10. 3) Renovations and Upgrades to Regional Campuses Fort Atkinson Watertown Reedsburg Portage The estimated cost for additions/renovations at all five of these campuses is $7,280,000.
11. 4) Advanced/Green Manufacturing and Transportation Centers The preliminary budget for this portion of the Smart Community Plan is approximately $16,800,000.
12. 5) Madison Campus Repairs and Upgrades The preliminary budget for this portion of the Smart Community Plan is $34,215,000.
13. 6) Stormwater and Site Upgrades/Additions The preliminary budget for this portion of the Smart Community Plan is $10,730,000.
14. Smart Community Plan Health Services Education Center and Clinic $43,065,000 Law Enforcement, Fire and Emergency Medical Services $21,680,000 Regional Campuses ’ Added and Upgraded Classrooms and Student Achievement Centers $7,280,000 Transportation and Advanced/Sustainable Manufacturing $16,800,000 Madison Campus ’ Repairs and Upgrades $34,215,000 Property, Storm water and Site Upgrades $10,730,000 TOTAL $133,770,000
15.
16. Why you? As business leaders, why is this important to you now?
17. How it affects the taxpayer? Value of Home Tax Per Year Tax Per Month $150,000 $20.65 $1.72 $200,000 $27.52 $2.29 $245,000 $33.10 $2.74
The core purpose for today’s presentation is to provide an overview of the Smart Community Plan and to answer any questions you may have. But first, I’d like to give you a brief overview of Madison College, our students, and the benefits we provide to the communities we serve. Since 1912, our mission has been to provide our community with accessible, high quality education. People are always shocked to learn that we enroll about 40,000 students every year. We offer more than 140 programs of study to meet the needs of all of our students and we have nine campuses.
Although our annual enrollment goal is to increase our Full Time Equivalency by 3% per year, degree-credit enrollments have increased by 22% in the past five years – an all-time high for the college. Thus restraining our ability to serve students using our current resource base. Another factor that impacts enrollment is tuition rates at traditional four-year degree programs. As these rates continue to rise, students are looking for more affordable options for a college education. Over 40% of our students are on a strategic, cost-effective path to their Bachelor ’ s degree through our Transfer U program which includes articulation agreements with UW-Madison and Whitewater. Pause
From basic adult education to obtaining specialized certification, Madison College is truly your community’s college. 81% of Madison College graduates stay in our district and land jobs that keep our community running. Between 1987 and Fall 2010, 491,082 individuals have attended at least one course offered by Madison College. Lets take a minute to watch a short video that allows a couple of our students to tell their story and talk about what they think about potential changes at Madison College. PLAY STUDENT VIDEO
Now that you have a better understanding of where we came from, who our students are and the important role Madison College plays in our community, I want to talk with you about our future. These two students mentioned some of the challenges the College faces today with facilities that were designed back in 1972. We need to make some smart improvements through what we are calling our Smart Community Plan. This November, voters will find the Madison College Smart Community Plan on their ballot.
The process for the Smart Community Plan began in early 2005 when students came to administration to ask for an improved college experience. Their ideas took hold and soon we were gathering input from a wide range of students, faculty, staff, and community members. We spent the next five years conducting extensive research to determine population growth and job market trends. We assessed the deficits and assets of our current facilities to determined what it would take to create the hands-on experiences on which our students—and our local economy—depend. And we came up with a plan.
Over the course of 2008 to early 2009, the Madison College planning team also prepared a facilities plan for its campuses. It included a detailed space needs analysis using national guidelines for community and technical colleges similar to Madison College. The analysis compared the space needed to support existing enrollment and course schedule with the current physical space and also considered future growth a complete building assessment. A team of engineers, architects and landscape architects inspected all Madison College-owned campus facilities, to determine future use of these buildings. This is not a project that will happen overnight. It’s a 15-year plan with multiple phases. During 2010-12, Madison College anticipates implementing the most critical parts of the facilities plan including the exploration of new buildings, additions to existing buildings, and/or remodeling of existing buildings.
The first building recommended for construction at the Truax campus is the Health Services Education Center and Clinic. Almost all programs in the center have wait lists, some of which are more than three years long. Wait list can be driven by the job market, projected employment growth, the lack of clinical sites and the fact that our current facilities have reached capacity.
Our Protective Services which include law enforcement, fire protection, criminal justice, and emergency medical services lack the appropriate facilities and equipment our students need and on which our families’ safety depends. Our plan includes a new Protective Services Education Center complete with new Fire Burn Tower and other necessary outdoor fire training needs such as a Tactical Training House/Firing Range and an Emergency Vehicle Operations Course. The College is working with government partners to maximize facility usage.
Altogether the regional campuses have grown 29% in FTE in the last 3 years creating the need for student space, science labs and additional classroom space at each of the four regional campus sites. FORT ATKINSON The Fort Atkinson campus needs additional classrooms and space for a writing center, math lab and other academic support. A specialty lab that would support initiatives in renewable energy is also under discussion. PORTAGE The Portage campus needs to be expanded to accommodate a general science lab, a nursing lab, space for academic support, and a Student Achievement Center. REEDSBURG Building expansion and remodeling of the existing space is necessary at the Reedsburg campus to address an immediate need for additional classroom space, teaching and open laboratories as well as additional space for academics. WATERTOWN Expanded academic and support spaces are required at the Watertown campus. Several new classrooms, science labs and a Student Achievement Center will be incorporated.
The economic development organization that covers our service area, THRIVE, sees a great future in agriculture, renewable energy, and laboratory sciences for our District. In fact, manufacturing remains one of the biggest drivers of our economy. We have insufficient and, in some cases, inadequate space to meet the projected demand for middle-skill workers in their respective fields. We need to recreate our manufacturing teaching spaces to simulate a modern automated environment where the various technical disciplines we teach can occupy a common working space and maintain their respective teaching spaces. The proposed solution entails construction of a Transportation and Advanced Manufacturing Center at our Truax campus.
Madison College’s downtown location will also be receiving critical classroom upgrades. The South Madison location will add much needed classrooms. The Truax campus is the heart of the Madison College system. Based on existing space needs deficits and program movement and growth, the Truax campus will require the most extensive expansion and renovation. Specifically, Truax will be obtaining a Sciences Education Center, improved student access to technology, upgraded classroom and updated electrical, plumbing, and HVAC systems. Part of the Academic plan also calls for the construction of a Student Achievement Center: a one stop location for all student support needs like advising and financial aid.
Expansion north of the Wings at Truax will require the purchase of two parcels of land. In the short-term, the College needs this land to accommodate parking as new facilities are constructed in the existing parking lots to the west of the main Truax building. The cost to purchase this land (15.7 acres) and the existing buildings will be between $5,000,000 and $6,000,000. The remaining funds will be used to make site improvements in parking, water management, signage, and traffic control that will be needed as a result of the Truax expansion.
It is our responsibility to continue to serve our community at the highest levels of quality and to seek their assistance when we need it. Financial Impact: $33.10 per year on a home currently valued at $240,515. ($2.74/Month) * The College would remain significantly under its statutory limits for issuing debt (only 5.5% of statutory capacity would be utilized). Even with this new debt, the college would have a mill rate for debt less than six other technical colleges and below the average of the sixteen technical college districts. Rating agencies have stated that with a responsibly structured debt repayment schedule and continued strong financial operations, the AAA ratings would remain. The prospect of low interest rates at this time reduces the impact on taxpayers.
I am grateful to you for giving me the time the tell you about the six components of the plan that will be on the ballot in November but You might be thinking to yourself, why is this expansion needed now? Let me start by saying, Our Academic planning is still valid; according to even the latest workforce development projections the overall demand for middle skilled workers will continue to increase for the next several years. We know that the world of work is changing; technical skills constantly need updating. Our waitlist situation has reached an all-time high. When we measure wait lists in years, we know there will be jobs unfilled and our students and our community are not being appropriately served. Our facilities are at or near capacity; prior to this latest enrollment growth our campus utilization experts told us we needed to add over 200,000 square feet of space. Our enrollment keeps growing and shows little sign of stopping. The nation is increasingly recognizing the value of community and technical education. Loan and construction rates are at an all-time low helping us to maximize taxpayer’s investment in our community education. In addition, our debt rating from the investment bankers is the highest we can achieve. Given all these reasons, what better time to pursue this initiative than now?
Return on investment – Taxpayer alliance, for every tax dollar invested into Madison College, the community sees a return of approximately four dollars Family Supporting Careers Ticket to Middle Class Employees for your businesses Madison Area Technical College has helped Wisconsin companies win more than $617 million in government grants and contracts in 2009, creating or retaining more than 12,000 jobs. Customers for your goods and services Madison College instruction received by former students (both completers and non-completers) annually adds some $584.8 million in income to the area. For every million dollars of construction, 18 jobs are created throughout the economy (2412) Investment to do more, not just the same every dollar of state and local tax money invested in the college today yields a cumulative of $12.10 in benefits that accrue to all Wisconsin residents, in terms of added taxable income and avoided social costs. “ Our plans are not about buildings, but are about investing in the future of this college, our communities and the economic and social well being of our District.”
The financial impact would be $2.74 per month for the average Madison home and $1.72 on a $150,000 home, which may be more available outside Madison city limits. T he prospect of low interest rates at this time reduces the impact on taxpayers. Madison College has a responsibility to educate our community—that’s what we’re all about. We hope that in this presentation we were able to give you a reason to become part of the Smart Community Plan.
Remember that Madison College is the community’s resource for job training. We have a responsibility to get people into family-supporting jobs AND to help our local employers hire highly skilled workers. 81% of our graduates stay right here in the district assuring that our neighbors have good jobs, our community is healthy and that our local economy is as stable as possible. In fact, according to the Taxpayers Alliance, Wisconsin ’ s economy receives a return of nearly $4 for every $1 in state and local resources invested in technical colleges, making education a good investment.
Madison College is your community college. We’re here for you. And right now, we are working hard to educate our friends and neighbors about the important role we play in the communities we serve. We’d also like to take this time to thank the people who have supported us for the past 98 years. We plan to be around for at least another century.
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