Presbyterian College

Clinton,

Student Housing Master Plan And Campus Master Plan Update

In 2012 Presbyterian College selected B&D to provide phase one of a two-phased comprehensive Student Housing Master Plan. We were asked to address the following in this first phase of planning: (1) any issues with the college’s existing housing that kept it from being competitive with comparable institutions; (2) the most practical means of financing necessary housing enhancements, maintenance, and/or new developments; (3) a timeline for renovation or replacement of existing housing. We performed a detailed review of the college’s audited financial statements for the previous three years, built a comprehensive financial model to better understand operating performance, and examined the College’s Facility Condition Index report to capture all necessary deferred maintenance. This analysis, along with a site tour of the campus housing facilities, revealed that the college’s housing assets had been overutilized and underfunded for a significant period of time, while revenues had been taken from housing to support other departments and initiatives. In addition, any plan to address housing issues would have to address the college’s financial constraints. Our recommendations included a plan to address the more than $20 million in deferred maintenance issues, 71% of which was needed to bring the suite-style residence halls up to competitive standards. The remaining monies would be used to renovate the traditional- and apartment-style residence facilities. Our comprehensive financial model demonstrated that the college could address maintenance needs and increase housing while still operating on a stand-alone basis, while also building a system cash reserve over the next 10 years.

We were hired again in 2013, this time to update the college’s campus master plan. The scope of work included focus groups, a student survey, demand forecasting, a comprehensive financial analysis, and concept development and testing. The resulting recommended implementation strategy was presented to the college’s Board of Trustees and was approved in 2014. It contained plans for renovations, deferred maintenance, and relocation of several academic spaces, new and repurposed on-campus housing, and creating a shared outdoor amenity space for study, casual dining, and community engagements. A 9,900 SF expansion and renovation of select interior space also was recommended to accommodate the demand for meeting, study, and recreation areas.