204027 WVU Facilities - West Virginia University

Ten-Year
Master Plan
2006
West Virginia University

Board of Governors
Curtis H. Barnette
Ellen Cappellanti
Thomas S. Clark
James Dailey
Linda Dickirson
Stephen B. Farmer
Stephen P. Goodwin - BOG Chairman
Carolyn Long
John T. Mattern - BOG Secretary
Bill Nutting
Andrew Payne, III
Parry G. Petroplus
Ed Robinson
Sally Smith
Robert A. Wells - BOG Vice Chairman
Paul R. Martinelli - Classified Staff Representative
Steve Kite - Faculty Representative
Jason Parsons - Student Representative
University President
Michael S. Garrison - WVU President
Master Plan Committee
Gerald Lang - Provost and Vice President for
Academic Affairs and Research
Narvel Weese - Vice President for Administration &
Finance
Kenneth Gray - Vice President for Student Affairs
Margaret Phillips - Vice President for Human Resources
Russell Dean - Senior Associate Provost
Nancy Lohmann - Senior Advisor to the Provost
Joseph Fisher - Associate Vice President for Facilities
& Services
Elizabeth Reynolds - Associate Vice President for Planning
& Treasury Operations
David Stewart - Dean of Students
Randy Hudak - Director of Facilities Management
Robert Moyer - Director of Facilities Planning
Robert Merow - Campus Planner

Table of Contents
Statement of Purpose ............................................ 4
Master Planning Context ..................................... 4
Guiding Principles ................................................ 5
Master Planning Process ....................................... 6
WVU Mission ....................................................... 7
WVU Vision ......................................................... 7
Capital Construction List Definitions .................. 8
Capital Construction List Matrixes .................... 10
Funding Plan ....................................................... 12
Downtown Campus Map .................................... 13
Downtown Campus Projects ............................... 14
Evansdale Campus Map—East ........................... 17
Evansdale Campus Map—West .......................... 18
Evansdale Campus Development ....................... 19
Evansdale Campus Projects ................................ 20
Health Sciences Center Map .............................. 27
Health Sciences Center Projects ........................ 28
General University Five-Year Maintenance
Project Plan—Summary ................................ 29
General University Five-Year Maintenance
Project Plan—Definitions .............................. 29
Transportation and Parking ................................ 32
Potomac State College Map ............................... 34
Potomac State College Projects .......................... 35
WVU Tech Map and Projects ............................ 36
Jackson’s Mill Map .............................................. 37
Jackson’s Mill Projects ........................................ 38
WVU Parkersburg Map ...................................... 39
Land Holdings ..................................................... 40
Appendix A—Capital Projects Completed
since 1996 ...................................................... 41
Appendix B—Capital Projects Currently
Underway ....................................................... 42
Appendix C—Other Planning Documents ........ 43

4
Statement of Purpose
The purpose of the 2006 Master Plan
is to update and plan the direction of
West Virginia University’s land usage,
construction and renovation of facilities,
and programs. This plan includes: physical
improvements to land, identification
of potential building sites, current land
and facilities assessments, construction
of new facilities, space needs, and
assessments. A working document
that will be updated in five years, the
Master Plan provides the framework for
design and the context for short-range
decision making and assesses the funding
required to implement Master Plan
goals.
Master Planning Context
During WVU’s first 139 years several master
plans were developed for the campus. The most
recent plan, developed in 1996, focused on new
construction, including the Student Recreation
Center, Life Sciences Building, Downtown Campus
Library, and One Waterfront Place. These facilities
have been well received and have contributed to the
enrollment and research growth at the University.
It is notable that new construction outlined in the
1996 Master Plan is completely built out, a rare
occurrence among university master plans. With its
completion, however, University leaders recognize
that there is more to do. A number of projects are
under way or in the planning stages: renovations
are in progress at Brooks Hall, Colson Hall, and
the historic Oglebay Hall, for example. Building on
the momentum of the last Master Plan, the current
plan strives to continue to make WVU a truly
great campus, one that is equal to the institution’s
national and international reputation.
Recruitment and retention of quality students and
faculty members depends, in part, on the quality of
the facilities at West Virginia University. WVU’s
Ten-Year Master Plan provides an opportunity
for the University to reflect upon its history and
heritage, to assess the condition of its campus and
facilities, and to develop a course of action to address
future needs.
The Master Plan is conceived to integrate academic,
fiscal, and physical planning as a foundation for
making sound decisions on the development of
campus facilities and improvements. The Plan,
however, is more than the sum of these components.
At its most comprehensive level, the Master Plan
provides a vision for the future campus environment
and defines the linkage between the 2010 Strategic
Plan, which reflects the overall direction for the
University and the Capital Program. The history
of campus planning shows that the most enduring
plans link the mission of a university and its
physical campus. The campus Master Plan aspires to
reflect in the physical environment the quality and
importance of the institution and its mission.
The 2006 Ten-Year Master Plan uses the 2010
Strategic Plan as a guide to organize and prioritize
the directions the University will take in terms of
land usage, facilities, and programs. All planning
of physical land improvements and new facilities,
as well as the assessment of potential building sites,
current real estate, aging facilities, and space needs,
are refracted through the lens of the 2010 Strategic
Plan.
When the last campus Master Plan was completed
in 1996, enrollment was 21,743. Ten years later,
enrollment has increased to 27,000, with a goal of
serving 28,500 students at the Morgantown campus
by 2010. This growth has impacted the University
in many different ways, from the need for more
research and instructional space to the need for
additional housing and dining facilities.
Sponsored programs have grown from $71 million
in 1996 to $143 million in 2006, with a goal of
achieving $200 million in 2010. To accommodate
this growth, additional research space is required.
Opportunities are limited for additional research
space until space is freed up or reallocated. This is
the case for academic units on both the Downtown
and Evansdale campuses. Plans are under way for
building additions to the existing Engineering
Science Building and Chemistry Research Laboratory
Building to accommodate new opportunities for
research space. Another significant opportunity
may come from the renovation of White Hall, as
outlined in the 2006 Master Plan.
Demands on instructional space have also been felt
with the growth of the University. Once renovations
to Brooks Hall and Oglebay Hall are complete,
the University will have 18 new state-of-the-art
technology classrooms, ranging in size from 35 seats
to 350 seats. This will satisfy the immediate need for
larger classrooms. The 2006 Master Plan project list

also reflects the University’s pledge to continue to
enhance classrooms though an annual commitment
of funding for right-sizing classrooms and increasing
the distribution of technology to more classrooms. In
addition to creating new classrooms, the University
is improving how classrooms are scheduled. The
University has begun to implement Schedule 25, a
software package to schedule classrooms effectively.
The software will aid in matching course sizes to
room sizes, and technical requirements.
Student housing and dining needs are also in
demand as the University continues to grow. The
commitment to enhancing the first-year experience
is exemplified by the completion of Lincoln Hall, the
home of WVU’s innovative new residential college
experience. An additional residence hall slated for
the Downtown campus is in the planning stages and
will be completed in August 2008. The 2006 Master
Plan also includes projects to revitalize existing
housing facilities, increasing the comfort level with
enhanced air conditioning and restroom facilities,
along with cosmetic upgrades, and reducing deferred
maintenance.
To attract and graduate high-quality students, the
University must have quality affordable housing and
recreational facilities as well as group study areas. To
recruit and retain high-quality faculty, the University
must be able to support state-of-the-art technology,
high-tech classrooms and teaching laboratories,
and research space. In order to accomplish these
objectives, West Virginia University’s 2006 Ten-
Year Master Plan must be a dynamic working tool
that is used to allocate capital investment dollars
wisely to meet a variety of important goals.
Guiding Principles
West Virginia University’s Ten-Year Master Plan has been developed using guiding principles that
ensure that the plan:
1. Directly supports the implementation of “West Virginia University’s 2010 Plan, Building the
Foundation for Academic Excellence.”
2. Focuses on the implementation of projects within the first five years of the plan, with
conceptual planning for those projects further out.
3. Proposes projects that are realistic and financially viable in the time frame of the plan.
4. Proposes projects that consider the following concepts during the development stages:
5

Master Planning Process
During the creation of the Ten-Year Master Plan, West Virginia University has followed the campus development
planning process outlined in Series 12 of the Title 133 Procedural Rule of the West Virginia
Higher Education Policy Commission. This process requires that each campus develop a campus plan every
ten years. The last Ten-Year Master Plan was completed in 1996 for the Morgantown campuses, and this
plan centers on the WVU main campus. Since Potomac State College (PSC) and West Virginia University
Institute of Technology (WVU Tech) Master Plans were updated in 2002 and Parkersburg was updated
in 2003, WVU did not include their plans into this document; however, their plans were considered when
identifying certain projects on the regional campuses. Future master planning documents will include PSC
and WVU Tech, the new WVU divisions. The Health Sciences Center, Jackson’s Mill, and Parkersburg
will also be included in the updated plan that will be completed in 2009.
Ten Year Master Plan
Campus Master Plans Was Completed Next Update
or Updated
West Virginia University 1996 2009
Potomac State College 2002 2009
WVU Tech 2003 2009
West Virginia University at Parkersburg 2004 2009
Health Sciences Center 2002 2009
Jackson’s Mill n/a 2009
Those on the Master Plan Committee were involved because of their familiarity with campus needs. The
process was an in-house effort requiring numerous reviews and revisions over a nine-month period. The
plan has been shared with the leadership of the Student Government Association, major administrators,
Deans Council, Classified Staff Council, and the Senate Executive Committee. The plan was made available
for public comment and changes were incorporated. The Board of Governors approved the plan on
February 9, 2007. The Higher Education Policy Commission approved the plan on April 26, 2007.
6

WVU Mission
West Virginia University was founded in 1867
as a land-grant university: the federal government
gave the State of West Virginia land to
establish a public university that would provide
a broad segment of the population a practical
education that had direct relevance to their
daily lives. Over 100 years later, WVU remains
true to that central land-grant mission.
Today WVU also serves a unique role as the
state’s only doctoral degree-granting research
university with comprehensive health science
programs. Only eleven higher education institutions
nationally are land-grant research universities
with comprehensive health sciences.
Because of its land-grant tradition and research
status, WVU has an obligation to:
dergraduate,
graduate, and professional
levels;
research and scholarship;
artistic work;
segments of society through continuing education,
extension, and public service activities;
hancement
of West Virginia’s economic, educational,
social, and health status through
its programs of instruction and research and
through its programs of outreach;
student, empower the faculty, infuse the curriculum,
enhance research capabilities, and
fulfill the duty to serve the state;
and the society it serves and practice principles
of social justice, equal opportunity, and
affirmative action.
WVU Vision
West Virginia University is a studentcentered
learning community meeting
the changing needs of West Virginia and
the nation through a commitment to excellence
in teaching, research, service,
and technology.
Service
Teaching
Technology
Research
7

Capital Construction List
Definitions
The definitions below correspond with the matrix
on pages 10 and 11, outlining West Virginia University
Capital Construction List.
Project Name
The name of the capital construction project.
Functional Areas
Instructional—Activities that are part of an institution’s
instruction program including credit and
noncredit courses; academic, instruction; remedial
and tutorial instruction; regular, special, and
extension sessions; and community education. 1
Research—Activities specifically organized to
produce research, whether commissioned by an
agency external to the institution or separately
budgeted by an organizational unit within the
institution.1
Student Services—Offices of admissions and the
registrar and activities with the primary purpose
of contributing to students’ emotional and physical
well-being and intellectual, cultural, and
social development outside the context of the
formal instruction program. It includes expenses
for student activities, cultural events, student
newspapers, intramural athletics, student organizations,
intercollegiate athletics (if the program
is not operated as an essentially self-supporting
activity), counseling and career guidance (excluding
informal academic counseling by the
faculty), student aid administration, and student
health service (if not operated as an essentially
self-supporting activity).1
Auxiliary Enterprises—Units that exist to furnish
goods or services to students, faculty, staff,
1 NACUBO Financial Accounting and Reporting Manual for Higher Education
8
other institutional departments, or incidentally
to the general public, and charge a fee directly
related to, although not necessarily equal to, the
cost of the goods or services. The distinguishing
characteristic of an auxiliary enterprise is that it
is managed as an essentially self-supporting activity.
Examples are residence halls, food services,
and parking. 1
Public Service—Activities established primarily
to provide noninstructional services beneficial
to individuals and groups external to the institution.
These activities include community service
programs (excluding instructional activities) and
cooperative extension services.
Support Initiatives—Projects that help support
other departments or projects that achieve the
institution’s overall mission. Examples include
classroom technology, infrastructure, information
technology, and security.
Athletics—West Virginia University sponsors one
of the premier total athletic programs in the Big
East conference, with 17 varsity sports for more
than 500 male and female athletes. Each team is
highly competitive on the national scene. Mountaineer
football, which won the 2006 Sugar Bowl,
is a powerhouse, and men’s basketball, men’s and
women’s soccer, wrestling, gymnastics, and track
all sent competitors into NCAA postseason competition
in recent years.
Construction Driver
The reason for the project.
Infrastructure—Physical assets with a long useful life
that are normally stationary in nature and can be preserved
for a significantly greater number of years than
most capital assets. Examples of infrastructure include
roads, bridges, drainage systems, water and sewer systems,
and lighting systems.
Renovation—The total or partial upgrade of a facility
to higher standards of quality or efficiency.
Repair—The restoration of a facility to such condition
that it may be effectively utilized for its designated
purpose.
New Construction—The erection of a new facility or
the addition or expansion of the exterior of an existing
facility that adds to the building’s overall dimension.
Strategic Plan Goals
In 2006, the West Virginia University Board of Governors
adopted “West Virginia University’s 2010 Plan:
Building the Foundation for Academic Excellence.” This
Plan will provide focus for the institution’s directions and
actions for the next five years. The goals are:
Goal 1
Attract and Graduate High-Quality Students
Enhance our academic programs: WVU will continually
review and make contemporary the graduate and
undergraduate degree programs offered by our colleges
and schools. WVU will enhance experiential
learning opportunities to reflect the school’s landgrant
research status.
Expand the support networks needed to enhance graduation
rates: WVU recognizes that students come with
diverse social and academic backgrounds and varied
learning styles. Student support networks need to be
updated continually to foster student success.
Market our strengths: WVU recognizes that it must
proactively market and promote its exceptional
strengths in academics and student life that contribute
to student success.
Goal 2
Recruit and Retain High-Quality Faculty Committed
to the Land-Grant Mission
Value contributions: WVU will strengthen the total
compensation plan for faculty and align our reward
structure with national norms of excellence.
Enable productivity: WVU will tailor faculty assignments,
reorganize and strengthen support systems to
enable distinguished research and teaching; to allow
more student-faculty interactions; and to encourage
the faculty’s service contributions to University,
community, state, and nation.

Build academic culture: WVU will continually
strengthen the campus culture of discovery, inquiry,
and creativity. Since the campus is also part of the
local community, WVU will encourage campus and
community collaboration to maintain and improve
Morgantown’s exceptional quality of life.
Goal 3
Enhance the Educational Environment for
Student Learning
Continuously invest in the University’s infrastructure
and technology: WVU must renovate existing buildings
and design new facilities that integrate new
technologies and reflect new research and learning
needs.
Develop innovative intellectual opportunities: WVU
will emphasize innovative programs and experiential
learning as hallmarks of a WVU education that will
prepare graduates to become meaningful contributors
to a global society.
Provide incentives for exceptional teaching: WVU will
reward and recognize faculty who exemplify best
practices of teaching within and beyond the classroom
setting.
Goal 4: Promote Discovery and Exchange of
Knowledge and Ideas
Celebrate and value discovery: WVU will value the
exchange of ideas within and across all disciplines,
and will reward discoveries that contribute new
knowledge of nationally-recognized significance.
Build upon strengths: WVU will identify strengths
in research and will invest strategically in these
strengths to encourage interdisciplinary work and
nationally-prominent programs.
Enable the exchange of ideas: WVU will examine its
academic boundaries—whether programmatic, bureaucratic,
or physical—and reduce barriers to intellectual
exchange between disciplines. This includes
reconfiguring business systems to facilitate hiring,
procurement, and grant administration so as to support
a culture of discovery.
Goal 5
Improve West Virginia’s Health, Economy,
and Quality of Life
Become an active partner with communities: WVU will
continue to develop partnerships that affect West
Virginia’s future and quality of life.
Focus on opportunities for innovation and entrepreneurship:
WVU will open the research park to new companies
and provide opportunities to diversify West
Virginia’s economy.
Connect our programs to the state’s health efforts: The
rural health initiative provides a vehicle to work
directly with communities to improve community
health.
Start Date for Planning
The date that programming activities will begin. Programming
is the first stage of the project process. A
project transitions through Programming, Architectural
Selection, Schematic Design, Design Development,
Construction Documents, Bidding, Construction, Commissioning,
and Move-In.
Estimated Project Cost
The total cost of the project, including furniture, fixtures
and equipment, design fees, and contingency. It is important
to note that all project costs are estimates, and
that the scope of work for each project may not be fully
defined at this time.
Funding Responsibility
Identifies responsibility for ensuring that funds are sufficient
to support the project.
University—The project will be funded by resources
controlled by central administration.
College/Unit—The project will be funded by resources
controlled by a college or other operating
unit.
Funding Source
Financing—The University or the college/unit anticipates
debt to generate the funds necessary to complete
the project.
Planned Reserves—The existing resources (balances,
fees, or income) of the University will be used.
Grants and Contracts—The University has received
external funding to support the project.
Dedicated Fee—A dedicated revenue stream or user
fee will be used to complete the project (e.g., student
union fee, parking revenue fee).
Private—Private funds must be generated to support
the project.
9

West Virginia University Capital Construction List
Projects being developed over the next five years (Fy 07 - Fy 11) Strategic Plan Goals
Functional Area
1 PE & Extended Learning Building / Outdoor Recreation Fy 07 $18,700,000 20
2 Student Health / Carruth Counseling Center Fy 07 $7,500,000 21
3 Rare Book Preservation Center Fy 07 $2,000,000 21
4 Summit Hall Dining Hall Renovation Fy 07 $2,300,000 15
5 New Nursery School Fy 08 $500,000 21
6 Facilities Maintenance Centers Fy 08 $2,000,000 22
7 Classroom Modernization Fy 08 $4,000,000 14
8 Transportation Center and Garage Fy 08 $8,000,000 33
9 Law Center Addition Fy 08 $12,000,000 22
10 Ag. Sciences Building Planning Initiative Fy 08 $1,000,000 22
11 Evansdale Dining & Modernization Fy 08 $5,700,000 23
12 White Hall Renovation Phase 2 Fy 08 $15,000,000 14
13 Jackson's Mill Cottage Renovations Fy 09 $1,000,000 38
14 Dadisman Hall Renovation Fy 09 $7,900,000 14
15 Art Museum (Alumni Center Conversion) Fy 09 $4,300,000 23
16 PRT Upgrades Fy 09 $10,000,000 33
17 Student Services Support Center (Stansbury Hall) Fy 09 $60,000,000 15
18 Jackson's Mill Infrastructure Fy 10 $3,600,000 38
19 Downtown Chiller Loop Expansion Fy 10 $5,600,000 15
20 Intercollegiate Swimming Pool Expansion Fy 10 $5,000,000 23
21 Business & Economics Building Addition Fy 10 $12,000,000 16
$188,100,000
Notes:
1. Costs are estimated as of November 2006 and based on the programming and project scope known at that time.
2. Escalation of construction costs and materials in excess of 4% are not included.
3. The Master Plan projects are not presented in priority order, and funding will not be provided based on the order in which the projects appear within this Master Plan report.
4. Projects not identified within this plan may be constructed if determined to be of higher priority or critical to the future success of the University.
10
Capital Construction List
Projects being developed over the next five years (Fy 07–Fy 11)
Project Name
Instructional
Research
Student Services
Auxiliary Enterprises
Public Service
Support Initiatives
Athletics
Construction
Drivers
Infrastructure
Renovation / Repairs
New Construction
Goals
1 2 3 4
5
Attract and Graduate High-Quality Students
Recruit and Retain High-Quality Faculty Committed to the Land-Grant Mission
Enhance the Educational Environment for Student Learning
Promote Discovery and Exchange of Knowledge and Ideas
Improve West Virginia’s Health Economy and Quality of Life
Start Date for Planning
Estimated Project Cost
Page Number of the Project
Description within the Master
Plan
Funding
Responsibility
University
College/Unit
Planned Reserves
Funding Source
Financing
Grants & Contracts
Private
Dedicated Fee

Capital Construction List
Projects in Conceptual Stage
West Virginia University Capital Construction List
Projects in Conceptual Stage
Project Name
Instructional
Research
Functional Area
Student Services
Auxiliary Enterprises
Public Service
Strategic Plan Goals
22 Greek Village Development To Be Determined 24
23 Potomac State College Davis Hall Demolition To Be Determined 35
24 WVU Charleston Research Campus To Be Determined 40
25 School of Design Building To Be Determined 24
26 CEMR Research Building To Be Determined 24
27 Basketball Practice Facility To Be Determined 25
28 PSC - Academy & Science Halls Renovation To Be Determined 35
29 Ag. Sciences Building Redevelopment Phase 1 To Be Determined 26
30 Evansdale Student Center Building To Be Determined 25
31 ERC Lower Level(s) Renovation To Be Determined 25
Notes:
1. Costs are estimated as of November 2006 and based on the programming and project scope known at that time.
2. Escalation of construction costs and materials in excess of 4% are not included.
3. The Master Plan projects are not presented in priority order, and funding will not be provided based on the order in which the projects appear within this Master Plan report.
4. Projects not identified within this plan may be constructed if determined to be of higher priority or critical to the future success of the University.
Support Initiatives
Athletics
Construction
Drivers
Infrastructure
Renovation / Repairs
New Construction
Goals
1 2 3 4 5
Attract and Graduate High-Quality Students
Recruit and Retain High-Quality Faculty Committed to the Land-Grant Mission
Enhance the Educational Environment for Student Learning
Promote Discovery and Exchange of Knowledge and Ideas
Improve West Virginia’s Health Economy and Quality of Life
Start Date for Planning
Estimated Project Cost
Page Number of the Project
Description within the
Master Plan
11

Funding Plan
The financial plan for the Master Plan is based on
estimated current construction cost based on the
planned programming and project scope. Construction
costs have been escalated 4% per year.
WVU plans to fund this Master Plan as shown in
the chart below. A future bond issue described below
is expected to provide 62% of the funding for
the Master Plan. Planned Reserves are anticipated
to fund 10%. Grants and contracts currently on
hand or currently committed to the University will
provide 6% of the necessary funding. Dedicated
fees, either student fees or usage fees for services, are
expected to provide 7% of the funding required. Finally,
private support is expected to fund 15% of the
Master Plan. It is important to note that construction
of the projects proposed to contain any portion
of private funding is contingent upon the required
funding being raised.
A bond issue of approximately $115 million is anticipated
to support the Master Plan. The size of this
bond issue will be based on the University’s funding
needs and the economic conditions at the time of
issuance.
The Master Plan projects are not presented in priority
order, and funding will not be provided based
on the order in which the projects appear within
this Master Plan report. Furthermore, projects not
identified within this plan may be constructed if determined
to be of higher priority or critical to the
future success of the University.
12
Financing
$117,200,000
62%
Planned
Reserves
$18,850,000
10%
Grants and
Contracts
$11,700,000
6%
Dedicated Fees
$12,200,000
7%
Private
$28,150,000
15%

Downtown Campus Map
Downtown campus — The historic portion of West Virginia University is its Downtown campus which was founded in 1867. Since then, the Downtown campus has
expanded with numerous academic buildings and residence halls. Currently the Downtown campus has 65 buildings on 85 acres.
# Corresponds to the project numbers on
the matrix (pages 10 and 11)
13

Project Name: White Hall Renovation Phase 2
Description: White Hall was built in 1942 and has
approximately 110,000 gsf. This project will include
a complete renovation of the existing building. Upgrades
in life safety, egress, and mechanical systems
will be the first priority. The current occupants on
the first two floors will remain, along with the addition
of some new classrooms. The upper two floors
will be converted into research laboratories allocated
to the Eberly College of Arts and Sciences. The
remaining floor will have teaching laboratories.
Strategic Goal(s):
Goal 1:
Students
Goal 2:
Faculty Committed to the Land-Grant
Mission
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 4: Promote Discovery and Exchange of
14
Downtown Campus Projects
Project Name: Classroom Modernization
Description: The University has committed funds
for renovations and technology upgrades to classrooms
on both the Downtown and Evansdale campuses
for the next four years. These upgrades will increase
student comfort with new seating and provide
more space per student in each classroom, they will
also provide more flexible teaching environments
with the use of technology and a standardization of
technology from one classroom to the next.
Strategic Goal(s):
Goal 1:
Students
Goal 2:
Faculty Committed to the Land-Grant
Mission
Goal 3: Enhance the Educational Environment
for Student Learning
Project Name: Dadisman Hall Renovation
Description: Dadisman is a multistory building
with approximately 101,717 GSF, with 377 student
beds. The renovation will completely retire the deferred
maintenance on the building including a new
roof, sealing the windows and façade, and enhancing
the restrooms. The project will also include a
cosmetic upgrade to the interior of the building.
Strategic Goal(s):
Goal 1:
Students
Goal 5: Improve West Virginia’s Health,

Project Name: Student Services Support Center
Description: This project will include either a
complete remodel and addition to the existing Stansbury
Hall or demolition and reconstruction of a new
building in its place that will house a new One-Stop
Shop facility for students. The goal of the One-Stop
Shop is to have various departments including student
services, recreation, visitor’s center and facilities
departments work more collaboratively in servicing
students to minimize the number of offices a
student must visit in order to conduct business with
the University. This site will also be considered for
a new PRT station and parking garage.
Strategic Goal(s):
Goal 1:
Students
Project Name: Downtown Chiller Loop
Expansion
Description: Phase three of this project will provide
chilled water lines to the remaining buildings
on the downtown campus that currently have air
conditioning. The project will include the purchase
of additional chillers scheduled for completion
in 2008. At the completion of this project
there will be capacity to provide chilled water to all
the downtown facilities with built-in redundancy.
Strategic Goal(s):
Goal 3: Enhance the Educational Environment
for Student Learning
Project Name: Summit Hall Dining Hall
Renovation
Description: Construction of the new downtown
residence hall will add approximately 500 students
whose nearest dining hall is Summit. The current
capacity will not support the additional 500 students
and therefore we will need to build additional dining
space in the form of a Brew and Gold Concept.
This project will renovate 2,558 sf of space adjacent
to Summit dining hall into a Brew and Gold Café
concept. The project will also enhance the existing
dining hall, 5,000 sf with cosmetic upgrades and
new furniture.
Strategic Goal(s):
Goal 1:
Students
Goal 5: Improve West Virginia’s Health,
15

Project Name: Business and Economics
Addition
Description: With the growing enrollment, the
College of Business and Economics finds it desirable
to enlarge the existing building constructed in 1990.
The addition will provide space for administrative
and academic programs along with additional classrooms
to meet the growing needs of the College.
Strategic Goal(s):
Goal 1:
Students
Goal 2:
Committed to the Land-Grant Mission
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 4: Promote Discovery and Exchange of
16

Evansdale Campus Map—East
Evansdale — WVU grew in the 1950s and 1960s, and a second campus was built near the existing
Downtown campus. Today, the Evansdale campus includes agriculture, engineering, teacher education,
physical education, and creative arts programs. Currently, the Evansdale campus has 105 buildings on 503
acres.
# Corresponds to the project numbers
on the matrix (pages 10 and 11)
17

18
Evansdale Campus Map—West
# Corresponds to the project numbers on the
matrix (pages 10 and 11)

Evansdale Campus Development
19

Evansdale Campus Projects
Project Name: Evansdale PE Building / Outdoor
Recreation
Description: The acquisition of the former St.
Francis property along with the existing property at
the intersections of University Avenue, Evansdale
Drive, and Rawley Lane provides an opportunity
for major expansion of building sites, recreation
fields, and parking. The high-profile University Avenue
site will provide a rejuvenated gateway to the
Evansdale campus. The existing St. Francis school
building may be removed along with other existing
structures on the property including the Nursery
School and the Facilities Management headquarters
with three support buildings.
The new space will provide four building sites. One
of the buildings may be used for the Carruth Center
and Student Health. Physical Education and
Extended Learning could either occupy the same
building or a separate structure. The other three
building sites are for future programs. The site will
provide multipurpose recreation fields for Student
Recreation, approximately 500 parking spaces, and
a pedestrian spine to link Lincoln Hall and the
Evansdale Residential Complex to the Student Recreation
Center. The development will also provide
infrastructure and upgrade the existing Evansdale
Drive gateway to campus. The development may
occur in phases with the academic building being
first, followed by the recreation fields, and concluding
with the removal of the Facilities Management
structures and construction in that area.
Relocating Physical Education will assist Athletics
in achieving its planning goals of occupying
the entire first floor of the Coliseum. The existing
St. Francis building is not large enough to accommodate
both Physical Education’s existing program
and planned growth. Physical Education currently
occupies nearly 22,000 ASF spanning two floors
20
in the Coliseum and plans another 15,000 ASF of
growth. St. Francis and the annex building have a
total of only approximately 25,000 ASF. Growth
space for Physical Education is not available in the
Coliseum.
Strategic Goal(s):
Goal 1:
Students
Goal 2
Committed to the Land-Grant Mission
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 4: Promote Discovery and Exchange of
Goal 5: Improve West Virginia’s Health,

Project Name: Student Health/Carruth
Counseling Center
Description: The existing Student Health Center
on the Health Science campus needs to upgrade its
facilities to properly deliver services to students.
The goal is to build a building to accommodate their
needs. It is also desirable to share the new facility
with the Carruth Center, currently on the Downtown
campus. A new facility will encompass both
programs and will be located on the Evansdale campus
as part of the Evansdale Fields redevelopment
project. Proximity to the Evansdale Residential
Complex and the PRT system will provide better
access to the students.
Strategic Goal(s):
Goal 1:
Students
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 5: Improve West Virginia’s Health,
Project Name: Rare Book Preservation Center
Description: In addition to the reuse of the old
Alumni Center, it is proposed that an addition be
considered to store rare books currently housed in
the Downtown Library, along with art that needs
to be protected. This addition would be on the west
side of the building facing the Creative Arts Center.
Strategic Goal(s):
Goal 3: Enhance the Educational Environment
for Student Learning
Project Name: New Nursery School
Project Description: The existing program may
double in size in the near future. The new facility
can be incorporated into the new buildings planned
for the Evansdale Fields redevelopment project.
Strategic Goal(s):
Goal 3: Enhance the Educational Environment
for Student Learning
21

Project Name: Facilities Maintenance Centers
Description: The creation of two zone maintenance
shops, one on the Downtown campus and
one on the Evansdale campus will provide more efficient
service. Project also includes the relocation
of the Facilities Management building and PDC
building to a new location.
Strategic Goal(s):
Goal 3: Enhance the Educational Environment
for Student Learning
22
Project Name: Law Center Addition
Description: This project includes a renovation of
many areas of the building along with an addition
if structurally feasible. The growing programs and
space requirements of the College of Law support
the need for additional space. The services of a consultant
have been obtained to produce a program
document defining the space needs of the College
as well as renderings depicting the appearance of an
addition and façade renovation. The consultant will
also provide analysis of the existing building structure
and mechanical systems as well as construction
cost estimates.
Strategic Goal(s):
Goal 1:
Students
Goal 2:
Faculty Committed to the Land-Grant
Mission
Goal 3: Enhance the Educational Environment
for Student Learning
Project Name: Agricultural Sciences Building
Planning Initiative
Description: The project will develop concepts
for the reuse of the existing building and/or existing
site. Research and explore alternatives for using the
existing structure, additions, and renovations.
Strategic Goal(s):
Goal 1:
Students
Goal 2:
Faculty Committed to the Land-Grant
Mission
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 4: Promote Discovery and Exchange of

Project Name: Art Museum (Alumni Center
Conversion)
Description: Construction of the New Alumni
Center creates an opportunity to use the existing
Center for a new Art Gallery associated with the
College of Creative Arts. The current building contains
12,000 sf on two levels, including the large
three-story high social space. The existing facility
will offer many excellent areas for displaying materials.
Strategic Goal(s):
Students
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 5: Improve West Virginia’s Health,
Project Name: Evansdale Dining and
Modernization
Description: The modernization includes the renovation
of the Evansdale Café to provide a marketplace
dining operation to meal plan and cash paying
customers. Space encompasses 13,566 sf Renovate
kitchen, dining room, and serving areas to increase
the flexibility and efficiency to serve additional students
and increase revenues.
Strategic Goal(s):
Students
Goal 5: Improve West Virginia’s Health,
Project Name: Intercollegiate Swimming Pool
Expansion
Project Description: This project will expand the
current 25-meter swimming pool in the Natatorium
building to a 50-meter pool.
Strategic Goal(s):
Goal 1:
Students
23

Project Name: Greek Village Development
CONCEPTUAL
Description: Fraternities and sororities have special
facilities needs. Their aging houses struggle to
keep pace with the changing times. Universityowned
fraternity and sorority housing will not only
help support the facilities needs but will also direct
the organizations culturally.
Strategic Goal(s):
Goal 1:
Students
Goal 2:
Students
Goal 3: Enhance the Educational Environment
for Students
24
Project Name: School of Design Building
CONCEPTUAL
Project Description: The building will serve the
existing departments of Interior Design, Textiles
and Apparel Merchandizing and graphic design as
well as a new program in architecture. Other design-related
curricula may also be offered.
Strategic Goal(s):
Goal 1:
Students
Goal 2:
Faculty Committed to the Land-Grant
Mission
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 4: Promote Discovery and Exchange of
Project Name: CEMR Research Building
CONCEPTUAL
Description: As the push continues to garner
more funded research, additional space is required.
This project will build a new facility on the Evansdale
campus to support more funded engineering research
projects. A program has not been developed
at this time.
Strategic Goal(s):
Goal 1:
Students
Goal 2:
Faculty Committed to the Land-Grant
Mission
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 4: Promote Discovery and Exchange of

Project Name: Basketball Practice Facility
CONCEPTUAL
Project Description: This project will allow the
Athletic Department to remain competitive with
other Division IA schools by providing a practice
basketball facility. This will aid in recruiting top
players from across the country.
Strategic Goal(s):
Goal 1:
Students
Project Name: Evansdale Student Center
Building CONCEPTUAL
Description: This proposed project will
provide many of the same amenities found at the
Mountainlair. The location best serves those
on the upper Evansdale campus. Pedestrians on
the Upper Evansdale campus are cut off from
the Student Recreation Center by the PRT. The
proposed location is near the cul-de-sac in front of
the Evansdale Library.
Strategic Goal(s):
Goal 1:
Students
Project Name: Evansdale Residential Complex
Lower Level(s) Renovation CONCEPTUAL
Description: This project will enhance the
entrances, meeting space, offices, and public areas.
The lower two floors have approximately 171,454
total square feet. The classrooms also need to be
renovated to make them more efficient spaces for
academic classes and to support the live-and-learn
communities’ program needs.
Strategic Goal(s):
Goal 1:
Students
Goal 3: Enhance the Educational Environment
for Student Learning
25

Project Name: Agricultural Sciences Building
Redevelopment Phase 1 CONCEPTUAL
Description: The Agricultural Sciences Building
was built in 1961 and has 151,000 GSF. The building
will be evaluated during the planning phase to
determine if the building can be renovated or if a
new building will be required.
Strategic Goal(s):
Goal 1:
Students
Goal 2:
Faculty Committed to the Land-Grant
Mission
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 4: Promote Discovery and Exchange of
26

Health Sciences Center Map
Health Sciences Center (HSC) — HSC houses the Schools of Medicine, Dentistry, Nursing, and Pharmacy. The mission of the Health Sciences Center is to improve
the health of West Virginians by educating health professionals; engaging in basic/clinical scientific research in rural health care delivery and providing continued professional
education as well as direct and supportive health care. The Health Sciences Center campus has 11 buildings on 349 acres.
# Corresponds to the project numbers on the matrix
# Represents project number, see page 28 for
(pages 10 and 11)
project description
27

1. 1 Vehicular and pedestrian circulation
East West Concourse: ( a park-like setting ) including
pedestrian walkways, seating, and landscaping
to accommodate informal breaks from the
intensive daily high stress work efforts of Health
Sciences campus employees. Includes an exterior
pedestrian route between the very large HS structures.
Also includes an access route for medical,
fire, and security emergency vehicles.
28
Health Sciences Center Projects
North South Concourse: an interior pedestrian
route to unify the North and South sections of
the HS building. It provides a landscaped main
entry to the megastructure. The Learning Center
project has provided the North Concourse, and
the Cancer Center Addition programmed space
to complete the project.
705 Greenway: includes relocation of current
sidewalks away from roadway curb and landscaping
a buffer between pedestrians/bike riders and
the motorized traffic. Intended also to create a
more green view to the HS campus.
North Entry Roadway: includes significantly improving
current service access to allow tractor
trailer delivery truck traffic to serve the HS campus
facilities as well as NIOSH facilities. Project
may be funded by NIOSH as a part of their security
access planning.
HSC Greenway: includes improvements for the
current HS campus wellness walking paths such
as pavement upgrades, lighting, landscaping,
markings, and maintain preservation of the oak
grove.
2. Simulator Laboratory
Includes a series of hands-on laboratories utilizing
robotic technology to simulate clinical situations for
health science students.
3. HSC Research Facility A
Includes additional BioMedical Research laboratories.
4. Intramural Field re-use
Includes potential sites for HS research facilities
and related parking.
5. Parking Structure East
Includes a multilevel garage accommodating approximately
600 vehicles. Potential joint venture
with NIOSH.
6. WVU Hospitals projects
Includes parking, clinical, and mixed-use projects.

General University Five-Year Maintenance Project Plan—Summary
With h the h significant fi growth h of f hhigher h education d
campuses and associated financial needs, many universities
and colleges have seen a postponement of
major repairs and replacements of facilities and infrastructure.
The delay, combined with the age of
the facilities, is leading to deterioration of the facilities
and an increased maintenance projects backlog.
West Virginia University is no different from other
institutions. The maintenance projects costs estimated
for the span of 11 years including fiscal years
2006 and 2007 is around $142 million.
The replacement value of WVU’s facilities is currently
estimated around $800 million. To maintain
and extend the lifespan of this significant asset, the
University’s Capital Planning Committee has allocated
funds for the next five years. Thirty-four million
dollars of Capital Repair projects are planned
to reduce the maintenance projects backlog for the
years between 2007 and 2011. The completion of
the Capital Construction Project, identified in the
matrix on page 12, will also aid in reducing the total
dollars associated with the maintenance project
backlog.
Facilities Management has evaluated and selected
critical maintenance projects based on corporate
knowledge from its staff and the history of the building’s
condition. These projects are classified yearly
based on five different drivers such as life safety, capital
renewal and deferred maintenance. HSC and
regional campuses are not included.
These projects include but are not limited to:
conditioning systems replacement
General University Five-Year Maintenance Project Plan—Definitions
The definitions of the drivers and graphical representation
of the projects’ costs by year and drivers
are also attached.
Life Safety (LS)
Work that is code or safety driven. Examples of such
projects are fire alarm replacements and installing or
enhancing sprinkler systems.
Capital Renewal (CR)
The systematic replacement of building and utility
systems to extend their useful life. All systems,
or parts of systems, are assumed to have a useful
life, after which they must be replaced completely.
This is true even if they are maintained regularly.
While neglected maintenance, or a significant deferral
of maintenance, will most assuredly reduce
the expected life of a given system, careful and
regular maintenance may, in fact, extend its useful
life as well. Buildings contain many separate, but
interrelated, components or systems. They include
structural elements such as walls, floors, roofs, and
foundations, in addition to mechanical, electrical,
plumbing, heating, and air-conditioning systems.
Each of these systems has an individual life cycle,
the service life over which it is expected to provide
adequate performance, measured against a predetermined
standard set by the manufacturer or industry
association. Even the predicted life cycle of a system
or subsystem will vary depending on the construction
materials, the location and climate, intensity of
use, and preventive maintenance schedule. In addition
to age, wear and tear from unforeseen conditions
can substantially and quickly reduce a system’s
useful life. Buildings are subjected to many variable
conditions, so determining a system’s life cycle is always
an educated guess.
centers
Deferred Maintenance (DM)
Work that has been deferred on a planned or unplanned
basis due to lack of funds in an annual budget
cycle. Routine maintenance, renewal, and/or replacement
of building systems or portions of systems
(or elements of grounds and infrastructure) that are
not replaced at the end of their useful life cycle
will create a deferred maintenance backlog. Building
subsystems include: roofing, building exteriors,
doors, windows, elevators and conveyor systems,
HVAC equipment/controls, HVAC distribution
systems, electrical equipment, plumbing fixtures,
fire protection, built-in equipment, and interiors
(walls, floors, doors, and paint). This includes roads,
grounds, and utility systems.
29

30
Five Years (FY 2007–FY 2011) Maintenance Projects Plan By Drivers
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
5 FY Total Project
Costs = $34,282,082
$6,579,000
Life Safety Capital
Renewal
Project Drivers
$8,726,754
Deferred
Maintenance
$18,976,328

Five Years (FY 2007–FY 2011) Maintenance Projects Plan
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
5 FY Total Project
Costs = $34,282,082
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Fiscal Years
31

32
Transportation and Parking
Project Name: Major highway projects that
impact WVU farm property
Project Descriptions:
1. The Pastureland Parkway would connect Rt. 705
to the I-68 Pierpont interchange. A consequence
of this highway is that the WVU Organic Farm may
have to be relocated.
2. The Beechurst Connector would connect the
Mileground to the Downtown campus
Long-range plans are for the Davis College of Agriculture,
Forestry, and Consumer Sciences to move
some programs to the Reedsville farm.

SITE
Project Name: Transportation Center and
Garage
Project Description: Includes an enclosed accessible
connection between the Health Sciences Personal
Rapid Transit station and county and WVU
buses and WVU Parking Area 81. Includes bus stop
waiting area for county buses and WVU shuttle buses
as well as a ticket vending station and bike parking
area. First phase of the project is partially funded by
a US Department of Transportation grant. Matching
local funding is anticipated to be the value of
land devoted to the project. Anticipated additional
phases including multilevel garage with 1,800 parking
spaces may be funded by the US Department
of Transportation and/or by WVU Parking revenue
bonds and/or WVU Hospitals.
Strategic Goal(s):
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 5: Improve West Virginia’s Health,
Project Name: PRT Upgrades
Project Description: The first phase of the PRT
was dedicated in 1972. Connecting WVU’s downtown,
Evansdale, and Health Sciences Center
campuses, the Personal Rapid Transit (PRT) has
shuttled students, faculty, staff, and Morgantown
residents for more than 30 years. Being 30 years
old, the PRT is in need of a major upgrade to the 8.2
miles of guideway, five passenger stations, and a fleet
of fully automated vehicles.
Strategic Goal(s):
Goal 1:
Students
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 5: Improve West Virginia’s Health,
33

Potomac State College Map
Potomac P SState CCollege ll (PSC)
Virginia University. The campus currently has 57 buildings on 381 acres.
34
# Corresponds to the project numbers on
the matrix (pages 10 and 11)

Potomac State College Projects
Project Name: Davis Hall Demolition
CONCEPTUAL
Project Description: Davis Hall was constructed
in 1912. Davis houses about 75 residents. When
the construction of the new residence hall is completed,
Davis Hall can be demolished.
Strategic Goal(s):
Goal 1:
Students
Goal 3: Enhance the Educational Environment
for Student Learning
Project Name: Science Hall Renovation
CONCEPTUAL
Project Description: Science Hall was constructed
in 1951. The renovation will provide overall upgrades
for technology and systems as well as make
the building code compliant. The renovation will
provide new labs for natural and physical sciences
and enhance the existing Student Center and the
Student Support Services. The renovation will also
include a complete refurbishing of the exterior.
Strategic Goal(s):
Goal 1:
Students
Goal 2:
Faculty Committed to the Land-Grant
Mission
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 4: Promote Discovery and Exchange of
Project Name: Academy Hall Renovation
CONCEPTUAL
Project Description: The renovation will provide
overall upgrades for technology and systems as well
as make the building code compliant. Generalpurpose
classrooms will receive cosmetic upgrades.
The renovation will also include refurbishing of the
exterior as needed.
Strategic Goal(s):
Goal 1:
Students
Goal 2:
Faculty Committed to the Land-Grant
Mission
Goal 3: Enhance the Educational Environment
for Student Learning
Goal 4: Promote Discovery and Exchange of
35

WVU Tech Map
WVU Tech — Located in Montgomery, WV, just 30 minutes outside the state capitol of Charleston. In June 2007, WVU Tech will become a division of West
Virginia University. The Tech campus is rich in history and heritage with over 100 years of dedication to higher education and academic excellence through
nationally-recognized programs of study. The campus has 30 buildings on 169 acres.
WVU Tech
WVU Tech completed a Master Plan in 1992 and
a Campus Community Development Plan in 2002.
The goals for the 2002 plan are as follows.
1. Achieve greater campus unity and beautification.
2. Improve vehicular and pedestrian traffic
circulation systems.
3. Increase campus identity by improving entrances
and gateways to WVU Tech.
4. Achieve greater campus safety and accessibility.
5. Identify current facility/land use patterns and
develop optimum plans for facility/land usage in
the future.
36
6. Develop guidelines to enhance the current and
future technology infrastructure.
The 2002 plan also contains information on enrollment,
residence hall figures, facility usage, and
maintenance and property acquisition.
The following projects are in various phases:
a) Engineering Lab reroofing. Half of the roof was
completed—$175,000
b) Physical Education Building reroofing (except for
pool area), completed—$200,000
c) Gymnasium floor refinishing, completed—$20,000
d) Maclin Hall heating renovation, completed—
$7,300
e) Old Main sprinkler and fire alarm, in design—
$1,150,000
f) Engineering Classroom Building sprinkler and
fire alarm, in design— $250,000
g) Engineering Lab ADA, in design—$200,000
h) Vining Library roof, in design—$150,000
i) Engineering Lab roof, in design—$225,000
j) Orndorff Hall ventilation, in design—$300,000
k) ADA overall campus, future—$250,000
l) Davis Hall, Community Tech School HVAC,
waterproofing, ACM (asbestos control
management), future—$800,000

Jackson’s Mill Map
Jackson’s J k ’ Mill — A special l regional l campus of fW West Virginia V University, U located l din Weston, W WV. WV Jackson’s J k ’ Mill M llis a multifaceted l f dffacility l that h serves more than h
100,000 people annually. Originally built as a place for youth, it remains the home to the state 4-H camp. Today, Jackson’s Mill is also an important venue for adult
education, special events, and conferences and meetings representing just about every organization in West Virginia. The campus has 78 buildings on 545 acres.
Blaker's
Mill
Blacksmith
Shop
McWhorter
Cabin
Pond
Mountain
State
Building
Mary
Conrad
Cabin
- Historical District
Lewis
Doyle
Pavilion
Upshur
Walking
Trail
Kanawha
To
AIRFIELD
Jackson
Cemetary
Assembly
Hall
Maintenance
Shops
Cook's
House
Cook's
Garage
Softball
Marion
Jackson
Lodge
Volleyball
Council
Circle
Calhoun
Harrison
Chapel
Livestock
Unit
Main
Pavilion
WV Building
Director's
House
Mt.
4-H Vernon
Garden Dining
Hall
Rotary
Pavilion
Gilmer
A&F
Hall of
Fame
Monongalia
Amphitheatre
Jubilee
Pavilion
Pool
Dominion
Trail
SLC
Northern
Panhandle
EEC
CP Dorsey
Center
Braxton
Webster
Flameway
Hall
Pavilions
A & B
Barbour
Registration/
Admin
Building
Teepi
Shrine
Randolph
Monroe
Housekeeping
Monroe
Council
Circle
37

Project Name: Jackson’s Mill Cottage
Renovation
Project Description: Cottages throughout Jackson’s
Mill are named after counties within the state
of West Virginia. As the counties generate enough
funds to renovate a cottage, a project is created to
renovate and modernize the cottage. The Northern
Panhandle cottage is currently the closest in achieving
its funding goals.
Strategic Goal(s):
Goal 1:
Students
Goal 3: Enhance the Educational Environment
for Student Learning
38
Jackson’s Mill Projects
Project Name: Jackson’s Mill Infrastructure
Project Description: This project will enable the
campus to enhance its current utility infrastructure
by upgrading electrical distribution along with water
distribution. The upgraded water distribution is
required so that sprinkler systems can be added to
buildings as they are being renovated.
Strategic Goal(s):
Goal 3: Enhance the Educational Environment
or Student Learning

WVU Parkersburg Map
WVU at Parkersburg — A regional campus of West Virginia University located in Parkersburg, WV. The Parkersburg campus is a community college that
serves as a higher education center offering students a blend of certificate and associate programs as well as select bachelor’s degrees. The campus has nine
buildings on 126 acres.
39

Land Holdings
WVU is launching a more strategic and sophisticated
program of real estate acquisition and development.
WVU continues to analyze properties for possible
acquisition and will continue to acquire strategic
property. Properties of interest include those that
help define campus edges and for development into
gateways. A shift in strategy will place an emphasis
on using real estate assets to provide additional
financial support for institutional operations.
Three primary goals are (1) to use real estate more
effectively for improving instruction, research, and
service, (2) to increase its revenue base through
its real estate holdings, and (3) to continue to
and improve its good relationship with neighbors
through long-term land use planning.
The University will more fully integrate the
acquisition, development, and management of real
estate into its strategies for achieving objectives.
Real estate assets will be expected to provide new
revenues as well as providing productive space for
programs. Methods of achieving these goals include
ground leases, development with private for-profit
parties, natural resource sales, turning non-essential
gifted properties into investments and leveraging
endowment funds for financing. To effect these
actions the University may establish a real estate
development and management subsidiary staffed by
real estate professionals with expertise in acquisition
and development.
WVU also manages many farm and forest properties
Memorial, Reedsville, Terra Alta, Tygart Valley,
Willow Bend, Winding Gulf, and Ohio Valley, to
mention a few.
40
Parcel A 9.99 acres
Parcel B 31.05 acres
Parcel C 17.26 acres
TOTAL 58.3 acres
A potential campus is the WVU Charleston Research Campus. It is
located in the South Charleston area, and consisting of two buildings
on a 58-acre parcel. The property was once owned by DOW/Union
Carbide Corporation.

Appendix A – Capital Projects Completed since 1996
Project Name Campus Functional Area Project End Project Cost
Date
Evansdale
Health Sciences
Center (HSC)
Research Park
Potomac State
College (PSC)
Jackson’s Mill
WVU Institute
of Technology
Instructional
Research
Student
Services
Auxiliary
Enterprises
Public Service
Support
Initiatives
Athletics
41

Appendix B – Capital Projects Currently Underway
Projects in Construction Phase Projects in Planning Phase
42
Project Name Campus Functional Area Construction Project Project Estimated
Drivers
Start Date End Date Project Cost
Evansdale
Health Sciences
Center (HSC)
Research Park
Potomac State
College (PSC)
Jackson’s Mill
WVU Institute
of Technology
Instructional
Research
Student
Services
Auxiliary
Enterprises
Public Service
TOTAL $83,620,000
TOTAL $306,670,000
Support
Initiatives
Athletics
Infrastructure
Renovations/
Repairs

Appendix C – Other Planning Documents
Other planning documents were used in the
compilation of the Ten-Year Master Plan. Complete
versions of the following plans are available at the
WVU Facilities Planning Web Site:
January 5th
Study for Daycare
43