The Blue Sky Pathway Strategies summarized below and in the Integration-Leadership Model graphic are excerpted from pages 20-35 of The Blue Sky Project: Reaffirming Public Higher Education at Maine’s Flagship University and the Pathway Progress section of the Blue Sky Implementation Website (http://www.umaine.edu/bluesky/).
5b. Analyze and identify Total Cost of Ownership annually and determine a Capital Investment Strategy to include space management and building reinvestments by Summer 2013, to tie this strategy to the annual operating and capital budgeting process.
5c. Implement the President’s Paint, Plant and Polish initiative, funded in Spring 2012 by a $2.5 million reallocation from energy cost-savings. Renovations and upgrades will be completed by Fall 2012. Update the Paint, Plant and Polish Initiative and fund annually at approximately $400,000 from the newly endowed University of Maine Foundation Hosmer Fund.
5d. The Vice President for Administration and Finance will work closely with Facilities Maintenance to explore and identify new capital construction delivery methods by Summer 2013 and, with respective units, monitor and track projects to ensure on-time and on-budget progress of major capital construction projects including:
• Steward New Media/Art Complex, $9.5M, completed in 2013 (CLAS)
• Memorial Gym and Field House Renovation, $14M, to be completed in 2014 (Athletics)
• Jordan Planetarium and Observatory, $5.2M, to be completed in 2014 (CLAS)
• Forest Bioproducts Research Institute Technology Center, Old Town, $2.1M,
completed in 2012 (Engineering)
• Batting Pavilion, $454,000, completed in 2012 (Athletics)
• Alfond Way, $370,000, completed in 2013(Athletics)
• Nutting Hall Energy Improvements, $3.8M, completed in 2013 (NSFA)
5e. In order to promote Historic District Renovation, develop a long-term plan to restore and effectively use buildings in the campus Historic District by Summer 2014. Initially, review and assess roles of Coburn and Carnegie Halls by Summer 2013 to potentially house a newly conceptualized University of Maine Institute for Leadership in Democracy, consisting of discrete and individual Centers of Excellence (Margaret Chase Smith Policy Center, William S. Cohen Center for International Policy and Commerce, School of Policy and International Affairs, Peter Madigan Congressional Internship Program and other pending legislative centers/archives). A potential capital and programmatic development goal of $20M for the Institute by 2017 will be addressed through academic strategic planning and philanthropy.
5f. Continue to develop comprehensive capital master plans for off-site campus facilities, modeled after the plan developed with the Hutchinson Center. Complete the master plans for the Margaret Chase Smith Policy Center and the Darling Marine Center, and identify next sites for 2014 by Summer 2013.
5j. By the end of Fall 2013, develop an infrastructure upgrade plan for energy and utility infrastructure, to include the successful completion of renewable energy options for thermal and electrical load, aimed at energy efficiency, low-cost solutions, and a reduced carbon footprint.
5k. Working with the University of Maine System, implement strategies as identified in the IT Strategic Plan to ensure a secure and robust infrastructure supporting participation in Gig.U. that provides a high level of technology distinction. Additionally, work to leverage the university’s expertise in information technology, faculty technology support and New Media to benefit on-line learning providing 24/7 learning options.