Office of the Chancellor

V. Components of the Multi-Year Plan
B. Expenditures
(3) Infrastructure $ 8.0M

A litany of reports, studies and analyses have documented the serious state of the Campus physical infrastructure. In terms of the three major components of plant maintenance, the Working Group on Financial Resources gives the following scale of needs, set out in Table IV.

Clearly we cannot solve all the infrastructure problems internally, which would call for funding of $47 million per year, $33 million of which is for State owned buildings and $14 is for Auxiliaries. State funding will be necessary to undertake these gargantuan tasks. But reciprocally, we will be derelict in our duty as responsible stewards of the future if we do not build some component of operating funds into our restructuring of the budget. Our financial restructuring plan discussed above generates $8 million per year on a recurring basis by the year 2000. (See Table VIII).

In our five-year plan we shall use a combination of State General Obligation Bonds and Campus Borrowing. The overall plan and flow of Projects are shown in Tables V, VI and VII. Table V shows the projects under the General Obligation Bonds recently issued by the State, amounting to $60M. These funds will cover important maintenance items, mandated projects, as well as new construction, such as the Computer Science Building, the Large Millimeter Telescope, both of which are important for the Land-Grant-AAU focus. Table VI covers the construction of a new Power Plant, which is critical to the entire functioning of the University. This project relies on the debt retirement shown in Table VIII. Finally Table VII shows the remaining Maintenance and Renovation items which, in this plan, are pushed out to a second phase of General Obligation Debt in FY01 to FY04. As plans continue to crystallize and evolve it is our hope that these projects, including the new Engineering Building can be brought forward into the FY97-2001 Planning horizon. Other projects still need to be accommodated, such as renovation of space for the College of Nursing, the relocation of Everywomans Center and the new University Advising Center.

Finally Table VIII shows the multiple year deployment of the $8M investment in this area.

The components of this capital and physical plant improvement plan may also require modifications and additions over the five-year period. In particular, the vision emerging from the Campus Physical Master Plan of 1993, and the more recent derivative components described in, A Landscape for Learning and the North Area Plan need to be prioritized and integrated. A more streamlined organizational structure for the administration of these activities is described in Part 11(e) of this section.

David K. Scott was Chancellor of the University of Massachusetts Amherst, 1993-2001. This is an archive of the Chancellor's Web site during his tenure.
V. Components of the Multi-Year Plan B. Expenditures (3) Infrastructure $ 8.0M A litany of reports, studies and analyses have documented the serious state of the Campus physical infrastructure. In terms of the three major components of plant maintenance, the Working Group on Financial Resources gives the following scale of needs, set out in Table IV. Clearly we cannot solve all the infrastructure problems internally, which would call for funding of $47 million per year, $33 million of which is for State owned buildings and $14 is for Auxiliaries. State funding will be necessary to undertake these gargantuan tasks. But reciprocally, we will be derelict in our duty as responsible stewards of the future if we do not build some component of operating funds into our restructuring of the budget. Our financial restructuring plan discussed above generates $8 million per year on a recurring basis by the year 2000. (See Table VIII). In our five-year plan we shall use a combination of State General Obligation Bonds and Campus Borrowing. The overall plan and flow of Projects are shown in Tables V, VI and VII. Table V shows the projects under the General Obligation Bonds recently issued by the State, amounting to $60M. These funds will cover important maintenance items, mandated projects, as well as new construction, such as the Computer Science Building, the Large Millimeter Telescope, both of which are important for the Land-Grant-AAU focus. Table VI covers the construction of a new Power Plant, which is critical to the entire functioning of the University. This project relies on the debt retirement shown in Table VIII. Finally Table VII shows the remaining Maintenance and Renovation items which, in this plan, are pushed out to a second phase of General Obligation Debt in FY01 to FY04. As plans continue to crystallize and evolve it is our hope that these projects, including the new Engineering Building can be brought forward into the FY97-2001 Planning horizon. Other projects still need to be accommodated, such as renovation of space for the College of Nursing, the relocation of Everywomans Center and the new University Advising Center. Finally Table VIII shows the multiple year deployment of the $8M investment in this area. The components of this capital and physical plant improvement plan may also require modifications and additions over the five-year period. In particular, the vision emerging from the Campus Physical Master Plan of 1993, and the more recent derivative components described in, A Landscape for Learning and the North Area Plan need to be prioritized and integrated. A more streamlined organizational structure for the administration of these activities is described in Part 11(e) of this section. Table of Contents Next \| Management Information Systems