The Dartmouth Campus Capital Plan Update reflects the campus intensive focus this past year on study and assessment of capital needs. We have made considerable progress in the past five years in addressing some major capital issues, such as the completion of new Residence Halls, the completion of the Research Extension Building Phase I, the repair and renovation of Cedar Dell Phase I, the completion of the Charlton College of Business Building Phase I, as well as some major infrastructure repairs and improvements such as the completion of the electric entrance portion of our on-going campus wide electrical upgrade, completion of the swimming pool repairs, the beginning of work on the SMAST Pier, and the replacement of the condensate return and supply steam lines. Nevertheless, our academic buildings range in age from 14 to 36 years old and existing mechanical, electrical, plumbing, and envelope systems are coming to the end of their useful lives.
Our recently finalized master plan suggested that we would need to spend over $300M in order to address all infrastructure maintenance needs. While the campus has largely maintained or replaced any failing roofs, older masonry is in need of repointing or replacement and sealing. Electrical systems have generally reached capacity due to increasing electrical demand from the growth in computer usage. Mechanical systems have also reached capacity due to the high heat loads involved in computer usage. Older plumbing piping is frequently so deteriorated that it requires replacement. Fire alarm systems, fire suppression systems, and elevators are all due for replacement and/or upgrades. Thus, you will find that we have introduced only one new construction project to the update this year - the fit out of the first floor of the recently completed Research Extension Building. However, our request for basic infrastructure repair and replacements has increased considerably. These increases reflect not only the increased costs associated with work to be done in FY2008 - FY2012, but also the recognition that considerable work will need to be done in FY2013 - FY2017 as well.
Having completed the Facilities Master Plan in 2005, the campus has begun to invest in the organizational infrastructure required to implement the Plan. In 2006, the Facilities Planning, Design and Construction unit was established, and the Facilities Operations unit increased its engineering capacity. In addition, we have invested in the purchase of software and appropriate training to assist us in managing space usage and in maintaining our physical assets. The result of this investment in human and technological infrastructure has been an improved ability to assess capital needs, to insure maximum utilization of our current physical resources, and to generate creative solutions to capital issues. Thus, the attached FY2008 - FY2012 Capital Plan Update reflects not only the recommendations of the Facilities Master Plan, but also a collective assessment of our current, short and long term needs.
Although we are improving our internal capacity, we know that we also have to find ways to fund external architectural and engineering studies and design. Too often, our estimates are not as accurate as we'd like because they are not based on detailed study and design. At times, this leads to designing to a "number" rather than designing to the best solution. At other times, while our estimates are quite accurate, completion of the project is delayed as we await final design. Unfortunately, these delays may also lead to increased costs. In the coming year, we will explore creative means to fund studies/designs for our most immediate needs projects.
Of the $220.3 million requested for projects for the period FY2008 - FY2012, over one-third represents costs for Deferred Maintenance and almost half represents costs for Building Rehabilitation, Compliance, and Deferred Maintenance combined. Over 90% of the $78 million in deferred maintenance costs are attributable to two projects - Basic Infrastructure Improvements and the Repair of the Four Oldest Dormitories. While deferred maintenance is the closest descriptor for many of the projects, others might more accurately be categorized as "deferred replacement." As systems and materials reach the end of their useful lives, it is difficult to attribute their "failure" completely to lack of maintenance. In addition, design flaws and changed/increased usage can lead to failures as well.
Basic Infrastructure Repairs/Replacements represent the largest percentage of program type associated with the five-year capital plan, followed closely by Student Life program type. It should be noted that the considerable cost of the Residence Hall repairs - $52m of the $66.6m - somewhat skews the significance of the 30% Student Life figure. Research and Teaching/Learning represent 35% of the total request for FY2008 - FY2012. However, we would also note that over 50% of the basic infrastructure projects have a direct impact on teaching, learning, and research.
Over 70% of the FY2008 - FY2012 request falls in the University UMBA/HEFA/Other category and the State G.O./Supp category. It should be noted that over half of the UMBA/HEFA/Other category ($52m) represents UMBA projects to repair dormitories. Another project, the energy/water savings project, will likely be funded through a performance contract in which the energy savings are used to pay off the investment in new equipment/systems. Two projects, the Biomanufacturing Building and the Acquisition of the ATMC, will use some state funds, but not G.O. or supplemental funds. Finally, our recent fundraising success for the Library Archives, the Library Infill Project, and the Charlton College Phase II project convince us that our External Fundraising amounts for FY2008 - FY2012 are on target.
The Dartmouth Campus Capital Plan Update for FY2008 - FY2012 represents an assessment of the capital needs of the campus based on currently available information. Having recently experienced a structural failure caused by a design flaw based on the general knowledge of the properties of concrete available 40 years ago, we are acutely aware that emergencies can and do disrupt the best of plans. We also know that both the availability and the manner in which funds are made available may affect our plans and our priorities. Nevertheless, we believe the attached update is an accurate assessment, broad enough in scope to accommodate the vagaries of funding as well as emergencies.