Budget Planning Council Meeting Agenda March 29, 2018 • 11:00am – 1:00 pm

Baker Center ~ Room 230

1. Benefits Advisory Council Recommendations – Greg Fialko

2. Capital Improvement Plan Update – Shawna Bolin

3. March Board of Trustees - Recap Next Meeting: April 12, 2018 11:00 AM Topic(s): Student Support Services Committee Report Baker Center - Room 230

1

Benefits Update for BPC

1. BAC Background

2. Budget Information

3. BAC Recommendations to TCC

2

Benefits Advisory Council Background Information

• BAC formed in March 2014

• Charge: Analyze and make recommendations regarding university benefits and to consider financial sustainability, competitiveness, and fairness in recommendations.

• 14 Members include representatives from Faculty Senate (Co Chair), Administrative Senate, Classified Senate, AFSCME Union, as well as a Dean, an Executive Dean, a Vice President, an Academic Chair/Director, an Associate Provost, and the Chief HR Officer

3

Benefits Advisory Council Background Information

• Guiding Principles• Eliminate structural deficits• Avoid Affordable Care Act Cadillac Plan Tax (required by state law)• Establish a maximum university contribution to the annual inflationary cost of benefits (no more

than 5%)

• Previous Recommendations have included a mix of • Premium increases: All employees pay more• Cost-Sharing Increases: Users of the plan pay more• Consumerism (Rx Advanced Utilization Review): Influence “smarter” utilization• Wellness: Supporting wellness via HealthyOhio rewards and web based wellness platform,

Wellworks 100 visit incentive, sponsor CHIP program, etc.

4

Benefits Advisory Council Background Information

• Previous recommendations include (but not limited to):• Three year (FY16, FY17, FY18) plan to mitigate costs (5% goal) and avoid Cadillac plan tax

included increases in deductibles, copays, out of pocket maximum and etc.• Increase the percent of premiums paid by employees• Changing benefits eligibility or staff to positions with an FTE of 0.75 or greater and appointment

length of 4 months or longer (included grandfathering)• Offer new vision and short term disability plans• Ensure benefit plans provide coverage for transgender health care needs• Funding for HealthyOhio, specifically the VirginPulse wellness program web site• Adding Advanced Utlization Management Programs for Prescription Drug Plan

• Prior Authorization, Step Therapy, etc. in addition to exclusive home deliver and generics preferred program

• Elimination of HMO plan for Eastern Campus Employees • Conduct Dependent Eligibility Audit

5

Budget Information

• No change in budget planning assumption of 2.5% growth in department benefits standard rate

• For FY2019 minimal benefit changes are scheduled due to use of reserves and projected savings from the dependent eligibility verification program.

• Health insurance premiums will increase by approximately 5.5%• Other premiums remain as-is (dental, vision, life, and disability insurance)• Cost sharing remains as-is (deductible, copays, out of pocket maximum, etc.)

• University’s health insurance plans continue to trend at 5%-7% increase level (prior to plan design changes).

6

Previous BAC Recommendation

Original 3 Year Plan FY16 – FY17- FY18

Options FY15 FY16 (July 2015) FY17 (July 2016) FY18 (July 2017)

Plan Change Plan Change Plan Change

Deductible $200/$400 $400/$800 $450/$900 $500/$1000

Co-Insurance Maximum $1000/$2000 $1500/$3000 $1750/$3500 $2000/$4000

Co-Insurance % 90% 85% 80% No change

Office Visit Copays $20 $25 No change No change

Rx Retail Copays $10/$20/$30 $20/$30/$40 No change No change

Rx Mail Copays $15/$30/$45 $25/$35/$55 No change No change

Premium 15% - 15% - 15% 15%-16%-17% 15% - 17% - 19% 15%-17.5%-20%

Other

Rx Advanced Utilization Review

HMO Plan Elimination

7

Budget Projections and Cost Savings Needed to Maintain 5% Goal

FY18 (Update) FY19 FY20 FY21

Medical Claims 43,675,000 46,737,000 49,067,000 51,140,000

Rx Claims 11,097,000 12,061,000 13,227,000 14,394,000

Dental Claims 2,403,000 2,292,000 2,384,000 2,479,000

Fees/Other Ins 6,743,000 7,148,000 7,480,000 7,865,000

Total 64,008,000 68,238,000 72,158,000 75,878,000

Use of Reserves (969,450)

Premiums (13,189,000) (13,908,600) (14,676,934) (15,497,348)

Claims + Fees Net Premiums 50,819,000 53,359,950 57,481,066 60,380,652

Percent Increase 5.0% 5.8% 5%

Savings needed to reach 5% goal* 435,196 – 842,196* 25,533 – 432,533*

*Dependent on preliminary changes discussed at BAC

8

BAC Current Recommendations

Current Recommendations Include

• Use of reserves for FY2019• Use of reserves is an exception to the guiding principles.• Exception recommended based on the following factors

• Projected positive variance in the FY2018 benefits budget• Impact of staffing levels on future benefits budget and standard rate not yet

known• Availability of reserves while financial impact from benefit changes and

staffing levels are determined.

• Use of dependent eligibility verification program savings for FY2019

• Increasing Out-of-Pocket Maximum for FY2020 and FY2021

• Increasing employee percent share of premiums for FY2020

9

BAC Current Recommendations Chart

Options Current FY19 FY20 FY21

Deductible $500/$1000 no change no change no change

Co-Insurance Maximum $2000/$4000 no change $3,000 / $6,000 $3,250 / $6,500

Co-Insurance % 80% no change no change no change

Office Visit Copays $25 no change no change no change

Rx Retail Copays $20 / $30 / $40 no change no change no change

Rx Mail Copays $25 / $35 / $55 no change no change no change

Premium 15%-17.5%-20% no change 17% - 19% - 21% no change

Other

Use of Reserves ($970K)

Dependent Eligibility Program Savings ($360K)

To be determined To be determined

10

BAC Future Considerations

Future considerations/discussions may include

• Impact of changes on status of university plans compared to benchmarks• Potential for more impactful changes to health plans:

• High Deductible Health Plan with Health Savings Accounts• Narrow provider network• Direct provider negotiation• Targeted/increased care management

• Focused on target issues such as diabetes, or• Overall management of utilization (attempt to increase influence on

utilization including directing care to high quality providers, “managing” high cost claimants, precertification of procedures, etc.)

• Price Transparency tools• Quality tools / rankings• Domestic Partner Benefits policy review

• Combining Faculty/Staff and AFSME Plans at next AFSCME negotiations• The “Cadillac Plan” excise tax in the Affordable Care Act is still in place for the year

2020. 40% tax for single plans in excess of $10,800 and family plans in excess of $29,050.

• Etc.

1

FY19 Capital Improvement Plan

Update

Budget Planning Council

March 29th, 2018

2

FY19 Annual CIP Context• Six Year CIP is updated

every other year,beginning in the fall ofeven years

• Embedded within thecurrent FY19-FY24 SixYear is the FY19-FY20State Capital Submissionand the FY19 Annual

• 8 months since the FY19-FY24 Six Year CIP wasapproved by the BoT

• Priorities and projectfeasibility reviewed in theupdate process leading upto June submission

CAPITAL PLANNING: FOUNDATION OF DECISIONSHOW DID WE GET HERE?

State request: Study Facilities needs and operations

Increase resources to manage OHIO portfolio (Debt)

2010 2012 2013 2014/20152011 2016 2017

Driv

ers

Dec

isio

n

Years of lack of investment in facilities were evident

$Gifts and State Appropriations

Reduce Deferred Maintenance

Balance Investments across the University portfolio

$ First ComprehensiveSix Year CIP FY2013-FY2018

Board set goal of $40-$50/ GSF DM Backlog

Sightlines Study Completed

Study of all campus needs: academic priorities

$ Investigation of debt capacity

Housing MP; Request Univto approve debt

Reduce Administrative Footprint & Reserve Swing Space

Admin Strategy to consolidate & reduce space

$ Bldg failure (Lindley) Transparency in cost of space

Academic Units needed significant space

ComprehensiveMaster Plan

$ CIPFY2015-FY2020 Century Bond

Transformationalprojects:Clippinger, ROC, HCOM

Consider highest & best use; Build a sustainable funding plan (CB)

Utility MP, Campus Building Reviews

$ FY2017-FY2022, planned reductions

Project Feasibility and approach studies

Balance investments in deferred maintenance & programmatic

Admin strategy shifts to dispersed but repurpose & reduce

$ FY2019-FY2024, review affordability; budget issues

Projects moving forward: Roofs, HVAC, masonry, transformational

• ProjectApproval

• LeverageLimitedResources

Recently Renovated Academic Buildings

Schoonover Center

0 to 25 Years

25 to 50 Years

Over 50 Years

24%38%

38%

$514M$ 70 / GSF

24%

43%

33%

37% 44%

20%

$390M$ 47 / GSF

2011 $722M$ 87 / GSF

2017

2025

Major Non-Renovated Academic Buildings

Clippinger LaboratoriesEllis HallGrosvenor HallLindley HallMcCracken Hall

Morton HallSchoonover CenterSeigfred HallStocker CenterTupper Hall

Planned Academic Building Renovations

Ellis HallGrosvenor HallLindley HallMcCracken Hall

Tupper Hall

Clippinger Laboratories Seigfred HallHCOM Building (new)Chemistry Building (new)Business Building (new)

WUSOC

Bentley Hall $5.6MCentral Classroom $3.5MCopeland Hall $8.6MGlidden Hall $19.4MGordy Hall $9.7MGrover Center $18.9MIrvine Hall $40.5MLife Sciences $9.3M

Kantner Hall $5.0MKonnecker Center $9.4MMorton Hall $27.5MPorter Hall $15.2MRTECH $11.7MRTV $11.4MStocker Center $24.1MWilson Hall $19.4M

& more…

CIP IMPACTSCAMPUS AGE PROFILES & BACKLOG

Reduce

Deferred

Maint.

Balance

Portfolio

Investments

Increase

Debt

Resources

Reduce Admin

Footprint &

Reserve Swing

Sustainable

Funding

Plan

Balance

Programmatic

& DM

Leverage

Resources

Approval?

Highest &

Best Use

Regional Higher Education

University Initiatives

OIT

Auxiliaries

Academic & Programmatic

$24.1M

$25.8M

$45.1M

$238.6M

$256.8M

Representative Projects

Critical deferred maintenance for regional buildings, including life safety, roof and envelope repairs, HVAC, energy, parking, and accessibility.

Campus ADA improvements, campus wayfinding, safety improvements, FY18-FY24 classroom improvements. Park Place strategies, & small house strategies.

Business application services, customer service improvements, information infrastructure upgrades, information security, student information & administration, and technologies for instruction & research.

Residence hall deferred maintenance and renovations, airport deferred maintenance, parking lot maintenance, emergency projects, and utility improvements to buildings; Culinary market, dining hall, and café refreshes, large maintenance equipment, and event overflow parking lots.

Clippinger renovations, CoFA space renewal, HCOM Phase 1, Engineering research building, Seigfred renovations, College of Business expansion, Lin Hall museum expansion, Lasher & Hudson space relocations, deferred maintenance, infratsructure, and space relocations.

CAMPUS-WIDE INVESTMENTSFY19-FY24 CIP

Building Systems, Infrastructure & Utility Upgrades

New chilled water plant, HVAC & chiller upgrades, roof & window replacements, foundation & wall repairs, campus steam system repairs, electrical service upgrades, and emergency repairs. Buildings planned for upgrades: CDC, Chubb, Glidden, Gordy, Hudson, Konnecker, McGuffy, Morton, Putnam, Stocker, Walter, Wilson, and more…

$153.3M

Reduce

Deferred

Maint.

Balance

Portfolio

Investments

Increase

Debt

Resources

Reduce Admin

Footprint &

Reserve Swing

Sustainable

Funding

Plan

Balance

Programmatic

& DM

Leverage

Resources

Approval?

Highest &

Best Use

DO

LLA

RS

/ G

SF D

EFER

RED

MA

INTE

NA

NC

E B

AC

KLO

G

$50

$75

$100

$25

$125Decisions made to address

critical infrastructure deficiencies

CIP & DEFERRED MAINTENANCEIMPACTS AFTER FY2012

Reduce

Deferred

Maint.

Balance

Portfolio

Investments

Increase

Debt

Resources

Reduce Admin

Footprint &

Reserve Swing

Sustainable

Funding

Plan

Balance

Programmatic

& DM

Leverage

Resources

Approval?

Highest &

Best Use

7

FY19 CIP Review And Draft Plan

• University is currently reviewing priorities and making adjustments where necessary for June 2018 approval submission

Projects

Beginning in

a Prior FY

Projects

Beginning

in FY18

Projects

Beginning in

FY19-FY24

Classification & ProjectShown in

Millions

Shown in

Millions

Shown in

Millions

Back-log

Addressed

Internal

Bank

Century

Bond Bank

Grants/

Gifts

State

Appropriations

Working

Capital

Past

ExpendituresFY18 FY19 FY20 FY21 FY22 FY23 FY24

Academic/Programmatic Renewal $218.49 $126.08 $120.93 $170.60 $272.85 $35.53 $42.84 $59.55 $54.73 $138.18 $60.68 $112.14 $67.42 $28.05 $14.85 $23.17 $21.01

In Progress $218.49 $49.82 $116.60 $25.35 $18.46 $35.30 $22.79 $138.18 $35.75 $41.79 $2.78

Capital Projects Nearing

Completion133.89 22.47 90.03 3.01 10.11 8.73 22.01 131.06 2.82

Alden Library Renovations - Phase I 2.36 1.45 0.85 0.20 1.25 0.06 1.28 1.08

Central Classroom C-Suite

Renovation1.00 0.40 0.60 0.40 0.15 0.85

Clippinger Renovation Strategy

Phase I42.60 18.00 14.60 10.00 0.60 7.50 34.50

Ellis Hall Infrastructure Renewal 13.00 12.70 5.04 1.31 6.65 0.80 10.45 1.75

Seigfred Hall Renovations Phase I 3.80 3.80 1.53 2.27 2.10 1.70

Seigfred Hall Renovations Phase II 10.60 9.00 4.80 5.80 0.48 1.80 5.54 2.78

The Perry and Sandy Sook

Academic Center6.49 2.69 0.10 3.38 0.32 0.66 5.83

WOUB/WOUC Spectrum Tower 4.76 4.76 1.04 3.72

Future Projects $126.08 $120.93 $120.77 $156.25 $10.19 $24.38 $24.25 $31.95 $24.94 $70.35 $64.64 $28.05 $14.85 $23.17 $21.01

Alden Library Future Phase Study 0.03 0.03 0.03

HCOM Research Phase II Study 3.00 3.00 3.00

Academic & Student Support

Relocations4.91 4.07 5.15 5.06 3.92 3.53 2.88 2.57

Administrative Relocations 14.42 5.44 17.57 14.86 5.00 8.94 5.49 5.44

Clippinger Renovation Strategy

Phase II26.69 22.50 16.69 10.00 2.80 16.00 7.89

Clippinger Renovation Strategy

Phase III28.87 22.50 18.87 10.00 2.80 16.00 10.07

Classroom Sandbox 0.25 0.25 0.25

College of Fine Arts Space Renewal 7.00 5.00 3.00 4.00 1.48 5.52

Clippinger Renovation Strategy

Phase IV6.78 6.78 6.78

College of Business Expansion 16.50 16.50 3.30 13.20

HCOM Phase 1: Academic and

Clinical Research65.00 60.00 5.00 4.55 31.27 24.49 4.70

HCOM Phase I Utilities 4.37 2.19 2.19 1.01 0.65 1.52 1.19

Lin Hall Museum Expansion 4.80 4.80 1.20 1.20 1.20 1.20

Facility Site Improvements - HCOM

Phase I3.00 3.00 1.50 1.50

College of Business Programmatic

Study0.05 0.05 0.05

Small Capital Improvement

Projects3.05 17.79 0.06 0.08 20.76 3.05 2.97 2.97 2.97 2.97 2.97 2.97

Russ Research Opportunity Center 31.00 48.00 31.00 2.03 20.82 6.15 2.00

FY19 - FY24 6 Year Capital

Improvement PlanAs of: June 2nd 2017

Project Totals

Deferred

MaintenanceFunding Sources Capital Expenditure Forecast

Example project will be listed as in Progress in FY19 Annual CIP

Example Project to be reviewed for timing ensuring that it will proceed as FY19 project

8

Factors That Influence Updated Priorities

• Failures / Unprepared for Failures

• Safety Concerns• Natural Disasters• Emergencies• Political Climate• Changes in Leadership

Priority• Scope Validation (New

Information or Scope / Budget Changes)

• Programmatic Changes• Funding Changes• Schedule Changes

RIDGES

AUDITORIUMSEATS 120-200

NORTH

GREEN

LIN HALL KENNEDY

MUSEUM OF

ART,

GRADUATE

ART STUDIOS

5 MIN

10 MIN

20 MIN BAKER

CENTERART GALLERY,

THEATER

SEATS 190-240,

THEATER

LOUNGE

SEATS 220,

GRAND

BALLROOM

SEATS 900,

BALLROOM

A&B SEATS

200-350

ALDEN

LIBRARY3RD FLOOR

HARRIS FINE

ARTS

LIBRARY

MEMORIAL

AUDITORIUM 2000 SEATS

GALBREATH

CHAPEL18-STOP

TRACKER

ORGAN

CoFA Overview: Context of Campus

236,000 NASF

5 primary facilities

17 additional facilities

HGA sending

version incl. north green

buildings filled

HGA University25 years or less21%

48,760 NASF

26-50 years27%

64,294 NASF

Seigfred Hall, 47,322

Kantner Hall, 27,241

Putnam Hall, 18,512

Ridges Building 16, 6,090 Ridges Auditorium, 5,604 Central Classroom, 5,521 Ridges 11,12, 13, 14, 31: 12,815

Over 50 years52%

123,105 NASF

CoFA Overview: Age Balance

11

Significant Age of CoFA Core Facilities• Older facilities have lead to more complex building issues

3.5M

3.0M

2.5M

2.0M

1.5M

1.0M

0.5M

0.0M

All Campus Academic & Research

20

16

20

22

3.2

5M

3.2

5M

GSF250K

200K

150K

100K

50K

0.0K

NASF

CoFA

23

6K

20

16

20

22

23

6K

Includes: Seigfred Hall Kantner HallPutnam HallGlidden Hall

Putnam HallKantner HallSeigfred HallGlidden Hall

Sample Key issues:

• Rehearsal,

Practice,

Teaching Space

Deficiencies

• Acoustic

Absorption &

Isolation

• HVAC &

Humidity Control

• Systems

Damaging

Instruments

Sample Key Issues:

• Spatial

Deficiencies

Affecting

Teaching,

Rehearsing,

Production

• Water Infiltration

• ADA Access

• Window/Envelop

e Needs

• HVAC – Comfort

and Ventilation

• Electrical Systems

Updates

Sample Key Issues:

• Arts Specific

Ventilation

Deficiencies

• ADA Access

• Spatial

Inadequacies

• HVAC Outdated

or Incomplete

• No Air

Conditioning

• Elevator

Deficiencies

Summary of Issues:

• Water Infiltration

• Window

Replacement

• Envelope

Stabilization

• HVAC

Temperature

Control & System

Updates

• ADA Access

• Electrical

Programmatic

Needs

• Built 1969 • 101,320 GSF• School Of Music

• Built 1962• 87,202 GSF• School of Art +

Design

• Built 1926• 39,362 GSF• School Of Dance

• Built 1951 • 41,157 GSF• School Of Theatre

12

CoFA Study to Better Understand College’s Need

$17M

$2M

19-24 CIP Allocation to CoFA: $19M• Seigfred Phase One• Glidden HVAC• CoFa Phase Two: Prioritized Projects

2018 CoFA Study: $TBD• Comprehensive Assessment• Balance priorities and resources within

context of entire University needs• Develop Implementable Projects

13

Example New Projects or Priority Consideration

New Projects already approved:• 29 Park Place & Carriage House• Konneker Alumni Center• Bicentennial Park Improvements• Richland Avenue Sidewalks• Wren Stadium Turf

Priority Considerations• ADA Electronic Access (Seigfred, etc.)• Alden Air Handler• Roadway Improvements • CoFa Projects:

• Seigfred, Glidden HVAC, Kantner, Putnam, Jennings House

• OIT Capital Investments• Administrative Relocation Strategy

• Reductions of plan, modification of scope of others (scott quad, lasher, Ridges 37)

• James/Wilson pedestrian bridge repair/paint

• Convo concrete repair• Project Studies: Parking Master Plan,

College of Business, HVAC Studies

Bucket Priorities• Emergency Funds• Safety Funds• Classroom Funds• ADA Funds

14

Draft Plan for Prioritization

Remain FY19 Projects

• List projects

New (added) FY19 Projects

• List projects

FY19 Projects Scope Change

• List projects

FY19 Project Pushed out into

Future Year

• List projects

15

FY19 CIP Draft Plan—fundingWork in progress

16

FY19 CIP Draft Plan—New FormatWork in progress

17

FY19 Update

FY19 Annual CIP

In Progress Projects

FY19 Projects

FY19-FY24 Six Year Context Project Prioritization:

• Remains FY19 Project• New Priority• Changed Priority

(moved up or back)• New scope/scale

Unit Priority Changes: Have gathered Housing, Culinary, Regional Campuses,

Airport, TPS. Waiting on Zanesville & OIT

Facilities and Planning Priorities: Have met several times, reviewing In progress, and new

FY19 Priorities

Financial Review-Step One, Creation of funding options chart (Nancy completed all but State, would like state included for Mar 27 mtg

Wed March 21Wed March 27

Feb-March

February 14

Integrate Unit and Facilities/Planning Projects, Frame into FY19 Template

Review & Play, Rearrange, Develop Draft

Between Wed March 21Wed March 27

Financial Review

April 3rd

April 10th

18

CIP Update Process & Next Steps

• Reviewed projects planned to begin in FY18 and FY19 from the Six Year CIP

• Updating statuses based on new information

• Reviewed funding resources and re-prioritized projects

• Vett with various stakeholder groups

• June BoT Approval

Budget Planning Council Meeting Notes March 29, 2018, 11:00 AM – 1:00 PM

Baker Center Room 230

BPC Members In Attendance: Elizabeth Sayrs, Trevor Roycroft, Maria Modayil, Susan Williams, Randy Leite, Landen Lama, Joe McLaughlin, Jason Pina, Cindy Anderson, Matthew Shaftel BPC Members Absent: Deb Shaffer, Brooke Mauro, Jessica Wingett, David Thomas, Jennifer Romero (backfill for Heather Gould), Heather Gould, Reneé Middleton Faith Voinovich Staff: John Day, Katie Hensel, Dawn Weiser, Dan Pittman, Kayla Righter, Bob Kissel, Craig Cornell, Chad Mitchell, Jennifer Kirksey, Shelley Ruff, Shawna Bolin, Colleen Bendl, Greg Fialko Benefits Advisory Council (BAC) – Greg Fialko o Greg discussed the makeup and guiding principles of the BAC

o Principles include avoiding the ACA Cadillac Tax and adjusting plan design in order to maintain a 5% maximum annual increase in university cost of health benefits

o FY19 will result in minimal change in plan benefits to participants – increases in benefits costs will be met through a 2.5% increase in department benefits standard rate and the use of accumulated reserves

o Original 3-year plan design changes (FY16-FY18) have brought the university plan closer to peer benchmarks and have also managed the University share within the established maximum University contribution

o The committee has projected increases out through FY21 to develop recommendations for the future years o The use of reserves is planned for FY19 due to the forecast of a positive FY18 benefits budget

variance and projected changes in standard rate due to anticipated staffing levels o Use of dependent audit savings to offset FY19 growth – savings estimated at $360-$460K for 67

dependents coming off the plan, 44 of which were voluntarily pulled from plan o BAC continues to look at plan design, managed care options for targeted, higher-experience illnesses, and the

possibility of combining the AFSCME plan with the Staff/Faculty plan to address the Cadillac Tax concerns o The possibility for IUC schools to work together to form a group plan is still prohibitive for health insurance

due to many schools being self-insured and the regional issues of health care availability and the negative impact on discounting fees

Capital Improvement Plan Update – Shawna Bolin o Shawna reviewed the evolution of capital planning and changing emphasis since 2010

- The state’s interest in deferred maintenance in 2010 resulted in a Sightlines study completed in 2012 and combined with the University’s debt capacity study, the board approved increasing debt to assist with capital priorities and also to deal with deferred maintenance

- Transformational projects for Russ, HCOM and Clippinger became priorities in 2014; the Century Bond program was launched providing availability of funds for priority projects, an annual pool of funding to combat deferred maintenance, and a sustainable plan for paying for projects resulted in the Central Bank

o The most current 6-year CIP, FY19-FY24, reflects projects being addressed for all areas of the physical plant and the impact on facility deferred maintenance - The projected decrease in deferred maint backlog utilizing Century Bond and state capital funding reflects

a drop from levels in 2011 of $87/gsf to $47/gsf in 2025 o The annual FY19 CIP projects are being finalized for board approval in June; the 6-year CIP is a dynamic list of

projects which can be impacted by emerging issues, weather, studies in progress which uncover serious deficiencies - The current CoFA study is uncovering many serious facility issues which are anticipated to impact the

final FY19 project list - Age of CoFA facilities reflect 79% over 26 years old and more than 50% over 50 years old; an optimal

balance would be 50% < 25 years old and 50% > 26 years old o Space Planning and Facilities Management and Safety staff are working now to develop the FY19 list of

projects based on all the current information; funding will be matched to the projects; excess funding from completed projects which come in under budget will be used to provide additional opportunities

o What opportunities are there for incorporating Advancement opportunities into the capital planning? Should representatives be included in FPAC and BPC and hear the priorities and explore opportunities for fundraising? - Shawna meets with Advancement staff on the capital planning and with the addition of Nico Karagosian she expects a focus on capital fundraising. There is an Advancement rep on CF&PC, but consideration should be given to representation on other committees

March Board of Trustees - Recap – Katie o The HCOM fee increases were approved o Off-Campus Graduate Student Fees were approved o The RHE Guarantee was approved o The RHE Guarantee may not apply to all associate degree programs on regional campuses – one program,

Equine Studies on the Chillicothe campus, has been exempted and a couple more programs are currently under review

o Planning unit budgets will be finalized in mid-April Next Meeting – Thursday, April 12, 2018, 11:00-1:00, Baker Center Rm 230