2016 Master Plan for 2018-2022

Western Michigan University

5-Year Comprehensive Master

Plan Report FY2018- 2022

October 31, 2016

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

I. Mission Statement Summary description of the overall mission of the institution.

The following principles and goals set the direction for development and growth at Western Michigan University, as approved by the Board of Trustees:

The Western Michigan University Commitment

With adoption of its first strategic plan in 2012, the University embraced three basic tenets developed to describe its identity and provide guideposts for the future. In 2016, as the University launches The Gold Standard 2020, a refined and expanded five‐ year version of its strategic plan, those three tenets remain at the very core of all that WMU is and aspires to be. The University is learner centered, discovery driven, and globally engaged. Every goal that it sets and every challenge it tackles is intended to maintain and enhance those three tenets. The Gold Standard 2020 is a planning tool for the future that is premised on that basic understanding.

As a premier, comprehensive, public research University, WMU will use this plan to recruit and nurture talented minds wherever they will be found. The University strives to add value to the lives of its learners and continuously improve the quality of its programming to meet the needs and expectations of the communities it serves. The strategic plan reflects a campus‐wide commitment to academic rigor, service, inclusivity, collaboration, economic development, sustainability and good stewardship of institutional resources.

As an extension of the original Gold Standard, the Gold Standard 2020 is an affirmation of the University community's commitment to the values of shared governance, transparent and timely communication, and accountable and responsible behavior within an ethical, compassionate, diverse and respectful environment.

Western Michigan University has embraced the challenge of strategic planning to ensure that it will be a premier educational environment that provides opportunity for a diverse and globally representative community of learners. Those learners will be part of a setting in which discovery and innovation are used to enhance the economic vitality of the communities served and make the world a better and more hospitable place.

Mission

Western Michigan University is a learner‐centered, research university, building intellectual inquiry and discovery into undergraduate, graduate, and professional

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

programs in a way that fosters knowledge and innovation, and transforms wisdom into action. As a public university, WMU provides leadership in teaching, research, learning, and service, and is committed to enhancing the future of our global citizenry.

Vision Nationally and internationally recognized, the University aspires to distinguish itself as learner centered, discovery driven, and globally engaged.

Learner centered. Western Michigan University is a university where every member of our community is responsive to and responsible for the education of our students. We challenge and engage all members of our community with a university experience that creates skilled, life‐long learners.

Discovery driven. Western Michigan University offers experiences that enable discovery, and promote creativity and research. We are committed to pursuing inquiry, disseminating knowledge, and fostering critical thinking that encourages life‐long learning. Our scholarship creates new knowledge, forms a basis for innovative solutions, leads to economic development, and makes substantial contributions to society.

Globally engaged. Western Michigan University impacts the globe positively. We are a community of learners committed to human dignity, sustainability, social responsibility, and justice. Our campus embraces a diverse population of students, faculty and staff who develop learners and leaders who are locally oriented and globally competent, culturally aware and ready to contribute to world knowledge and discovery.

The Gold Standard 2020 Embraces Five Strategic Goals

The University Strategic Plan guides the way for the next five years and allows time for meaningful institutional goals to be achieved. Developing the goals, objectives and strategies that will serve the University community both now and in the future, demands that the University undertake honest, thorough and ongoing examinations of the challenges and risks the institution faces. This strategic plan acknowledges that both risk and opportunity must be balanced, assessed and reassessed and includes the mechanisms to meet those demands. Both risks and opportunities must be prioritized as time passes, and resources must be allocated according to that prioritization.

Objectives and strategies have annual benchmarks to measure progress and allow for responsiveness to internal and external changes impacting WMU. Institutional

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

Effectiveness Measures will be used to monitor critical University functions, as well as provide evaluation for continuous quality improvement throughout the Strategic Plan’s implementation and resource allocation processes.

Upon formal adoption of the strategic plan by the University's Board of Trustees, the document will become Western Michigan University's roadmap into the future. Annual monitoring to ensure benchmarks are met will take place. Each unit and vice presidential area are expected to integrate the goals and objectives of the strategic plan into daily work.

Learner Success Goal #1: Ensure a distinctive and supportive learning experience that fosters success.

WMU fosters learners who are critical thinkers, knowledge expanders, and solution providers. WMU students are provided a broad range of learning opportunities in a respectful, healthy and safe living‐learning environment focused on student success. Curricular and co‐curricular opportunities encourage engagement, prepare learners for the globalized world, and enhance student retention and degree completion. Each learner is encouraged to synthesize and translate WMU experiences into a unique Signature defining who they are as learners, professionals, leaders and globally engaged citizens.

Objective 1.1: A learner‐centered culture maximizes student retention and degree completion. Objective 1.2: The learning experience prioritizes critical thinking, application, and experiential learning. Objective 1.3: Learning experiences are heightened through innovative and responsive co‐curricular learning opportunities. Objective 1.4: International learning experiences prepare all learners for the globalized world. Objective 1.5: University community advances and sustains a respectful, healthy, and safe campus. Objective 1.6: The student living‐learning environment enhances learning, personal development, and engagement in campus communities.

Academic Excellence Goal #2: Promote innovative learning, discovery, and service.

WMU pursues academic excellence through innovative approaches to learning, discovery, and service. WMU embraces collaboration and leverages resources to offer academic programs that are responsive to the needs of all students and society. A distinguished faculty and support staff offer high quality curricula in graduate and

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

undergraduate education. Instruction is delivered through high‐impact practices in learning platforms that meet the needs of contemporary learners.

Objective 2.1: WMU’s academic programs respond to student and global needs through innovative, high quality curricula. Objective 2.2: The strategic hiring and retention of a distinguished faculty and staff ensures academic excellence, enhances innovation in discovery and pedagogy, and elevates the University’s stature. Objective 2.3: Academic excellence will be maintained through the execution of best practices. Objective 2.4: WMU will be positioned as leader in quality graduate education. Objective 2.5: The delivery of learning platforms and locations reflect the breadth and diversity of enrollment that is supportive of the University’s mission and strategic goals. Objective 2.6: Faculty research, scholarship, and creative activities enhance innovative teaching and discovery.

Discovery and Collaboration Goal #3: Progress as a Carnegie‐classified higher research doctoral university that advances new knowledge and value‐added discovery.

WMU is flexible and responsive to the ever‐changing demands of the world. To meet the needs of society, WMU investigates, develops, and produces new knowledge; contributes to technological and economic advancement; and elevates the human condition through community outreach and engaged scholarship.

Objective 3.1: WMU strengthens its position as a Doctoral University: Higher Research Activity in accordance with Carnegie Classification criteria. Objective 3.2: WMU’s strengths in research and engaged scholarship create mutually beneficial partnerships that impact significant scientific, economic, and social problems. Objective 3.3: WMU’s outreach is attentive to local and world needs.

Inclusive Excellence and Equity Goal #4: Promote a diverse, equitable, and inclusive University culture to ensure social sustainability and accessibility.

WMU cultivates a diverse and inclusive community that recognizes the value of each individual and helps ensure civility and respect for all people. In doing so, WMU embraces diversity as a community value in which all stakeholders are prepared to

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

understand the complexity of issues and perspectives needed to offer solutions to world challenges. A system of accountability and purposeful institutional reflection will promote a high level of social sustainability.

Objective 4.1: A system of continuous accountability and evaluation contributes to a culture of inclusive excellence. Objective 4.2: A diverse student, faculty, and staff population enriches the learning and working environment. Objective 4.3: WMU models a welcoming, accessible, and supportive university culture. Objective 4.4: WMU advances as a viable setting for social sustainability.

Sustainable Stewardship Goal #5: Advance economic and environmental sustainability practices and policies.

WMU supports a culture of sustainability by modeling practices and policies that result in increased flexibility to respond to economic and environmental challenges. Allocation of resources will be transparent and in accordance with strategic planning priorities creating stability across funding cycles, respecting the individual needs of all students and employees, reducing our environmental footprint, and relying on evaluation and accountability to ensure continuous improvement. A robust communication system will effectively promote the University distinctive mission to enhance marketing, advocacy and investment in WMU.

Objective 5.1: WMU continues to be a leader in responsible utilization of financial and human resource management, process, and deployment. Objective 5.2: WMU utilizes available financial strategies to optimize enrollment management. Objective 5.3: WMU is a national leader in achieving environmental sustainability. Objective 5.4: Effective marketing and communication promotes the University’s distinctive mission. Objective 5.5: Community support, advocacy, and philanthropic giving advance WMU.

Environmental Mission Statement: Approved by the WMU Faculty Senate and the Western Student Association (2003)

We, the Western Michigan University community, are dedicated to creating a safe, healthy, aesthetically pleasing, and sustainable campus. Consistent with the university's mission to "advance responsible environmental stewardship," we affirm our commitment to foster:

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

 Environmental awareness  Understanding of and responsibility for the physical environment  Just and ecologically sustainable resource use  Sensitivity to the needs and aspirations of future generations  Global thinking with local action.

As a learning institution, we appreciate that planning for sustainability will be an ongoing, intellectually engaging process. We establish this "Environmental Mission Statement" to identify general goals and strategies for implementing our commitment to environmental responsibility. By enacting and implementing this mission statement, Western Michigan University will be a positive example and confirm its role as a leader in promoting environmental stewardship on campus and beyond.

Strategic Plan for Academic Affairs ‐ adopted in 2012

Goals: 1. Offer undergraduate programs that will provide graduates with the distinction necessary to be highly successful in their lives and careers.

2. Establish a robust undergraduate enrollment management plan that recruits and retains a diverse, outstanding student body consistent with a learner‐centered, discovery driven, and globally engaged university.

3. Offer distinctive graduate programs that prepare students to be successful in their lives and careers, and position WMU as a leader in graduate education.

4. Recruit and retain outstanding graduate students that reflect the diversity of our society.

5. Produce outstanding research and creative works that enhance society.

6. Obtain external funding to increase the visibility of and support the discovery driven research and creative endeavors of students, faculty, and professional staff.

7. Flourish as an academic community that shares common purpose and pride in accomplishing our goals.

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

8. Enhance the greater community and society by applying our university’s knowledge, talents, and energies through service and outreach.

Western Michigan University Submission FY 2018‐2022 5‐Year Comprehensive Master Plan

II. Instructional Programming As part of the Five‐Year Capital Outlay Plan, each College and University shall provide an overview of current academic programs and major academic initiatives. This “instructional programming” component should:

a. Describe existing academic programs and projected programming changes during the next 5 years, in so far as academic programs are affected by specific structural considerations (i.e., laboratories, classrooms, current and future distance learning initiatives, etc.

Western Michigan University’s Strategic Planning speaks to our institutional focus of being learner‐centered, discovery driven and globally engaged. As such, our instructional programs are designed to increase students’ capacity for learning and service to society, as well as meet the needs of an increasingly diverse student population. In planning to meet the needs of undergraduate and graduate students, WMU’s academic programs will be affected by several structural considerations, most significantly the ability to provide classrooms, laboratories, clinics, and studios equipped with the technology that specialized disciplines and effective learning require. The delivery of academic programs and, more importantly, effective student engagement and learning are directly related to the need for upgrades and improvements in e‐ learning systems, classrooms, studios and laboratories.

Over the next five years, the restructuring of programs and shifts in enrollments are expected across the university. Enrollment growth is expected in the areas of health and human services, engineering, aviation, and business. WMU faculty and students are involved in research projects that impact the community, state, national, and international domains. Sustaining our commitment to the research enterprise will require growth in our research facilities as well. The University has an established presence throughout the state through eight regional locations in Battle Creek, Grand Rapids, Lansing, Traverse City, Muskegon, and Southwest‐Benton Harbor, and the metro‐Detroit area. Extended University Programs offer courses and degree programs delivered online, extending the WMU presence beyond geographic state boundaries. Our regional locations partner with the state’s community colleges to provide access to university baccalaureate and graduate education in business, health and human services and education. The University will engage in a $20 million expansion and renovation of the College of Aviation, located in Battle Creek. The renovation and expansion of a classroom building and fleet maintenance building will assist WMU with meeting the expected employment needs and training of students who will pursue careers in the aviation industry. The Aviation Education Center will provide labs, a simulator facility, classroom space, and a research center.

Western Michigan University Submission FY 2018‐2022 5‐Year Comprehensive Master Plan

In 2015, WMU celebrated the grand opening of Heritage Hall, following a 16‐ month renovation. The reopening of one of the original East Campus buildings affirms the importance Prospect Hill has played in the history of WMU and the greater Kalamazoo community. The capital project to rebuild Sangren Hall was completed in the summer of 2013 and the building is fully utilized. The new Sangren Hall provides multiple benefits to the university and to its principle occupants, the College of Education and Human Development and the Department of Sociology, part of the College of Arts and Sciences. Sangren Hall is one of the most heavily‐used classroom buildings on campus, and is a key location for first‐year programs and retention initiatives.

In October, 2013, the university held a dedication ceremony for the Charles C. and Lynn L. Zhang Legacy Collection Center. A valuable campus, community, and state resource, the University Archives and Regional History Collection, had been primarily housed for the past twenty years in the one‐hundred‐year‐old East Hall.

A recent donation made expansion of the Lee Honors College possible. The expansion added classrooms to the existing building, and enhanced the study lounge. Construction on this project was completed in the summer of 2012. The expanded space is being utilized for classes and seminars.

The university has a number of academic program facility needs to accommodate growth in high‐demand programs. Laboratories require periodic improvements and additions to accommodate new programs in engineering, fine arts, and health and human services. As examples, the Department of Physical Therapy, offering a doctoral program, and the Bachelor of Fine Arts in Product Design and Innovation will offer courses for the first time during the 2017/18 academic year.

During the 2014/15 year, Academic Program Review and Planning (APR&P) was undertaken to provide a comprehensive review of the institutional academic portfolio of 464 programs. Outcomes of discussions with academic departments and the Faculty Senate will help to determine the best practices for continuing program offerings and best methods of pedagogical delivery. This will include discussion of facilities and modalities for instructional purposes.

WMU is in third‐year of a planned four‐year review and revision of the General Education program and curriculum. The results from the APR&P will, in part, inform this process. Implementation of changes are planned for the third‐year of the reform project in the 2016/17 academic year. Both the APR&P and General Education initiatives will impact the “place‐bound” classroom and will address issues related to capacity both in programs and in physical classroom settings.

Western Michigan University Submission FY 2018‐2022 5‐Year Comprehensive Master Plan

Expanding programs in the following areas will require continued enhancement and support:

Audiology and Speech Pathology Aviation Science Biological Sciences Blindness and Low Vision Studies Civil and Construction Engineering Computer Information Systems Dance Dietetics Family Sciences Nursing Occupational Therapy Physical Therapy Physician Assistant Product Design and Innovation

A new Integrated Library System was implemented in the summer of 2015, allowing for the search of university holding to be handled more efficiently and effectively.

Replacements for legacy software systems will be vetted and implemented in the 2015/16 academic year. The Instructor and Course Evaluation System (ICES) evaluation instrument for all instructors is expected to be replaced with a new evaluation instrument that will, most likely, be a new software tool. The replacement of the University email system, Zimbra/WebMail, will be replaced by December 31, began in May, 2016 following extensive preparation for implementation, training and roll‐out to the University community. Campus‐wide implementation of the Office 365 productivity suite, referred to as WExchange, will be completed by the end of October, 2016. The final migration of all departments to the new productivity suite and Outlook email system is anticipated by December, 2016.

b. Identify the unique characteristics of each institution’s academic mission. For Universities: Major research institution, technical/vocational center, geographic service delivery area(s), community presence activities, etc.

Western Michigan University is one of six Michigan universities categorized by the Carnegie Foundation for the Advancement of Teaching performing at either the “higher” or “highest” levels of research activity. WMU has been included in the U.S. News & World Report’s annual ranking of American colleges and universities as one of the nation’s top‐100 public universities for 26 consecutive years, and has placed in the top tier for the last five years. The rankings are based on 16 criteria that include academic reputation,

Western Michigan University Submission FY 2018‐2022 5‐Year Comprehensive Master Plan

retention and graduation rates, student‐faculty ratios, class size, faculty resources, student test scores and alumni giving.

Undergraduate students at WMU may choose from 254 distinct degree programs, with 148 bachelor’s program offerings. Graduate students may select from among 74 masters, one specialist, and 31 doctoral programs. A number of these at both the undergraduate and graduate levels have attained national recognition. More than 300 registered student organizations and a full array of NCAA Division IA intercollegiate athletic teams enrich the educational experience. The university’s commitment to the discovery and dissemination of new knowledge and insight has resulted in initiatives that reward faculty and student research, scholarship and creative activity. In a typical year, WMU faculty and staff conduct approximately $25 million in externally funded research on topics ranging from nuclear physics and special education, to developing technology that enables more efficient flight and more environmentally friendly public transportation. WMU’s campuses encompass more than eight million square feet of university space on 1,200 acres and 151 buildings. The main campus, situated near downtown Kalamazoo, features some of the finest instructional and performance facilities in the Midwest, as well as on‐campus residence halls and apartments equipped to house more than 6,400 students. The College of Engineering and Applied Sciences and the Business Technology and Research Park are located on the Parkview Campus, three miles away from the main campus. The nationally recognized College of Aviation is based at the W. K. Kellogg Airport in nearby Battle Creek. The College of Health and Human Services and Zhang Legacy Collections Center are located on the East Campus.

c. Identify other initiatives which may impact facilities usage.

Initiatives

 Extend students’ learning settings/classrooms into their living areas. Several residence halls are serving as sites for an alternative to the traditional separation of classrooms and housing. Learning communities, or residential colleges, are offered in a floor or a wing within living facilities, and include seminar and study rooms that are convenient for residents. Staff serve as tutors and mentors to the student residents.

Residential communities, or houses, have been created for special interests such as honors students, science scholars, transfer students, and for students in each of the university’s seven colleges. Research indicates that students who are engaged as members of learning communities and residential colleges are more likely to persist and graduate than those who are not.

Western Michigan University Submission FY 2018‐2022 5‐Year Comprehensive Master Plan

Western Heights residence halls opened for the fall 2015 semester. The new 750 bed freshmen‐focused residence hall facilities provide environmentally conscious features, socialization through the purposeful use of public areas, and abundant green space. The design concept incorporates student rooms clustered in “pods” around living rooms and kitchenettes, in order to foster social interaction and a sense of community.

The Valley Dining Center opened in fall 2016, providing additional space for members of the campus community to interact. In addition to the new dining facility, opportunities to repurpose the cafeteria space in Valleys I, II, and III will further enhance student residential living facilities.

 Create multiple methods of learning. The learning environment is suffused with technology: mobile, digital, and interactive. Classrooms and laboratories afford students opportunities to learn through doing. WMU prides itself in the multiple methods of application based learning, through clinics and laboratories. Programs utilizing these methods include Psychology, Occupational Therapy, Nursing, Engineering, Aviation and Applied Sciences.

 Improvements to sports fields. Recreation and athletics facilities are very important to the academic success and retention of students at the university. In 2010, WMU Campus Planning conducted an on‐line survey of the campus community with 60 percent of respondents giving the campus’ recreation facilities top ratings. Maintenance of the outdoor playing fields is a chronic problem due to the heavy use in early fall and late spring. Demand currently exceeds available space on campus, with some recreation and club team participants going off‐campus to compete. Planning is underway to provide additional fields and to upgrade existing facilities. The WMU track facility has been upgraded and is a popular venue for student activities. At the Seelye indoor practice facility, new turf was installed in 2013.

 Initiatives expected to launch over the next five‐year period through the Office of Information Technology (OIT) include the following:

o Upgrade and refresh classroom technology through a rotating implementation schedule with the goal of all general university classrooms being equipped with standardized classroom technology, including data projection, document cameras, and the ability to use contemporary media.

Larger classrooms will also have hearing impaired assistive devices as required by ADA regulations.

Western Michigan University Submission FY 2018‐2022 5‐Year Comprehensive Master Plan

o Implementation of instructional technology enhancements that include robust synchronous communication tools in order to enhance instructional content delivery and provide for a more collaborative learning environment.

o Improve systems efficiency and effectiveness through on‐going systems review including consideration of cloud and software as a service when it can be managed more effectively or efficiently in that fashion. A duplication of system critical operations will be achieved through a comprehensive disaster recovery plan and systems off‐site location. As well as, continues upgrades to hardware and software pertaining to network infrastructure, with the inclusion of secure wireless access across campus, and unified communication technologies.

o Continue to manage enterprise systems, particularly those systems that form the core IT services to students, faculty, staff, and administrative units. These systems manage admissions, financial aid, registration, class and classroom scheduling, academic records, accounts receivables, accounts payables, e‐ commerce, general ledger, payroll, human resources, identity management, and other primary services. Future enhancements will focus on incorporating mobile device access to these various systems.

o Monitor information security throughout the university so that private information is secure while enabling staff access to the information necessary to accomplish their jobs, including the addition of layered security. With the access by mobile devices (bring‐your‐own‐device “BYOD”) and cloud services, specific consideration will be required in securing university data for that access. OIT will ensure that all applicable federal, state, and industry security standards are followed.

o Membership and stewardship of the Merit Network, the high speed data network owned in partnership with other Michigan universities.

d. Demonstrate economic development impact of current/future programs (i.e., technical training centers, Life Science Corridor initiatives, etc.).

WMU’s faculty and students are involved in research and outreach projects that are important to the region and enhance the university’s presence in the state. Alternative and renewable energy research are important and growing fields that have both short‐ term and long‐term impacts on economic development. Among the research topics currently being funded are alternative fuels, solid oxide fuel cells, plug‐in electric hybrid vehicles, and wind turbines.

Western Michigan University Submission FY 2018‐2022 5‐Year Comprehensive Master Plan The Business, Technology and Research Park on WMU’s Parkview Campus is a designated Michigan SmartZone. Forty‐one businesses and start‐up companies are currently operating in the BTR Park, employing over 730 people. Many are involved in health and life science research and development, contributing to and enhancing southern Michigan’s life sciences corridor. Strategic partners in the BTR Park are the Michigan Economic Development Corporation, the Michigan Technology Tri‐ Corridor, and Southwest Michigan First. Phase One of the BTR Park development is now fully occupied.

WMU’s Biosciences Research and Commercialization Center (BRCC), located in the Southwest Michigan Innovation Center in the BTR Park, supports new life science ventures by providing startup and gap funding assistance, BioLaunch pharmaceutical development services, and pharmaceutical commercialization expertise. Strategic partners in the BRCC are the Core Technology Alliance, the Michigan Economic Development Corporations, Southwest Michigan First, Southwest Michigan Innovation Center, and the 21st Century Job Fund.

In 2011, the WMU School of Medicine received its first research grant from the Michigan Strategic Fund, a $3.8 M investment via the Biosciences Research & Commercialization Center (BRCC). The WMU Board of Trustees approved the purchase of the Southwest Michigan Innovation Center (SMIC) by the Western Michigan University Homer Stryker M.D. School of Medicine (WMed) for medical research space in July, 2015.

Currently, discussions are taking place to establish an Advanced Manufacturing Partnership Lab at the WMU Grand Rapids Downtown Campus creating a manufacturing initiative partnering with stakeholders in the Grand Rapids area. Plans to move the lab forward will require the renovation or retro‐fitting of existing space on the first and second floors of the WMU Grand Rapids‐Downtown facility.

In October, 2015, members of the Board of Trustees affirmed plans for the College of Aviation and the College of Health and Human Services to establish a presence in west central Florida. This alternate location will provide an extension of the course offerings from the WMU‐Battle Creek College of Aviation location to the market in Charlotte County, Florida. Extended University Programs has completed extensive market research indicating that there is demand and projected growth for programming in this region in Florida. Currently, plans call for utilizing existing facilities for program offerings. There is the possibility of future expansion and addition of program offerings available through the Colleges of Health and Human Services and Fine Arts, as reflected through projected market growth.

Several academic units within the University need additional space to accommodate the growing need for student learning and meeting spaces, as well as the increase in administrative support. The Graduate College and the WMU Thomas M. Cooley School of Law will both require office space for faculty and administrative support, as well as classrooms. Similarly, the Flexible Printing Technology Grant and Center will require additional laboratory and administrative space.

Western Michigan University Submission FY 2018‐2022 5‐Year Comprehensive Master Plan

In a collaborative effort with several colleges, dedicated space on the second‐floor of Waldo Library was reallocated to create the Bronco Study Zone for Student Academic Success and Support. This initiative provides for students to receive tutoring and academic assistance in part through the repurposing of the University Libraries as a learner‐centered location for group work, meeting, and project development. This is keeping with the changing paradigm for libraries across the country which are no longer utilized as book repositories, but provide a location for active listening and engaged learning.

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

III. Staffing and Enrollment Colleges and universities must include staffing and enrollment trends in the annual Five‐Year Capital Outlay Plan. This component should: a. Describe current full‐ and part‐time student enrollment levels by academic program and define how the programs are accessed by the student (i.e., main or satellite campus instruction, collaboration efforts with other institutions, Internet or distance learning, etc.);

See Charts A1* and A2*. b. Project enrollment patterns over the next five years (including distance learning initiatives);

See Charts A1* and A2*. c. Evaluate enrollment patterns over the last five years;

See Charts B1* and B2*. d. Provide instructional staff/student and administrative staff/student ratios for major academic programs or colleges;

See Chart C1*.

e. Project future staffing needs based on five‐year enrollment estimates and future programming changes;

See Chart C2*. f. Identify current average class size and projected average class size based on institution’s mission and planned programming changes.

See Chart D*.

*All charts were prepared by the WMU Office of Institutional Research.

Western Michigan University Fall 2016 Student Credit Hours by Delivery Type

Blended External Compressed Learning Studies Open On Line Study Video COLLEGE DEPARTMENT NAME Total SCH Semester Course Learning Semester Abroad Traditional Semester College of Arts and Sciences Africana Studies 270 270 College of Arts and Sciences Anthropology 2,955 297 2,658 College of Arts and Sciences ARTS & SCIENCES 1,161 102 1,059 College of Arts and Sciences Biological Sciences 9,464 126 9 160 9,169 College of Arts and Sciences Chemistry 6,195 6,195 College of Arts and Sciences Communication (School of) 6,676 378 6,298 College of Arts and Sciences Comparative Religion 2,963 6 1,172 1,785 College of Arts and Sciences Economics 6,372 2,985 378 3,009 College of Arts and Sciences English 11,462 375 256 10,831 College of Arts and Sciences Gender and Women's Studies 3,024 739 2,285 College of Arts and Sciences Geography 4,444 57 3 120 4,264 College of Arts and Sciences Geosciences 4,422 57 18 1,669 2,678 College of Arts and Sciences Global and International Studies 932 331 75 526 College of Arts and Sciences History 6,274 6 858 5,410 College of Arts and Sciences Institute of the Environment and Sustainability 646 150 496 College of Arts and Sciences Lewis Walker Inst Race/Eth Rel 72 72 College of Arts and Sciences Mathematics 13,121 402 12,719 College of Arts and Sciences Medieval Studies 540 132 408 College of Arts and Sciences Philosophy 3,919 29 610 3,280 College of Arts and Sciences Physics 4,501 4,501 College of Arts and Sciences Political Science 3,769 676 3,093 College of Arts and Sciences Psychology 8,158 201 3 7,954 College of Arts and Sciences Public Affairs and Administration (School of) 744 78 9 657 College of Arts and Sciences Science Education 271 108 163 College of Arts and Sciences Sociology 6,889 3 405 6,481 College of Arts and Sciences Spanish 3,070 247 2,823 College of Arts and Sciences Statistics 4,650 621 4,029 College of Arts and Sciences World Languages and Literatures 3,397 137 192 3,068 College of Aviation Aviation Sciences 5,995 15 300 5,680 College of Education and Human Development Counselor Education and Counseling Psychology 2,825 105 201 75 2,440 4 College of Education and Human Development Educational Leadership, Research and Technology 2,192 441 3 489 1,259 College of Education and Human Development Family and Consumer Sciences 8,441 402 53 144 2,746 5,096 College of Education and Human Development Human Performance and Health Education 6,869 46 675 6,148 College of Education and Human Development Special Education and Literacy Studies 1,860 504 45 1,311 College of Education and Human Development Teaching, Learning and Educational Studies 3,042 261 1,204 1,574 3 College of Engineering and Applied Sciences Chemical and Paper Engineering 2,728 3 60 2,665 College of Engineering and Applied Sciences Civil and Construction Engineering 1,266 1,266 College of Engineering and Applied Sciences Computer Science 2,512 2,512 College of Engineering and Applied Sciences Electrical and Computer Engineering 2,857 3 2,854 College of Engineering and Applied Sciences ENGINEERING 118 118 College of Engineering and Applied Sciences Engineering Design, Manufacturing, and Management Systems 3,912 276 93 3,543 College of Engineering and Applied Sciences Industrial and Entrepreneurial Engineering and Engineering Man 3,218 3,218 College of Engineering and Applied Sciences MANUFACTURING ENGINEERING 18 3 15 College of Engineering and Applied Sciences Mechanical and Aerospace Engineering 5,365 69 5,296 College of Fine Arts Art (Gwen Frostic School of) 5,535 133 5,402 College of Fine Arts Dance 1,697 39 1,658

Chart A SCH by Delivery Type and Department 2016 Office of Institutional Research 10/18/2016 Source: Banner Census Day Archives CHART A1 Page 1 of 2 Western Michigan University Fall 2016 Student Credit Hours by Delivery Type

Blended External Compressed Learning Studies Open On Line Study Video COLLEGE DEPARTMENT NAME Total SCH Semester Course Learning Semester Abroad Traditional Semester College of Fine Arts Music (School of) 8,194 50 19 381 7,744 College of Fine Arts Theatre 2,763 135 2,628 College of Health and Human Services Blindness and Low Vision Studies 807 12 312 483 College of Health and Human Services Interdisciplinary - Health and Human Services 13,969 108 42 5,114 8,705 College of Health and Human Services Interdisciplinary Health Programs, School of 356 172 184 College of Health and Human Services MEDICAL SCIENCE 1,455 194 1,261 College of Health and Human Services Nursing (Bronson School of) 4,780 633 474 3,673 College of Health and Human Services Occupational Therapy 3,312 255 225 2,832 College of Health and Human Services Social Work (School of) 4,978 423 519 294 3,742 College of Health and Human Services Speech, Language, and Hearing Sciences 2,578 201 78 2,299 Haworth College of Business Accountancy 4,998 63 9 4,926 Haworth College of Business BUSINESS 7,807 132 36 7,639 Haworth College of Business Business Information Systems 5,872 48 5,824 Haworth College of Business Finance and Commercial Law 5,772 162 5,610 Haworth College of Business Management 5,586 369 5,217 Haworth College of Business Marketing 6,081 18 84 5,979 Haworth College of Business Military Science and Leadership 279 279 Other Evaluation Center 71 71 Other First Year Experience 1,782 1,782 Other Honors College 442 71 371 Other University Curriculum 750 750 Grand Total 263,443 8,097 3,468 186 21,568 81 230,036 7

Chart A SCH by Delivery Type and Department 2016 Office of Institutional Research 10/18/2016 Source: Banner Census Day Archives CHART A1 Page 2 of 2 Western Michigan University Fall 2021 Student Credit Hours by Delivery Type (assuming a 0% growth)

Chart A SCH by Delivery Type and Department 2016 Office of Institutional Research 10/11/2016 Source: Banner Census Day Archives CHART A2 Page 1 of 2 Western Michigan University Fall 2021 Student Credit Hours by Delivery Type (assuming a 0% growth)

Blended External Compressed Learning Studies Open On Line Study Video COLLEGE DEPARTMENT NAME Total SCH Semester Course Learning Semester Abroad Traditional Semester College of Fine Arts Music (School of) 8,194 50 19 381 7,744 College of Fine Arts Theatre 2,763 135 2,628 College of Health and Human Services Blindness and Low Vision Studies 807 12 312 483 College of Health and Human Services Interdisciplinary - Health and Human Services 13,969 108 42 5,114 8,705 College of Health and Human Services Interdisciplinary Health Programs, School of 356 172 184 College of Health and Human Services MEDICAL SCIENCE 1,455 194 1,261 College of Health and Human Services Nursing (Bronson School of) 4,780 633 474 3,673 College of Health and Human Services Occupational Therapy 3,312 255 225 2,832 College of Health and Human Services Social Work (School of) 4,978 423 519 294 3,742 College of Health and Human Services Speech, Language, and Hearing Sciences 2,578 201 78 2,299 Haworth College of Business Accountancy 4,998 63 9 4,926 Haworth College of Business BUSINESS 7,807 132 36 7,639 Haworth College of Business Business Information Systems 5,872 48 5,824 Haworth College of Business Finance and Commercial Law 5,772 162 5,610 Haworth College of Business Management 5,586 369 5,217 Haworth College of Business Marketing 6,081 18 84 5,979 Haworth College of Business Military Science and Leadership 279 279 Other Evaluation Center 71 71 Other First Year Experience 1,782 1,782 Other Honors College 442 71 371 Other University Curriculum 750 750 Grand Total 263,443 8,097 3,468 186 21,568 81 230,036 7

Chart A SCH by Delivery Type and Department 2016 Office of Institutional Research 10/11/2016 Source: Banner Census Day Archives CHART A2 Page 2 of 2 Undergraduate Enrollments by Department Fall 2011 and Fall 2016 College Department Name Fall 2016 Fall 2011 Engineering and Applied Sciences Chemical and Paper Engineering 336 307 Engineering and Applied Sciences Civil and Construction Engineering 187 257 Engineering and Applied Sciences Computer Science 247 225 Engineering and Applied Sciences Electrical and Computer Engineering 312 313 Engineering and Applied Sciences Engineering Design, Manufacturing, and Management System 251 307 Engineering and Applied Sciences Industrial and Entrepreneurial Engineering and Engineering M 94 93 Engineering and Applied Sciences Interdisciplinary ‐ Engineering and Applied Sciences 130 129 Engineering and Applied Sciences Mechanical and Aerospace Engineering 810 666 Business Accountancy 426 470 Business Business Information Systems 255 191 Business Finance and Commercial Law 397 332 Business Interdisciplinary ‐ Business 1187 1175 Business Management 598 626 Business Marketing 995 835 Education Family and Consumer Sciences 780 706 Education Human Performance and Health Education 714 716 Education Interdisciplinary ‐ Education 2 10 Education Special Education and Literacy Studies 135 252 Education Teaching, Learning and Educational Studies 421 890 Fine Arts Art (Gwen Frostic School of) 283 399 Fine Arts Dance 120 74 Fine Arts Music (School of) 445 386 Fine Arts Theatre 213 176 Health and Human Services Interdisciplinary ‐ Health and Human Services 22 Health and Human Services Interdisciplinary Health Programs, School of 899 802 Health and Human Services Nursing (Bronson School of) 818 831 Health and Human Services Occupational Therapy 2 Health and Human Services Social Work (School of) 313 325 Health and Human Services Speech, Language, and Hearing Sciences 158 220 Arts and Sciences Africana Studies 5 Arts and Sciences Anthropology 50 99 Arts and Sciences Biological Sciences 831 855 Arts and Sciences Chemistry 134 133 Arts and Sciences Communication (School of) 670 1014 Arts and Sciences Comparative Religion 9 22 Arts and Sciences COMPUTER SCIENCE ‐ ARTS AND SCIENCES 1 Arts and Sciences Economics 54 71 Arts and Sciences English 287 539 Arts and Sciences Gender and Women's Studies 17 14 Arts and Sciences Geography 94 123 Arts and Sciences Geosciences 108 107 Arts and Sciences History 141 285 Arts and Sciences Institute of the Environment and Sustainability 128 80 Arts and Sciences Interdisciplinary ‐ Arts and Sciences 214 323 Arts and Sciences Mathematics 86 159 Arts and Sciences Philosophy 26 38

Chart B Undergraduate and Graduate Enrollment by Program 2016 Office of Institutional Research 10/18/2016 Source: Banner Census Archive Data CHART B1 Page 1 of 2 Undergraduate Enrollments by Department Fall 2011 and Fall 2016 College Department Name Fall 2016 Fall 2011 Arts and Sciences Physics 43 59 Arts and Sciences Political Science 190 231 Arts and Sciences Psychology 705 922 Arts and Sciences Sociology 524 704 Arts and Sciences Spanish 66 126 Arts and Sciences Statistics 33 7 Arts and Sciences World Languages and Literatures 62 63 Other Interdisciplinary ‐ Other 1097 1364 Aviation Aviation Sciences 802 663 Extended University Programs Interdisciplinary ‐ EUP 394 332

University Undergraduate Student Total: 18,313 20,054

Chart B Undergraduate and Graduate Enrollment by Program 2016 Office of Institutional Research 10/18/2016 Source: Banner Census Archive Data CHART B1 Page 2 of 2 Graduate Enrollments by Department Fall 2011 and Fall 2016 College Department Name Fall 2016 Fall 2011 Engineering and Applied Sciences Chemical and Paper Engineering 26 18 Engineering and Applied Sciences Civil and Construction Engineering 63 42 Engineering and Applied Sciences Computer Science 86 69 Engineering and Applied Sciences Electrical and Computer Engineering 120 94 Engineering and Applied Sciences Engineering Design, Manufacturing, and Management System 14 16 Engineering and Applied Sciences Industrial and Entrepreneurial Engineering and Engineering M 177 78 Engineering and Applied Sciences Interdisciplinary ‐ Engineering and Applied Sciences 30 2 Engineering and Applied Sciences Mechanical and Aerospace Engineering 118 45 Business Accountancy 42 71 Business Interdisciplinary ‐ Business 305 381 Education Counselor Education and Counseling Psychology 513 572 Education Educational Leadership, Research and Technology 446 525 Education Family and Consumer Sciences 75 136 Education Human Performance and Health Education 135 165 Education Interdisciplinary ‐ Education 17 31 Education Special Education and Literacy Studies 109 99 Education Teaching, Learning and Educational Studies 75 155 Fine Arts Art (Gwen Frostic School of) 21 Fine Arts Music (School of) 89 82 The Graduate College Graduate College 3 The Graduate College Interdisciplinary ‐ Grad College 438 389 Health and Human Services Blindness and Low Vision Studies 62 70 Health and Human Services Interdisciplinary ‐ Health and Human Services 129 106 Health and Human Services Interdisciplinary Health Programs, School of 31 Health and Human Services Nursing (Bronson School of) 19 16 Health and Human Services Occupational Therapy 185 174 Health and Human Services Physician's Assistant 73 74 Health and Human Services Social Work (School of) 376 319 Health and Human Services Speech, Language, and Hearing Sciences 80 79 Arts and Sciences Anthropology 24 44 Arts and Sciences Biological Sciences 65 62 Arts and Sciences Chemistry 37 40 Arts and Sciences Communication (School of) 22 45 Arts and Sciences Comparative Religion 19 15 Arts and Sciences Economics 53 66 Arts and Sciences English 56 84 Arts and Sciences Geography 29 30 Arts and Sciences Geosciences 54 45 Arts and Sciences History 30 48 Arts and Sciences Interdisciplinary ‐ Arts and Sciences 89 71 Arts and Sciences Mathematics 59 58 Arts and Sciences Philosophy 26 30 Arts and Sciences Physics 27 33 Arts and Sciences Political Science 42 63 Arts and Sciences Psychology 207 128 Arts and Sciences Public Affairs and Administration (School of) 123 185

Chart B Undergraduate and Graduate Enrollment by Program 2016 Office of Institutional Research 10/11/2016 Source: Banner Census Day Archives CHART B2 Page 1 of 2 Graduate Enrollments by Department Fall 2011 and Fall 2016 College Department Name Fall 2016 Fall 2011 Arts and Sciences Sociology 36 46 Arts and Sciences Spanish 23 39 Arts and Sciences Statistics 50 47 Other Interdisciplinary ‐ Other 11 45

University Graduate Student Total: 4,939 5,032

Chart B Undergraduate and Graduate Enrollment by Program 2016 Office of Institutional Research 10/11/2016 Source: Banner Census Day Archives CHART B2 Page 2 of 2 Western Michigan University Instructional Staff/ Student Ratio and Adminsitrative Staff/Student Ratio

Actual 2016 Health & Arts & Human Sciences** Business Education Fine Arts Services Aviation Engineering

Total Fall 2016 5,543 4,205 3,422 1,171 3,165 802 3,001

Health & Arts & Human Sciences** Business Education Fine Arts Services Aviation Engineering

Instructional FTE 654.0 113.1 214.1 115.7 196.8 26.6 135.4

Student/Instructional Staff Ratio 8.5 37.2 16.0 10.1 16.1 30.1 22.2

Departmental Administrative Staff FTE 69.9 10.4 31.1 30.3 26.7 18.9 32.4

Student/Departmental Administrative Staff 79.4 403.6 109.9 38.6 118.7 42.4 92.6

** Please Note: A&S student count does not reflect the "general studies" requirement placed upon the instructional staff of the college. The above figures do not include the 1,943 students who have not declared a major. Aviation FTE counts do not reflect the FTE in funds other than Fund 11.

Source: Student data ‐‐ Student Master 1st major College of Discipline Source: Staffing Data ‐‐ Budget Office (Kathy Houser) FTE extract from PeopleSoft Budget

10/18/2016 Office of Institutional Research CHART C1 Chart C Faculty Staff Student ratios 2016 Western Michigan University Instructional Staff/ Student Ratio and Adminsitrative Staff/Student Ratio (assuming 0% growth in enrollment and 0% growth in faculty and staff) Projected Fall 2021

Arts & Health & Sciences** Business Education Fine Arts Human Services Aviation Engineering

Total 5,543 4,205 3,422 1,171 3,165 802 3,001

Arts & Health & Sciences** Business Education Fine Arts Human Services Aviation Engineering

Instructional FTE 654.0 113.1 214.1 115.7 196.8 26.6 135.4

Student/Instructional Staff Ratio 8.5 37.2 16.0 10.1 16.1 30.1 22.2 Departmental Administrative Staff FTE 69.9 10.4 31.1 30.3 26.7 18.9 32.4

Student/Departmental Administrative Staff 79.4 403.6 109.9 38.6 118.7 42.4 92.6

10/11/2016 Office of Institutional Research CHART C2 Chart C Faculty Staff Student ratios 2016 Undergraduate and Graduate Classes Fall 2016

Average Class Size 28.8

Percent of classes with enrollment under 1‐10 20.2% Percent of classes with enrollments 11‐25 41.7% Percent of classes with enrollments 26‐50 28.1% Percent of classes with enrollments 51‐75 4.8% Percent of classes with enrollments 76‐100 1.8% Percent of classes with enrollments over 100 3.4% Total 100.0%

Note: Lab sections are removed All 7000 level courses are removed Independent Study and Practicum courses are removed Main campus courses only

Projected Undergraduate and Graduate Classes Fall 2021

Average Class Size 30.0

Percent of classes with enrollment under 1‐10 20.0% Percent of classes with enrollments 11‐25 42.0% Percent of classes with enrollments 26‐50 28.0% Percent of classes with enrollments 51‐75 5.0% Percent of classes with enrollments 76‐100 2.0% Percent of classes with enrollments over 100 3.0% Total 100.0%

Office of Institutional Research 10/11/2016 Source: Section Master Census Archive CHART D Chart D Average Class Size Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

IV. Facility Assessment A professionally developed comprehensive facilities assessment is required. The assessment must identify and evaluate the overall condition of capital facilities under college or university control. The description must include facility age, use patterns, and an assessment of general physical condition. The assessment must specifically identify:+

+(In the event that comprehensive, current physical facility assessments are not available, the Five- Year Capital Outlay Plan must include data from the most recent physical facility assessment and describe the schedule by which a new assessment will be completed.)

a. Summary description of each facility (administrative, classroom, biology, hospital, etc.) according to categories outlined in “net‐to‐gross ratio guidelines for various building types,” DMB‐Office of Design and Construction Major Project Design Manual, appendix 7. If facility is of more than one “type”, please identify the percentage of each type within a given facility;

The chart, “WMU Facilities Information”, (included in this section) provides a brief conditions assessment of the university’s capital facilities, including building age, replacement value (from the 2015‐16 MUSIC property valuation), and type of use. The 2014‐2015 General Fund Deferred Maintenance report, produced by the WMU Department of Facilities Management, contains information on building systems conditions and provides lists of recommended deferred maintenance projects. A copy of the report is appended to this document.

Facilities and Infrastructure Summary

 152 buildings or structures  9 million square feet of building space  23 miles of roadways; 39 miles of walkways  17.5 miles of underground electrical cable. The electrical supply for the campus is a double feed from Consumers Energy at our power plant and then distributed throughout the campus in a looped configuration  12.75 miles of steam and condensate line. The 60# looped steam distribution system providing heat for all buildings and chilling capacity for some buildings.  6.59 miles of water lines; 11.5 miles of sewer lines; 40 miles of storm piping. Water for the campus is provided by the city of Kalamazoo and is fed from a number of different directions. Storm and sanitary sewers flow into the City’s sewer system.

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

b. Building and/or classroom utilization rates (Percentage of rooms used, and percent capacity). Identify building/classroom usage rates for peak (M‐F, 10‐3), off‐peak (M‐F, 8‐10 am, 3‐5 pm), evening, and weekend periods;

See attached chart, “Classroom Building Utilization”. The chart provides the Time and Class Utilization statistics for the University’s classroom buildings. All class and schedule information is provided by the WMU Office of the Registrar. c. Mandated facility standards for specific programs, where applicable (i.e., federal/industry standards for laboratory, animal, or agricultural research facilities, hospitals, use of industrial machinery, etc.);

See attached chart, “WMU Facilities Information”.

d. Functionality of existing structures and space allocation to program areas served.

See attached chart, “WMU Facilities Information”. e. Replacement value of existing facilities (insured value of structure to the extent available);

Current MUSIC “Insurable Values” for 2016-17 are found on the “WMU Facilities Information” chart. f. Utility system condition (i.e., heating, ventilation, and air conditioning (HVAC), water and sewage, electrical, etc.);

See web link below for an assessment and strategic plan for renewal of WMU Utility Infrastructure: http://www.wmich.edu/facilities/engineering/strategic-plan

g. Facility infrastructure condition (i.e., roads, bridges, parking structures, lots, etc.);

The 2000 Campus Master Plan provided guidelines for planning and organizing future road and circulation system improvements. Assessments of campus roads and transit needs are on‐going, with prioritization based in part on analysis and recommendations in the annual Deferred Maintenance report.

Construction of the College of Health and Human Services building (completed and occupied August 2005) required numerous modifications to the existing site on the

Fall 2016 Time and Classroom Utilization Summary

TIME UTILIZATION def.: the percentage of hours a space is used for scheduled classes as compared to the total hours in the report period. Buildings listed are major academic classroom buildings with dedicated classrooms or labs.

Time and Class Utilization data is compiled from 2016 Fall academic schedules from the Western Michigan University Office of the Registrar.

Time Time Time Time # of Total Number Time Time # of Utilization Utilization Utilization Utilization Classroom Buildings Teaching of Student Utilization Utilization Classrooms 8 - 10 10 a.m. - 12 p.m. - 6 - 10 Labs Stations 3 - 6 p.m. Sat/Sun a.m. 12 p.m. 3 p.m. p.m.

Brown Hall 24 7 1,267 15% 62% 41% 10% 10% 0% Chemistry Classroom Building 3 15 867 40% 34% 31% 3% 3% 0% College of Health and Human Services 14 10 1,002 26% 32% 35% 16% 16% 3% Dalton Center 5 11 1,444 42% 51% 27% 6% 6% 0% Dunbar Hall 34 1 1,261 18% 61% 40% 11% 11% 0% Floyd Hall (College of Engineering and Applied Sciences) 19 32 1,542 20% 32% 32% 14% 14% 0% Gilmore Theatre Complex 0 5 220 22% 64% 21% 1% 1% 2% Knauss Hall 4 0 1,064 24% 51% 24% 12% 12% 0% Kohrman Hall 18 27 1,359 11% 26% 20% 10% 10% 2% Moore Hall 6 0 343 15% 48% 22% 2% 2% 0% Richmond Center for Visual Arts 1 3 190 40% 49% 52% 1% 1% 0% Rood Hall 12 25 1,566 21% 28% 19% 2% 2% 0% Sangren Hall 30 15 2,123 26% 52% 49% 22% 22% 1% Schneider Hall 39 0 2,398 13% 37% 31% 15% 15% 0% Wood Hall 18 15 1,658 17% 33% 28% 10% 10% 0% TOTAL 227 166 18,304 475110

AVERAGE TIME UTILIZATION 23% 44% 31% 9% 9% 1%

October 31, 2016 Chart Page #1 Classroom Building Utilization Fall 2016 Time and Classroom Utilization Summary

CLASS UTILIZATION

def.: the average percentage of seats used for scheduled classes relative to the classroom's maximum capacity.

Buildings listed are major academic classroom buildings with dedicated classrooms or labs.

Time and Class Utilization data is compiled from 2016 Fall academic schedules from the Western Michigan University Office of the Registrar.

Class Class Class Class # of Total Number Class Class # of Utilization Utilization Utilization Utilization Classroom Building Teaching of Student Utilization Utilization Classrooms 8 - 10 10 a.m. - 12 p.m. - 6 - 10 Labs Stations 3 - 6 p.m. Sat/Sun a.m. 12 p.m. 3 p.m. p.m.

Brown Hall 24 7 1,267 26% 57% 47% 43% 35% 0% Chemistry Classroom Building 3 15 867 53% 56% 60% 58% 10% 0% College of Health and Human Services 14 10 1,002 43% 50% 47% 51% 37% 9% Dalton Center 5 11 1,444 60% 59% 42% 44% 7% 0% Dunbar Hall 34 1 1,261 48% 62% 63% 58% 31% 0% Floyd Hall (College of Engineering and Applied Sciences) 19 32 1,542 49% 47% 50% 51% 47% 0% Gilmore Theatre Complex 0 5 220 45% 45% 32% 16% 80% 16% Knauss Hall 4 0 1,064 46% 54% 44% 42% 40% 0% Kohrman Hall 18 27 1,359 27% 49% 65% 51% 32% 5% Moore Hall 6 0 343 47% 74% 51% 55% 27% 0% Richmond Center for Visual Arts 1 3 190 80% 77% 59% 64% 16% 0% Rood Hall 12 25 1,566 31% 31% 40% 38% 19% 0% Sangren Hall 30 15 2,123 47% 50% 57% 43% 35% 1% Schneider Hall 39 0 2,398 47% 55% 53% 50% 39% 0% Wood Hall 18 15 1,658 39% 48% 52% 49% 28% 0% TOTAL 227 166 18,304 788750

AVERAGE CLASSROOM UTILIZATION 46% 54% 51% 48% 32% 2%

October 31, 2016 Chart Page #2 Classroom Building Utilization Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

Oakland Drive Campus (to be renamed to East Campus in 2017) to satisfy parking and circulation needs for both vehicles and pedestrians. Long‐term parking needs for the College will continue to be addressed as needed.

Sites for future parking decks on the main campus have been identified. Maintenance and reconstruction projects are planned for main campus roads and parking lots. The reconfiguration of parking lots 41, 49, 68, and 69 were part of the Sangren Hall Site Project.

The two parking decks on the Parkview Campus are under evaluation to determine future maintenance needs. As part of the on‐going efforts to complete and improve the perimeter ring road that is a component of the 2000 Campus Master Plan, there are plans to reconfigure Knollwood Avenue, rebuilding it with curbs, gutters, and sidewalks.

See the 2016 Deferred Maintenance report for additional information on facilities infrastructure.

h. Adequacy of existing utilities and infrastructure systems to current and 5‐year projected programmatic needs;

The WMU Facilities Management Engineering and Operations Divisions conduct a yearly review of university facilities, including buildings, utilities, and infrastructure systems, which identifies necessary infrastructure repairs, upgrades or replacements, and which prioritizes deferred maintenance projects. See the 2016 Deferred Maintenance report for information on utilities and infrastructure systems. i. Does the institution have an enterprise‐wide energy plan? What are its goals? Have energy audits been completed on all facilities, if not, what is the plan/timetable for completing such audits?

Per the 2003 Environmental Mission Statement the university practices environmental sustainability, including energy‐reduction practices, to the greatest extent possible. The Engineering and Operations Divisions of WMU Facilities Management operate Energy Management and Water Management programs; energy management strategies and analyses are outlined in the annual Deferred Maintenance report. The Planning and Projects Divisions of WMU Facilities Management apply the university’s Facility Life Cycle Design Guidelines (revised in 2016) to all projects. Per Executive Orders 2005‐4 and 2007‐22 all major construction and renovation projects are designed to achieve certification under the Leadership in Energy and Environmental Design guidelines from the United State Green Building Council.

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

See web link below for a report on the energy management strategic plan: http://www.wmich.edu/facilities/engineering/strategic‐plan

Energy Management initiatives: http://www.wmich.edu/facilities/engineering/campus‐initiatives

 These include: o Load Shedding for Electric Chillers o Variable Air Flow HVAC Systems o Variable Frequency Drive for HVAC Systems o Time‐of‐Day Scheduling o High Efficiency Motors o Heat Recovery Systems o Occupancy Sensors for Lighting and HVAC o Lighting Conversions: . electronic ballasts replacements . lamp replacements . LED exit lights o Daylight Harvesting o Chlorofluorocarbons (CFC and HCFC) Reductions o Carbon Dioxide Monitoring o Preventative Maintenance

Water Management initiatives: http://www.wmich.edu/facilities/engineering/water‐management

 These include: o Automated Irrigation Control o Low Flow Showers and Faucets o Chemical‐Free Water Treatment o Stormwater Runoff Management o Water Reduction Program for Cooling Towers o Water‐Efficient Washing Machines (Residence Halls) o Eliminate Water‐Cooled Condensers

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

Facility Life Cycle Design Guidelines: http://www.fm.wmich.edu/ap/sg/guidelines/Admin_Guidelines_Life%20Cycle%20Desig n__current.pdf

Additional information may be found in the 2014‐2015 Deferred Maintenance Report.

j. Land owned by the institution, including a determination of whether capacity exists for future development, additional acquisitions are needed to meet future demands, or surplus land can be conveyed for a different purpose;

Land Summary: total of 1200+ acres of grounds

a. Main Campus, comprised of West Campus, East Campus, and Oakland Drive Campus ‐ 606 acres, of which 53 acres are leased back to the State for the Kalamazoo Regional Psychiatric Hospital. The University’s 1970 Campus Development Plan called for acquisition of properties contiguous to the west and northwest of the existing campus, to form the basis for future planning and facility development. The 1970 provisions for growth and development formed the central campus as it exists today. The 2000 Campus Master Plan provided an updated growth and development strategy for the future. The Campus Master Plan is available at WMU Facilities Management ‐ Planning Division or on the web at: http://www.cf.wmich.edu/masterplan/

b. Parkview Campus:

‐College of Engineering and Business, Technology & Research Park – 276 acres. Includes the College of Engineering and Applied Sciences building, the Paper Coating Pilot Plant, the Energy Resource Center and two parking decks. It is also the site for the Business, Technology and Research Park. The Parkview Campus Master Plan and the Research Park Design Standards are the basis for development of the Parkview Campus. Both are available at WMU Facilities Management – Planning Division or on the web at: http://www.cf.wmich.edu/planning/WebSites/ParkviewCampusMasterPlan/

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

‐Asylum Lake Preserve – 274 acres: conveyed to WMU by the State in 1975 for passive recreation and University research activities. The Asylum Lake Policy and Management Council monitors and manages all land use and research activities on the Asylum Lake Preserve. Operating policies and governance documents are found at: http://www.wmich.edu/asylumlake/alpmc/council.html

‐Colony Farm – 54 acres: conveyed to WMU by the State in 1977 for passive recreation and University research activities. The university received approval from the legislature to allow expansion of the very successful Business, Technology and Research Park onto the Colony Farm property, lifting the existing land‐use restrictions. The expansion would follow the Parkview Campus Master Plan and the Research Park Design Standards and would be open to the public, have walking trails, and be ecologically friendly.

c. Kleinstuck Preserve – 48 acres: designated for passive recreation

d. Kilgore Road Aviation Facilities – 5 acres: adjacent to Kalamazoo Regional Airport. Currently houses support facilities for the College of Aviation and the Department of Mechanical and Aeronautical Engineering, although these are to be relocated to the Parkview Campus.

e. Arboretum: property owned by the WMU Foundation for the support of the university.

f. Battle Creek Regional Campus: the Roy and Beulah Kendall Center; facility for WMU Extended University Programs

g. Grand Rapids Regional Campuses WMU Graduate Center – Beltline (owned) and WMU Graduate Center – Downtown (leased); facilities for WMU Extended University Programs

h. College of Aviation Campus The facilities at the Battle Creek Airport provide classrooms, offices, hangars, and other support spaces for the College of Aviation. The College of Aviation has completed a campus master plan and development plan to accommodate current and future needs. The report is available at WMU Facilities Management ‐ Planning Division.

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

k. School of Medicine‐ WE Upjohn Campus A former Pfizer research facility in downtown Kalamazoo that has been renovated and expanded for the new School of Medicine.

l. What portions of existing buildings, if any, are currently obligated to the State Building Authority and when these State Building Authority leases are set to expire. See attached chart, “WMU Facilities Information”.

WMU Facilities Information FY2018

Building Name dollars) Original Bonding Condition Standards Renovation valuation in in valuation Current Use Most Recent Recent Most Construction Replacement Functionality MUSICproperty Square Footage Square General Physical Physical General Value (2016-2017 (2016-2017 Value

Academic Buildings (Main Campus unless otherwise indicated)

ROTC Classrooms and Activity Therapy Building Offices - 50% 1955 52,700 Poor Fair $4,801,325 (Oakland Drive Campus) University Surplus and Storage - 50%

Brown Hall 1967 200769,600 Classrooms - 100% Good Good $6,776,695 SBA

Lecture halls - 20% Chemistry Classroom Building 2006 83,331 Chemistry labs - 75% Good Good $31,879,455 Offices - 5% Classrooms - 35% College of Health and Human SBA Labs - 30% Meets Services (Oakland 2005 196,000 Good Good $56,974,985 expires Offices - 30% standards Drive Campus) 2040 Administrative - 5% Classrooms - 75% Dalton Center 1982 157,340 Offices - 20% Good Good $22,234,466 Administrative - 5%

Dunbar Hall 1971 75,449 Classrooms - 100% Fair Fair $7,661,252

Classrooms - 25% SBA Floyd Hall (College of Engineering) Engineering labs - 50% 2003 330,000 Good Good $88,866,987 expires (Parkview Campus) Offices - 20% 2040 Administrative - 5% Classrooms - 60% Gilmore Theatre Complex 1967 1994 74,789 Office - 10% Good Good $17,163,927 Auditorium - 30% Science laboratories SBA Meets Haenicke Hall 1999 80,000 (research) - 90%, Good Good $50,441,239 expires Standards Offices - 10% 2034

Knauss Hall 1971 26,158 Classrooms - 100% Fair Fair $2,236,871

Renovation of South Kohrman completed Classrooms - 35% Poor to Kohrman Hall / South Kohrman 1966 2007; Central 211,500 Labs / Studios - 50% Good $32,896,081 Good Kohrman renovation in Offices -15% progress Ice Rink - 1996; Office - 10% Fair to Lawson Ice Arena / Gable Natatorium 1974 Lobby / Locker rooms - 103,000 Good 19,069,272 Athletics - 90% Good 2006 Classrooms - 60% Lee Honors College 1990 2012 11,915 Good Good 1,698,056 Administrative - 40% Classrooms - 10% McCracken Hall 1949 1985 185,947 Poor Poor $30,151,498 Surge space - 90%

Remodeled for new Classrooms 20% Poor to Moore Hall 1962 71,206 Fair $9,096,166 use 1973 Office 80% Fair

Lecture halls - 10%; Art Studios - 25%; Richmond Center for Visual Arts 2006 52,517 Offices - 25%; Good Good $16,200,445 Galleries and service- 40% Classrooms - 20% Rood Hall 1971 124,418 Science laboratory - 60% Fair Fair $21,476,946 Office - 20%

Classrooms- Office- New Sangren Hall 2012 231,296 Good Good$66,403,291 SBA Administrative- Library-

Classrooms - 80% Schneider Hall 1990 173,700 Good Good $26,525,346 SBA Office - 20% Renovation & addition Classrooms- 35% completed in 2014; School of Medicine (WE Upjohn Laboratory- 25% 1985Level 4/5 lab 350,343 Good Good $95,673,913 Campus) Office- 10% renovation to be Unoccupied- 30% completed in Dec Classrooms - 15% Office - 10% Student Recreation Center 1956 1994 240,017 Good Good $38,745,500 Recreation and Athletics - 75%

Classrooms - 30% Trimpe Building 1966 15,000 Office - 35% Fair Good $1,333,739 Student Activities 35%

October 31, 2016 Chart Page #1 WMU Facilities Information FY2018 WMU Facilities Information FY2018

Building Name dollars) Original Bonding Condition Standards Renovation valuation in in valuation Current Use Most Recent Recent Most Functionality Construction Replacement MUSICproperty Square Footage Square General Physical Physical General Value (2016-2017 (2016-2017 Value

Clinics - 60% School of Medicine & Unified Clinics 1931 1995 36,318 Office - 30% Good Good $24,173,495 (Oakland Drive Campus) Meeting - 10%

Library - 80% Waldo Library 1958 1991 261,846 Good Good $377,902,700 SBA Office - 20%

Classrooms - 10% Printing Plant - 30%; Welborn Hall 1957 1995 28,600 Good Good $2,197,686 Offices 20% Grants 40%

Classrooms - 70% Wood Hall 1962 1998 172,000 Good Good $29,782,496 SBA Office - 30%

Zhang Legacy Collections Center Library-65% 2013 16,373 Good Good $10,384,300 (Oakland Drive Campus) Offices- 35%

Non-Academic Buildings - Main Campus

Bookstore/Retail - 30%, Offices - 15%, Bernhard Center 1957 2010 289,477 Food/Dining - 25%, Fair Fair $45,185,586 Meeting - 20%, Study/Lounge - 10%

Offices - 30% Campus Services Building 1987 34,150 Service - 30% Good Good $1,799,402 Warehouse - 40%

Renovation completed Heritage Hall (formerly East Hall) 1904 41,175 Alumni CenterGood Good $24,076,000 in Oct 2015 Energy Resource Center 2002 12,100 Service Good Good $11,075,083 (Parkview Campus)

remodeled for new use Offices - 20% Ellsworth Hall 1956 98,348 Fair Good $13,292,290 1977 Administrative - 80%

Leased space - 25% Ernest Wilbur Building 1956 35,800 Offices - 25% Poor Fair $2,942,328 (Oakland Drive Campus) Building Services - 50% asbestos removal and Offices - 90%; Meeting - Everett Tower 1971 ceiling replacement 30,450 Good Good $2,992,411 10% 2000

windows replaced Faunce Student Services 1970 55,200 Administrative - 100% Good Good $8,627,011 2001

Fetzer Center 1983 2001 46,288 Conference Center Good Good $8,499,174

Friedmann Hall 197163,687 Offices FairGood $4,393,835

Gilmore House 1925 1998 12,216 Receptions & Meetings Good Good $1,086,660

Faith & Spirtual Kanley Chapel 1951 11,393 Fair Good $1,468,081 Development Little Theatre (formerly Oakland 1942 1997 14,456 Auditorium Good Good $2,164,891 Recital)

Miller Auditorium 1967 1993 174,204 Auditorium Good Good $24,545,852

Montague House 1961 19835,917 Offices Good Good $267,173

Reception and meeting Oaklands Residence 1869 1975 7,259 Good Good $572,185 center; hospitality

Paper Coating Pilot Plant Service - 90% 2002 55,215 Good Good $23,646,779 (Parkview Campus) Offices - 10% Acquired Parking Services 1995 2,938 Offices Good Good $510,748 in 1995 Offices - 50% Physical Plant 1921 1998 44,795 Poor Fair $1,981,215 Service - 50% SBA Power Plant 1930 1996 28,000 Service Good Good $37,843,691 expires 2032 Acquired Presidential Residence 7,832 Residence Good Good $1,041,469 in 1974 Acquired Fair to Public Safety (511 Monroe) 2002 15,375 Offices Fair $1,042,845 in 1991 Good

October 31, 2016 Chart Page #2 WMU Facilities Information FY2018 WMU Facilities Information FY2018

Seelye Indoor Practice Facility 2003 120,950 Athletics Good Good $23,038,946

Major renovation in Health Center - 80% Meets Sindecuse Health Center 1969 1996; Pharmacy 56,200 Counseling and Testing - Good Good $9,125,765 Standards renovation in 2006 20%

Siebert Administration Building 1952 1999 84,700 Administration Fair Good $11,960,999

1999 Sprau Tower 1967 (ceiling replacement 39,097 Offices Fair Fair $3,368,632 and asbestos removal)

Office of Sustainability (University NA 2012 7095 Offices Good Good $858,292 Bookstore) Service - 70% University Computer Center 1991 62,606 Good Good $12,325,131 Offices - 30% Offices - 10% University Fieldhouse 1957 1994 114,900 Good Good $16,440,783 Athletics - 90%

Upholstery Shop 1914 6,660 Service Poor Fair $464,030

Waldo Stadium 1939 2002 88,724 Intercollegiate Athletics Good Good $11,890,252

Walwood Union 1938 1992 63,237 Administrative Good Good $4,279,531

Daycare - 60% Woodlawn Place 1994 7,502 Fair Good $213,596 Offices - 40% Off-Campus Buildings

Classrooms - 20%; Aviation Classroom NA 21,144 Fair Fair $751,197 Research - 80%

Autism Center NA 2016 4901 Clinic & Offices GoodGood $235,000

Aviation Storage Facility NA 3,973Service Fair Fair $479,779

Battle Creek Aviation Center NA 1996 9,600 Offices Good Good $1,875,507 Administration & Flight Operations

Battle Creek Aviation Center NA 1996 16,000 Classrooms Good Good $2,743,374 Education Center Battle Creek Aviation Center Aircraft Aviation teaching NA 1996 75,000 Good Good $5,077,826 Maintenance Center laboratory Battle Creek Aviation Center Flight Aviation teaching NA 14,000 Good Good $1,882,114 Simulator Building laboratory; research Battle Creek Aviation Center Student Aviation offices and NA 16,000 Fair Good $945,897 Services Building storage

Classrooms - 80% Kendall Center - Battle Creek NA 1992 38,500 Good Good $4,062,887 Offices - 20% Classrooms - 70% Grand Rapids Graduate Centers - NA 2015 38,075 Offices - 25% Good Good $6,896,583 Beltline Campus Service - 5% Classrooms - 70% Grand Rapids Graduate Centers - NA Leased 2000 55,500 Offices - 25% Good Good NA Downtown Campus Service - 5% Classrooms - 80% Lansing Campus NA Leased 1999 NA Good NA Offices - 20%

Research 90% Michigan Basin Core Research Lab NA Leased in 2006 30,786 Good Good NA Offices 10% Classrooms - 80% Muskegon Campus NA Leased 1992 NA Good NA Offices - 20% Ranson Street Building 1914 14,567 Retail & storage Fair Good $245,000 (Surplus Sales) Classrooms - 80% Southwest Campus 2002 44,155 Good Good $10,150,126 SBA Offices - 20% Classrooms - 80% Traverse City Campus NA Leased 1992 NA Good NA Offices - 20% Acquired Recreation - 90% West Hills Athletic Club 2000 114,740 Good Good $6,016,699 1998 Offices - 10%

October 31, 2016 Chart Page #3 WMU Facilities Information FY2018 Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

V. Implementation Plan The Five‐Year Capital Outlay Plan should identify the schedule by which the institution proposes to address major capital deficiencies, and: a. Prioritize major capital projects requested from the State, including a brief project description and estimated cost, in the format provided. (Adjust previously developed or prior years figures utilizing industry standard CPI indexes where appropriate.);

Priority No. 1 is the proposed renovation and addition to the College of Aviation Classroom & Fleet Maintenance Building. Master plan studies for the College of Aviation were conducted in 2008 and resulted in the Campus Physical Development Plan in 2009. As a result of that Plan several needed projects were identified. One of those, this project is to improve and expand facilities at the College of Aviation that address current and future enrollment needs. New classrooms/labs are necessary to continue to accept students at the college that will match the quality of instruction and research to the standards of practice needed to meet the needs of the aviation/aerospace industry. Additionally, this improvement and expansion will promote the level of excellence and high standards in all educational programs, recruitment and outreach, and research, which will provide state, national, and international significance.

Refer to the chart, “Major Projects: FY 2016 – 2017”, for proposed or planned projects and estimated schedule information The chart contains brief project descriptions, capital project priorities, and estimated costs.

The Western Michigan University Campus Master Plan

The Western Michigan University Campus Master Plan, initiated by President Elson Floyd in 1999, was completed and published in 2000. The Master Plan resulted from meetings, interviews, and research involving University faculty, staff, students and alumni as well as representatives of the city of Kalamazoo, neighborhood groups and interested members of the community. Key to the Campus Master Plan are the Fundamental Concepts. These ten guidelines are directions for future planning. They are used to test and evaluate the scope and direction of major projects at the University, including building projects, road and parking improvements, and signage.

The complete Campus Master Plan, including the Summary Brochure and the two‐volume Technical Report may be found on the web at: http://www.cf.wmich.edu/masterplan/

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

Development of the new Parkview Campus is governed by the 2000 Parkview Campus Master Plan and the Business, Technology and Research Park Design Standards. Both documents are on file at WMU Campus Facilities or on the web at: http://www.cf.wmich.edu/planning/WebSites/ParkviewCampusMasterPlan/

Western Michigan University Planning Process

The Western Michigan University professional staff continually evaluates the appropriateness of function and performance of its facilities relative to technical needs, anticipated program growth and changing program requirements, modern teaching standards, new and evolving academic delivery systems, student services, facilities support and maintenance services. Priority has been given to academic programs housed in facilities inadequate to support modern technical and teaching requirements, and to colleges and departments that suffer from being physically scattered throughout the campus, causing inefficient operation and administration of programs and services, and diminished or non‐existent interaction of students and faculty.

In addition, every potential project is evaluated as to how it will affect existing buildings functions and access, pedestrian and vehicular circulation and parking, demand on utilities, and the capacity of the stormwater management system.

Design is currently underway for replacement and upgrading of all exterior campus signage, including campus “gateways,” vehicular and pedestrian directional signage and building identification signs, in order to improve the experience of students & visitors navigating the campus environment. The “Campus Wayfinding” project will be implemented during Summer 2017. b. If applicable, provide an estimate relative to the institution’s current deferred maintenance backlog. Define the impact of addressing deferred maintenance and structural repairs, including programmatic impact, immediately versus over the next five years;

The annual Deferred Maintenance Report, appended in abridged form to this report, addresses anticipated structural and systems repairs over the next 5 to 10 years, and recommends priorities for all major facilities maintenance. Critical items requiring immediate attention are also identified in the annual report. Maintenance items relating to health and safety are of critical importance. Maintenance schedules for these items are determined, as appropriate, by WMU Public Safety, Environmental Health and Safety, and the Engineering and Maintenance Divisions of WMU Facilities Management.

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

c. Include the status of on‐going projects financed with State Building Authority resources and explain how completion coincides with the overall Five‐Year Capital Outlay Plan; All current State Building Authority funded projects have been completed.

d. Identify to the extent possible, a rate of return on planned expenditures. This could be expressed as operational “savings” that a planned capital expenditure would yield in future years;

A rate of return on planned expenditures, or the future “operational savings” from a planned capital expenditure has not been projected for all projects. The annual Deferred Maintenance Report estimates the yearly cost of preventative and deferred maintenance schedules, and includes analysis of savings and paybacks resulting from the University’s energy management programs. e. Where applicable, consider alternatives to new infrastructure, such as distance learning;

The university conducts on‐going faculty development and classroom technology reviews and upgrade. The Office of Information Technology and WMU’s Extended University Programs work directly with the academic departments to develop and provide alternative learning solutions, including on‐line courses and degree programs, regional site programs, compressed video interactive television, conversion of face‐to‐ face course content to web‐based delivery, and “tape delay” recorded lectures.

In‐depth discussions of technology needs and alternative teaching methods occur during the programming phase of each major capital project. Outside professional specialists assist staff from Facilities Management, information and academic technology, the Registrar’s office, and others, in proposing and evaluating the latest trends in institutional facilities and course delivery systems.

f. Identify a maintenance schedule for major maintenance items in excess of $1,000,000 for FY 2016 – FY 2020.

The annual Deferred Maintenance Report, included in this submittal, estimates the costs of all anticipated maintenance items. g. Identify the amount of non‐routine maintenance the institution has budgeted for in its current fiscal year and relevant sources of financing.

WMU has no budget for non‐routine maintenance in the current fiscal year.

Western Michigan University Building Project Priority List For the Five Year Capital Outlay Plan FY 2018

Major Projects: WMU FY 2016 - 2017 Priority Project Estimated Funding Capital Cost Outlay Request #1 College of Aviation Renovation and $20 M State / Yes Addition WMU #2 Renovation of Dunbar Hall $40 M State / Proposed (IF1)(Classroom Building) WMU #3 New Student Union and Services Center $80 M State / Proposed WMU #4 Waldo Library Renovation TBD State / Proposed WMU #5 New Learning Hall $12 M State / Proposed WMU #6 New Residence/Apartment Project TBD WMU No #7 Renovation of North and Central Kohrman $25 M State / Proposed Hall (Classroom Building) WMU #8 Miller Auditorium Addition $11 M WMU No #9 Sprau Tower Renovation $11 M WMU No #10 Addition to College of Engineering for $57 M State/WMU Proposed Research, Instruction, and Civil Engineering #11 Multidisciplinary Science Research Facility $100 M State / Proposed WMU #12 Health Sciences Facility $60 M State / Proposed WMU #13 Relocate Physical Plant TBD WMU No #14 College of Aviation, Aviation and Flight $34 M State / Proposed Operations and Aviation Maintenance WMU Building - Renovation and Addition #15 Faculty, Center, and Institute Office Facility $6 M WMU No #16 New Parking Ramp $11 M WMU No #17 Upgrades and Improvements to Athletic TBD WMU No Facilities

Approved by the Board of Trustees on October 11, 2016.

Western Michigan University Submission 5‐Year Comprehensive Master Plan FY 2018 ‐ 2022

APPENDIX

Facility Asset Reinvestment General Fund 2016-2017

1 Facility Asset Reinvestment

• Building Systems • Utilities • Landscape • Building Envelope • Steam and Condensate • Custodial • Building Interior • Sanitary Sewer • Mechanical • Natural Gas • Electrical • Storm Sewer • Direct Digital Control • Electrical • Elevator

2 Building Systems Building Envelope

3 2%

Roof Analysis 3% 18% Critical Areas McCracken – Sections E,G, H, 26% I, J AT Building – West Wing Parking Structure #1 - Sections 49% Physical Plant – Section A B & C Critical Area – Deferred Power Plant – Sections D, E, F, McCracken Hall – old upper section G, K Poor Areas Storage Sheds (6) AT Building – Sections B & C Waldo Library – Section C Lawson – Section E Antenna Farm Excellent Good Fair Poor Critical Aviation Storage and Test Cell

4 Lawson Ice Arena and Gabel Natatorium

• Roof Replacement for Gabel Natatorium area

Recommendation - $250,000

5 Physical Plant

• Sections A & B

Recommendation - $200,000

6 Dalton Center

• Section D Tenting

Recommendation - $25,000

7 Office For Sustainability

• Install heat tapes

Recommendation - $20,000

8 Roof Recommendation Summary

Project Recommendation Gabel Pool – Replace Roof $250,000 Physical Plant – Sections A & B $200,000 Dalton Center – Section D Tenting $25,000 Office for Sustainability – Install Heat $20,000 Tape Antenna Farm – Replace Roof $25,000 Waldo Library – Sections C & D Tenting $50,000 Office for Sustainability – Replace Roof $100,000 Parking Structure 2 – Stair Tower Roofs $35,000 9 Roof Recommendation Summary, Cont.

Project Recommendation Parking Structure 1 – Stair Tower Roofs $35,000 AT Building – Section C (ROTC) $100,000 Power Plant – Section G $20,000 Salt Dome – Exterior Coating $35,000 Power Plant – Sections D, E, F, K $100,000 Total $995,000

10 Schneider Hall Concrete Repair

• Entrances 2, 3, and 19

Recommendation - $40,000

11 Miscellaneous Annual Repairs

• Plant Walls • Bridge

Recommendation - $25,000

12 Waldo Library

• Exterior caulk • Tuckpointing tile block – Phase 1 of 2

Recommendation - $100,000

13 Gabel Pool – Ceiling Repair & Painting

Recommendation - $150,000

14 Fetzer Center

• Exterior window caulk

Recommendation - $50,000

15 Dalton Center

• Practice room area condensation • Engineering

Recommendation - $20,000

16 Structural Recommendation Summary

Project Recommendation Schneider Hall – Concrete Repairs $40,000 Misc. Annual Repairs – Plant Walls and $25,000 Bridge Waldo Library – Exterior $100,000 Caulk/Tuckpointing Tile Block Gabel Pool – Ceiling Repairs $150,000 Fetzer Center – Exterior Window Caulk $50,000 Dalton Center – Practice Room $20,000 Condensation

17 Structural Recommendation Summary, Cont.

Project Recommendation Schneider hall – Exterior Caulk Repair $150,000 Montague House – Foundation Repair $15,000 Computer Center – Exterior Caulk/Block $50,000 Repair Paper Pilot Plant – Exterior Caulk Repair $50,000 Seelye Center – Paint Exterior Trim $50,000 Total $700,000

18 Schneider Hall

• Replace entrance #19

Recommendation - $20,000

19 Haenicke Hall

• Replace Entrance #2

Recommendation - $15,000

20 Gilmore Theater Complex

• Replace entrances #4 & 5

Recommendation $20,000

21 Window and Door Recommendation Summary

Project Recommendation Schneider Hall – Entrance 19 $20,000 Haenicke Hall – Entrance 2 $15,000 Gilmore Theatre Complex – Entrances $20,000 4&5 Student Rec Center – Entrances 10&11 $40,000 Total $95,000

22 Building Systems Building Interior

23 2016 Condition Analysis Campus Wide Averages

Flooring Walls Ceiling 5% 5% 9% 14% 19%

35% 42% 51% 53% 67%

Doors Plumbing Furniture

5% 5% 7% 5% 9% 14% 35% 33% 44% 53% 51% 39%

Very Poor Poor Fair Good Great N/A Classrooms – Flooring, Painting

• Moore Hall - 2 Classrooms flooring • $40,000 • Dunbar Hall – 1 classroom flooring (Hold) • $15,000 • Kohrman Hall – 2 classroom flooring/furn • $60,000 • Various Classroom Painting • $50,000

Recommendation - $150,000 25 Rood 1st Floor 1120 1122 Full Scope: 1118

Renovate 3 auditoriums: $700,000 1104 1136 Renovate 5 classrooms: $270,000 1142 1110 1146 Recommended Reduced Scope: Renovate 1110 or 1118: $200,000

Recommendation - $200,000 nd Rood 2 Floor 2211

Full Scope: Renovate 16 classrooms: $940,000 2202 2204 2206 2208 2210 2212 2214 (Est. cost per room: $70,000) 2221

2250 2248 2246 2242 2240

2275 2271 Rood 3rd Floor

Full Scope: 3378 3302 Renovate 8 classrooms: $520,000

3363 3374

3375

3396 3394

3391 E-233 F-244

Public Space – Floyd Hall C-207 Full Recommended Scope: • Replace carpet in Study Lounges C207, E233, F244. • Estimated Cost: $20,000 • Replace soft seating in Study Lounges E233, F244. • Estimated Cost: $30,000

Recommendation - $50,000 Public Space – Ellsworth Hall

Full Recommended Scope: • Demo/abatement of existing flooring, install new carpet tile. • Estimated Cost: $35,000

Recommendation - $35,000 4200

4255 Various Repairs

Full Recommended Scope: SRC Pool tile/grout work: $29,000 Schneider Doors: $21,000 Gilmore Theater Doors (scene/stage): $20,000 Gilmore Theater Sound Doors: $25,000

Recommendation - $95,000 Dalton 1st Floor

Recommended Reduced Scope: New soft seating in lounge areas. Estimated Cost: $30,000 ($15,000 ea.)

Recommendation - $30,000 Campus Services Building

Full Scope: Lighting, Flooring, Furniture • Lighting, flooring and furniture improvements. Existing lighting source is manually controlled from each office cabinet. Furniture life cycle exceeds expectancy (1987); carpet stains cannot be cleaned. • Estimated Cost: $285,000 Optional Recommended Reduced Scope: • Lighting upgrade: remove indirect cabinet lighting and install ceiling light fixtures. • Estimated Cost: $110,000

Recommendation - $0 Various (partitions, tile/paint repair) Full Scope: Toilet Partition Replacement Scope: Friedman 6 toilet rooms: $16,500 Trimpe 3 toilet rooms: $10,500 Welborn 2 toilet rooms: $10,000 Dunbar 5 toilet rooms: $14,000 (Hold) Tile & Paint Repairs Scope: Rood Hall 3 toilet rooms: $13,000 Welborn 2 toilet rooms: $10,000 Dalton Ceiling/lighting improvements: $22,000

Recommended Scope: Friedman, Trimpe, Welborn, Rood $60,000

Recommendation: $60,000 Everett

Full Scope: • Renovate all toilet rooms to accommodate barrier free design, including mechanical pump installation. • Estimated Cost: $700,000

Recommended Reduced Scope: • First Floor – renovate 2 toilet rooms • Second Floor – renovate 1 toilet room • Install mechanical pump • Estimated Cost: $160,000

Recommendation - $75,000 (only 2nd floor) Sindecuse

Full Scope: 1st: Men’s TR/Shower 11-05, Fixture upgrade- $1500 Women’s TR/Shower 11-07, Wall Repair, Fixture upgrade- $2500 Unisex TR 11-01, Wall and Floor Tile Repair- $1500 2nd: Unisex TR 2101, Ceiling Repair/Paint, Floor/Wall Tile Repair- $2000 Men’s TR 21-11, Ceiling Repair/Paint, Floor and Wall Tile Repair- $2500 3rd: Men’s TR 30-01, Vinyl Flooring, Wall Repair and Paint- $4000 Women’s TR 30-03, Partitions, Vinyl Flooring, Wall Repair, Paint- $7000 Unisex TR 3123, Vinyl Flooring, Wall Repair and Paint- $3000 Unisex TR 3123, Vinyl Flooring, Wall Repair and Paint- $3000 Estimated Cost: $27,000

Recommended Reduced Scope: Second Floor and Third Floor Estimated Cost: $21,500

Recommendation - $21,500 Building Interior Recommendation Summary

Project Recommendation Classrooms Painting/Flooring/Furniture $150,000 (including $50K annual funding) Rood Hall 1st Floor $200,000 Rood 2nd Floor $940,000 Rood 3rd Floor $520,000 Public Space Floyd Hall Study Lounge $50,000 Ellsworth Hall Flooring $35,000 Various Repairs $95,000 Dalton Corridor Lounge Furniture $30,000 Building Interior Recommendation Summary, Cont.

Project Recommendation Toilet Rooms Various $60,000 Everett $75,000 Sindecuse $21,500 Total $2,176,500 Building Systems Mechanical

39 Existing Replacement Work Year Chiller Plant Type Tonnage Tonnage Scope Budget 2014 Miller #1 Centrifugal 380 350 - 380 1, 2, 3 $700,000 2015 Waldo #1 Centrifugal 360 300 - 360 1, 2, 3, 4 $600,000 - $700,000 2016 Miller #2 Centrifugal 380 350 - 380 1, 2 $700,000 2017 Schneider #2 Centrifugal 336 336 1 $650,000 2018 Waldo #2 Centrifugal 360 300 - 360 1, 2 $600,000 - $650,000 2019 Bernhard #1 Centrifugal 360 275 - 360 1, 2, 3 $700,000 - $750,000 2020 Kohrman #1 Centrifugal 240 240 1, 2, 3, 4 $600,000 2020 McCracken Centrifugal n/a 800 7 $125,000 2021 Rood #1 Centrifugal 260 n/a 5 $85,000 System Overview 2021 Rood #2 Centrifugal 260 n/a 5 $85,000 2021 Connect to Schneider Plant n/a n/a 6 $300,000 2022 Bernhard #2 Centrifugal 360 275 - 360 1, 2 $600,000 - $650,000 2023 Schneider #1 Centrifugal 336 336 1 $650,000 • 9 Chiller plants 2024 Kohrman #2 Centrifugal 240 240 1, 2 $400,000 2025 SRC #2 Centrifugal 300 250 - 300 1, 2 $700,000 - $750,000 2026 SRC #1 Centrifugal 300 250 - 300 1, 2 $700,000 - $750,000 • 23 Chillers 2027 Kohrman #3 Absorption 750 500 - 600 4, 8 $1.2M - $1.5M 2028 Friedmann 1&2 Absorption 800 600 - 700 4, 8 $1.1M - $1.4M • 8,650 Tons of chilled water capacity 2029 Kohrman #4 Absorption 750 500 - 600 8 $700,000 - $800,000 2030 Kohrman #5 Absorption 750 500 - 600 8 $700,000 - $800,000 2031 CHHS #1 Absorption 140 200 - 225 4, 8 $600,000 - $650,000 2032 CHHS #2 Absorption 340 250 - 300 8 $500,000 - $600,000

Scope of Work: 1. Replace Chiller with new variable speed machine 2. Convert Chiller and Tower pumps to variable speed 3. Convert distribution pumps to variable speed 4. Replace/refurbish cooling tower 5. Demolition of existing equipment 6. Route new piping connection tie-in to Schneider Plant. 7. Install McCracken chiller and integrate into Kohrman Plant. 8. Replace Chiller and associated pumps. Campus Chillers

• Cleaning and Eddy current testing • 19 chillers

Recommendation - $80,000 Kohrman Hall - Chiller #1

• Repair suction elbow (leak)

Recommendation - $10,000 Schneider Hall

• Electric chiller tube leak repairs

Recommendation - $15,000 Cooling Tower Injection Points

• Replace campus Miller Auditorium acid lines and injection assembly

Recommendation - $20,000 Dunbar/Friedman - New Heating Pumps

• Old Chicago pumps are no longer available • 7 pumps

Recommendation - $20,000 Kohrman Hall

• Rebuild Secondary chilled water pump 16 – shaft, bearing, seals and gasket

Recommendation - $12,000 Student Rec Center

• Replace pool pak

Recommendation - $225,000 *Already committed $8,600 Haenicke Hall

• Humidifier modification North (Phase 2)

Recommendation - $30,000 Sindecuse

• Replace reheat coils • Repair access doors and reinsulate internal AHU • Eight units

Recommendation - $40,000 Welborn

• Replace roof top units (phase 1 of 3) • Eight A/C units installed 1986 • Two 1,200,000 BTUH Make-up air units installed 1887

Recommendation - $75,000 Walwood Union

• Replace heat pumps • Phase 4

Recommendation - $250,000 University Arena

• Renovate SwimEx

Recommendation - $80,000 Building Mechanical Recommendation Summary

Project Recommendation Campus Chillers – Cleaning and Eddy $80,000 Current Testing Kohrman Hall – Chiller #1 $10,000 Schneider Hall – Electric chiller tube leak $15,000 Campus Wide Cooling Tower Injection Points $20,000 Dunbar/Friedman – New Heat Pumps $20,000 Kohrman Chilled water pump 16 $12,000 SRC Pool Pak Replacement $225,000 Haenicke Humidifier Mod (Phase II) $30,000 Building Mechanical Recommendation Summary Cont.

Project Recommendation Sindecuse Reheat Coil Repairs $40,000 Welborn Roof top units replacement $75,000 Walwood Union Heat Pumps $250,000 University Arena SwimEx $80,000 Waldo Stadium Joh Gill AC Units Replacement $100,000 Kohrman Air Separator $150,000 Total $1,107,000 Building Systems Electrical

55 Electrical System Overview

• Value $10.225M • ~85 Building Transformers • ~22 Average Age • Replacement Value $2.4M • ~325 Draw out Low Voltage Breakers • Replacement Value $3.5M • ~85 Unit Substations • Replacement Value $3.825M • ~400 Electrical meters • Replacement Values $500,000 Analysis

• 96,000 KVA Transformation • 19,000 KW Peak Load Demand • 2015 Annual Energy Delivered for Main Campus 4,708,760 kwh Connect Ellsworth Traffic Signal to Generator

• Extend circuit and provide transfer relay • Assures traffic signal remains active during utility interruptions at Ellsworth

Recommendation - $5,000 Rood Hall Breaker Service

• Replace dashpot with solid state trip unit • Main breakers most likely will NOT trip on fault • Failed to operate during PM testing • 480v and 208v Main breakers • This work should avoid substation replacement for a few more years.

Recommendation: $25,000 Brown / Chemistry Arc Flash Kohrman Hall/RCVA Arc Flash

• Last performed for 2006 construction • NFPA 70 indicates these should be updated every 5 years • Including new labels for the buildings

Recommendation: $50,000 University Arena – Court Lighting

• Existing ballasts are discontinued ~44 fixtures • New lights will be LED instant on • No diming controls included in this replacement • Add $15,000 for controls • Estimated Annual Energy savings: $8,000

Recommendation: $175,000 Waldo Stadium Replace Sports Lighting

• Deign replacement system for field lighting • New lights will be LED instant on • Existing GE fixtures have been discontinued • Should have sufficient parts for 1-2 years. • Replacement cost projection: $900,000

Recommendation: $20,000 Brown Hall – Replace Primary Cable Termination

• Termination found damaged during scheduled maintenance. • Existing cable may need to be extended • Poor installation workmanship believe to have contributed

Recommendation - $7,500 Wood Hall – Sound Proof Substation

• Provide Sound proofing to minimize transformer hum transmission. • Professors have raised concerns about “hum” in classroom directly above. • Overtime transformers may become louder as the sheet steel delaminates and vibrates • Another option is transformer replacement.

Recommendation - $20,000

64 Floyd Hall Compact Fluorescent to LED

• Partial (20% or 680 lamps) LED retrofit of CFL lamps ~44 fixtures • CFL Rated 12,000 hrs, LED rated 50,000 hrs • Some may be converted to LED 100,000 hr 10 year Warranty Retrofit. • Fixtures could be replaced at about 5 times retrofit cost. • Estimated Annual Energy, Disposal, and labor savings: $6,500

Recommendation - $30,000 65 Electrical Recommendation Summary

Project Recommendation Connect Ellsworth Signal to Generator $5,000 Rood Hall Breaker Service $25,000 Brown/Chemistry/Kohrman/RCVA Arc Flash $50,000 University Arena Floor Lighting $175,000 Waldo Stadium Lights $20,000 Brown Replace Primary $7,500 Wood Hall Sound Proofing $20,000 Floyd Hall CFL to LED retrofit $30,000 Total $232,000 Faunce Engineer Substation replacement $34,375

Sindecuse Engineer Substation replacement $28,000

Rood Engineer Substation replacement $61,600

Fetzer Engineer Substation replacement $32,500

Fetzer Substation replacement $425,000

Valley 3 Replace transformer & secondary $875,000

IF1 Replace PCB Contaminated Transformers & Substation $875,000

Faunce Substation replacement 532,000

Electrical Future Needs Lawson Engineer Lawson substation replacement 44,800

Sindecuse Substation replacement $420,000

Rood Substation replacement $840,000 Floyd Can lights (1700 fixtures, two bulbs each) changed to LED Option A: Replace lamps with LED 144500 Kanley Replace Sanctuary lighting 75,000 Option B: Replace Can with LED fixture 765000 Kanley Replace transformer enclosure 5,000

Brown/Chemistry Update Arc Flash Study/Labels 25,000 West Hills Tennis court lights/ballast - changed to LED 250000 UCC/Wood Perform Arc Flash Study 36,000

Lawson Repair/Replace Swimming Pool Lights (2011) Wood Install 480v tie feeder Wood to Haenicke 75,000 Option A: Replace yellowed lenses 6440 Wood Transformer Room Sound proofing 25,000 Option B: Replace fixture with New LED version 51800

Parking Structure 1 Replace Feeder 125,000

University Arena Replace Courts Lights to LED $175,000 Miller Replace secondary distribution 225,000

Seelye Center Athletic lighting conv to LED 275000 Brown Repair primary terminations 10,000

Elmwood Refeed Underground 220,000

Wood Hall Replace Wood Hall large lecture hall Dimmer systems 55000 Waldo Stadium Replace Sports lighting 900,000 Rood Hall Rood Hall breaker Service $25,000

$ Sprau Replace Accent lighting with LED 98,000

Recommendation:BC/Ellsworth BC/Ellsworth $ xBollard,000 replacement 80,625 Sangren Replace Accent Lighting with LED 39,200

IF1 Engineer IF1 substation replacement PCB Contaminated $63,250 Campus Wide Upgrade site lighting to LED Various 75,000 Building Systems Direct Digital Control

68 69 70 Testing competitive lab controls

• Test in 3 labs in Floyd Hall • To explore options beyond the Phoenix controls we have been using

Recommendation - $80,000

71 Direct Digital Control Recommendation Summary

Project Recommendation Testing competitive lab controls $80,000 CSB Control Upgrade $175,000 Paper Pilot Plant Control Upgrade $75,000 Total $330,000

72 Building Systems Elevator

73 Six Year Plan for Upgrading Elevators

2017 2018 2019 2020 2021 2022 Gilmore Shaw UCC-Passenger Walwood -West Walwood - Sprau EV-1 Haenicke Theatre East SRC Schneider University Arena Fetzer Center- Sprau EV-2 Waldo Library- Sidewalk lift Circular Desk Waldo Library- SRC - Center SRC - East Waldo Library- Haenicke – Waldo Stadium – Center Lobby Loading Dock John Gill Pressbox UCC-Freight Gilmore Shaw Theatre Passenger Elevator#1 Modernization

• New pump unit, controller, wiring/traveling cables, and power door operator. • New cab, hall call buttons, and car sill • Monitoring and camera

Recommendation - $200,000 Student Recreation Center Elevator #2 Modernization

• New pump unit, controller, wiring/traveling cables, and power door operator. • New cab, hall call buttons, and car sill • Monitoring and camera

Recommendation - $200,000 Elevator Recommendation Summary

Project Recommendation Gilmore Shaw Theatre $200,000 Student Recreation Center $200,000 Waldo Library $195,000 UCC – Freight $195,000 UCC – Passenger $200,000 Schneider $175,000 SRC – Center $175,000 Walwood West $175,000 University Arena $190,000 Recommendation Summary (Cont.)

Project Recommendation SRC - East $170,000 Walwood East $185,000 Fetzer Center $155,000 Waldo Library – Lobby $195,000 Sprau EV-1 & EV-2 $425,000 Haenicke – Loading Dock $200,000 Haenicke $195,000 Waldo Library Circular Desk $195,000 Waldo Stadium – John Gill Pressbox $195,000 Total $3,620,000 Landscape

79 Hardscape Repairs

Sidewalks

Recommendation - $50,000 Hardscape Repairs

Steps

Recommendation - $30,000 Hardscape Repairs

Rails

Recommendation - $30,000 Softscape Rehabilitation

• Munchers on Hooves™ • 14 acres

Recommendation - $18,000 Softscape Restoration

Dairy Doo™ Compost Topdressing Campus Lawns

Recommendation - $25,000 Fine Softscape Restoration Coarse Fine Coarse Baker Soccer Water Infiltration

Recommendation - $18,000 Hardscape & Softscape Repairs, Restoration and Rehabilitation FUTURE Trees Perennials Irrigation Valve

ArcGIS Collector Lawns Annuals Sidewalks

Containers Storm water Memorials Sidewalk Hardscape Conditions Index Repairs, Restoration and 2017 Rehabilitation FUTURE

Pavement Overall Condition Index Recommendation Summery

Project Recommendation Hardscapes $110,000 Softscapes $61,000 Total $171,000 Building System Recommendation Summary

Project Recommendation Roof Recommendation $495,000 Structural Recommendation $385,000 Window and Door Recommendation $55,000 Building Interior Recommendation $695,000 Building Mechanical Recommendation $857,000 Building Electrical Recommendation $332,500 Direct Digital Control Recommendation $80,000 Elevator Recommendation $400,000 Landscape Recommendation $171,000

Total Recommendation $3,470,500 89 Campus Utilities Steam and Condensate

90 Steam & Condensate System Overview

• 53 Vaults • Steam Mains ~38,000 Ln Ft • ~450,000 MM btu of Steam delivered • 5 looped zones • Condensate Return ~37,600 Ln Ft • 80% of returned to Power Plant • 6 radial zones Steam Analysis

Excellent 17% Good 29% Average 22% Fair 10% Poor 23% Condensate Analysis

Excellent 29% Good 17% Average 11% Fair 24% Poor 18% Arcadia Rd - B Main Replacement

• Replace ~830 Ln Ft of 18” Steam • Replace ~830 Ln Ft of 8” Condensate • Replace Vaults - SB-42 & SB-44

Project Area Recommendation - $1.6M ($800K Approved) Vault Replacement Steam Mains Condensate Mains Abandon Oakland Dr Tunnel

• Abandon Tunnel • Remove Existing Steam & Condensate to Upholstery Shop • Install 6” Steam from SE-15 • Install 4” Condensate between Existing and Seelye Center

Recommendation: $500,000 Vault Repair (Various Locations)

• Repair Concrete • Replace corroded equipment • Piping / Valve / Trap Maintenance • Re-insulation

Recommendation: $40,000 Remove

Valley 2 Service Replacement

• Remove 10” Main from Service (~750ft) • Install 10” Main to Valley 2 (~960ft) • New route Proposed Location • Avoiding wood lot / groundwater issues • Install New Vault(s) per Engineering Requirements

Recommendation: $1.7M Steam & Condensate Recommendation Summary

Project Recommendation Arcadia Rd – B Main Replacement $1,600,000 ($800K Funded) Steam Vault Repair $40,000 Valley 2 Service Replacement $1,700,000 Abandon Oakland Dr Tunnel $500,000 Replace From Power Plant to Antennae Farm $1,000,000 Replace from Sangren to Sindecuse $750,000 Total $5,590,000 Campus Utilities Sanitary Sewer

99 Sanitary Sewer System Overview

• 290 Structures • ~50,500 Ln Ft of Sewer Main • ~14,500 Ln Ft of Sewer Laterals Analysis

Excellent 22% Good 41% Average 20% Fair 7% Poor 10% Arcadia Rd Replacement

• Replacement of ~300 Ln Ft of 12” Sanitary Main • SAW Grant – Identified as a Short Term Need • In Coordination with Arcadia Rd Steam & Condensate Replacement

Recommendation: $50,000 S Hayes Dr to Arcadia Rd Replacement

• Replacement of ~500 Ln Ft of 10” Sanitary Main • SAW Grant – Identified as a Short Term Need • In Coordination with McCracken Steam Replacement (Re-Feed of Administration)

Recommendation: $75,000 Sanitary Sewer Recommendation Summary

Project Recommendation Arcadia Rd Replacement $50,000 (Common Site Project) S Hayes Dr to Arcadia Rd Replacement $75,000 (Common Site Project) Total $125,000 Campus Utilities Natural Gas

105 Natural Gas System Overview

• ~5000 Ln Ft of WMU Owned Buried Gas Line • Down from 6200 Ln Ft (Goldsworth Valley Apts Relocate) Elmwood Apts

• Turn Over ~2600 Ln Ft of Gas Main to Consumers Energy • Lines to be Placed by Consumers Energy

Recommendation: $100,000 Natural Gas Recommendation Summary

Project Recommendation Elmwood Apartments $100,000 Total $100,000 Campus Utilities Storm Sewer

109 Storm Sewer System Overview

• 1662 Structures • ~160,500 Ln Ft of Storm Main • 53 Storm Water Retention / Detention Features Analysis

Excellent 28% Good 39% Average 27% Fair 3% Poor 3% Arcadia Rd Replacement

• Replacement of ~130 Ln Ft of 24” Storm Main • SAW Grant – Identified as a Short Term Need • In Coordination with Arcadia Rd Steam & Condensate Replacement & Sanitary Sewer Replacement

Recommendation: $50,000 Hayes Dr to Arcadia Rd Replacement

• Replacement of ~500 Ln Ft of 10” Sanitary Main • SAW Grant – Identified as a Short Term Need • In Coordination with McCracken Steam Replacement (Re-Feed of Administration) and Sanitary Sewer Replacement

Recommendation: $105,000 Divert Toward Collection Areas Lot 16 / Read Fieldhouse

• Add to Storm Sewer Collection Capacity Porous Pavement • Divert observed runoff towards collection structures • Install Porous Pavement Strip Across Lot 16 • Replaces existing, poor functioning trench drain • Aid in volume of water that sheets to the west side of the arena • In Coordination with Parking Lot Resurfacing

Recommendation: $45,000 Storm Sewer Recommendation Summary

Project Recommendation Arcadia Rd Replacement $50,000 (Common Site Project) S Hayes Dr to Arcadia Rd Replacement $105,000 (Common Site Project) Lot 16/Read Fieldhouse $45,000 (Common Site Project) Total $200,000 Campus Utilities Electrical Distribution

116 System Overview

• Value: ~24.5M • ~157 Vaults • Replacement Value ~ $1,100,000 • Duct Bank ~82,000 Ln Ft • Replacement Value ~ $14,350,000 • Primary Distribution Cable ~336,000 Ln Ft • Replacement Value ~ $5,750,000 • ~233 Primary Switches • Replacement Value ~ $3,375,000 Loop/ Approx. Approx. Medium Voltage Cable Feeder Section Length % Year Age Age Survey S P-27 TO P-28 350 0.003131 1954 62 S P-28 TO TR-64 5 4.47E-05 1954 62 S P-29 TO P-40 2025 0.018113 1954 62 10 to 20 Years, 20 to 40 36% Years, 36% BB E-64 TO E-61 745 0.006664 1957 59 CC P-102 TO P-107 745 0.006664 1960 56 P-106B TO TR- Analysis CC 13B 170 0.001521 1960 56 CC P-107 TO P-109 280 0.002504 1960 56 Less Than 10 More Than 40 P-107 TO TR- Years, 16% Years, 12% CC 13A 300 0.002683 1960 56 CC P-108 TO 103 50 0.000447 1960 56 • Average MV cable age ~ 22 yrs CC P-109 TO 16 320 0.002862 1960 56 • 40 yr life expectancy for EPR insulation CC P-109 TO P-113 545 0.004875 1960 56 Age Footage Percentage G E-130 TO E-84 370 0.003309 1960 56 Less Than 10 Years 18005 16% G E-57 TO E-65 1095 0.009794 1960 56 • Looped system except for C, D, and Y 10 to 20 Years 40130 36% G E-84 TO E-57 230 0.002057 1960 56 20 to 40 Years 40530 36% feeders H E-129 TO E-84 545 0.004875 1960 56 More Than 40 Years 13135 12% • C feeder supplies East campus, including Total = 111800 H E-57 TO E-68 1670 0.014937 1960 56 H E-84 TO E-57 230 0.002057 1960 56 Waldo Stadium. Portions date to ~1991 H E-39 TO E-16 585 0.005233 1966 50 Y 52-2 TO 52-4 200 0.001789 1968 48 • D feeder installed 2004 for CHHS Y 52-5 TO 52-7 90 0.000805 1968 48 Y 52-8 TO 52-10 275 0.00246 1968 48 • Y feeder supplies Stadium Drive Y E-134 TO E-139 1095 0.009794 1968 48 Y SW-20 TO E-139 25 0.000224 1968 48 Apartment and Zhang. Portions date to ~1968 Y SW-21 TO 52-1 255 0.002281 1968 48 12200 # Prim # # Line Bldg# Building Sw XFMR D.O.Brkr Years Done Scheduled

1 27 McCracken Hall 3 1 0 Apr-97 2016

2 60 Henry Hall 0 1 0 Jun-98 May-01 Dec-06 2016

3 6 Seelye Center 3 1 10 Aug-02 Apr-04 Jul-09 2016

4 8 Spindler Hall 3 1 1 Aug-99 Apr-04 Jul-09 2016

5 10 Walwood 3 1 1 Aug-99 Apr-04 Jul-09 2016

6 17 KCMS 3 1 1 Aug-99 Apr-04 Jul-09 2016 Switchgear Maintenance 7 28 Burnham Halls 3 2 0 Dec-98 Jun-03 Jul-09 2016 8 30 Draper/Siedschlag 3 2 0 Dec-98 Jun-03 Jul-09 2016

9 46 Davis Hall 0 1 6 Dec-98 Jun-03 Jul-09 Dec-09 2016 Goldsworth Valley II, 13.8kv • Currently base funded at $50,000 10 72 Sub 5 1 0 Jun-98 Jul-00 Jul-04 Jul-09 2016 11 74 French Hall 4 0 0 Dec-98 Jun-03 Jul-09 Dec-09 2016 • Typical buiding cost is $4-8,000 each 12 84 Fetzer Center 3 1 0 Nov-98 Nov-03 Jul-09 2016 • Periodic maintenance is necessary to assure 13 145 CHHS 4 2 23 Dec-04 Jul-09 2016 proper personnel and property protection 14 15 Waldo Stadium Bill Brown 3 1 6 Aug-98 Jun-03 Aug-09 2016 15 15 Waldo Stadium Pressbox 3 1 10 Aug-99 Jun-03 Aug-09 2016

• During this work transformers, breakers, 16 38 Sangren Hall 4 2 9 1996 May-00 Dec-05 Jun-10 2017 MV switches and protection relays are 17 38 Sangren Hall Primary 5 0 0 Jun-10 2017 tested 18 212 Paper Pilot 8 6 23 Nov-01 Mar-05 May-10 2017 19 214 COE East 6 4 27 Feb-02 Mar-05 May-10 2017

• Increase base funding to $72,500 20 214 COE West 6 4 26 Feb-02 Mar-05 May-10 2017

21 32 Seibert Admin. Building 4 1 1 1997/99 May-01 Dec-05 Dec-11 2018

22 49 Gary Center - SqD Equipment 5 0 0 Dec-11 2018 Recommendation - $22,500 McCracken Hall SE Sub 23 49 Relocated 3 1 0 Aug-99 Jul-09 Dec-11 119 2018 Phase 2 Duct Bank Duct Bank Installation C Feeder Phase 1 Duct Bank • Phased approach – Converts from radio to loop • Phase 1 – Bobb Stadium to Power Plant • New Duct Bank - $315,000 • Primary Cable - $115,000 • Phase 2 –Bill Brown to Bobb Stadium Phase 3 • New Duct Bank - $200,000 Duct Bank • Primary Cable - $105,000 • Phase 3 – Refeed Hyames and Ebert - $30,000 • Total Estimate for 3 Phases - $800,000

Recommendation - $315,000 (+$115,000) Replace Portion of G Feeder

• Replace ~600’ of Cable E130E084E057 • Cable is 50+ yrs. old (installed between 1962-1965) • Well past 40 year expected life • Cable is critical to the II Feeder redundancy • Potential impact at: Bernhard, Ellsworth, Sangren, and W Heights for minimum of 4 hours. • Existing duct bank paths may be unusable • Duct bank replacement add $150,000 • Including green box area

Recommendation: $65,000 (+$150,000) Vault Maintenance

• Campus Wide / Various Locations • Replace cable supports • Replace access ladders • Address structural concerns • Clean debris from vault • Fire wrap, un wrapped cables. • Update any missing cable labels • Repair grounding issues • Vault Markers

Recommendation: $40,000 Current Location

Relocate Sorensen Transformers

• Relocate pole and transformers to South Pump House • Backup Source for Pump House and 4.8kV • Existing transformers failed in June 2016

Recommendation: $7,500 New Location Campus Wide LED Site Lighting

• Identified locations that need additional lighting • Reduced operating costs ~30-40% • Instant on

Recommendation: $50,000 Electrical - Distribution Recommendation Summary

Project Recommendation Increase Switchgear Maintenance $22,500 Duct Bank Installation on C Feeder $315,000 Replace Potion of G Feeder $65,000 (+105,000) Vault Maintenance $40,000 Relocate Sorensen Transformers $7,500 Campus Wide Lighting Upgrade $50,000 Total $455,000 (+105,000) Replace portion of M Feeder E-xx to E-x $xx Replace Primary cable from Power plant to SDA 3 way switch $134,375 Extend GVA ductbank to Vault E-91 150,000 Campus Services refeed from 13.8Kv 150,000

Parallel G Feeder from Power plant to Sangren New Duct bank under Stadium Drive $316,344 Cable from Power Plant to Sangren 2200' (verify length) $308,000

Future Items Complete duct bank from Bill Brown to Power Plant Phased Duct bank installation "C" Feeder Bill Brown to Bobb stadium $195,469 Engineer Bernhard 4.8kv System phased removal $28,750 Kohrman Hall Replace protection relays $63,250 15Kv cable installation "C" Feeder Haenicke Hall Replace protection relays $61,600 Cable and Transformer Bill Brown to Bobb Stadium $142,188 Cable and transformer Bobb Stadium Power Plant $102,200 Replace portion of G Feeder ~1965 Cable G E-57 to E-65 1095' $136,875 Complete "D" Feeder Loop- Phased Replace portion of H Feeder ~1965 Cable Duct bank from Zhang to CHHS $359,520 H E-129 to E-84 to E-57 545' + 230' $ 100,750 Duct bank Antenna Farm From "D" Feeder $115,625 H E-57 to E-68 1670' $ 217,100 H E-39 to E-16 570' 1966 cable $ 74,100 Cable from Zhang to CHHS $215,600 Cable Antenna Farm to Existing "D" $75,600

600kw Portable Diesel Generator Tier 4 for Peak Shave $550000 Campus Utilities Electrical – Emergency Generators

127 Emergency Generators System Overview

• Value $1.775M • 33 Generators • 15 Diesel Generators • 14 Natural Gas Generators • 2 Portable Diesel Generators • 1 Residential Generator • Replacement cost ~1.25M • Average Age ~11.8 years Expected Life 20+ years • ~69 Automatic Transfer Switches • Average Age ~12 years • Replacement Cost ~$525,000 Emerg Load Location Size KW KW % Cap Installed Fuel

Standby Generators by Antenna Farm 230 50 22% 1992 Diesel Fuel Type Bigelow 60 0 0% 2000 Diesel Brown Hall 230 30 13% 2007 Diesel Diesel BTR Diesel 13% Burnham Hall 100 25 25% 2003 Diesel 48% Propane Computer Center 300 110 37% 2001 Diesel

0% Dalton Center 350 100 29% 2006 Diesel

Davis Hall 60 25 42% 2003 Diesel Nat Haenicke Hall 230 58 25% 1997 Diesel Future Gas Kohrman Hall 350 80 23% 2006 Diesel 0% Analysis 39% Seeyle Center 200 25 13% 2002 Diesel Waldo Lib 100 70 70% 1991 Diesel

WMU Police 300 75 25% ~1992 Diesel Generator Percent Load Zhang 250 30 12% 2013 Diesel • Total Generation ~ 6.1 MW Bernhard Ctr 100 10 10% 2010 Nat Gas BTR Diesel CHHS 500 60 12% 2004 Nat Gas • Main Campus - 5 MW 20% Fetzer Center 12.5 5 40% 2009/1991 Nat Gas Diesel • Parkview – 0.75 MW Propan Heritage Hall 250 13 5% 2015 Nat Gas 50% • Portable – 0.33 MW e Rood 60 10 17% 2002 Nat Gas 0% Sangren 600 100 17% 2012 Nat Gas • Fuel Type Future Nat Valley 1 100 31 31% 2000 Nat Gas 0% Gas Valley 2 60 31 52% 2000 Nat Gas • Diesel – 3.8 MW 30% Valley 3 60 31 52% 2000 Nat Gas Valley Dining 300 60 20% 2016 Nat Gas

• Natural Gas – 2.3 MW Western Heights 250 60 24% 2015 Nat Gas

• Create Optional standby EM feeder system Portable2 100 0% 1999 Diesel

Portable 230 0% 1985 Diesel • Supply EM to Lawson, Read, Schneider,

Sindecuse, Seibert, Public Safety Floyd Hall East 350 125 36% 2003 Diesel

Floyd Hall West 350 125 36% 2003 Diesel

ERC 50 30 60% 2003 Diesel Sangren Generator – Modify to Utility Paralleling

• Allow full load testing • Simplifies/lowers cost DEQ Testing (required every 3 years) • Can supply most of building • In future excess capacity can be used at other buildings • Reduce engine wear and tear from lite loading • Potential use of informed testing to reduce costs.

Recommendation: $55,000 600kw Portable Diesel Peaking Unit

• Operate 10-15 times per month • Potential Monthly Savings of $10,500 • Can supply most any campus building • Must be DEQ Tier 4 Emissions, and added to MDEQ ROP • Could be operated at Lawson, Read or Waldo • Simple Payback ~4.5 years

Recommendation: $550,000 Design MV Emergency System

• Maximizes utilizations of existing equipment • Could supply optional standby power to: • Sindecuse, Schneider, Lawson, Read, Waldo, etc • Future savings by reduced need to install additional generators • Only design, Implementation full implementation $250-400k

Recommendation: $50,000 Improve Generator Monitor

• Cloud bases or embedded web server hardware • Cloud version requires a reoccurring cellular charge • Provide ability to remote monitor, test, operate

Recommendation: $35,000 Emergency Generators Recommendation Summary

Project Recommendation Sangren Generator-Switch to Parallel $55,000 600kw Portable Generator $550,000 Design MV Emergency Power System $50,000 Improve Generator Monitoring $35,000 Total $690,000 Future Generator Needs

Heritage Connect Generator to Parallel $45,000 CHHS Connect Generator to Parallel $65,000 UCC Connect Generator to Parallel $35,000 Waldo Stadium Connect Generator to Parallel $25,000 Zhang Connect Generator to Parallel $45,000 Western Hts Connect Generator to Parallel $50,000 Valley Dining Connect Generator to Parallel $50,000 Sindecuse Install Generator $225,000 Miller Ramp Complete feed for EM lighting $30,000 Public Safety Replace Generator $125,000 Dalton Improve EM System $25,000 Lawson Install Generator $225,000 Read Install Generator $225,000 SRC Install Generator $225,000 Campus Utility Summary Recommendation

Project Recommendation Steam and Condensate $1,640,000 Sanitary Sewer $125,000 Natural Gas $100,000 Storm Sewer $200,000 Electrical Distribution $500,000 Emergency Generators $690,000 Total $3,255,000

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