biology lab space which is targeted for completion within the current Murchie Science
building addition.
Areas of the EIFS finish at the mechanical penthouse have experienced failure due to
improper flashing and need to be corrected before further deterioration occurs. This work
has been estimated to be near $20,000 as of late FY2015, but further deterioration
(potentially causing an increased cost to repair) may occur as weather is permitted entry
into the system.
In late FY2018, an office space within the Office of Research was converted to a
Lactation Room to accommodate student, faculty, staff and visiting mothers. Cost-
$20,000
A new steam humidification system was installed to accommodate the building HVAC
systems. Cost-$15,000
Hubbard Building
Office reconfiguration – Project was completed in fall of 2014 and involved the move of
several Department of Public Safety (DPS) offices and Facilities and Operations offices.
These moves and minor physical remodeling helped to consolidate operations in both
departments. While these initiatives have been helpful, there remains a need for
additional space to adequately meet the needs of both the DPS and Facilities and
Operations. The need is significant enough that an addition and significant interior
modifications will be needed in the Hubbard Building. This is being explored, along with
options to build a structure adjacent to the Central Energy Plant, which would allow for
relocation of Facilities and Operations offices and remodel of the Hubbard Building for
DPS.
Roof Restoration - Due to the age and the deterioration of the Hubbard Building roof, the
roof was fully restored in early FY2017. The estimated cost for this project was
$125,000.
A new steam-generated, high efficiency/on-demand water heater was installed in
FY2017. The water heater replaced a vintage steam heat exchanger-style generator.
In FY2018, a new electronic-controlled steam distribution station will be installed. This is
another upgrade within the energy saving initiative. The new system will have the ability
to quickly turn building steam on/off based on outside air temperatures.
Murchie Science Building (MSB)
The approved FY 2011 capital outlay project ($22.2 million upgrade of MSB), was completed
July 2017. A number of deferred maintenance issues were addressed within the scope of this
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project. However, various facility project needs will remain in the deferred maintenance
backlog, as follows:
Electrical - Substation requires testing as noted in the earlier CEP section. The west wing
of the building needed to be re-lamped with T-8 electronic ballasts; relamping will be
incorporated into the MSB Capital Outlay Project scope. This work completed
replacement of the T-12s throughout the building (a technology that will be obsolete
within the next five years). LED fixtures were also installed in selected areas throughout
the building. A savings of $8,000/year is anticipated as a result of the improved energy
efficiency. New lighting dimmer packages were installed in lecture halls 107 and 109
within the scope of the capital outlay project.
Aesthetics - Painting of MSB corridors/hallways and select spaces is ongoing. Carpeting
has been replaced in lecture halls 107 and 109. Replacement cost - $50,000
Ceiling tile throughout MSB was damaged due to the sizable amount of above-ceiling
project work. Following completion of the most disruptive work, the State approved the
replacement of all ceiling tile; work completed in spring 2017. Cost - $407,754.00.
MSB is also home to many computer science labs and server rooms. Currently we are at
optimal cooling capacity for these areas. Future expansion of these technologies will
require additional AC units and upgraded pump and delivery systems in order to meet
cooling demands; cost estimate $350,000. Recently, multiple fan bank supply units were
installed to improve overall efficiency of the fume hood exhaust system. Emergency
power was recently installed to accommodate server room air conditioning system needs.
This will be a great benefit during power outages. The servers themselves are on back-up
emergency power.
Plumbing – Within the scope of the MSB capital outlay project, restrooms were upgraded
in FY2015 to meet full ADA requirements. Auto-flush valves will be installed on toilets
and urinals for water conservation purposes. A new domestic water riser was installed in
the summer of 2015 and connected to new domestic branch piping (installed in summer
2014), along with new city water booster pumps (installed in fall 2015) to increase the
flow rate to portions of the building. In addition, new water coolers and bottle filling
stations have been installed. Lastly, existing galvanized piping within the footprint of the
capital outlay project was replaced in late FY2017 to address concerns with the integrity
of the aged, existing piping; total cost for this work was approximately $555,000.
Elevators – Modernization of the east elevators was completed in FY2016. This project,
also part of the capital outlay project, included new machines, controls, hydraulics and
cars.
Northbank Center
Elevators – The project to replace the 40+ year old elevators (four elevator cars) in the
North Building (13 stories) was completed in early FY2014 at a cost of $2,100,000. The
South building elevator was replaced in FY2017. To meet code requirements the elevator
mechanical was also upgraded.
South building air supply unit was replaced in FY2013 with a high efficiency system.
Lighting – Building high efficiency lighting retrofits have been completed for the north
and south buildings. Project cost - $90,000. Anticipated savings - $31,000 annually
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The ballroom lighting was upgraded to LED lighting during FY2012 to increase lighting
and reduce energy consumption. Project cost - $5,000. Further infrastructure and
architectural improvements were completed in the ballroom during FY2013, including
drapery, carpet and paint.
Boilers - South Building boiler and supporting steam system project was completed in
2011. Project cost - $95,000.
Boilers – Replacement of the North Building boilers was completed during the summer
of 2015 utilizing in-house staff to perform the work. Estimated cost of the boiler project
is $155,000. As a result of using our own staff, the University achieved project cost
containment of an estimated $50,000. Energy savings are projected to be $8,000 annually
once this project is completed.
Outside facade repair – external building repairs on the South Building brick and
masonry have been completed; cost $75,000.
In FY2018, the outside façade of the North Building is planned to be repaired. This will
consist of tuck pointing and repairing selected/deteriorated brick locations; estimated cost
- $80,000
Water Intrusion – South Building basement will be reevaluated in 2015 and repairs are
anticipated to follow shortly thereafter. Estimated repair cost - $35,000.
Structural (masonry) repairs to north and south buildings at roof level were recently
completed to sustain the integrity of the high-rise and the safety of those below. Project
costs were approximately $70,000. Further work may be required in the future to
maintain the integrity of the buildings.
The remainder of North Building roof was replaced in FY2015 at an estimated cost of
$526,000.
In FY2018, engineering will be performed to upgrade and replace the two major air
supply units. A full assessment will be completed focusing on equipment condition and
energy efficiency.
University Pavilion (UPAV)
During the summer of 2015, the Pavilion, adjacent annex/rink, and Water Street Ramp
underwent a substantial facelift intended to address weathering painted surfaces, and a
lack of clear recognition of the “Michigan” brand associated with these structures. Work
included the following:
o repainting of the exterior (and, in many locations, interior) metal trim and
metal roof panels
o installation of new building signage on south face of the Pavilion
o restoration of clock tower at corner of Kearsley and Saginaw Streets
o replacing the entrance canopies in three Pavilion locations
o restoration of the patio north on the north end of the Pavilion
Total project cost - $484,000
The UPAV cooling tower was replaced in late 2011 using in-house labor to perform the
project. Project cost - $130,000, with estimated cost containment of $80,000.
Generator – Project to purchase and install a generator (the building doesn’t currently
have an emergency generator) to serve the Pavilion was completed in FY2015. .
Estimated project cost - $250,000. The fire alarm panel was successfully tied to the
generator in FY19 and removed from full battery supply.
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Mechanical - New high-efficiency centrifugal chillers were replaced in FY2014.
Projected cost - $500,000
Roof – The roof underwent a full restoration during FY2018. Cost - $350,000
Mechanical – In FY 2017, condenser and chilled water pumps were installed to support
the chilled water system. Variable frequency drives were added to the project to increase
energy efficiency. Projected cost - $65,000 with $7,000 in anticipated in-house cost
containment.
The existing escalators assemblies have been fully removed. This decision was made
based on the frequent and costly need for repair and maintenance. The second level
railings have been infilled, and existing stairway access has been upgraded to
accommodate a higher level of foot traffic.
The passenger elevator is currently scheduled to undergo a modernization, beginning in
December 2018. This will functionally stabilize the elevator system for the expected
added use stemming from the escalator removal.
The food court on the main level has been undergoing continual improvements. One
vendor station has moved from the street side to the central court to allow for improved
natural light to the center seating court. Areas along the Saginaw Street windows are
being better utilized with upgraded flooring, paint, and furniture. This work will be
ongoing through FY2020.
Parking Decks – Mill Deck, University Pavilion, Harrison Deck, Northbank Center
The University is the sole owner of three parking decks (Mill Street, Harrison Street, and
Northbank) and also owns one-third of another deck (Water Street) at the University Pavilion.
The Harrison deck was built in the mid 60’s and transferred from the City of Flint to the
University in 1979; it is the oldest parking structure on campus. The Mill Deck, built in 1988, is
the newest. Each deck has been previously, and is currently being, assessed for structural repairs
as well as considerations for lighting, fire safety, and overall condition. It is important to note
that the structural repairs and maintenance for each deck needs to be done, to varying degrees,
each year. However, at a minimum the University will need to spend approximately $350,000 –
500,000 each year on an ongoing basis to adequately and safely maintain these structures.
Northbank Center Parking Deck – Partial tendon excavation and repair in addition to
structural repairs and sealants, concrete repairs, and joint repairs were critical and
completed in FY2009. In FY2010, the two upper decks were coated with a 3m sealer to
prohibit chlorides from entering the concrete. The University sought expertise from a
professional engineering firm to determine cost and urgency. This deck will continue to
be evaluated for maintenance needs annually but, at this time, repairs are projected to
occur in FY2020 at an estimated cost of $150,000.
Mill Street Deck – Recent critical repairs have included full and partial depth concrete
repairs in addition to correcting water intrusion and replacement of emergency and
stairwell lighting. These critical repairs total approximately $210,000. There are still
three expansion joints that will need to be replaced during FY2019 to fully complete the
top level but this will be done as part of the pending Mill Street repair project. Additional
repairs will need to occur over the next five years and are estimated to be $600,000. This
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will include repair of the fire protection “dry” system, which was performed in FY 2017
at a cost of $10,000.
Harrison Street Deck – Extensive tendon repair and excavation was completed in 2008.
In addition, sealant top coating was applied to one-third of the deck and stairwell repairs,
striping, exterior and interior painting were also completed. In 2010, the University
demolished an obsolete spiral helix exit ramp connected to the Harrison Deck, which
allowed for expansion of student parking Lot T. A study is being conducted FY2016 to
assess the feasibility of installing new elevators and systems to the two existing empty
hoist ways. Further repairs were performed in the FY2016/17 with the project recently
concluded. The scope addressed immediate needs within the stairwells, as well as tendon
stressing and repairs. A new topcoat was applied across the deck surface to help keep it
weather tight and prolong the useful life. This deck will be critical to monitor closely and
maintain given its age (40 years old). Current critical costs are estimated at $400,000 over
the next five to ten years.
Water Street Deck – Co-owned with the State of Michigan, the University owns one-third
of the ramp. Numerous structural repairs were made to this deck in 2010 including
expansion joints, tendon repairs, deck repairs, drain replacements etc. In 2012, there was
a cross joint tendon failure identified and addressed on the second level along with
various stair replacements. Repairs were done at a cost of approximately $25,000 and
were performed during FY2013. Lighting upgrades were made in the ramp during
FY2012 at the cost of $68,000. Subsequently, the University has been collaborating with
the State to address the most critical deferred maintenance needs, and have found through
that process there were several additional stair pans (79) needing to be repaired or
replaced to address potential safety concerns. This work was completed during winter of
2015. In addition, the fire safety and sprinkler systems were assessed in FY2015 to
determine the scope, timing and estimated cost of required upgrades. Finally, the
University has been collaborating with the State to develop a project plan to eventually
replace the elevators in the ramp. The University’s share of the project cost is roughly
estimated to be in the range of $150,000 - $200,000 at this time.
University Tower
As noted earlier, the University completed the purchase of this building in March 2016.
Included in this acquisition are a 10-story high rise tower and two-story connector. An integral
part of the purchase agreement was First Merit Bank’s acknowledgement of responsibility for
physically separating the north building/connector from their south building through construction
of a demising wall. In turn, the University agreed to take responsibility for the physical
separation of the electrical and mechanical utilities, which had been fed throughout the bank
complex from different locations on the site, to isolate those utilities and create separate
electrical/mechanical systems for each of the two parties (the University and Bank) involved in
the transaction. Both projects are now substantially complete.
In addition to the two construction projects to separate the north building from the bank complex,
the University has also taken steps to begin the design work for the repurposing of the bank
building as academic and administrative space. In that regard, Neumann/Smith Architecture was
awarded the design contract with pre-programming initiated in early FY2017. Based on
Neumann/Smith’s early work and the strategic space priorities of the University, we have
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determined that the complete renovation of this building is our greatest need from a campus
space perspective. As such, the renovation of University Tower is proposed to be our FY2018
priority project request. .
In FY2017, University Tower was added to the Consumer Energy Smart Building
Program. As part of this installation, a Johnson Control Energy Management System was
installed in the main mechanical room. This gives the University’s energy manager full
control of the building’s main mechanical system.
Riverfront Center
The University acquired this building as a donation from Uptown Reinvestment Corporation
(URC) in March 2016. This multi-use facility, which already housed the School of Management
(through a prior lease arrangement with URC), also consists of a high-rise housing operation of
approximately 500 beds along with Genesee County’s largest banquet facility. Subsequent to the
University taking ownership of the facility, the following initiatives have been undertaken:
Water intrusion – The University has been working with a consultant to assess the issues
with water intermittently migrating into the basement through walls and floor slab.
Scope of assessment also includes damage to building columns (basement and exterior)
due to corrosion from water intrusion. Estimated cost to remediate - $1,000,000
Mechanical room – a number of repairs were completed within the first six months of
ownership including restart of chemical treatment for hot/chilled water systems,
replacement of multiple components of HVAC and plumbing systems, and lighting
upgrades.
Banquet Center – Moveable wall panel system is slated for repairs to improve
functionality in fall 2016. Total cost - $80,000. During the spring of 2017, an outside
consultant initiated an assessment of the overall condition of the wall system and
concluded that the system was worn beyond reasonable repair. Estimated cost for the full
replacement of the wall system is approximately $1,000,000.
Safety upgrades – Multiple enhancements have been made to the facility to improve
safety of students, faculty, staff and visitors including installation of two Blue Light
Emergency Phones, additional security cameras, enhanced perimeter lighting, and card
access at the building entrance and loading dock. Additional work recently completed
has included installation of access card readers in the existing passenger elevators and
modification of Housing front desk to better manage access to the elevator lobby.
FY2017, the University partnered with Consumers Energy to implement their Smart
Building program at Riverfront Center. The focus has been to upgrade energy
deficiencies. Per the recommendations of Consumers Energy, a complete Johnson
Control automation system was installed in the main mechanical room.
In FY2017/18, a complete elevator modernization to the Riverfront freight elevator was
achieved. This project included new fire alarm and air conditioning systems to meet
current code requirements.
In FY2019, two elevators will be put back into operation (one of which has been out of
service since UM-Flint took ownership of the building). A partial modernization will be
accomplished through the replacement of a mechanical drive. Cost - $25,000
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In FY2020, three elevators will be scheduled to replace doors and upgrade door
electronics.
In FY2017, for code and safety reasons, the Riverfront 300 KW generator (original
building equipment) was rebuilt. During the course of the rebuild process, a temporary
standby generator was installed and operational. Cost - $30,000
During the spring of 2018, the domestic cold water and hot water systems were upgraded.
The upgrade included the replacement of existing domestic hot water valves and piping.
Cost-$25,000
A drain system was installed at the interior basement footings that helped to eliminate
water intrusion. Cost-$24,000
In FY2019, four 10” domestic water valves will be replaced. This will give the building a
100% building shut off capability, if necessary. Cost- $35,000
Energy, Resource Conservation, Sustainability and the Environment The University of Michigan-Flint has long been an advocate for the environment and an energy
conservationist, as demonstrated in the two graphs below. Since 1999, the University has
aggressively pursued, through its Facilities & Operations and Procurement staffs, short payback
energy conservation projects (generally less than four years), as well as futures-purchasing of
natural gas.
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During FY2011, to further its commitment to improving energy efficiency campus-wide, the
University began implementation of a Smart Buildings Program sponsored by and in partnership
with Consumers Energy. This program initially provided a focused assessment of three
buildings (the University Pavilion, University Center and French Hall), and consisted of a
comprehensive evaluation of these buildings to review systems and infrastructure in the context
of energy efficiency and potential improvements. The assessment also included a Facility IQ
Test that encompassed a comprehensive list of energy saving Facility Improvement Measures
(FIM’s). All of the recommendations that surfaced through this program, including additional
lighting upgrades, additional motor variable frequency drives (VFDs), and building management
system adjustments, have been implemented.
As a comparable measure, Facilities & Operations elected to perform a separate energy audit of
Thompson Library during FY2011 utilizing the services of Johnson Controls, Inc., and taking
advantage of the existing partnership built around our building management systems and the
services Johnson offers related to those systems and energy savings. This program validated
system operating efficiencies and gave us data in several areas, such as variable air volume
(VAV) systems, variable speed pumping, and chiller optimization.
Both programs, also referred to as “retro-commissioning”, have provided the following added
benefits:
Low and No cost – quick payback measures with a maximum of four years.
Prioritization of energy efficiency improvements/ planning
Identify potential and best path for ENERGY STAR certification
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And lastly, the Consumers Energy program has provided valuable financial incentives via
rebates ($200K+) to the UM-Flint Campus upon implementation of the recommended measures.
As a result of the success of these programs for the three initial buildings (with Consumers) and
Thompson Library (with Johnson Controls), the University continued the program
implementation in the remaining two ‘candidate’ campus buildings. Specifically, the University
worked with Consumers Energy during FY2013 to perform and successfully complete Smart
Building assessments of Northbank Center and William S. White Building. In FY2017, the
University added the two newly acquired buildings, Riverfront Center and University Tower, to
the Consumers Energy Smart Building Program. Completion of newly installed energy
management systems will be finalized by mid-FY2018.
Recently as well, the University has broadened its environmental approach to embrace
sustainability and aggressively seek out environmentally conscious partners, such as the State of
Michigan and Consumers Energy. In addition, the University continues to strategically seek out
and collaborate with other local and regional partners. One illustration has been through the
University’s engagement with the City of Flint/Genesee County Regional Chamber of
Commerce former energy council, introduced in 2011 as E3 Innovation Network (energy,
environment, economy). At its peak, E3 was an active network of more than 150 diverse
members in Genesee, Lapeer, and Shiawassee Counties designed to grow the green economy
through various collaborative strategies and approaches. The University of Michigan-Flint was
an active participant in the E3 consortium including participation as a member of the E3
Advisory Committee Through this recent effort, and other similar efforts, it is hoped that the
University can further enhance its ability to lower cost, conserve, and become less reliant upon
fossil fuels, with the stated goal to protect and conserve precious resources including dollar
resources, energy, and the environment.
Specific Examples of Campus Energy and Utility-Related Enhancements:
Upgrades in our energy management system, which have been accompanied by various
improvements and retrofits to electrical systems, have allowed the campus to reduce electrical
consumption by approximately 9% (2.3 M kilowatt-hours) and control “in advance” critical peak
loads and improve further upon power factors at various campus building locations. With the
continuation of metering upgrades, the University is targeting to reduce consumption to 11% in
FY2018. Partnering with us in this area has been CMS Energy (Consumers Energy) who also
introduced the campus to a sustainable renewable energy program using biomass and wind
power resources. Currently, the University pays a 3% electrical premium that supports renewable
energy for CMS Energy, and hopes to expand this to 10% in the near future.
During FY2011, the University began the process of investing in a new irrigation system that is
designed to conserve up to 50% of the water used on campus to maintain our grounds. The Ann
Arbor campus had also purchased and installed a similar system and was experiencing savings of
up to 65% water usage in the first two years of operation. This system has been purchased and
was installed by an outside contractor during the summer of 2014. The system is fully
operational at this time and was programmed for maximum efficiency during the winter months
of FY2014. The return on investment for this particular system is anticipated to be
approximately seven years on our initial investment of $70,000.
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Some other recent cost saving/conservation initiatives that have been completed or are underway
include replacement of the air dampers at University Center and installation of variable
frequency drives (VFDs) on building mechanical systems at various campus locations. During
the course of the CEP boiler project, VFDs were installed on the mechanical system in the
Central Energy Plant. In FY2017, VFDs were added to the University Pavilion chilled water
system. VFDs have been a priority to install where the opportunities have existed. They have
now been installed on all of the University’s priority air supply and pump systems.
The University continues to explore lighting upgrades campus-wide to improve energy
conservation and efficiency, safety and aesthetics. Recently, the lighting retrofit initiative was
completed with the installation of LED fixtures on the upper levels of Harrison, Mill Street and
Northbank Center Ramps. During FY2018, interior LED lighting will be installed in the Mill St.
and Harrison St. parking ramps. The lighting project will consist of the replacement of 550
combined fixtures and will effectively complete the University’s outdoor lighting retrofit
initiative. In addition to the parking ramps, the campus-wide tunnel system has been retrofitted
with LED fixtures. This project encompassed the upgrading of 148 fixtures. These projects are
representative of the University’s aggressive overall approach to reducing utility usage, which
has resulted in an estimated 9% reduction in electric and 20% reduction in gas consumption the
past 5 years.
Other strategies to reduce campus utility costs have included purchasing natural gas futures. As
a result of this strategy, the University has purchased over 50% of its anticipated natural gas
needs through spring 2016. Not only has this future-buying strategy resulted in substantial
savings but has given the University a fixed cost projection for this volatile commodity.
Campus energy improvements for FY2014 included:
Energy Management System – Upgraded Johnson Control system across campus to new
technology. A new Johnson Controls EDART graphic and dashboard system was
installed to capture/report trending and efficiency data.
University Center – Complete lighting retrofit, upgrading T8 lighting: also replaced all of
the down light fixtures to LED. Also included in FY2014 was a recessed LED lighting
conversion.
Central Energy Plant –The boiler project has been completed increasing the boiler
efficiency by 30%.
Campus-wide – Continued upgrades to the outside walkway lighting.
Campus-wide – Continued steam trap survey and trap rebuilds
Campus-wide – standardized electric metering to receive valuable trending data.
Northbank Center – Complete lighting retrofit has been completed, upgrading to T8
lighting.
University Pavilion – Two new energy efficient centrifugal chillers.
In 2015 there were three significant projects completed that will provide long-term energy
savings for the campus:
Renovation of the central energy plant (built in 1977) included replacement and
upgrading to new higher efficiency boilers and the addition of boiler stack economizers
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for increased efficiency. This project was completed in spring 2014 but the first full
season of winter operation occurred in the winter of 2014/15.
A major project on campus completed in early FY2015 was the selective renovation and
upgrade of the Murchie Science Building. The energy saving components included new
LED lighting and lighting controls, advanced ventilation controls including over 90
energy-efficient laboratory hoods (used in instruction and research), multiple heating and
cooling fans and pumps incorporating variable frequency drives, and a water side
economized, air-cooled chiller. The building envelope was sealed and weather-stripping
replaced throughout the building.
Lighting projects on the campus include upgrading the Northbank Center parking ramp
lighting and power plant tunnel lighting to energy efficient LED lights. The work was
completed in April and November 2015, respectively.
Recently the University has further driven sustainability on campus and improved the quality of
the drinking water on campus by installing energy-efficient water cooler/bottle fill stations with
onsite filtering. This reduces the use of pre-packaged bottle water, and saves energy due to the
water coolers being programmed to power down the cooling during off hours.
Going forward, the University will continue to focus on energy efficiency opportunities throughout
the campus, and particular those projects with paybacks less than four-five years. Based on the
energy efficient improvements planned for completion in 2015 and 2016, including newly installed
boilers at Northbank Center, it is anticipated that this group of projects (including lighting
improvements and other projects referenced in this plan) will reduce utilities consumption by
approximately 10% annually, and significantly impact positive cost containment efforts in the
longer-term, as utility costs rise over time.
Classroom Usage/Utilization Rates Based Upon Fall 2017 Data
Classroom Utilization Seat Fill Peak (Monday-Friday, 10:00 a.m. ---3:00 p.m.) 50.4% 49.39%
Off Peak (Monday-Friday, 8:00 a.m.—10:00a.m.) 44.21% 45.73%
Off Peak (Monday-Friday, 3:00 p.m. ---5:00p.m.) 59.18% 67.78%
Evenings (Monday-Friday, 5:00 p.m. ---10:00pm) 23.23% 62.67%
Weekends (Saturday, 9:00 a.m. ---1:00p.m) 4.84% 5.37%
Weekends (Sunday, 9:00 a.m. ---1:00p.m 0.00% 0.00%
Note:
Classes meeting 9:30 – 10:45am and 12:30 – 3:15 are included in the Peak utilization %
above.
Due to the University’s standardized time slots overlapping the time frames above, there
will be some class duplication within the percentages.
Because of the robust growth in both online and mix-mode classes and off-site distance
learning locations, on-campus classroom utilization is lower than it might otherwise be.
Departmental classrooms are not included in utilization computation, only general
classrooms scheduled by the Registrar.
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Bonding on Existing Buildings
The $7.5 million Mill Street Parking Ramp bond issue was retired in 2011 and the F. W.
Thompson Library’s $6 million bond issue was retired in early 2013. The more recent $17
million First Street student housing bond issue will retire in 2038.
State Capital Outlay project bonding commitments for the William S. White Building and French
Hall will be retired and ownership returned to the University in 2032 and 2038, respectively.
SECTION V. --- IMPLEMENTATION PLAN: PLANNED OR CONSIDERED MAJOR
RENOVATION AND NEW CONSTRUCTION PROJECTS FOR FY2017-2026
Priority 1: Full Renovation and Occupancy of University Tower
The University of Michigan-Flint seeks $19.8 million in state support to renovate the recently
acquired First Merit North Tower Building (renamed the University Tower Building, or UTB) to
support its academic and administrative needs, to provide public safety services to the
surrounding area in the City of Flint, and to spur economic growth. This cost-effective
renovation, which represents adaptation of and re-purposing of existing facilities, addresses
immediate space limitations, meets growing demand for instructional space for all disciplines
within the university, frees up space in a cascading fashion to enable key health care-related
disciplines to grow enrollment and serve the economic needs of the city, region, and state, and it
addresses an urgent need for more effective and centralized space by our Department of Public
Safety, while simultaneously improving local safety and facilitating greater community relations.
The need for these academic and service spaces have been articulated in a number of studies and
reports, including our most recent master plan. Renovation of the University Tower Building
will position the University to achieve its long term strategic goals for many years, and more
significantly, it will enable the University to grow academic programs and contribute toward
creating a more vibrant downtown Flint using an existing building in which the total cost will be
significantly less than the cost to build a comparable new building.
The University Tower building will be renovated to include eight new classrooms of varying
capacities, new space for academic units, space for the Department of Public Safety, space for
key academic-related service departments, space for the upper administration, public spaces for
community engagement activities, and space for the Genesee Early College, a highly successful
dual-enrollment partnership that has become a vital pipeline of students into the university while
simultaneously providing cost-effective advanced college preparation. These renovations will
also enable a very important cascading effect that will allow us to use space in other buildings to
enable significant enrollment increases for key healthcare-related fields. This will be
accomplished by allowing a number of healthcare departments to expand into the spaces that will
be vacated by units moving to the University Tower Building or to other University locations.
The project will have immediate positive impact on the following units:
School of Education and Human Services
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College of Health Sciences
School of Nursing
College of Arts and Sciences
Office of Research and Sponsored Programs
Office of Extended Learning
Thompson Center for Learning and Teaching
Department of Public Safety
Information Technology Services
Genesee Early College
UM-Flint has assigned top priority to expansion of programs that train future science educators,
health professionals, scientists, and engineers. Acquiring the UTB and its renovation represents
the next essential phase in our strategic growth as a regional comprehensive university serving
the needs of our region and the state. After the success of the three-phase plan to renovate and
expand capacity in French Hall and Murchie Science Building, this new development is essential
to address existing constraints on our facilities in the greater campus community: general-
purpose classroom utilization is at or near capacity and prevents effective scheduling of new
classes; desirable and important health professions fields cannot increase enrollment nor roll-out
new programs due to lack of space in existing facilities; important academic and service units, as
well as the Department of Public Safety, lack well-suited permanent homes; and a key K12
partnership is prevented from expanding due to lack of space in existing facilities.
The proposed UTB academic build-out will enable UM-Flint to: (1) provide a permanent and
visible home for our School of Education and Human Services; (2) accommodate expansion of
the College of Health Sciences (CHS) and the School of Nursing (SON); (3) accommodate
growing need for additional general classrooms and conference spaces; (4) consolidate spaces of
three departments responsible for providing faculty and student support services; (5) provide
better designed and permanent space for the campus Department of Public Safety (DPS); (6)
provide a permanent home for the Genesee Early College (GEC); (7) consolidate executive
administrative offices.
Notably, the relocation of DPS will have several additional benefits to the City of Flint. It will
establish a greater and more visible presence of public safety officers in the downtown Flint area
on Saginaw Street. This presence will consequently create a safer zone for several blocks north
and south of the building. It will also provide the K12 students in Genesee Early College with a
safer pickup/drop-off zone, in addition to giving them access to newer/better technology-enabled
instructional facilities. DPS also creates the opportunity to become the primary backup/host of
the Genesee County emergency dispatch service, which will provide better coordination of
public safety activities among university, city, and county units as well as enhancing the level of
DPS capability to serve the UM-Flint campus. The primary cost of the backup Genesee County
dispatch is in equipment, which will be funded outside the cost of the UTB project by Genesee
County.
46
School of Education and Human Services
Since its inception over 19 years ago, the School of Education and Human Services (SEHS) has
been located on the fourth floor of our French Hall with less than 6,500 square feet of space.
SEHS has experienced significant growth over time and is comprised of the Education
Department, the Social Work Department, and the Center for Educator Preparation, and Early
Childhood Community Programs, which includes the Early Childhood Development Center and
other programs. The School has had numerous accomplishments including development of
several new graduate programs, a post-Master’s Education Specialist degree, and the Doctor of
Education in Leadership. The School launched its Center for Educator Preparation over three
years ago with a mission of significantly expanding and enhancing its partnerships with K-12
community. The Center utilizes a student centered approach and brings together all of the
services the university has to offer into one place to assist and support the success of future and
current educators.
SEHS will be moved to the UTB, which will allow it to achieve its current and future goals. The
School will occupy approximately 14,000 square feet of space and will have access to the
planned classrooms and shared conference space in the UTB. Moving SEHS to the UTB will
give it a distinct identity with a positive effect similar to that resulting from the move of the
School of Management to the Riverfront Center.
Key initiatives will benefit from this move. SEHS has started three new academic programs in
2016-17 and has developed nearly 60 partnerships with non-profit organizations in Genesee
County alone. The SEHS Center for Educator Preparation has partnered with numerous Flint-
area school districts in programs intended to build pipelines for students of color into our
education programs. The School also administers the Great Expectations Program at Cummings
Community Center, serving children from two months to five years of age and who have been
impacted by the Flint water crisis. The greater downtown visibility of SEHS will help to
facilitate these important community engagement efforts and serve as a more effective recruiting
tool in the development of its newly offered programs.
Economic effects will also be positive. In addition to the new programs from our Department of
Education in SEHS, the Social Work department, which offers programs that supply graduates in
professions growing in Michigan, will receive significant new facilities in this building. Further,
the spaces that will be vacated by SEHS on the 4th floor of French Hall will be reassigned to
other units within our College of Arts and Sciences (CAS) that are experiencing significant
enrollment growth.
College of Health Sciences
The University of Michigan-Flint College of Health Sciences (CHS), formerly the School of
Health Professions and Studies (SHPS) has experienced significant enrollment growth over the
past decade, growing from 485 students in Fall 2007 to 842 students in Fall 2018, which also
accounts for a significant enrollment decrease subsequent to the Flint water crisis in 2014. These
numbers exclude Nursing because the Nursing Department separated from SHPS and formed the
School of Nursing (SON) as of January 2017. SHPS has subsequently changed its name from the
School of Health Professions and Studies to the College of Health Sciences. CHS requires
additional spaces to accommodate continued growth and be able to support planned future
program expansions. CHS specifically needs classroom and teaching laboratory space, faculty
47
offices, faculty and student research space, integrated learning labs, and student spaces. CHS
anticipates the following immediate and near future programmatic developments:
CHS will implement its approved Doctor of Occupational Therapy program and will
form a new academic department. The program will require dedicated teaching lab space
(2), access to classroom space (class size of 40), and some faculty research space in
addition to the faculty office suite as specified in our original space request.
The College anticipates adding a joint Respiratory Therapy bachelor degree program with
Mott Community College within the next two years. This is still in the proposal
development phase, and we do not know the exact space requirements but do anticipate
needing faculty offices, one teaching laboratory, and access to classrooms.
CHS will implement its approved Physician Assistant program beginning in June 2020.
This program will be primarily offered on campus and will require dedicated laboratory
space in addition to classroom usage, some faculty research space and faculty office
space.
Public Health and Health Sciences (PHHS) is also considering adding some programs,
but their needs would primarily be for classroom space without added laboratory space.
Resulting from the UTB renovation, spaces currently occupied in the William S. White building
by departments from the College of Arts and Sciences, as well as the Genesee Early College and
Office of Research and Sponsored Programs, will be vacated. These spaces will be reallocated
and partly assigned to CHS, enabling them to locate and expand existing and new programs
within the building.
School of Nursing
Enrollment in UM-Flint's Nursing programs has also increased significantly over the past 10
years, from 908 students in Fall 2007 to 1,503 students in Fall 2017, again accounting for an
enrollment drop subsequent to the Flint water crisis. Having separated from CHS (formerly
SHPS) to become the School of Nursing (SON) in January 2017, the school is developing a
number of new academic programs including an MS in Nursing Education, a graduate certificate
in Nursing, and several concentrations within its current MS Nursing and Doctor of Nursing
Practice. They have also been approved by their accrediting organization, the Commission on
Collegiate Nursing Education (CCNE), to expand their BSN enrollment by up to 96 students,
subject to available classroom and lab facilities. Expansion of the Nursing programs will require
additional laboratory space, faculty offices and use of larger classrooms.
As with CHS, the UTB renovation will enable certain departments to vacate space in the William
S. White building. These spaces will be partially assigned to the School of Nursing, enabling
them to expand their highly successful undergraduate and graduate programs and to offer new
programs in Nursing Education and the graduate certificate in Nursing.
College of Arts and Sciences
The College of Arts and Sciences (CAS) maintains two departments in the William S. White
Building: Art and Art History, and Communications. These spaces are not ideal for the two
48
departments for two reasons. First, the Art and Art History department requires specialized
facilities to instruct students in the studio art disciplines. The facilities currently occupied are not
ideal for development of artistic objects, i.e. ceramics, painting, drawing, development of statues
and other objects. Accordingly, the University is currently conducting a space assessment study
to determine the best way to consolidate and relocate the Art and Art History department in order
to free up space in WSW.
The Communications department is significantly removed from French Hall and Murchie
Science Building, where the majority of the CAS departments are located. The renovations in
UTB will enable SEHS to vacate the 4th floor and the Office of Extended Learning (OEL) to
vacate its current offices on the 2nd floor, of French Hall. These two actions will allow
Communications to move into portions of the newly available spaces in French Hall, with
additional space becoming available for more needed classrooms in French Hall.
Accommodate growing need for additional classrooms space
The University is in need of additional classroom and conference spaces. The increased demand
for and utilization of classrooms have created academic bottlenecks for students in all fields.
Various departments from across the University are experiencing scheduling difficulties, such
that tight scheduling of classrooms and laboratories limits our ability to offer course and lab
sections at times convenient for many of our students. Without adequate “wiggle room,” if one
program needs to change the time of a single section, times for many other course or lab sections
must be changed as well. The end result is that students cannot always take a required course or
lab when they need it.
An extensive analysis of the enrollment levels by program, covering five recent academic years
from 2010-11 through 2014-15 clearly delineates the need for the following additional classroom
spaces:
Type of
Room Seats
Square
Footage Quantity
Total
Square
Footage
Total
Seats
Classroom 70 2,880 2 5,760 140
Classroom 50 1,600 1 1,600 50
Classroom 30 960 1 960 30
Piper Lab 30 1,100 1 1,100 30
Classroom -
seminar 25 720 2 1,440 50
Instructional
Computer
Lab/ITV 40 1,700 1 1,700 40
Open
Computer
Lab 40 1,700 1 1,700 40
Totals 9 14,260 380
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The university also needs conference spaces. In recent years, the University has adopted a more
efficient process of assigning conference space, in which control of conference rooms is no
longer assigned to individual departments. This allows us to allocate a greater percentage of
building spaces for instructional activities to benefit our students. The planned conference
spaces in the UTB will be shared and are intended to support the needs of several academic and
service departments across the campus.
Better integration of service units in support of online learning, excellence in teaching, and
sponsored research
The Thompson Center for Learning & Teaching (TCLT) and Office of Extended Learning
(OEL) share a common mission to support student success through the development of our
faculty. A shared space would help foster effective design and program consistency available to
faculty as both departments advance Strategic Plan Priority #2.i
Both departments look for ways to collaborate in order to provide uniformity in the delivery of
information and approaches that are shared with faculty. The TCLT provides comprehensive
faculty development for course design, peer observation and coaching for face-to-face courses,
active learning strategies, and more recently, scaffolding high impact practices into curriculum
design and curriculum mapping. Likewise, OEL has broadened its services to support not only
faculty development for online and mixed-mode course design and delivery, but synchronous
remote sessions, lecture capture of face-to-face courses, and technology support for programs
used in both online and face-to-face teaching. For example, currently both TCLT and OEL:
Subscribe to and advocate for the model of “backward design” in course development
Develop effective models of peer observation for all forms of course delivery
Support faculty use of technology in the classroom, regardless of delivery mode
Seek to increase options for faculty development in the online environment
Collaborate to identify and satisfy faculty professional development needs
A welcoming, central location will help ameliorate faculty reticence to try new tools or methods.
For faculty who are averse to the concept of online learning or hesitant to implement novel
teaching strategies, a joint center would be beneficial. Demonstrating cohesiveness among
philosophies and instructional design may help to improve faculty receptiveness to online
teaching and/or alternate learning strategies. The synergy of the TCLT and OEL offices working
together will promote and ultimately increase online course offerings.ii Lastly, housing TCLT
and OEL in a shared location would be a logical and responsible use of space as it would make
other space available for master planning initiatives.iii
The Office of Research and Sponsored Programs (ORSP) at UM-Flint is currently housed in a
suite on the fourth floor of the WSW Building that once served as a broadcast studio. The space
is long and narrow and does not have a good meeting space (centrally located or otherwise) for
collaborative work. The director’s office is situated in the former broadcast studio and is
separated from the rest of the office staff by a storage area currently used as an office kitchen
(with a refrigerator, sink and water cooler), and a poster printer, work table, storage cabinets and
50
computer workstation. The department lacks access to a common meeting space for casual or
unscripted interaction and does not have enough space to conduct faculty workshops on research
development, professional development and research initiatives. Moreover, the faculty most
often using ORSP's services come from CAS, SOM, and SEHS, all of whom occupy space
across the Flint River in French Hall, Murchie Science Building, and the Riverfront Center.
Movement of ORSP to UTB would place them closer to the gathering places of these units, as
well as align them more closely with community partners concentrated on Saginaw Street in the
downtown area.
Having ORSP and TCLT in the same space will allow for better discovery of faculty research
interests and more closely align them to support broader faculty interests in basic and
pedagogical research. Having TCLT and ORSP in the same building or ideally on the same floor
would allow for better integration of workshops and professional development. Locating both
units in the same space argues for a more state of the art meeting room or computer lab for
hands-on-learning with the latest pedagogical approaches or research methods. Co-location of
TCLT, OEL, and ORSP could provide opportunities to integrate digital platforms.
Expanding the portfolio of Sponsored Research at the University of Michigan Flint is important
to the vitality of its higher education mission. In order to stay current in an information age, in
an era when the corpus of human knowledge is estimated to double every 12-13 months, more
collaborative and original teaching and research will be necessary to keep pace with advances in
scientific and creative knowledge. Instrumentation needs in the physical sciences, data needs in
the social and health sciences, and communication and innovation in creative arts and
humanities, require the adoption of new methodologies, new information technologies, and new
information gathering, original research and theoretical exploration. In the immediate future,
these needs can be better served in many instances by expanding the diversity of external
funding, by collaborating with other nearby universities in seeking external funding, and
investing strategically in areas of faculty expertise where professional development and research
support can bolster research productivity. We believe that City of Flint and mid-Michigan are
better served by a UM-Flint campus with a much higher proportion of research active faculty
whose expertise is actively sought by the community to build social resilience, to recover from
disinvestment, to create a more diverse, educated, socially intelligent workforce, to serve as an
incubator for empowerment, new technology and economic development, able to build safer,
smarter and sustainable communities, promote healthier populations, and improve standards of
living.
Greater support for sponsored research in mid-Michigan can help recruit the kind of young
investigators who welcome the challenge of building capacity and the opportunity to work in a
smaller, more interdisciplinary, urban campus environment, where departments are smaller and
administrators more responsive to the research ideas and initiatives of beginning investigators.
Providing a common physical space to meet, to conduct research or methods workshops, to
demonstrate new software, to house common data projects, to offer to provide research
development services, and research design support, all incentivize active research agendas and
inspire new forms of inquiry, synthesis and problem solving.
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Address Michigan's increased demand for graduates in Health Professions
Currently, our health professions are at or nearing capacity imposed by space constraints. Our
highly rated Anesthesia program, which includes the newly approved Doctor of Nurse
Anesthesia Practice (DNAP), was recently moved from off campus in a building originally
intended as a dorm for medical residents, on the grounds of Hurley Medical Center. The Hurley
site was noisy, poorly air-conditioned and too small. Accordingly, the Anesthesia program was
moved into offices in WSW, which have further exacerbated our space needs. The recently
approved Master of Science, Physician Assistant (MSPA) program is intended to start with a
cohort of 40 students in June 2020, growing to an annual cohort of 50 students by its 3rd year.
This will be the only PA program offered within the University of Michigan system, yet the
WSW building where it would be housed is currently at capacity. The PA program cannot be
offered without facilities that include one lab, two instructional classrooms, and at least 11
offices for faculty and staff. Renovation of UTB will facilitate finding better university-located
facilities for these important programs, as well as other programs in SON and CHS. For example,
Physical Therapy requires additional laboratory and classroom space to enable it to meet current
enrollment demands.
Job statistics on health professions support the need for expansion and development in these
areas. As one example, the Bureau of Labor Statistics states that the number of jobs in the
Physician Assistant profession is expected to grow by 37% between 2016 and 2026 (Source:
BLS Occupational Outlook Handbook. Available at
https://www.bls.gov/ooh/healthcare/physician-assistants.htm; further supporting evidence is
provided below in the answer to Question 1.) To ensure we are meeting the evolving needs of the
healthcare industry, representatives of the School of Nursing and College of Health Sciences
have regularly examined the needs of Michigan for healthcare professionals and have been
highly responsive to market demands in these key industries. Accordingly, the proposed project
will enable UM-Flint to respond to industry demand as well as to “enhance Michigan's job
creation, talent enhancement, and economic growth initiatives.”
Increase UM-Flint Downtown Presence and Improve Public Safety
The University Department of Public Safety will be headquartered in the newly renovated
facility. The DPS offices will include space for 20 officers, a large combined training and
conferencing room, and a dispatch office for the University of Michigan-Flint Department of
Public Safety, the Genesee County 911 dispatch center back-up, and report writing offices for
Michigan State Police. To enhance the visibility of public safety presence on campus and in the
downtown City of Flint, DPS also intends to park squad cars on Saginaw Street in front of the
building. Numerous studies have supported the assertion that this additional visibility will create
a safer environment in the downtown Flint area, for several blocks north and south along
Saginaw Street as well as westward into local neighborhoods, improving business conditions,
and making the area perceptibly safer for our University community.
Neighborhoods adjacent to the university are considered fragile, with a low median income and
standard of living. Economic activity adjacent to the downtown area will increase with the
52
greater presence of UM-Flint DPS. The location of UM-Flint DPS in the UTB places its
headquarters two blocks from University Avenue, the eastern end of the Flint University
Corridor between UM-Flint and Kettering University. Accordingly, the UM-Flint DPS bolsters
the presence of police in the university corridor and consequently increases safety in this
prioritized area of Flint.
SCOPE OF THE PROJECT
The proposed project centers on the design and renovation of an existing 143,280 square-foot
building, the University Tower Building, recently acquired from First Merit Corp. in downtown
Flint. To ensure that we offer a flexible learning platform supporting high-impact pedagogical
practices and interdisciplinary collaboration for all university disciplines, to ensure optimal
learning spaces for our programs, to provide a home for a highly successful dual-enrollment
operation, the Genesee Early College, and to provide sufficient additional administrative office
space, we engaged Neumann Smith in the conceptual pre-design of this renovation.
The project will feature new space allocated equitably for a number of university departments. It
includes spaces for academics and administration; eight new classrooms that will be employed
across all university departments to accommodate program growth across the entire university;
space for the Genesee Early College, including six new classrooms; space for the Department of
Public Safety; and locations for public engagement that include a first-floor event center within
the former bank lobby and teller station. This space would also create the opportunity for
student art to be on display.
These classrooms are an important feature; they will be flexibly designed to support interactive
learning, facilitate interdisciplinary collaboration, and to especially meet evolving needs. An in-
depth study of classroom utilization was conducted to ensure that the size and number of new
classrooms in UTB would facilitate the growth of student enrollment for the next 5-10 years.
The use of the new classrooms will complement use of all other academic buildings' traditional
spaces and relieve over-scheduling in traditional classrooms across campus.
Design Objectives for the proposed UTB Renovation
Showcase the expanded contiguous space for the School of Education and Human
Services
Accommodate evolving instructional needs by providing new flexible classrooms to fully
support the needs of departments across the university
Provide a highly visible downtown presence for UM-Flint Public Safety
Centralize key related service departments that include the Thompson Center for
Learning and Teaching, the Office of Research and Sponsored Programs, and the Office
of Extended Learning
Accommodate Genesee Early College
Foster innovation and cross-disciplinary teamwork with spaces that encourage
collaboration
Attract students with technology-rich, interactive spaces
53
Support and enhance existing community partnerships
Attract faculty with state-of-the art education and research facilities
Ensure safe, secure, and accessible spaces for all occupants
Centralize executive administration offices and meeting facilities, in order to facilitate
efficient operation and improve student-centered spaces in the University Pavilion
Spaces within the renovated building will feature state-of-the-art, technology-enhanced facilities
that will enable us to produce job-ready graduates for our economic prosperity region, as well as
the state. They will also facilitate more effective and efficient interaction of administrative
departments, improve safety in the downtown City of Flint area, and enable Genesee Early
College to expand its offerings.
1. How does the project enhance Michigan's job creation, talent enhancement and
economic growth initiatives on a local, regional and/or statewide basis?
The UTB renovation will enable UM-Flint to supply talent needed for Michigan’s growing and
emerging industries. More than 77% of UM-Flint graduates stay in Michigan to pursue their
careers, ensuring that Michigan retains valuable talent. Of the graduates who stay in Michigan,
58% stay in our surrounding region, especially in Genesee County.
The programs that will be positively affected by this renovation project contribute to the
university's mission while simultaneously advancing local and regional economic development.
Programs in Nursing, Anesthesia, Physical Therapy, Occupational Therapy, Physician Assistant,
and Public Health all require a significant science basis that is partially addressed through greater
science offerings in the recently approved MSB addition. This project will further enhance the
benefits of the MSB addition by expanding and enhancing several important health care
Administrative Offices
19%
Classrooms14%
Community Engagement Spaces 7%
Conference Rooms6%
DPS19%
GEC8%
OEL, ORSP, TCLT8%
SEHS18%
ITS/MCS1%
PROPOSED UNIVERSITY TOWER RENOVATION:SPACE ALLOCATION
54
professional programs, which will contribute a significant presence of skilled workers to Flint
and Genesee County, meeting the state's first metric to make a positive impact on job creation.
For counties in the East Michigan Prosperity Region, which include Genesee, Huron, Lapeer,
Sanilac, Shiawassee, St. Clair, and Tuscola counties and also encompasses the I-69 International
Trade Corridor, the following are relevant predictions of job growth for 2016-2026:
Job Creation
Physician Assistants 20.8% growth
Physical Therapists 17.3% growth
Occupational Therapists 16.4% growth
Nurse Practitioners 27.3% growth
Healthcare social workers 12.3% growth
Mental health and substance abuse social workers 12.9% growth
Community and social service specialists 15.8% growth
Nursing instructors and teachers, postsecondary 11.8% growth
Source: State of Michigan, DTMB, Employment Projections Excel Files, Long-Term
Occupational Employment Projections 2016 to 2026. Available at
http://milmi.mt.gov/datasearch/projections-excel
It is worthwhile to note that statewide, these numbers are generally higher. For example,
Physicians Assistants are projected to experience 37.7% growth statewide over the same time
period. With the exception of the “community and social service specialists” category, the
statewide projections are higher across all disciplines in the table above, indicating healthy
projected statewide and local demand for these occupational categories.
According to the Michigan Bureau of Labor Market 2016-2026 Industry Occupation Wage and
Employment Projections (available at http://milmi.org/datasearch/PROJ), Michigan occupations
in general will experience 6.2% growth and introduce approximately 231,000 new jobs during
this period. Significant growth is projected in the sectors serviced by the departments that will
benefit from this project, including the Healthcare and Social Assistance sector and the
Educational Services sector. The Healthcare and Social Assistance sector is projected to create
over 113,000 new jobs during the period, representing 18.2% growth. The Educational Services
sector will be above average, creating over 26,000 new jobs representing 7.0% growth.
The current list of “Michigan’s Hot 50 Jobs” for 2026 shows high growth rates for job
categories served by departments that will benefit from this project: Health care social workers,
18.7% growth; Nurse Practitioners, 34.3% growth; Occupational Therapists, 22.9% growth;
Physical Therapists, 27.4% growth; Physician Assistants, 37.8% growth; Registered Nurses,
13.5% growth; Medical and health services managers, 18.1% growth; Educational
55
Administrators, Postsecondary, 10.6% growth; Educational, Guidance, School, and Vocational
Counselors, 15.2% growth (source: Michigan’s Hot 50 brochure, available at
http://milmi.org/research/michigans-hot-50-through-2026).
At the national level, similarly high growth is expected, with Physical Therapists (28% growth),
Physician Assistants (37%), and Nurse Practitioners (36%) showing exceptionally high growth
potential from 2016 to 2026 (source: US Department of Labor, Bureau of Labor Statistics, and
Occupational Outlook Handbook Fastest Growing Occupations table, available at
https://www.bls.gov/ooh/fastest-growing.htm).
At the local level, the UM-Flint School of Nursing will be able to enroll an additional 96 nursing
students yearly. With an estimated 80% graduation rate, they will produce approximately 77
newly qualified nurses yearly from this program alone. Similarly, the College of Health Sciences
will enroll 40 new OTD (Doctors of Occupational Therapy) students yearly, producing an
expected 36 graduates. They will also enroll 50 new M.S. Physician Assistant students,
producing an expected 45 new Physician Assistants yearly. In addition to the revenue to the
university that will be reinvested locally, these students all represent locally produced and largely
locally-remaining talent contributing to the Michigan economy.
Average expected starting salary for OTD are $84,872 annually for a positive economic impact
of $3.05 million annually to the Michigan economy. Average expected Physician Assistant
starting salary is $102,090, resulting in an expected positive economic impact of $4.6 million
annually to the Michigan economy. Average expected starting BSN salary is $75,484, resulting
in a positive economic impact of $5.8 million annually to the Michigan economy.
Secondary benefits are derived from the presence of the Genesee Early College (GEC) and the
UM-Flint DPS in the building. The GEC facilitates greater community engagement because
members of the Flint community interact at the building site on a daily basis. Additionally,
children from underserved areas of the greater Flint community attend high school and college
courses in UTB and in other UM-Flint buildings. The Early College produces a steady stream of
graduates from these communities, many of whom matriculate at UM-Flint or at other state
universities. The DPS presence similarly produces a halo effect in the downtown Flint area and
expanding into nearby neighborhoods. Local populations will be more inclined to come
downtown with a greater police presence; it cannot be easily quantified, but we anticipate more
revenue produced at downtown businesses as a result.
Additionally, with a current and projected shortage of K12 teachers in Michigan for the coming
years, the UM-Flint School of Education and Human Services (SEHS) move into UTB positions
us to take greater advantage of anticipated increases in education student enrollments.
2. How does the project enhance the core academic and/or research mission of the
institution?
The proposed renovation is integral to the core academic mission of UM-Flint – meeting and
exceeding the State's second metric in several ways. As a regional comprehensive campus of the
University of Michigan, our focus is on academic excellence and community engagement. The
56
proposed renovation enhances our capability in both of these areas, and it will also enhance our
research mission. Three academic units will benefit directly or indirectly, including the School of
Education and Human Services (SEHS), the College of Health Sciences (CHS), and the School
of Nursing (SON). The Genesee Early College, an innovative early college (K13) school that
produces high school graduates who earn up to 65 college credits, will also receive space and
enhance our mission by continuing to produce a steady stream of well-prepared students who
matriculate at UM-Flint and other state universities. Also receiving space are key support units
that include our Thompson Center for Learning and Teaching (TCLT), our Office of Research
and Sponsored Programs (ORSP), and our Office of Extended Learning (OEL).
Academic Mission
The expanded and improved quarters of SEHS will accommodate growing student enrollment
while simultaneously enabling us to employ highly effective pedagogical approaches. SEHS will
have new facilities capable of better serving their students through increased student-focused
meeting rooms; a simulation lab to support more engaged and realistic pedagogical approaches
in our Department of Social Work; a tutoring center, a media laboratory, and an
innovation/collaboration center to support our Center for Educator Preparation; a professional
library and curricular lab to support our Education department; and increased space for student
organizations. The SEHS will also have priority access to eight shared classrooms in the
building, so that students will be able to complete their in-class activities in the same building as
their academic departments.
The TCLT is a department that develops and promotes best practices in teaching and learning.
The location of SEHS adjacent to TCLT will be of great benefit to students in SEHS, and its
location closer to the center of the university will facilitate greater faculty participation in TCLT
events. Similarly, ORSP and OEL will share a floor with TCLT. It will enable us to more
efficiently utilize staff in these three offices, and the ORSP in particular will benefit from a more
central location closer to our STEM faculty.
Classroom design in the building facilitates and supports high-impact practices (HIPs),
interactive practices proven to increase student engagement and retention. These UTB spaces
will enhance academic excellence by facilitating HIPs, including interactive teaching methods,
improved student-faculty and student-student collaboration, and research collaborations.
The renovation of UTB enables us to re-purpose vacated space in our WSW building. Notably,
our health professions units (SON and CHS) will be able to expand their teaching and research
laboratory spaces to better engage their students and increase the sizes of their student cohorts.
All new lab facilities are typically designed to facilitate HIPs, which will increase the intellectual
and practical competencies of our students and produce graduates with the knowledge and skills
needed to succeed in the 21st century working environment.
Community Engagement
As a Carnegie-classified Community Engaged campus, UM-Flint’s core mission involves the
application of knowledge to the real world, and the proposed renovation of UTB will help the
57
campus to more fully realize our community engagement goals. With flexible interactive
classrooms and instructional class laboratories, community-accessible meeting spaces, and
greater presence and visibility of SEHS in the downtown area, the renovation will strengthen our
programs of community engagement within SEHS. Although directly related to, but not within
the scope of this proposed project, the improvement in space within the WSW building will
enhance our health professions ability to continue to offer their community engaged free clinics.
While our university is classified as a Community Engaged university by the Carnegie
Foundation, it is also true that Flint's reputation may have a depressing effect on community
interactions. The DPS presence in the UTB places our police force in a more centralized location
on campus. Currently, DPS occupies the Hubbard building, which is located on the far eastern
end of campus near our physical plant facilities. This non-centralized location places them
(relative to the Flint campus overall) in a nearly invisible position.
The presence of UM-Flint's DPS in the UTB improves community well-being by creating a safer
downtown area within a radius of several blocks and also creating safety improvements to the
Flint University Corridor. It also enhances the desirability of the community spaces that will be
available on the street level of UTB. The spaces planned will be centers for numerous social and
cultural activities in the evenings in downtown Flint. This will enhance economic activity at
local bars/restaurants and also create a greater amount of social activity in the immediate
downtown area. This assertion is supported by a publication of the U.S. Department of Justice
Community Oriented Policing Services (COPS): “The Relationship Between Economic
Conditions, Policing, and Crime Trends”, September 2012.
3. Is the requested project focused on a single, stand-alone facility?
Yes. The project request is for a single stand-alone facility, the University Tower Building. The
project involves the re-purposing and renovation of a recently acquired building in downtown
Flint. It will also enable changes in other buildings (primarily the William S. White building)
that are not within the scope of this project.
4. How does the project support investment in or adaptive re-purposing of existing
facilities and infrastructure?
The proposed renovation is specifically an adaptation and re-purposing of an existing building
that we have purchased. The total project cost, at $30 million for renovations plus the original
investment of $6 Million for its purchase, is well under 50% of the cost of building a new
structure of the same size.
Additionally, the renovation enables us to significantly re-purpose spaces in the William S.
White (WSW) Building and French Hall. The specific moves and re-purposing are as follows:
Genesee Early College moves from WSW to the University Tower Building
SEHS moves from French Hall to the University Tower Building
Department of Communications moves from WSW to French Hall
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CHS expands its space in WSW
SON expands its space in WSW
Critically important economically, newly available space in WSW will be employed by the
College of Health Sciences and the School of Nursing to initiate new graduate programs in
Physician Assistant and Occupational Therapy; and expand their Physical Therapy, Bachelor of
Science Nursing, and Nurse Practitioner programs. All of these programs represent professions
whose growth projections are much higher than average over the 10 year period 2014-2024 and
for which high job growth rates are projected in our economic prosperity zone, as well as across
the whole state.
5. Does the project address or mitigate any current health/safety deficiencies relative to
existing facilities? If yes, please explain.
The planned renovation will include many life safety and operational upgrades to bring the
building up to current codes, including: new audible fire alarm system; improvement of and
confirmation of exit access travel distance, egress capacities, exits per floor, dead-end travel
distances, emergency egress routes, and exit door arrangements all being code compliant;
upgrades to emergency lighting and exit signs; verification of lighting levels; a new generator
and automated transfer switch provided for all life-safety loads; and various modifications to
achieve barrier-free compliance, such as toilet room renovations, door hardware upgrades, etc.
The renovation will also improve access to the building for people with physical disabilities
through specific location siting and orientation, as the build-out will reduce the travel distance
between the building and nearby parking facilities.
6. How does the institution measure utilization of existing facilities, and how does it
compare relative to established benchmarks for educational facilities? How does the
project help improve the utilization of existing space and infrastructure, or conversely,
how does current utilization support the need for additional space and infrastructure?
Classroom utilization is measured by the departments hosting the instructional classrooms in the
academic buildings. These measurements are recorded and reported using the University of
Michigan M-Pathways space management system. Additionally, the University of Michigan Ann
Arbor Office of the Provost maintains a building and space information site (at
http://www.provost.umich.edu/space/resources/building.html), providing reports and guidelines
with which departments on all three campuses track and record their space inventory in the M-
Pathways space management system. This is the authoritative source for all University of
Michigan space data.
Utilization factors include: class time, prep and clean-up time, target enrollment utilizations per
classroom, whether labs are open for tutoring, computer usage, or research, and outside activities
such as clinical practice that may affect ability to schedule courses. Unit administrators ensure
that spaces are used effectively and efficiently according to the University of Michigan
guidelines available at http://www.provost.umich.edu/space/resources.
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In this particular case, the question is less about classroom utilization and more concerning the
need for additional space and infrastructure due to current utilization. In the health professions
that occupy WSW, class times are pre-determined to run on particular week days. This is
required to support clinical rotations at medical facilities outside the university, which are
determined (scheduled) by the medical facilities themselves, as opposed to the university. This is
true for existing programs in Nursing and Physical Therapy, as well as near-future programs in
Occupational Therapy (OT) and Physician Assistant (PA). A side effect of this time requirement
is that classes in these programs are scheduled at non-standard times and in large time blocks.
This has created time conflicts for courses in these disciplines that may result in lower efficiency
of building utilization but which have effectively prevented additional courses from being
scheduled in existing classrooms.
The project will provide additional infrastructure by moving other departments (and the GEC)
out of WSW and into the UTB. This improves facilities by enabling us to create additional
general classrooms, in UTB, for use by all departments within the university, as well as the
cascading effect of vacating space in WSW that will be re-purposed and renovated for use by the
health professions departments. In particular, the PT program employs two 60-seat classrooms
that are currently 100% utilized. When it begins, the OT program will share some courses with
PT, creating the need for a 100-seat computerized classroom that does not currently exist. It will
also require a simulation lab and an Occupational Therapy practical lab, each of which do not
currently exist. The Nursing program, in order to offer its larger cohort as approved by CCNE,
requires a 100-seat computerized classroom and is currently limited to two (2) 48-seat
classrooms (this computerized classroom will be shared with PT and OT). The PA program will
reach enrollments of 50 students per cohort, spread over 2 ½ years. Accordingly, the PA program
requires a minimum one new 50-seat classroom that doesn’t currently exist, as well as lab
facilities to accommodate two cohorts of students, which also do not currently exist.
The project helps improve utilization of existing space and infrastructure by removing these
roadblocks to current (Nursing) and future (Occupational Therapy and Physician Assistant)
programs. Necessary space will be made available with the move of GEC and other programs
into UTB, which will free up space within the WSW building.
7. How does the institution intend to integrate sustainable design principles to enhance the
efficiency and operations of the facility?
The University of Michigan-Flint is committed to environmental stewardship in its approach to
all building projects. As this is a renovation and not a new construction project, we are somewhat
constrained by the existing architecture. However, all large-scale construction projects that
include new construction and major renovations are required to meet the American Association
of Heating, Refrigeration and Air conditioning Engineers (ASHRAE) Standard 90.1-2007. We
plan to target improved performance exceeding the base ASHRAE requirements by 30%. A
study has been performed by Consumers Energy to help determine how energy consumption can
be reduced. The University, in an effort to become more environmentally conscious, will require
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that all major renovations follow LEED guideline and practices during the design process,
regardless of whether LEED certification is planned.
The project will meet or exceed LEED certification guidelines through various means that
include the following:
Replacing Air Handling Units (AHUs) with more efficient components, including
removal of turning vanes and replacing them with variable frequency drives.
Incorporate a Building Management System (BMS) throughout the building, allowing
spaces to be controlled based on utilization, occupancy, modified set points, etc., as well
as monitor the environment of the space for modifications remotely.
Addition of metering to the BMS by floor or by tenant to achieve sustainability; meters
will promote increased tenant awareness to drive accountability for usage of utilities.
Add or upgrade controls of each AHU, and associated components, to modern direct
digital, to ensure reduced energy consumption.
Incorporate demand response programming in the new direct digital controls to reduce
usage and save energy during peak usage times.
Use direct digital controls to schedule domestic hot water and zone heating during
unoccupied times, to decrease energy usage.
Add a side stream that filters out sediments and contaminants from the recirculating
water system, to enable higher cycles of concentration and reduce chemical use in the
cooling tower.
Implement control to other existing building elements, such as chiller pumps, to reduce
electrical power consumption.
Installing a lighting control system, and use daylight harvesting measures and designs,
daylighting controls, and occupancy sensors, to reduce electrical power consumption in
the lighting system.
Use LED lighting as a standard to replace existing fluorescent fixtures, to reduce
electrical power consumption and improve environmental sustainability.
Improve Indoor Environment Quality (IEQ) through installation of air quality monitoring
sensors, in coordination with programming added to the sequence of operations for the air
handling units. This will increase energy savings and improve occupant comfort.
Use of green building materials, including low-VOC paints, adhesives, and finishes.
Use of local and regional materials where possible.
Design for lower water consumption, through the installation of low-flow fixtures, as
well as use of shared utilities.
Addition of leak detection sensors and monitoring to conserve water usage.
8. Are match resources currently available for the project? If yes, what is the source of
the match resources? If no, identify the intended source and the estimated timeline for
securing said resources.
All internal matching funds are currently available and will not limit the project from moving
forward.
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The financing has come primarily from internal capital renewal funds, as well as funds recovered
from existing efficiencies gained through energy efficiency improvements made at other
buildings around campus.
9. If authorized for construction, the state typically provides a maximum of 76% of the
total cost for university projects and 50% of the total cost for community college
projects. Does the institution intend to commit additional resources that would reduce
the state share from the amounts indicated? If so, by what amount?
Yes; the university anticipates committing resources that significantly reduce the state share.
The total project cost is $30 million. The university has funds available to commit $10.2 million
or 34% of the project’s cost, with an expected state contribution of $19.8 million or 66% of the
project cost.
10. Will the completed project increase operating costs to the institution? If yes, please
provide an estimated cost (annually and over a five year period) and indicate whether
the institution has identified available funds to support the additional cost.
Building costs are expected to be partially offset with reductions in energy waste. Operational
costs will increase with the additional square footage that is added by approximately $940K/year
or about $4.7 M over five (5) years. Figures for any additional recurring annual operating funds
will be available upon completion of the project. The table below presents anticipated operating
costs (based on the existing 143,280 gross square feet). The university believes that increased
enrollment in health-care related fields and cost savings from energy and water efficient features
will help to offset the expected increase in overhead.
$/gsf Future Cost
Custodial Building Cleaning 1.48 $229,400
Outside grounds 0.12 $18,600
Plant maintenance 1.66 $257,300
Purchase utilities 1.83 $283,650
Security 0.4 $62,000
Communications 0.34 $52,700
Insurance 0.13 $20,150
Service Contracts 0.32 $20,150
$943,950
Note: Future security costs per square foot anticipate cost savings due to the presence of DPS in
the building. Future utility costs per square foot anticipate cost savings due to energy- and
water- efficient features integrated into the design of the renovation project. Although estimated
operating budget figures do not reflect those further cost savings, LEED-certified buildings have
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been proven to use as much as 25% less energy and realize up to a 19% reduction in aggregate
operational costs in comparison with non-certified buildings.
Source: GSA. August 2011. Green building performance: a Post occupancy evaluation of 22 GSA buildings. Available at: http://www.gsa.gov/graphics/pbs/Green_Building_Performance.pdf
11. What impact, if any, will the project have on tuition costs?
There will be no impact on tuition costs as a result of this project.
12. If this project is not authorized, what are the impacts to the institution and its students?
If this proposed project is not funded, through the State of Michigan Capital Outlay process, we
may fund it through a staged implementation. This staged implementation will take up to 12
years to complete and will significantly delay the expansion of existing programs from our health
profession schools. High-priority programs, such as the MSPA, will necessarily be delayed, and
the University will be forced to turn away prospective students, resulting in fewer qualified
graduates to meet growing demand for health-related professionals in Michigan.
13. What alternatives to this project were considered? Why is the requested project
preferable to those alternatives?
Alternatives to the proposed renovation were deemed counterproductive and considerably
costlier. The only feasible alternative would be to build a new academic/administrative building
of approximately 143,280 gross square feet in size, which would require a total project cost of
approximately $77 million over and above the costs of acquiring new land, mitigating
environmental issues, design work, and the time to design and build. The existing UTB was
acquired at a cost of $6 million from First Merit Corporation; including the proposed renovation,
the total cost will be approximately $36 million. Additionally, the building as situated is very
close to existing university buildings and effectively extends the university footprint by a
moderate amount into the downtown area; i.e. it's more centrally located and closer to the center
of our operations. A new building would likely require use of space north of the river and offset
from the center of campus. Given the desire by many departments to use the facilities in this
building, its central location is an additional asset, the impact of which cannot be measured.
(Estimated Project Cost: $30 million)
Priority 2: William S. White Building
(No capital outlay funding is requested)
The University of Michigan-Flint proposes to renovate and design an addition for the William S.
White Building. Originally constructed in 2002, the building currently houses numerous
programs including early childhood development, the College of Health Sciences, the newly
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formed School of Nursing, the Department of Communication, the Department of Art and Art
History, and the Genesee Early College (GEC). Growth of the Genesee Early College program
(GEC), the Early Childhood Development Center (ECDC) and the College of Health Sciences
(CHS) has prioritized this project for future inclusion in the State of Michigan Five Year Capital
Outlay Plan by the University. The current number of classrooms and laboratories limit the
development of both academic degree-granting programs and community-based education.
The William S. White Building addition and renovation project seeks to achieve the following
five main goals:
1. Expand space for the School of Nursing’s growing population. With the added research
and simulations spaces, it is expected that the program may double in size due to the
added scheduling ability. This is accommodated by the following:
Phase 3 simulation space including specialty practice such as perioperative and
outpatient management spaces total of 10,000 sq. ft.
Health Assessment Lab(s)
100 seat shared computer lab
60-80 seat dedicated classroom
(3) 220 square foot Research labs
(10) Student group study spaces. Each pod has room for 6-8 students
Large community space for students to gather before and after classrooms. WSW
does not have this type of open space. More open space on the first floor is
desired. An inviting, adult-interactive environment is needed.
A video room with space for groups or individuals
(2) Interdisciplinary classrooms including some flexible space in WSW that is
adaptable for multiple needs such as lab, lecture-type or board room type set-ups.
Oftentimes, collaboration with other units requires moving of furniture to make
the space work.
Dean conference room (current conference room accommodates 8 people)
8-10 faculty offices
6 grant staff offices
2. Expand spaces for the CHS to accommodate current growth, potential new programs and
new departments; such as Occupational Therapy, Physician’s Assistant, Environmental
Health, and an expansion to the existing Health Care Administration program. This is
accommodated by the following:
100 seat shared computer classroom
(2) 60-80 seat classrooms
(3) Developed research labs
Added student collaboration spaces throughout building(s)
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Anesthesia Lab growth
Occupational Therapy Functional Living and Pediatrics Lab
Physician Assistant Teaching Lab
Shared Clinical Program Integrated Learning Lab for Standardized Patients
Clinical Sciences Office Suite with 13-15 faculty offices
Physician Assistant Office Suite with 10-12 faculty offices
3. Expand and relocate the GEC program. Currently, GEC holds 5 classrooms, office suite
with 8-10 offices, a small tutoring room, and conference room. GEC program will
accommodate up to 400 students in flexible and innovative teaching spaces. This
relocated space could occur outside of the WSW footprint.
4. Expand and relocate the ECDC due to the current shortage of space and locate for more
autonomy.
5. Relocate and consolidate the spaces allocated to the Art and Art History Department, as
well as the Office of Research and Sponsored Programs, and Communications
Department. This allows for growth for all of the Health Profession fields, and enables
the other departments to consolidate to a single locations within the University.
A preliminary program was developed based on input from University administration. There is a
need for general development to develop the current building to meet expectations of standard
for programs being offered. To assist in the growth of the programs, the WSW Building is
needed to be developed into a Health Professions focused building. In review of the existing
building space, it has been determined that the growth passes the available area for allowable
renovations, even with occupant departures. To significantly expand programs, increase
enrollments, and keep pace with advanced instructional and health care technologies, an annex to
the WSW Building will be required.
The work scope for the William S. White Building renovation and addition project can be
divided into two major categories:
Addition 63,000 GSF
Renovations 40,000 GSF
(Estimated Cost TBD)
Priority 3: Frances Willson Thompson Library Transformation
(No capital outlay funding is requested)
Guided by the 2011 Sasaki Campus Master Plan Update, and using sociologist Ray Oldenburg’s
“third space” concept to frame and focus the re-design, the University of Michigan-Flint
proposes to transform the Thompson Library from its traditional 1980s book-oriented, isolated-
individual-study model to a student- and community-oriented, technology-enriched collaborative
academic active learning commons model – a 21st Century library to meet the needs of 21st
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Century students, faculty, and community neighbors. This re-envisioned Thompson Library
would become for the campus and for downtown Flint an academic “third space”, a welcoming,
comfortable, flexible, technology-enriched active-learning study- and service-oriented
destination which students, faculty, and University neighbors seek out for study and learning,
and can find academic assistance and services more than 100 hours per week, Sunday through
Saturday.
The proposed transformation would include a first-floor public entrance at ground level; coffee
shop with newspapers, magazines, and newly-acquired books; an open “knowledge
mall”/learning commons space, with flexible, comfortable study furniture, each with ample
electrical and USB outlets, designed to encourage both individual and group study.
The first-floor knowledge mall would offer key library and other academic services in
approachable configurations: research/reference assistance; ITS help desk; writing and public-
presentation advice; tutoring spaces; a glass-walled dividable multipurpose room for instruction,
interdisciplinary meetings, group-work, hackathons; a “new technology demo” space, where
students could try out new hardware and software, such as a 3D printer, Google Glass, etc.
ITS computers and printers would be distributed throughout the three floors of the building, as
well as a score of media-enriched study rooms, to accommodate groups of various sizes. We
would also provide multiple traditional quiet- and super-quiet study spaces for individuals.
We would retain a secondary public entrance on the third-floor, for convenience of campus
skywalk users. The Library’s book collection would be consolidated on the second and third
floors. Units such as Honors Program and Thompson Center for Learning & Teaching would be
relocated to the third floor. We would make space for the first-floor learning commons by
withdrawing most of the Library’s hardcopy print journal volumes, replacing them with digital
versions.
This transformation of the Thompson Library responds to the already demonstrated demand of
21st Century UM-Flint students for active-learning, collaborative spaces. Students still need and
in fact demand bricks and mortar libraries. Comparing Fall 2007 to Fall 2016, Thompson
Library gate count is up 22% (61,569 vs. 74,884 visits), and up 29% Fall 2007 vs. average visits
Fall 2008-2016 (61,569 vs. 79,646). During the same period, to meet student demand, the
Library has doubled the ITS computer lab, added a “ThinkLab” and 11-station group-project lab,
and expanded hours of operation by 50%, from 67/week in 2007 to 100/week in 2015. Our ten
group-study rooms often are continuously booked. Survey data and gate counts indicate that, on
average, half of UM-Flint students visit the Thompson Library at least once a week – a
testimony to the academic seriousness of our students and their sustained, demonstrated ongoing
need for supportive academic study spaces.
(Estimated Cost TBD)
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Priority 4: Fine and Performing Arts Performance Space
(No capital outlay funding is requested)
In order for the University of Michigan-Flint to provide the highest quality instruction in music
and music education, it is necessary that we construct a facility that will provide an acoustically
sound performance space seating of 400-600, state-of-the-art classrooms, adequate student
practice space, and appropriate faculty offices. An added benefit of the performance space is its
availability to the community, including the Flint Institute of Music. Existing spaces are
cramped, acoustically questionable, and not in compliance with specifications set by music’s
accrediting body, the National Association of Schools of Music. In order to enhance enrollment
and student learning, a new facility is necessary.
(Estimated Cost TBD)
Priority 5: Current and Critical Campus Deferred Maintenance Infrastructure Projects
(No capital outlay funding is requested)
As described within this document in Table 2, Campus Deferred Maintenance/Capital Renewal
Summary, the campus requires both current and critical campus deferred maintenance and
infrastructure replacement/upgrades to ensure that the campus infrastructure is maintained in
“Good” condition.
(Estimated Cost: $133.25 million)
Priority 6: University Student Center Renovation
(No capital outlay funding is requested)
The University Center was opened in 1979 and has many of the traditional facility elements
required to serve the needs of a small 1980’s commuter campus population. In fall 2017
University of Michigan-Flint enrollment reached 7,836 students with approximately 470 students
living on campus. This transition from a strictly commuter campus to a more commuter-
residential focus has changed how the student university center is utilized.
With such a shift, identifying a campus center or cultural Mecca becomes that much more
important. To paraphrase former University of Pennsylvania president Judith Rodin---A true
campus center should be one that embodies the University’s goals for the new millennium—a
seamless integration of students’ academic pursuits, extracurricular activities, and their day to
day lives. Such a project might incorporate a cafeteria, student run coffee shop, bookstore,
student government offices, student service offices, student organization offices, faculty offices,
seminar rooms, and recreation, fitness, activity and social spaces.
By jointly planning the Recreation Center and University Student Center projects with the goal
of creating a new “Student Center”, it will be possible to achieve economies of scale in planning
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and renovation, while at the same time, provide an opportunity to integrated programming and
operational linkages.
(Estimated Cost TBD)
Priority Request 7: Recreation Center
(No capital outlay funding is requested)
As the University anticipates eventual enrollment growth to 10,000 students, continuous
improvements to the Recreation Center will be required. According to the UM-Flint Campus
Master Plan Update 2011 published by Sasaki, the Recreation Center is large enough to
accommodate the 10,000 student headcount; however, the ever-increasing emphasis on health
and wellness may demand higher quality facilities in future years (page 23, UM-Flint Campus
Master Plan). TMP Architects has prepared floor plans with additional square footage to
accommodate weight and fitness equipment and programs, as well as a new pool. The existing
pool is located in the University Center (access gained via the Recreation Center) and, although
various repairs were completed in early FY2012, further major repairs and possible renovations
will be needed on an ongoing basis in the future. Replacing it with a smaller pool in closer
proximity to the Recreation Center may be a more practical option, thereby freeing up space for
enhanced student-related programming in the University Center.
The condition and appearance of the Recreation Center has deteriorated significantly over the
past 30 years because of inadequate funding for capital improvements and repairs. In addition,
renovations and upgrades necessary to accommodate changes in fitness industry trends and
research have, to a great extent, not been possible. Facility needs have included ongoing repairs
to stop water intrusion from the roof, windows and expansion joints and upgrade of electrical to
prevent power outages. This has included many masonry repairs required at areas where flashing
has failed, coping is falling, glass block damaged, and tuck pointing required. Lighting systems
have been upgraded for better visibility and energy savings. Work has also included renovation
of the men’s and women’s locker rooms; replacement of worn out and outdated carpeting;
repairs to walls, floors and other surfaces throughout the facility, including paint; and upgrade of
security systems including cameras and exit alarms.
Other facilities renovations completed recently include creation of a cross fitness room
(completed FY2015), aesthetic upgrades to the front counter/check-in area and equipment station
(completed FY2016, cost - $24,000), gym floor ground down, resurfaced, restriped (FY2015,
Cost - $60,000), weight room flooring replaced (FY2015, cost - $40,000), racquetball court
modified into free weight room space (FY2017 - cost $45,000), fire alarm system upgrades
(FY2018 $?), and the conversion of a racquetball court into a multi-purpose room (FY2018 -
$32,000)
Currently, the Recreation Center is undergoing a renovation of existing office and storage space
into a gender neutral locker room and pool passageway (anticipated completion during FY2019,
estimated cost - $70,000).
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While much has been done to improve conditions, there are still major facility renovations
needed to meet current consumer demands for health, fitness and recreation including making the
facility more accessible for those with physical disabilities; reconfiguring facility entrance to
improve appearance, customer service and membership sales; resurfacing indoor track;
expanding the cardio areas; installing air conditioning; converting one racquetball court to a
squash court; and developing areas for expanded retail sales and refreshments.
Suggested Recreation Center renovation scope totals $4.3 million and includes:
Add Welcome Center Entrance
Reconfigure and expand existing office suite
Reconfigure and expand existing reception area
Add new office for membership sales
Add new storage area under stairs
Add air conditioning to Fitness/Courts area and locker rooms
Upgrade lower level corridor as “Main Street”
Renovate custodial area
Renovate Multi-purpose and wellness rooms (Room 11 & 15)
Air condition locker rooms
Replace glass curtain wall (pool area/UCEN Lobby)
Also under consideration for the Rec Center is to develop and grow the club sports program and
activities. This may include developed sports courts with associated bleachers, team locker
rooms, and spaces for sales and administration/management.
Status of State Building Authority Projects in Progress In May 2017, the University received legislative approval for capital outlay funding for, at that
time, our highest priority request, Expand Murchie Science Building to Create Additional
Instructional and Collaborative Spaces. The University is currently in the process of working
with the Professional Service Contractor (HED) to complete the construction documents in
preparation for a fall 2018 construction bid process.
The University’s capital outlay funded project, French Hall Classrooms for the Future project,
was closed-out with the State DMTB October 2010. In addition, the capital outlay funded
project, Renovate and Reconfigure Murchie Science Building’s Laboratories and Classrooms for
the Future, was closed-out with the State DTMB August 2017.
i Strategic Plan Priority #2: Foster a culture in which faculty are supported in pursuing disciplinary
and interdisciplinary teaching, scholarship, and creative activity, and expand faculty professional development.
ii Aligns with Strategic Plan Priority #7: Increase enrollment, student retention and degree
completion to achieve planned growth.
iii Strategic Plan Priority #10: Use and develop space that is responsive to a growing university.
