The institution has adequate physical resources to support the mission of the institution and the scope of its programs and services. 

Compliance Judgment:  In compliance

Narrative

East Carolina University (hereafter, ECU or the university or the institution) has adequate physical resources to support the ECU Mission as well as the scope of its programs and services as outlined in the ECU Strategic Action Plan.  ECU continues to dedicate resources to support an ongoing, research-based space planning process as evident in the development of a comprehensive 2012 Master Plan. Resources have also been recently committed to the purchase of a software package to more efficiently manage space allocation (start-up date July 1, 2012). Space management also continues to be enhanced through the implementation of space policies and procedures that are the responsibility of the University Space Planning Committee , reporting directly to the ECU Chancellor. For example, the language and intent of the University Space Policy and the University Research Space Policy shifts the long-standing practice and perceived ownership of space by departments to a centralized management process for the more efficient and effective use of space across the institution. In addition, ECU adheres to a series of reporting requirements set forth by the University of North Carolina system, (hereafter UNC) discussed later in this narrative.

East Carolina University

ECU, located in Greenville, NC, (Pitt County), consists of approximately 1390 acres; approximately 535 acres are on the Main Campus, 206 acres are located on the Health Sciences Campus and 649 acres are located on the West Research Campus. The university utilizes 206 facilities consisting of over 6,606,987 million gross square feet (gsf) in support of daily operations. An interactive map provides a comprehensive overview of ECU facilities.

Master Plan

ECU is committed to an ongoing, systemic, data-driven master planning process to prepare for future physical resource needs aligned to the ECU mission. This is evident in the culmination of a two-year, comprehensive, and inclusive planning process outlined in the 2012 Master Plan and approved by the ECU Board of Trustees (hereafter, BOT) in February, 2012. The plan is a continuation and expansion of previous master plans and serves as a living document to allow the necessary flexibility in its application as specific planning initiatives and goals evolve over time and funds become available. The document addresses a five-year initial planning horizon, a fifteen-year timeline, and also includes a longer timeline vision for land use. The plan is intended to accommodate unanticipated future institutional needs and inevitable changes.

Grounded in a meta-analysis of data and information, the three-year, master planning process was conducted in six phases:

1.       Project Organization

2.       Project Overview

3.       Quantitative and Qualitative Analysis

4.       Physical Planning Analysis

5.       Alternate Scenarios

6.       Master Plan Recommendations

 
Key components of the master plan include a comprehensive Facility Condition Assessment for all major buildings on the campuses and a (2009) Facilities Space Utilization Assessment conducted by Eva Klein and Associates. Interviews with administrators, faculty, students, and stakeholders were an essential component of these assessments, and a summary of the feedback gathered is presented outlined in the report entitled, ECU Functionality Assessment Survey by Building. Findings included:

Overall, in 2009, ECU’s Main Campus had 171,000 more NASF than requirements projected by the model. . . .  The Health Sciences Campus had a surplus of 123,000 NASF of space. Overall, ECU had a 2009 space surplus of about 325,000 NASF—that growth will absorb. These model-generated surpluses also present an opportunity; as older buildings are renovated, spaces can be re-purposed and re-sized, with the end result being a better distribution of space types; more efficient use of space; and modern, functionally correct space.

 As part of the comprehensive approach to the development of this plan, detailed studies were conducted on, future space needs, campus safety and security, utilities and infrastructure, traffic, transit, parking, academics, research, clinics, athletics, housing, dining, and recreation facilities.

The approved and published 2012 Master Plan includes a prioritized listing of Current Capital Projects and Future Capital Projects. These projects were selected by aligning this information with the mission and strategic goals of the university and identifying the needs and costs for each project. The document presents a realistic roadmap for how ECU will address future growth and expansion.

Space Utilization and Reporting Requirement

To manage space across the institution, ECU’s Office of Space Planning works with ECU’s Space Allocation Committee and the Brody School of Medicine’s Space Allocation and Reallocation Committee (SPARC) to consider and respond to space requests. Representatives from both of these committees also serve on the University Space Planning Committee to ensure the integration and alignment of planning and allocation efforts. The committee reports to the Chancellor and, in that capacity is responsible for determining space policies and space allocation solutions in accordance with appropriate policies, as discussed earlier in this narrative.

As one of the 17 constituent institutions that comprise UNC, ECU’s is required to submit building, room, and usage characteristics to the UNC annually. Information gathered from the 17 constituent institutions is posted online and in several publications and reports, including The University of North Carolina: A Profile Based on Key Trend and Accountability Data, 2011 and the Facilities Inventory and Utilization Study.

Table 1 of the Facilities Inventory and Utilization Study 2010 (the most recent study published by UNC GA) shows the capacity/enrollment ratio, often referred to as the C/E ratio (the amount of instructional and library space scheduled on campus divided by the total fall term student clock hours). In Fall 2010 ECU had 1,001,174 assignable square feet and 262,537.5 total student clock hours based upon on-campus courses. In Fall 2010, ECU’s capacity/enrollment ratio was above average as compared to other constituent institutions that comprise the UNC. Classroom space is managed in accordance with the ECU Classroom Space Scheduling Policy.

Condition of Physical Facilities

Facilities Engineering and Architectural Services and Facilities Services  are charged with the adequate functioning of the university’s physical resources to provide an environment conducive to teaching, research, and service, as defined in ECU’s mission statement. UNC requires that all 17 constituent institutions, including ECU, develop, submit, and maintain regular plans and reports. Examples include,


The State’s Facility Condition Assessment Program (FCAP) (updated every three to five years) is a mechanism for identifying deferred maintenance needs. ECU’s
2007 Facilities Condition Assessment Program Report identified a deferred maintenance backlog of $475 million for all facilities. The highest priority needs are then addressed through the biennium budget request and the six-year deferred maintenance plan mentioned previously. 


Campus administrators, BOT and the UNC Board of Governors review the six-year plans to ensure they comply with the ECU Mission and Strategic Action Plan and the ECU Master Plan.
  In addition, ECU must comply with funding request guidelines set forth by UNC and the North Carolina General Statutes G.S 143C-4-3(b).

In 2000 ECU began a $190 million capital construction program that represented the university’s allocation of the statewide $2.5 Billion Bond Referendum passed by the State of North Carolina for the UNC.  In 2010, ECU completed the program having constructed a total capital program over $300 million, including all appropriated and non-appropriated projects. Examples include:

As outlined in the 2012 Master Plan, as resources are secured, future facilities plans outlined in the master plan (p.88) include a new student building on Main Campus with a supporting satellite building on the Health Sciences Campus, a conference center, a parking desk, and additional offices.


Distance Education

 

All instructional and operational physical resources are located in Greenville and the surrounding county.  These resources are encompassed in the master plan document.  ECU has a robust Distance Education program which is conducted via online instructional modes.

 

Adequate funding for distance education programs in regard to faculty, staff, services, and the technological infrastructure is assured by the University of North Carolina Semester Credit Hour Enrollment Change Funding Model.  Faculty positions are awarded to the university based on increases in DE enrollment and are submitted bi-annual to the UNC General Administration. The instructional salary amount plays a key role in the calculation of instructional costs in enrollment funding. The salary component is the product of the number of full-time equivalent (FTE) faculty teaching positions derived from the calculations in the 12-cell matrix multiplied by the budgeted average teaching salary. This determines the number of teaching positions required for the projected enrollment change and the direct salary costs related to those positions.

The salaries of faculty are only part of the cost of operating academic departments. The “other instructional costs” component is intended to provide funding for fringe benefits of the faculty members, salaries and benefits of other personnel in the academic departments (e.g., clerical personnel, laboratory supervisors, etc.), office operating expenses (telephone charges, photocopies, office supplies, etc.), travel, equipment and similar costs. The total faculty salary cost is multiplied by a factor expressed as a percentage, 44.89%. The salary component and the other instructional costs are combined to yield total academic requirements. This amount is the basis for calculating the remaining percentage components in the model.

The SCH formula provides funding for additional library resources related to enrollment growth. This step in the formula calculation is intended to provide campuses with funding that can be used for salaries for additional library personnel, acquisition of books, periodicals, serials, or on-line services, and any other related purpose as is called for as institutions increase enrollments. The total academic requirements (as determined in previous steps for instructional salaries and other instructional costs) is multiplied by the library funding factor of 11.48%. The result is the additional allowance for library services related to enrollment change.

The General Institutional Support (GIS) formula component is designed to provide funding for a wide variety of functions that support the instructional mission of the universities. Some of the types of activities included in the GIS category are: academic support services, student services, institutional support, campus administration, and physical plant operations. The calculation requires multiplying a specific percentage rate for GIS (54.05%) times the “Total Academic Requirements.”

In summary, East Carolina University has adequate physical resources to support the mission of the institution and the scope of its programs and services. 

 

Documentation 

Reference Title

Location

$2.5 Billion Bond Referendum

BondReferendum

2012 Master Plan

ECUMasterPlan02042012

Alternate Scenarios

Alternative Scenarios

Croatan

Croatan

Current Capital Projects

ECUMasterPlan02042012

ECU Classroom Space Scheduling Policy

ECU Classroom Scheduling Policy

 

ECU Functionality Assessment Survey by Building

Functional Assessment Summary-By Building

ECU Mission

ECUMission

ECU School of Dental Medicine 

SchDentalMed

ECU Strategic Action Plan

ECUSAP

Eva Klein and Associates

EKA

Facilities Engineering and Architectural Services

FacEngineerArchitectSrvc

Facilities Inventory and Utilization Study 2010

FacilitiesInventoryandUtilizationStudy2010

Facilities Services 

FacilitiesServices

Facility Condition Assessment

Facilities Condition Analysis Reports

Family Medicine and Geriatric Center 

FamilyMedicine

Funding Request Guidelines

PHYSICAL FACILITIES Budget Memo 2_FINAL (2)

Future Capital Projects

ECUMasterPlan02042012

Health Sciences Campus

ECUMasterPlan02042012

Interactive Map

ECUCampusMap

Main Campus

ECUMasterPlan02042012

Master Plan Recommendations

Master Plan Recommendations

North Carolina General Statutes G.S 143C-4-3(b)

143C-4-3b

Physical Planning Analysis

Physical Planning Analysis

Project Overview

Project Overview

Quantitative and Qualitative Analysis

Quantitative and Qualitative Analysis

Research Space Policy

ResearchSpacePolicy040212

Scott Residence Hall

ScottHall

Space Allocation and Reallocation Committee (SPARC)

SPARC

Space Allocation Committee

Space Allocation Committee

Table 1

Table1

The University of North Carolina: A Profile Based on Key Trend and Accountability Data, 2011

UNC Profile Key Trend and Accountability Report 2011

University Space Planning Committee

University Space Planning Committee

University Space Policy

Space Planning Polcy

West Research Campus

ECUMasterPlan02042012

Wright Place

WrightPlace