Campus Goals and Building Development Strategy

Physical spaces serve as the backdrop to the on-campus experience, and often the decision of whether a student chooses a particular university is impacted by the look and feel of the campus. Ultimately, the level of financial investment that the university commits to affects the condition and perception of the buildings and grounds.

Campus Goals

The comprehensive facilities planning (CFP) process has unfolded while the university has been undergoing a major strategic repositioning effort. The results, which were not known during the planning process, will have a significant impact on the future development of the university. Therefore, the CFP and the repositioning effort have informed each other while progressing along parallel schedules. For instance, the CFP has adopted several goals from the parallel repositioning effort, such as a desire to reduce, improve utilization, right-size staff and faculty spaces, and to improve classrooms and other spaces.

The resulting impact on facilities will be significant and can only be conceived at a conceptual level. Many of the strategies outlined are intended to work in unison towards the same goal. The university is expected to adjust the tactical execution of these strategies as feedback is received, so a flexible strategy is necessary.

Over the next five years, as the university undergoes a monumental transformation, it is expected that the facilities plan will support the overall strategic direction that is developed. SCSU is currently funding R&R far below the Minnesota State guideline and is not keeping pace with the investment rate occurring at other Minnesota State institutions. Sufficient investment in operations and maintenance, and R&R will be necessary to achieve the outcomes proposed in this CFP.

Specific considerations that will inform the execution of the proposed initiatives include evolving student demographics, student credit-taking behavior, and the mix of in-person, hybrid, and online course enrollment. Optimizing course scheduling and efforts to increase activity on campus in the evenings and weekends will also inform the outcomes. Additionally, solutions should be flexible to allow spaces to adapt to changes in teaching and learning styles. Open collaborative spaces encourage learning and community interaction, extending the scholarship environment beyond the confines of the classroom.

There is an overall desire to bring primary campus functions to the center of campus, rather than campus perimeters. Similarly, there is a goal to bring extended hours functions closer together to create a sense of vibrancy. Additionally, the Skyway system is viewed as an asset, and many people would like to see it expanded to reach more buildings. Aligning building hours and access control allows for more effective management of space through risk reduction strategies and energy management initiatives.

There is also the desire to reengage with the Mississippi River and to enhance outdoor areas to create a unique, memorable SCSU experience. The redeveloped areas should honor the history of the site and the university’s specific geographic location within the City of St. Cloud. Landscape amenities should consider the seasonality of this climate and the opportunities available to encourage the campus community to enjoy the outdoor spaces year-round.

Campus Conditions and Response Scenarios

Through this CFP process, buildings with high FCI ratings have been identified for removal. Overall, 30% of campus buildings are in poor (26%) or crisis (4%) condition. Six campus areas, five instructional and one residential, are identified to be in poor or crisis condition and account for 55% of campus deferred maintenance costs.

The academic functions currently in those buildings will be met through other means. In general, academic buildings account for 56% of the campus’ deferred maintenance costs and 50% of operational costs. Only 54% of 110-type classrooms on campus were open in Spring 2024, with a 30% utilization rate. Of the academic buildings, 32% of those buildings are considered in poor (28%) or crisis (4%) condition.

SCSU plans to continue to improve classroom utilization and station occupancy rates by modifying scheduling practices, which will create excess classroom space. During the space reassignment, swing space created by the vacancies will be used to achieve preferred academic and operational unit adjacencies.

While the initiatives recommended in this CFP are bold, there remains room for additional improvements. If usage demand remains level, classroom utilization would remain at 30% of a 32-hour week (roughly, 10 hours of usage per week), which is well below the Minnesota State target of 85% utilization of a 32-hour week. Additionally, 28% of available 110-type classrooms would remain “closed” or be able to be renovated to meet other needs.

Additionally, right-sizing the portfolio of residential hall space will allow SCSU to focus on reinvesting in higher-priority residential buildings so that the spaces better align with student needs and expectations.

None of these buildings that are being slated for removal are suitable for cost-effective renovation. Limitations in these buildings include low floor-to-floor heights, inflexible floor plans, building envelopes that do not meet modern standards, plumbing and mechanical systems that are beyond their useful life, and substantial deferred maintenance backlogs.

 

Campus Planning Guiding Principles

Given the potential impacts and opportunities to the campus, these guiding principles provide a basic framework for campus development and planning for the next 15 years:

  • Balance: SCSU’s stewardship of its fiscal, built, and natural resources should reflect the need for a sustainable and adaptable future.
  • Welcome: Opportunities to provide a sense of place and arrival should include enhancement of the campus edge, relationship to the river, and places for people to linger.
  • Connect: Once on campus, the current circulation network for people, bikes, and cars should be defined and strengthened. Connections should also be made between the north and south areas of campus and the Mississippi River.
  • Activate: Finally, these should lead to student-centered hubs promoting their academic or public function.

Site Development Strategy

When arriving on campus, the first impression that visitors form is often related to the site conditions. The arrival sequence, from branding and wayfinding signage along the main corridors to the landscaping, to site amenities and the locations of buildings and parking can all help form a lasting impression of SCSU. The proposed framework for redevelopment addresses a series of issues on campus and many correlate with proposed building modifications.

SCSU will have unprecedented opportunities to create sweeping changes across the campus because of the proposed removal of buildings. In the 1960s, there was a massive wave of building construction, and buildings were situated based on land availability. Following that, in the 1970s as personal vehicles became the standard, green space was converted to parking lots, and parking was further expanded throughout the 1990s in response to campus population growth. Building square footage continued to expand throughout the 1990s and 2000s. The campus size is no longer in alignment with our current and projected needs.

The goal now is to re-evaluate the campus, to realign both building and site features, and to create a campus that is welcoming, invigorating, and that engages visitors at a deeper level. The college experience is a pivotal time for many people; there is the opportunity for individuals to create positive core memories around experiences at SCSU.

SCSU wants the community to be visible and present in the outdoor spaces, and to have amenities that encourage students, employees, and visitors to take pictures, spend time with each other, and enjoy the changing seasons. There is a strong desire for iconic, identifiable destination spaces to improve placemaking and celebrate SCSU. Also, there is a desire to make the campus feel more fun and playful, in contrast to the concrete structures’ rigidity. To support this, overall themes for site development begin to address greenspace, pedestrian and vehicular pathways, and improving the student and visitor experience. Woven into the thread of each project includes sustainable measures where possible.

Currently, there is a lack of clarity on where the SCSU campus begins and ends. Intentional development of greenspace along the edges and the continuation of a consistent language of site amenities (lighting, signage, banners, use of color, etc.) can enhance and define the campus edges. Right-sizing the campus will allow SCSU to create a density of people in the core of campus, which will help to create a sense of community and energy.

Broadly speaking, there are three areas of campus, and each should have elements of unique identity that tie together to create a cohesive campus. The areas include the student-life-focused north end of campus, the academic-focused central campus, and the athletics-focused south portion of campus. Additionally, there are off-campus fields that are no longer needed because those functions have been relocated back to campus.

The Mississippi River, a unique feature that could be a defining attribute for SCSU, is largely hidden. The Riverwalk is a pedestrian pathway that is squeezed behind buildings, which makes it feel closed off, and perhaps unsafe, due to lack of visibility. Redevelopment opportunities exist to reengage with the river and to make it a prime asset.

Overall Building Development Strategy

A list of facility priorities was developed through feedback from the university community and the repositioning effort’s direction. Several common initiatives began to emerge, and many disparate individual projects support common initiatives. Actions within this Comprehensive Facilities Plan are presented in terms of their initiative.

St. Cloud State University is actively pursuing a deliberate and aggressive campus right-sizing effort. The 2016 Comprehensive Facilities Plan identified a goal of “Reduce campus footprint by up to 10 percent.” Since then, St. Cloud State University has been actively monitoring and realigning our overall space portfolio.

This process has involved ensuring that the records in ISRS (Integrated Statewide Records System) accurately reflect the space type and extensively evaluating our space usage data in EMS (Event Management Scheduling). While there have been reductions in university portfolio square footage through eliminating an off-campus housing lease, demolishing an on-campus residence hall, and removing some small buildings that no longer met the needs of the university, there is still extensive work that must be done to right-size the campus to current and projected needs based on changes in enrollment demographics and course delivery modes.

Initiatives

Jump down to a specific initiative by selecting one of the links below. Each initiative outlines short- and long-term projects.

Initiative A: Improve Campus Gateways and Identity

Currently, the edges of the campus are not obvious, and entering the campus seems uneventful. Highlighting key gateways and focal areas using a common design language will help to define the campus. Additionally, SCSU seeks to create a “wow” factor that will make coming to the campus a memorable experience.

Short-Term Projects (0-5 years)

  • A1 - Improve Gateways to Campus: Several key gateways should be enhanced. There should be consistency among these gateways, but there are key factors that should be considered for each location. The following further defines these aspects.
  • A1a - Improve Gateways to Campus – City Level: The key access routes for visitors from out of town are Interstate 94 and Highway 10. SCSU should work with the City of St. Cloud to be intentional about designing this experience, through enhanced signage and branding.
  • A1b - Improve Gateways to Campus – Roundabout at 5th Avenue and University Drive: The roundabout at 5th Avenue and University Drive is a major orientation point. SCSU should work with the city to maintain and improve wayfinding signage at this intersection. There may also be an opportunity to improve this landmark by using SCSU colors in the plantings and other amenities associated with the roundabout. A major road construction project in the summer of 2024 will enhance bike and pedestrian paths through this intersection. Skalicky Plaza is currently at this intersection, but it feels removed from the rest of campus, and it is backed by gravel parking lots. Removing these gravel parking lots, further developing the greenspace around this plaza, and continuing up 5th Avenue could allow for this to be tied into campus through landscaping, banners, or lighting.
  • A1c - Improve Gateways to Campus – Barden Park: While Barden Park is a city-owned park, it is an important landmark at the front of the campus, situated directly across from Administrative Services. This is currently a primary entry point for prospective student visitors. There is a primary bus route that loops around Barden Park, with an important bus stop in front of Miller Center. SCSU should work with the City of St. Cloud to ensure that this remains an appealing green space at the “front door” to the campus.
  • A1d - Improve Gateways to Campus – 6th Street: From 5th Avenue, 6th Street serves as a primary entry to campus and is seen as a key point of “welcome” to the campus. It leads visitors past Miller Center and to the Parking Ramp. While there is currently an older granite monument at this corner, it is difficult to see and does not provide a recognizable marker for visitors. This gateway should be significantly enhanced with landscaping and wayfinding signage. Clearly defining this entry will allow more pedestrian-level development along 6th Street. Removal of the Performing Arts Center Building would open a 360-degree view of campus from this path. Once past the Parking Ramp, 6th Street should become a pedestrian-centric pathway, minimizing vehicular traffic to service and emergency vehicles only.
  • A1e - Improve Gateways to Campus – 9th Street: Currently, 9th Street is a lower-use entry point to campus but has great potential for redevelopment as a key gateway. SCSU currently owns the property on both sides of the street at 5th Avenue, which allows for additional development of signage and landscaping. Future removal of the Education Building would allow for expanded parking in this area. Also, enhancing this gateway would allow for vehicular traffic to be shifted from 8th Street. That would allow for 8th Street to be redeveloped to be more pedestrian-focused.
  • A1f - Improve Gateways to Campus – Halenbeck Hall and Herb Brooks National Hockey Center: While the front of Herb Brooks National Hockey Center is beautiful and iconic, it is not visible as you drive down 5th Avenue. The area in front of Halenbeck Hall and the side of the Herb Brooks National Hockey Center should be further developed to define the campus edge. Because this is the athletics area, the style can be more energetic and identifiable. The area could be enhanced with more lighting, signage, artwork, and branding.
  • A2 - Implement Campus Wayfinding Signage: To improve the sense of arrival to SCSU, campus gateway locations have been identified as part of the CFP. These gateways should be further developed with plantings and signage. Clear, visible, and consistent signage will improve wayfinding, creating a more inclusive and welcoming environment. In 2016, St. Cloud State University completed a guide for standard signage and wayfinding planning to address gateway locations, building-mounted signage, branding, parking, and directional signage on campus. Those standards have been partially implemented. Resources should be allocated to allow for full implementation within the next five years.
  • A3 - Create Green Space at the Front of the Campus: Removal of buildings and realignment of parking will create opportunities to free up land along the campus boundaries. The land along 5th Avenue will become our front lawn, and it has immense potential to help shape first impressions. Therefore, this land should be preserved as green space. It should not be sold off, as once it is no longer owned by SCSU, the university will no longer have a voice in how it is maintained or developed.
  • A4 - Create a Unified Campus “Brand”: The current campus identity is not consistent, and improvements to create a unified brand are desired. In addition to new signage and wayfinding, maintaining a consistent library of site furnishings, pavements, plantings, and other elements is important. Near the center of campus, a concerted effort has been placed on cohesive lighting, banners, and hanging baskets, and this should be maintained. Site seating, benches, litter receptacles, and lighting should be coordinated across campus, but the size, type, and arrangement of furnishings could be adapted to provide a range of space types to support a range of uses. Additionally, there should be coordination within the “zones” of campus; for example, the residential life areas may have a feeling of comfort and relaxation, while the athletic areas should feel more active and high-energy.

Initiative B: Re-engage with the Mississippi River

The definition of the river path and primary connection with a new river balcony overlook reestablish the park-like setting of the campus and its relationship to the river.

  • B1 - Develop a River Overlook: Once KVAC is removed, it is proposed that the site be redeveloped as a River Balcony Overlook. The final river connection from the 6th Street pedestrian path and the start of the River Walk would provide opportunities for significant campus functions and a defined river connection experience.
  • B2 - Preserve the Riverbank While Opening Up Views: There is a desire to improve River Walk trail access and enhance areas that feel too narrow. There is a lot of excitement around enhancing the connection to the river through views. Safety and preventing pedestrian incidents along the bluff at night must be considered, so lighting and safety features are key considerations.

Additionally, the removal of overgrowth to open views to the river and the implementation of new vegetation to reinforce bluff slopes should be evaluated. Stormwater management is a high priority for communities along the Mississippi River. SCSU will apply best practices to ensure that they are helping reduce runoff, improve water quality, and increase the time of concentration for normal rain events to meet stormwater requirements.

Strategic planning to improve the banks alongside the river will require coordination with the DNR, phasing to ensure invasive species are removed or managed, and that new bank stabilization methods are put into place to keep the campus beautiful for decades to come.

  • B3 - Create Points of Interest and Small-Scale Developments Along the River Walk: While there are currently historical points of interest along the River Walk, there are opportunities to expand or enhance these locations. There may be opportunities to enhance existing river access points, including lighting, pavement, and wall repairs.
  • B4 - Connect the River Walk to Other Trail Systems: The River Walk is owned by the City of St. Cloud. SCSU should work with the City of St. Cloud to enhance signage to the entry points of the River Walk, to connect the River Walk to other trail systems, and to promote the River Walk to the broader community.

Initiative C: Create Memorable Exterior Spaces

The SCSU campus has developed organically. There are opportunities to improve pedestrian flow so that people congregate naturally in certain areas and create energy, allowing for storytelling and placemaking, helping to create a strong SCSU campus identity. These recommendations are provided at different scales so that they can be implemented as resources allow.

Short-Term Projects (0–5 years)

  • C1 - Expand and Develop Campus Quad: Once the Performing Arts Center is removed, a stronger, expanded Campus Quad could be developed. This area would link Atwood, Centennial (Husky Plaza), the Miller Center, and the Administration Building. This would be a key location for campus tours, in that you would be able to see a large view of the campus from a single vantage point. It would provide a large greenspace for campus and community events. This area would also be linked by a portion of the North-South Husky Way pedestrian pathway. It would be more formal in nature than other portions of the pathway.
  • C2 - Further Develop Outdoor Spaces Near Residence Halls: Enhance the visibility of active student spaces. Outdoor spaces near the residence halls tend to be dated, underdeveloped, and underutilized. In particular, the space behind Mitchell Hall and in front of Case-Hill should be prioritized for reinvestment. Collaborate with student groups to identify what kinds of outdoor amenities are most desirable for today’s students. Update existing features such as volleyball and basketball courts. Add additional seating and gathering areas. Consider adding firepits or other features that can enhance the ambiance of these spaces.
  • C3 - Create Human-Scale Areas for Gathering: The SCSU campus currently does not have many outdoor areas for small gatherings. Key locations should be further developed into “hang-out” spaces to encourage people to spend time outdoors and interact with each other. These areas should be engaging “placemaking” locations that attract people. Ideas include pergolas, lighting, fire pits, picnic tables, seating pods, or solar charging shades. The campus should take advantage of the existing underutilized assets and enhance them. Potential locations for redevelopment include the west and east sides of Centennial Hall and the covered area outside of Stewart Hall, among others.
  • C4 - Redevelop Administrative Services Entry Plaza: This plaza serves as a “front door” to campus and is often the entry point for prospective students. The plaza is severely outdated and unwelcoming. There are extensive concrete paving and cold granite benches. The entry plaza should be holistically redesigned to provide a better entry sequence and human-scale features.
  • C5 - Husky Plaza Enhancements: Husky Plaza is the most programmed outdoor space on campus. Consider adding smaller-scale gathering spaces around it for intimate-sized events. Also, the removal of PAC would drastically impact the western edge of the plaza, so at that time, it would be important to redevelop that edge to maintain the concept of Husky Plaza.
  • C6 - Atwood Mall Renovation: Atwood Mall is a large paved concrete area that has traditionally been used for large-scale events. As traffic patterns have changed, many of those events are held at Husky Plaza instead. Today, Atwood Mall often feels cold and unprogrammed. The concrete pavement is deteriorating in many places. Consider changes to the pavement to make it feel more human-scale and inviting.
  • C7 - Consider Introducing Areas of Low-Maintenance Plantings: Continuing to install low-maintenance, native plantings that do not require irrigation is key to helping reduce the overall cost of landscape improvements. Consistency in site plantings will help unify the campus and increase the identity of the SCSU grounds. Establishing a landscape plan that begins to determine areas where additional stormwater management practices could be implemented would be beneficial to future projects on campus. This could include the creation of a nature or sustainability pathway.
  • C8 - Add and Enhance Artwork: While SCSU has several notable outdoor sculptures, the areas around these have not been fully developed into focal areas. SCSU could utilize these locations as areas to enhance outdoor seating and engagement. Additionally, outdoor murals or wall-attached artwork could add interest and draw attention away from the massive amounts of concrete on the campus.

Initiative D: Realign Parking to Improve Campus Cohesiveness

Currently, parking is dispersed throughout campus. Realigning parking would support the desire for a more cohesive, pedestrian-friendly campus.

Short-Term Projects (0–5 years)

  • D1 - Conduct a Parking Study to Determine Current and Future Parking Needs: A comprehensive parking study has not been conducted since the last CFP. Changing campus population demographics have impacted parking usage patterns. This parking study should also evaluate the current parking permit practices and visitor parking needs to determine if operational efficiencies could be achieved that could impact the number and location of parking spaces needed.
  • D2 - Develop and Implement a 5-Year Plan for Parking Lot Maintenance, Renewal, and Construction: Much of the existing parking lot paving is in poor condition. A plan for strategic maintenance and renewal should be developed and implemented to reinvest in parking lots that will remain, while not expending resources on parking lots that would be slated to go away. Additionally, a detailed plan needs to be created for future parking lot locations and configurations. This plan should account for any on-site stormwater retention that would be required.
  • D3 - Remove Small Parking Lots: Throughout campus, many small lots were added as a response to quick campus population growth in past decades. Their locations are often in conflict with the overall desire to create a more pedestrian-friendly campus that is connected to the Mississippi River. Additionally, these parking lots are inefficient and difficult to maintain. Thoughtful planning should be implemented to remove these small parking lots.
  • D4 - Consolidate Parking into Larger Lots Outside of the Campus Core: With the removal of the small parking lots, parking capacity should be consolidated into larger lots outside of the core of campus. Consideration should be given to developing parking in ways that can also support events that could draw visitors from the community. Also, opportunities for bus parking near the north end of campus should be explored, as currently, group visits are dropped off by bus in front of Atwood and the bus drivers must then go all the way to the south end of campus to wait in K-Lot. The parking lot design should include aesthetics, incorporating landscaping and buffers from adjacent outdoor spaces. Evaluate the use of photovoltaic systems over large parking lots to reduce heat buildup and capture solar energy.
  • D5 - Renovate M & R Lots: M & R lots located west of Halenbeck Hall need repair and upgrades. Improvements to these lots should include upgrades to surface runoff and stormwater management.
  • D6 - Evaluate Long-Term Use of Land on the North Side of Campus: Land along the north side of campus (in the area where Benton Hall currently is and where Holes Hall formerly stood) is less visible from the main access points, so this land may be an area of opportunity for public-private partnerships for student housing or other potential compatible uses. It could also potentially be used for parking lots or green space to support student housing needs. Alternatively, it could potentially be sold if it is not needed to support SCSU’s long-term needs. Some potential developments that could be compatible with SCSU would be private housing development, mixed-use facilities, community centers, or senior housing.

Initiative E: Realign Campus Pedestrian and Vehicular Pathways

Pedestrian and vehicular improvements are essential to better designate “safe” zones for students while on campus and to limit vehicular access to the perimeter of campus. Shifting vehicular circulation will reduce maintenance and reduce accidents between pedestrian and vehicular conflicts.

Short-Term Projects (0–5 years)

  • E1 - Reduce the Quantity of Sidewalks, While Improving the Quality of Pedestrian Pathways: Currently, there are an excessive number of sidewalks on campus, some of which no longer serve a purpose. To improve the campus aesthetics and to reduce maintenance needs, excess or duplicate sidewalks should be removed. Improvements to existing walks to remove rough pavement will help eliminate tripping hazards, and widening the main circulation paths will alleviate potential bicycle/pedestrian conflicts on campus.
  • E2 - Enhance the Pedestrian Experience Near Halenbeck Hall: Improve site access from North Campus to University Drive with an improved user experience at the existing overpass and address pedestrian access to the main entry of the Student Recreation Center. General site improvements will be required to bring this area up to the same standards as North Campus. Expand university branding in this area and enhance lighting in the parking lots.
  • E3 - Create North-South “Husky Way” Experiential Pathway Through Campus: A defined campus connection between the north residential areas to the athletics to the south can provide a framework for open space hubs related to student life, academics, and athletics. Consideration should be given to how this pathway could be designed to change with the seasons, particularly regarding landscaping and tree selection. A more wild, topographical, and naturally landscaped area would describe the southern portion of the north-south campus path. It would be a connector to the large parking lots and Shoemaker Hall back to the campus center.
  • E4 - 6th Street: Enhance Pedestrian Pathways while Reducing Vehicular Traffic Through Campus: Its adjacency to Atwood and the dining center would optimize this area. Once past the Parking Ramp, 6th Street should become a pedestrian-centric pathway, minimizing vehicular traffic to service and emergency vehicles only. This would become a pedestrian/bike-centered path that would lead to the river overlook. Deliveries to Garvey and Atwood would need to be rerouted, but loading dock access would need to be maintained. One possibility is to narrow the road and eliminate the curbs, which would reduce barriers for pedestrians crossing from Garvey Commons and Case-Hill Residence Halls to Atwood Memorial Center. The area to the east of Atwood could potentially be regraded into a roundabout to create a drop-off zone for performances at Stewart Hall and to allow for truck turning. The 6th Street roadway is currently owned by the City of St. Cloud, so any modifications would need to be done in conjunction with the city. Special attention would have to be paid to existing underground utilities.
  • E5 - 8th Street: Enhance Pedestrian Pathways while Reducing Vehicular Traffic Through Campus: A future opportunity exists to convert a portion of 8th Street to create a pedestrian mall. Once Headley Hall is removed, the front of ISELF would then be opened to the main quad, so it would be desirable to have vehicular traffic rerouted to 9th Street at that time. The paved pathway could be narrowed and restricted to service and emergency vehicles only, and curbs could be removed to create a barrier-free walk path for pedestrians. The removal of ECC would allow for 9th Street to be reopened, providing a vehicular pathway behind ISELF. Once the Education Building is removed, expanded parking could be developed at that site, with access provided from 9th Street. Since the City of St. Cloud owns the streets, any redevelopment of these vehicular pathways would need to be a joint effort. Special attention would have to be paid to existing underground utilities.

Initiative F: Increase Usage of Preferred Buildings and Improve Academic Space Adjacencies

SCSU has a large portfolio of high-quality buildings, and it should leverage this asset by increasing utilization within these buildings. Additionally, there are set-aside spaces with many of these buildings that can be re-engaged as needed to support current and future strategic priorities. Lastly, there are opportunities to realign space to create operational efficiencies.

Short-Term Projects (0–5 years)

  • F1 - Increase Utilization of Centennial Hall – Offices and Classrooms: Located in the center of campus and fully renovated in 2004–2006, Centennial Hall provides many opportunities. All lower-level classrooms in this building are closed and suitable for reuse as classrooms. Additionally, a restructuring of how advising services are provided at SCSU has resulted in many vacant offices within the building. This combination of having both available offices and available classrooms makes it the ideal location for which to relocate academic department(s) from other less desirable buildings.
  • F2 - Increase Utilization of Centennial Hall – Bookstore Space: The Husky Bookstore occupies about 12,000 SF on the first floor of Centennial Hall. SCSU is working on a plan to relocate the bookstore/retail functions into Atwood Memorial Center, the student union. This relocation presents a chance for redevelopment of a prime location of first-floor space in the center of campus. Many potential options have been suggested, so it is recommended that SCSU set aside most of the space as shell space to be redeveloped in the future after many of the other space realignments are completed. The front of the bookstore space is highly visible, so it is recommended that it be developed into a student collaboration space as an interim use until the broader plan can be developed.

    Potential future uses of the overall space include (but are not limited to):
    • Relocation of International Studies Lawrence
    • Creation of a Student Success One Stop involving relocating student services out of the Administrative Services building
    • Redevelopment to support an academic program being relocated out of one of the poor-quality academic buildings
    • Redevelopment to create a signature innovative academic showpiece space
  • F3 - Increase Utilization of Eastman Hall: Eastman Hall is SCSU’s most recently renovated building. It houses the Medical Clinic, Counseling and Psychological Services, Healthy Huskies wellness program, and College of Health and Wellness Professions clinical labs, and two classrooms. These spaces are not currently utilized to their full capacity. Also, the lower level was planned to be built as a Kinesiology lab space, but due to funding limitations, this was not fully built at the time of the renovation. There is a future opportunity to build this out as designed or to support a new function. Additionally, there is a small “shell” space on the first floor that was set aside for potential future opportunities or partnerships.

    The 2016 CFP (Comprehensive Facility Plan) noted that nationally, health science simulation and clinical learning needs are forecast to increase as the availability of clinical appointments decreases. This will place stress on SCSU to provide clinical simulation opportunities for health science students or risk losing them to other universities. While many spaces in Brown Hall have since been redesigned to accommodate health science simulation needs, there may be opportunities to provide additional learning clinical spaces within Eastman Hall. Also, SCSU should continue to explore local collaboration opportunities to provide educational and clinical options to students in health science programs. This could include a collaborative relationship with St. Cloud Technical & Community College and/or St. Cloud Hospital.

    It is recommended that SCSU continue to monitor the utilization within this building and consider ways to increase utilization.
  • F4 - Increase Utilization of ISELF: ISELF is SCSU’s newest building. It is recommended that SCSU continue to monitor the utilization within this building and consider ways to increase utilization. The spaces were designed to be flexible to support changing needs, so they can support engineering and science functions being relocated out of other less desirable buildings.
  • F5 - Increase Utilization of James W. Miller Learning Resources Center: The Miller Center is one of the newest buildings on campus and houses the largest library in the Minnesota State System. As the library reduces its physical collection and there is less demand for large numbers of student computer workstations, more space will become available for repurposing. It is recommended that SCSU continue to monitor the utilization within this building and consider ways to increase utilization. The spaces were designed to be flexible to support changing needs, so they can support functions being relocated out of other less desirable buildings.

    In the long term, SCSU may want to consider a renovation to update interior finishes and to create destination locations to support increased student activity within the building.

    Some possible usages that were identified in the 2016 CFP include a learning commons, an increased number of small group study rooms, the creation of a single point of service, the collocation of tutoring programs currently distributed across campus, relocation of some advising functions from Centennial Hall, collocation of the online program with CETL (Center for Excellence in Teaching and Learning) and Technology, the creation of more active learning classrooms, the relocation of the Center for Access and Opportunity, Pipeline and Precollege Courses, and the relocation of select student services fitting the intended vision of the Miller Center.

    In the summer of 2024, the Student Support Center will be moving to the Miller Center from the Education Building. Also, a low-use area on the first floor of Miller Center will be reallocated for a Basic Needs service area, including the Huskies Food Pantry, currently housed in Hill Hall.

    Miller Center has also been identified as a potential on-campus location for the professional and continuing education and outreach functions currently occupying leased space in the Welcome Center near downtown St. Cloud.

  • F6 - Monitor Utilization of Webster Hall: Currently, only about one-half of Webster Hall is in active use. Continue to monitor the utilization and ongoing need for the building, along with tracking the building’s FCI and deferred maintenance needs. This building could potentially be used as a permanent or swing-space location for functions from other buildings.

  • F7 - Optimize Computer Labs and Computer Classrooms: There are currently many computer workstations across campus, in computer labs, computer classrooms, and public workstations. Evaluate usage patterns and student needs to align computing resources and determine how many computer labs (and the number of computers per lab) are needed.
  • F8 - Continue to Improve Utilization of Classrooms: Continue to evaluate the number, type, and utilization of classrooms and align with course scheduling. Close or reallocate excess classroom space.
  • F9 - Evaluate Amount of Classroom Labs and Open Labs: Evaluate the number, type, and utilization of classroom labs, open labs, and research labs. Identify synergies and opportunities for interdisciplinary collaboration and/or cross-department consolidation.
  • F10 - Continue to Improve the Alignment of Office Space: Continue to evaluate the number, type, and utilization of offices and workstations. Consider “hoteling” and shared workstations where appropriate for part-time or hybrid positions. Consider “shared services” models to combine functions into fewer access points for operational efficiency and better customer service.

Initiative G: Reduce the Number of Buildings Being Used and Maintained

Reducing the number of buildings being used reduces the amount of annual operating costs, which allows those resources to be redirected to elevate priorities.

Short-Term Projects (0–5 years)

  • G1 - Vacate and Mothball/Decommission Education Building: The Education Building is currently in the process of being vacated. Once all functions are relocated from this building, the building is no longer needed to support the academic programming of St. Cloud State University. The building’s configuration and large amount of deferred maintenance make it unsuitable for renovation. It is unlikely that it would be desirable as a leased space. It is intended that all building services will be shut down completely and the building will be taken “cold” in the summer/fall of 2024.
  • G2 - Vacate and Mothball/Decommission Kiehle Visual Arts Center: Kiehle Visual Arts Center has major building improvement needs. The building’s configuration and large amount of deferred maintenance make it unsuitable for renovation. Academic functions currently in this building will need to be met through other means. Options may include renovation of campus spaces in other buildings or using existing community or campus venues. Some functional uses could potentially be met through constructing a new combined STEAM building. Once all functions are relocated from this building, the building is no longer needed to support the academic programming of St. Cloud State University.
  • G3 - Vacate and Mothball/Decommission Performing Arts Center: The Performing Arts Center has major building improvement needs. The building’s configuration and large amount of deferred maintenance make it unsuitable for renovation. Academic functions currently in this building will need to be met through other means. Options may include renovation of campus spaces in other buildings or using existing community or campus venues. Some functional uses could potentially be met through constructing a new combined STEAM building. Once all functions are relocated from this building, the building is no longer needed to support the academic programming of St. Cloud State University.
  • G4 - Vacate and Mothball/Decommission Engineering and Computing Center: Engineering and Computing Center has major building improvement needs. The building’s configuration and large amount of deferred maintenance make it unsuitable for renovation. Academic functions currently in this building will need to be met through other means. The most feasible option is to relocate these academic functions to other spaces on campus. The Lindgren Childcare Center is housed in ECC, so that function would have to be relocated elsewhere. Once all functions are relocated from this building, the building is no longer needed to support the academic programming of St. Cloud State University.

Long-Term Projects (6–15 years)

  • G5 - Vacate and Mothball/Decommission Wick Science Building: Wick Science Building has major building improvement needs. The building’s configuration and large amount of deferred maintenance make it unsuitable for renovation. Academic functions currently in this building will need to be met through other means. Options may include renovation of campus spaces in other buildings or building a new combined STEAM building. Once all functions are relocated from this building, the building is no longer needed to support the academic programming of St. Cloud State University.
  • G6 - Vacate and Mothball/Decommission Headley Hall: Once all functions are relocated from this building, the building is no longer needed to support the academic programming of St. Cloud State University. The building’s configuration and large amount of deferred maintenance make it unsuitable for renovation.

Initiative H: Remove Buildings That Are No Longer Needed

Removing buildings that are no longer needed creates substantial opportunities to dramatically change the look and feel of the campus.

Short-Term Projects (0–5 years)

  • H1 - Demolish Education Building: The removal of the Education Building will eliminate 100,006 SF from the campus footprint. Removal of this building creates an opportunity for modifications in campus circulation both at a pedestrian and vehicular level. The land could be redeveloped as green space, or as a large parking lot so that prime green space can be created along the Mississippi River in areas currently taken by parking.
  • H2 - Demolish Kiehle Visual Arts Center: The removal of Kiehle Visual Arts Center will remove 59,984 SF from the campus footprint. The site could then be redeveloped as green space and a place for the campus to reconnect with the Mississippi River (See Initiative B).
  • H3 - Demolish Performing Arts Center: The removal of PAC will remove 78,674 SF from the campus footprint. The site could then be redeveloped as green space to open the center of campus (See Initiative C).
  • H4 - Demolish Engineering and Computing Center: The removal of the Engineering and Computing Center will remove 91,840 SF from the campus footprint. The site could then be redeveloped as green space or be used as the site of a new residential housing building. Removal of this building creates an opportunity for modifications in campus circulation both at a pedestrian and vehicular level.

Long-Term Projects (6–15 years)

  • H5 - Demolish Wick Science Building: The removal of the Wick Science Building will remove 146,666 SF from the campus footprint. The site could then be redeveloped as green space or be used as the site of a new STEAM building (See Initiative O). Because Wick is an integral part of the skyway system, consideration would have to be given to rerouting the pathway.
  • H6 - Demolish Headley Hall: The removal of Headley Hall will remove 52,898 SF from the campus footprint. The decommissioning of Headley Hall will enhance future opportunities in the center of campus, positively positioning SCSU for future recruiting efforts. The 2016 CFP called Headley Hall an “underutilized eyesore in the center of campus.” Removal of this building allows extending the campus quad to include the front of the ISELF building and creates an opportunity for modifications in campus circulation both at a pedestrian and vehicular level. The new open space will require reconfiguration and widening of existing walks based on new pedestrian routes and will provide outdoor passive recreation and study space for students.
  • H7 - Demolish Whitney House: This building is no longer needed to support the academic programming of St. Cloud State University. The building was previously used as an academic department office space, but its residential construction and extensive deferred maintenance made it undesirable for that function. A recent feasibility study completed indicated that a renovation would not be a cost-effective strategy. The building is vacent and has been closed. Building systems have been reduced to maintain minimal heat. If it is determined that the 11,383 SF building should be removed, the site should be turned into green space.

Initiative I: Realign Spaces for Student Support Needs

St. Cloud State is working to evaluate and realign space to provide suitable space, in the proper locations and configuration for the portfolio of student support services. These significant location changes are being proposed to increase utilization, student satisfaction, and student success.

Short-Term Projects (0–5 years)

  • I1 - Develop Huskies Food Pantry and Student Basic Needs Center: The Huskies Food Pantry has grown and expanded since its initial inception in 2019. Additionally, there has been a trend in higher education to provide expanded resources beyond food in the form of student basic needs centers. As a result, SCSU needs a more suitable location that will meet its needs in the long term. SCSU is finalizing a plan to create a Student Basic Needs Center within the Miller Center Library.
  • I2 - Relocate Student Advising Center: In recent years, SCSU transitioned to a decentralized model of student academic advising. Once a student declares a major, they are assigned to an advisor who works within that program’s department. The advisors for non-declared majors are on Centennial Hall’s 3rd floor. There is a desire to relocate the Advising Center to a more prominent location that aligns more closely with their actual space needs.
  • I3 - Relocate Student Accessibility Services: Student Accessibility Services has seen an increase in the number of students they serve, and they serve them differently than in the past. Therefore, there is a desire to dedicate spaces to Student Accessibility Services that more closely align with their current and future needs.
  • I4 - Relocate TRIO Support Services: TRIO is a grant-supported student support function that is currently located in a location that is difficult for students to find and does not serve the students well. There is a desire to relocate this function to a more suitable location.
  • I5 - Relocate Huskies Advance: Huskies Advance is a student support service using office space in Hill Hall. There is a desire to relocate this function to a more suitable and prominent location.
  • I6 - Evaluate Tutoring Locations: Currently, tutoring is performed in various locations across campus, typically in areas near academic departments. There are also tutoring centers for specific populations. SCSU should evaluate whether the locations of these services align with university priorities, student academic goals, and higher education trends.
  • I7 - Relocate Student Support Functions from Richard Green House: Once the Education Building is decommissioned, Richard Green House will feel remote from the campus. Originally a residential home, this building is not designed to fully support the needs of today’s students and lacks many accessibility features. It is recommended that the student support functions currently within this building should be moved into one of the primary buildings on campus. The result will be safe and secure access to services, and those services will be more fully integrated into the university experience.
  • I8 - Mothball, Repurpose, or Demolish Richard Green House: Once all functions are relocated from this building, the building is no longer needed to support the academic programming of St. Cloud State University. It should be evaluated if the building should be repurposed for non-academic/non-office use or if it should be demolished. One potential reuse possibility would be to convert it back into a residential facility for short-term guest housing. If it is determined that the building should be removed, the site should be turned into green space.
  • I9 - Relocate Lindgren Childcare Center from ECC: Lindgren Childcare Center is currently housed in ECC. The childcare center is undersized per the current licensing guidelines, and the long-term plans for ECC indicate that a new location would be needed. If the childcare center is relocated on campus, it will require a remodel of existing space to accommodate the specific needs of the services it provides. Some of the considerations are access to a parking area for parent pick-up and drop-off, access to an outdoor play area, and secure separation of space from other university functions. Due to the demand for childcare services in the surrounding community, it may be worth considering developing a childcare center that has a greater enrollment capacity than the current center or at least be able to be expanded if demand grows. Two potential locations that could be explored further are remodeling a portion of Garvey Commons (such as the Husky Den area) or remodeling a portion of Miller Center. Other potential options would be to partner with off-campus entities to provide shared services.

Initiative J: Atwood Memorial and Garvey Commons

St. Cloud State is also working to evaluate and realign space within Revenue Fund buildings. These significant changes are being proposed to increase utilization, student satisfaction, and revenue-generating opportunities within those buildings.

The student union and main dining hall, Atwood Memorial Center, and Garvey Commons are two primary student socialization spaces on campus. The continued refreshment of these spaces has been identified as a priority to promote a vibrant campus.

Short-Term Projects (0–5 years)

  • J1 - Relocate Husky Bookstore: Planning is underway to move the Husky Bookstore to the first floor of Atwood before the start of the 2025–26 academic year.
  • J2 - Monitor Retail Food Venues in Atwood: Currently, there are four retail food venues on the first floor of Atwood. SCSU should evaluate the demand and preferences for these venues before the next food service contract. If it is determined that changes are needed, the scope should be included in the next RFP (Requests for Proposals) for food service vendors.
  • J3 - Monitor Retail Food Venues Across Campus: Three former coffee shop locations across campus have not been in operation for the past couple of years. These are in Miller Center, ISELF, and the Student Recreation Center. As space realignments occur, SCSU should evaluate the viability of these locations for food/beverage service or other emerging needs.
  • J4 - Atwood Theater/Theater Lounge Lighting: The theater lighting and controls have become obsolete. Modern controls and fixtures are needed for functionality as well as energy efficiency. Stage lighting would also be included, as modifications to wiring are needed to accommodate new LED lights.
  • J5 - Atwood Northwest Entrance Refresh: This entry serves as a primary walkway between Atwood and Garvey. Consider opportunities to make this entrance more attractive to guests. Possibilities may include cosmetic upgrades and/or landscaping. ADA accessibility should also be a consideration.
  • J6 - Atwood Underground Refresh: The Atwood Underground houses the bowling alley and gaming. Possible changes include replacing the lanes with synthetic material, enhanced or different gaming options, adding performance spaces, etc. Usage patterns and student preferences should be considered to prioritize investments.
  • J7 - Relocate Campus Dining from Garvey to Lower-Level Atwood: With the changes in the campus and residential populations, the demand for campus dining has changed as well. SCSU should evaluate the possibility of relocating campus dining from Garvey to the lower level of Atwood. This may result in operational efficiencies, while also increasing traffic and vibrancy in the lightly used lower level of Atwood.
  • J8 - Garvey Commons – Monitor Utilization and Need: If campus dining moves to Atwood, it will create opportunities for Garvey Commons. SCSU should evaluate the building’s condition and consider whether it is amenable to future repurposing or whether demolition is recommended.
  • J9 - Create an Overall Vision and Master Plan for Atwood Memorial Center: Changes in the campus population size and demographics have influenced what may be desirable in a student union. SCSU should work closely with the Student Government and student organizations to create realistically implementable priorities within the available resources.

Initiative K: Housing/Residential Life

St. Cloud State is constructively evaluating the portfolio of university-owned residence halls. Changes in the demographics of the student body have dramatically changed the demand for on-campus housing. At the same time, the housing stock continues to age and many of SCSU’s residence halls lack the amenities that today’s students desire. Many of these residence halls have the same limitations to modernization – low floor-to-floor heights, inflexible floor plans, outdated mechanical and electrical systems, and significant deferred maintenance backlogs.

Since 2020, an average of 954 beds (38%) out of the 2,525 beds available on campus have been used and, currently, only 60% of residential buildings are anticipated to be open in Fall 2024. The other 40% of campus residential buildings, specifically Benton and Stearns Halls, are considered in poor condition and their removals would result in remaining campus housing being considered in average, good, or excellent condition. The remaining residential halls would still provide 1,387 beds – 433 (31%) more beds than on average are required. Therefore, St. Cloud State University is currently targeting approximately 263,112 GSF of residence hall space for demolition. This would result in the elimination of $1.3M in annual operation expenses and a deferred maintenance backlog of over $45M.

A gradual repositioning of student housing options will allow the university to remain competitive with off-campus housing options. Affordability is a key part of the student housing demand. Safety and proximity to campus and responsiveness for maintenance needs are viewed as advantages over off-campus housing. Apartment-style housing is more in demand than traditional dorm rooms. A lot of students who prefer the dorms want singles, so part of the repositioning effort is to change double rooms to single occupancy, which is doable with the excess number of rooms. This provides students with an option for more privacy and a higher rate can be charged per person than for double occupancy rooms. SCSU will continue to monitor the number of reservations and available rooms to determine the best mix of single and double rooms. Shoemaker, Case, Hill, and Lawrence have been renovated relatively recently, but they maintain the style of a typical dorm arrangement with shared bathrooms accessed by public hallways.

Mitchell and Lawrence are in demand because of the size of the room and location along the river. However, if Mitchell were to be removed, no building would likely be allowed to be rebuilt that close to the river due to zoning regulations. One possibility suggested is to embrace Mitchell’s midcentury modern style and enhance the building with relevant colors and furnishings to extend the building’s appeal while making minor investments.

With the oldest student population in the Minnesota State system, second only to Metropolitan State University, there is an unmet demand for apartment-style housing. There may be a demand for family housing or married student housing.

Benton Hall North, Benton Hall South, Ervin House, and Sherburne Hall are currently closed. Stearns Hall is anticipated to be closed at the end of summer 2024. It is being proposed that all these buildings be demolished. Removal of these residential buildings would leave all remaining housing in average or better condition and still provide 1,387 beds, well above the current campus average requirement of 954. This will provide flexibility to the campus as it considers adjustments to double rooms for single use and space for new apartment-style housing to address current campus housing trends and bring students back to the center of campus. Stateview North and Stateview South are the only apartment-style units owned by SCSU.

Short-Term Projects (0–5 years)

  • K1 - Demolish Stearns Hall: Stearns Hall was previously mothballed, and it is anticipated that it will no longer be used starting in Fall 2024. The age and condition of the building, and lack of demand, make it unsuitable for renovation. Therefore, the building should be demolished. Demolishing this building will require some subsequent site improvements. Strategic planning for future residence halls in this area of campus, designated walks, and passive recreation should all be considered when redeveloping this site post-building demolition.
  • K2 - Demolish Benton Halls: Benton Hall North and Benton Hall South have been mothballed, and it is anticipated that the buildings will be taken “cold” (i.e., all services shut off) beginning in the summer of 2024. The age and condition of the buildings make it unsuitable for renovation. Therefore, the buildings should be demolished. Demolishing these buildings will require some subsequent site improvements. Strategic planning for future residence halls in this area of campus, designated walks, and passive recreation should all be considered when redeveloping this site post-building demolition.
  • K3 - Demolish Ervin House: Ervin House has been mothballed. As a former residence later used as office space, it no longer meets the university’s needs. Therefore, the building should be demolished. Demolishing this building will require some subsequent site improvements. Strategic planning for future residence halls in this area of campus, designated walks, and passive recreation should all be considered when redeveloping this site post-building demolition.
  • K4 - Demolish Sherburne Hall: Sherburne Hall has been mothballed. The age and condition of the building, and lack of demand, make it unsuitable for renovation. Therefore, the building should be demolished. Special considerations for this building include that there is roof-mounted equipment (some of which are owned by outside companies and are part of roof lease agreements) that would need to be removed or relocated, so elevator access to the roof must be maintained until then. Additionally, it is attached to Garvey Commons, which would require additional protections before taking Sherburne “cold” or demolishing it. However, the building also has substantial deferred maintenance that needs to be addressed through reinvestment of demolition. The 2022 Roof Inspection Report indicated that Areas A, B, and C (7,543 SF) were ranked as “Fair” and should be considered for replacement in the years 2023–2028. Additionally, there is a significant brick repair and window replacement project that would be needed due to integrity issues of the exterior wall assembly. Demolishing this building will require some subsequent site improvements. Strategic planning for future residence halls in this area of campus, designated walks, and passive recreation should all be considered when redeveloping this site post-building demolition.
  • K5 - Case-Hill Hall Exterior Repairs: The exterior brick and concrete of Case and Hill Halls need repairs and tuckpointing to maintain the long-term integrity of the building shell.

Long-Term Projects (6–15 years)

  • K6 - Lawrence Hall Renovation & Maintenance: Recently renovated, Lawrence Hall is currently in good condition, but future renewal and maintenance should be anticipated due to the age of the historic structure. A renovation is not anticipated to reduce the number of available beds. The utilization of Lawrence Hall should continue to be monitored. Its smaller bed count and shared building uses of both residential life and academic office space may make it amenable to alternative uses, such as short-term housing.
  • K7 - Mitchell Hall Roof Replacement: The 2022 Roof Inspection Report indicated that Area A (26,800 SF) was ranked as “Good” and should be considered for replacement in 2030. Area B (2,500 SF) was ranked as “Fair” and should be replaced in 2027.
  • K8 - Case Hall Roof Replacement: The 2022 Roof Inspection Report indicated that Area A (4,198 SF) was ranked as “Good” and should be considered for replacement in 2033.
  • K9 - Shoemaker Hall Roof Replacement: The 2022 Roof Inspection Report indicated that Shoemaker East Area A (6,844 SF) was ranked as “Good” and should be considered for replacement in 2031. The Shoemaker West Area A (7,540 SF) should be considered for replacement in 2030.
  • K10 - Construct New Suite/Apartment-Style Housing: Consider building a new residence hall. The specific housing unit type and count should be confirmed based on future student demand.
  • K11 - Demolish Stateview Apartments: Stateview Apartments were purchased by the university after being developed by another entity and do not meet the MnSCU construction standards or the university’s vision for its residence life portfolio. These should be removed once more apartments are added to the residential life portfolio.

Initiative L: Athletics & Recreation Facility and Site Improvements

The aging infrastructure of SCSU’s portfolio of athletics and recreation facilities, combined with changing industry standards for athletic facilities and demographic changes within the student-athlete population means that there is a substantial backlog of needs. For SCSU to remain relevant regarding recruitment, retention, and competitive points, these facilities need to be renewed and modernized to meet the needs and demands of today’s intercollegiate athletics, student, and community recreational and wellness participants.

Short-Term Projects (0–5 years)

  • L1 - Husky Stadium Dome Replacement: The dome, a seasonally installed fabric structure, has reached its end of life. The project will include the replacement of the blowers and lighting. Construction documents have been completed and are expected to be issued for bidding in Fall 2024, with installation to be completed in Fall 2025.
  • L2 - Husky Stadium Turf Replacement: The turf was last replaced in 2014 and is nearing the end of its useful life. The replacement turf will have markings for softball and soccer. Design documents were started as part of the Stadium Dome Replacement project to ensure coordination between the two. Construction is planned for 2026.
  • L3 - Herb Brooks National Hockey Center Ice Rink Replacement, HVAC (Heating, Ventilation, and Air Conditioning), and Lights: The cooling systems for the two ice rinks will need to be replaced due to the environmental phase-out of R-22 refrigerant, while the other aspects are integrated into the systems, improving energy efficiency. Construction documents have been completed for this project. The project is currently listed as SCSU’s number one priority HEAPR request.
  • L4 - Halenbeck Hall Plumbing Renewal: Halenbeck Hall has a significant maintenance backlog and needs several renovations necessary to meet current and future athletic and recreational needs. Specifically, plumbing systems no longer meet the current code, and the fixtures are obsolete, making repairs difficult.
  • L5 - Halenbeck Hall Storefront Windows at Doors 2 & 3 (NE & NW entrances): This project is part of a phased approach to replace the entrance systems at the main entrance vestibules.
  • L6 - Halenbeck Hall Main Gym Audio/Video Upgrades: Audio/video upgrades to the main gym, including the scoreboard, are needed for Halenbeck Hall’s main gym.
  • L7 - Herb Brooks National Hockey Center Roof Replacement: The 2022 Roof Inspection Report indicated that Area A (82,780 SF) was ranked as “Fair to Poor” and should be considered for replacement in 2023. There are known areas of wet insulation that will negatively impact the lifespan of the roof.

Long-Term Projects (6–15 years)

  • L8 - Husky Stadium Structural Repairs Phase 2 (Construction): Husky Stadium needs additional repair work to address premature structural failures of the concrete surfaces. Phase 1 has been completed, and there is additional work to be completed as a Phase 2 project. Construction documents have been completed, but they would need to be updated before the work to reflect current needs. This project has been on the HEAPR request list.
  • L9 - Build out in Herb Brooks National Hockey Center Shell Space: There is currently a shell space on the third floor of the hockey center (6,000 SF) that could be finished for an appropriate use. One potential use would be to build it out as office space.
  • L10 - Baseball and Softball Stadium & Recreation Fields Development (Q Lots): Construction of new athletic and recreation fields on the south end of campus to include a competition softball stadium, practice baseball field, and multiple synthetic turf recreation fields, all with field lights and other necessary site improvements.
  • L11 - Halenbeck Hall Renovation: Halenbeck Hall has a significant maintenance backlog and needs several renovations necessary to meet current and future athletic and recreational needs. This renovation would include adding air conditioning to the main gym.
  • L12 - Halenbeck Hall Main Entry & Arena Lobby Addition: This project includes the creation of an improved main entry and lobby space on the west side of Halenbeck Hall to become the front door for athletic competitions. Spaces that should be considered include a fan engagement space on the third floor, concessions, restrooms, and pre- and post-game function space. The addition will require site modification for spectator entry, queuing, and modifications to drop-off and parking areas.

Initiative M: Address Deferred Maintenance and Improve Quality of Spaces

The condition and look of the built environment often form lasting impressions on visitors to campus. Addressing deferred maintenance not only reduces the chances of a service-impacting event but also allows for resources to be reinvested in projects to improve the quality of spaces.

Short-Term Projects (0–5 years)

  • M1 - Public Space Upgrades and Public Corridor Refreshing: SCSU desires a more modern, cohesive interior environment throughout its buildings. This should include implementing branding colors and images, standard campus wayfinding signage, modern message delivery systems instead of tack boards, and the replacement of dated/worn furniture in public areas.
  • M2 - Remodel Existing Classrooms to Active Learning Classrooms: Continue to monitor the mix of in-person, online, and hybrid classes. Add technology, furniture, and other amenities to adapt learning spaces to current and future pedagogical styles.
  • M3 - Remodel Classrooms/Open Areas to Collaboration Spaces: Due to the classroom space realignment activities, some existing classrooms may no longer be needed. This presents the opportunity to convert, or potentially open, these spaces to create collaboration spaces adjacent to academic areas.
  • M4 - Ritsche Auditorium Lighting and Controls: The auditorium lighting and controls have become obsolete. Modern controls and fixtures are needed for functionality as well as energy efficiency.
  • M5 - ADA Upgrades Campus-Wide: Due to the age of the buildings, many of our buildings have restrooms and other features that do not comply with the newest building accessibility codes.
  • M6 - Stewart Hall Life Safety/Accessibility Renewal: Stewart Hall has several deferred maintenance items to address, including the replacement of the HVAC systems, fire protection systems, and built-in equipment. Additionally, security system upgrades including card readers on classroom doors should be considered.
  • M7 - Stewart Hall Roof Replacement: The 2022 Roof Inspection Report indicated that roof areas A, B1, B2, B3, and B4 (29,000 SF) were ranked in “Critical” condition, and it was recommended that these roofs be replaced in 2023. Construction documents have already been completed to the 95% draft phase.
  • M8 - Wick Science Building Roof Replacement: The 2022 Roof Inspection Report indicated that all roof areas (37,700 SF) were ranked in “Critical” condition, and it was recommended that these roofs be replaced in 2023. It needs to be determined how long this building will remain and if the investment needs to be made. Construction documents have already been completed to the 95% draft phase.
  • M9 - Wick Science Building Stair Tower Window Replacement: The multi-story windows near each of the stair towers are in critical need of replacement. This repair has been on the request for HEAPR funds for a decade, and the windows continue to deteriorate. Evaluate the long-term plan for the building before completing this work.
  • M10 - Webster Hall Exterior Sealants / Brick Repair: Webster Hall needs exterior brick repair and sealant replacement to prevent water penetration through the walls.
  • M11 - Webster Hall Roof Replacement: The 2022 Roof Inspection Report indicated that all roof areas (16,900 SF) were ranked at “Urgent” condition, and it was recommended that these roofs be replaced in 2023. It needs to be determined how long this building will remain and if the investment needs to be made.
  • M12 - Elevator Repairs and Upgrades – Campus-Wide: The age and condition of our elevators mean we are having more service calls for repairs, and some parts are becoming obsolete and difficult to obtain. Additionally, there have been changes in inspection, monitoring, and code compliance requirements that mean that substantial investments may need to be made to bring the elevators up to current standards.
  • M13 - Deferred Maintenance – Campus-Wide: There is a substantial amount of deferred maintenance across campus, and every need is not specifically spelled out in this CFP. SCSU should continue to monitor and evaluate building systems and address critical and high-priority needs.
  • M14 - Administrative Services Exterior Sealant Replacement: The Administrative Services Building needs exterior sealant replacement to prevent water penetration through the walls.
  • M15 - Performing Arts Center Roof Replacement: The 2022 Roof Inspection Report indicated that the entire roof (43,400 SF) was ranked as “Poor” and should be considered for replacement in 2024. It needs to be determined how long this building will remain and if the investment needs to be made.
  • M16 - Kiehle Hall Roof Replacement: The 2022 Roof Inspection Report indicated that Areas B and C (5,300 SF) were ranked as “Fair” and should be considered for replacement in 2025. It needs to be determined how long this building will remain and if the investment needs to be made.
  • M17 - Dome Storage Building Roof Replacement: The 2022 Roof Inspection Report indicated that this roof (2,000 SF) was ranked as “Good” and should be considered for replacement in 2028.
  • M18 - Husky Hub Roof Replacement: The 2022 Roof Inspection Report indicated that this roof (2,000 SF) was ranked as “Good” and should be considered for replacement in 2028.

Long-Term Projects (6–15 years)

  • M19 - Remodel of Administrative Service Building HVAC: This project is Phase 2 of the HVAC and fire protection systems replacement, which would replace these systems on the first floor of the building.
  • M20 - Garvey Commons Roof Replacement: The 2022 Roof Inspection Report indicated that Area E (1,872 SF) should be considered for replacement in 2029.
  • M21 - Centennial Hall Roof Replacement: The 2022 Roof Inspection Report indicated that Area A (35,798 SF) was ranked as “Good” and should be considered for replacement in 2030.
  • M22 - Miller Center Roof Replacement: The 2022 Roof Inspection Report indicated that Areas B and C (1,800 SF) should be considered for replacement in 2030.

Initiative N: Physical Plant / Utilities Improvements

The physical plant and utilities are the heart of building operations. While many of these functional assets are hidden, failures can have massive impacts on campus functionality.

Short-Term Projects (0–5 years)

  • N1 - Develop a Utilities Comprehensive Plan: Develop a utilities comprehensive plan to document existing needs and future opportunities. As buildings are removed or added to the campus, evaluate the impact on utilities and whether additional modifications to the utilities should be undertaken at that time.
  • N2 - Monitor Condition and Make Repairs to Tunnels and Utilities: A previously completed pre-design documented areas of concern within the utility tunnels. These repairs should be prioritized, as any failures could have a campus-wide impact.
  • N3 - Campus-Wide Energy Efficiency Upgrades: Develop and implement a campus-wide energy reinvestment plan, to include efficiency upgrades to lighting and HVAC systems.
  • N4 - Infrastructure to Support Electric Vehicles and Alternative Modes of Transportation: Explore opportunities to install infrastructure to support electric vehicles and alternative modes of transportation.
  • N5 - Deferred Maintenance – Campus Wide: There is a substantial amount of deferred maintenance throughout the Physical Plant systems and the campus utilities, and every need is not specifically spelled out in this CFP. SCSU should continue to monitor and evaluate building and utility systems and address critical and high-priority needs.

Long-Term Projects (6–15 years)

  • N6 - Boiler System Rightsizing: As the high-pressure central boiler system continues to age, evaluate the cost-effectiveness of maintaining a central high-pressure steam plant versus individual low-pressure steam units installed at each building. Any new buildings should have an individual low-pressure steam unit. As more buildings are taken offline, the needed capacity for chilled water and high-pressure steam should be evaluated, and production and distribution systems shall be adjusted as needed.
  • N7 - Explore Photovoltaic Opportunities – Roof-Mounted: Explore opportunities for implementing photovoltaic panels on roofs. The large continuous surface areas of the roof at Miller Center, Stewart Hall, Centennial Hall, and the Herb Brooks National Hockey Center may make them suitable for solar installation, and this should be considered for installation at the time of roof replacement.
  • N8 - Explore Photovoltaic Opportunities – Site Mounted: Explore opportunities for implementing photovoltaic panels on ground mounts. Potential locations would be in new parking lots to provide covered parking, or to consider a solar array installation on the south end of campus near Q Lot.
  • N9 - Explore Additional or New Sustainability Initiatives: Explore opportunities for implementing additional sustainability strategies and be open to adopting new emerging strategies for greater sustainability or energy reductions.

Initiative O: Substantial Remodels or New Construction

While redevelopment of existing built space should be a primary consideration, there may be needs that are best met through new construction. Sustainability should be at the forefront of future developments, and all projects will need to comply with the B3 guidelines, Sustainable Building 2030 goals, and all other Minnesota State guidelines and State of Minnesota building codes.

Long-Term Projects (6–15 years)

  • O1 - New STEAM (Science, Technology, Engineering, Art, and Mathematics) Building: Based on the outcome of further space planning and space consolidation initiatives, consider whether new lab spaces need to be built. This could take the form of renovation(s) within an existing building, an addition to an existing building, or the construction of a new building. Specifically, this construction project should focus on creating 210-type classroom spaces that have specific technical requirements that make it difficult to relocate into existing spaces.

Initiative P: Initiatives Related to Leased Properties and Off-Campus Properties

While much of this Comprehensive Facilities plan focuses on the main campus, there are options for leased properties and off-campus properties that should also be considered.

Short-Term Projects (0–5 years)

  • P1 - Relocate Functions from Welcome Center: Relocate functions from the Welcome Center to the Miller Center before the end of the current lease (August 2025); This May require internal moves to vacate suitable space for the functions to move into university-owned space.
  • P2 - Periodically Review On-Going Use of Leased Space: Monitor utilization and seek out partnerships to expand the reach of leased spaces. Before reviewing leases, evaluate the ongoing need for leased spaces and review alternatives.
  • P3 - Consider Options for Selke Field: Once Women’s Softball moves to Husky Stadium, SCSU no longer has a programmatic need for Selke Field. SCSU should pursue opportunities to sell the property. Potential buyers may include the City of St. Cloud or a private party.
  • P4 - Seek out and Evaluate Opportunities to Partner with Other Entities on Use of Owned Space: As a result of the realignment of space, excess space may become available that could be used to support new initiatives or potential partnerships, such as hosting more camps, conferences, and performance events.
  • P5 - Evaluate Opportunities to Lease SCSU Space to Minnesota State or Other Partners: Due to the realignment of space, excess space may become available that could support new initiatives or potential partnerships, such as sharing space with other Minnesota State or State of Minnesota entities.
  • P6 - Track and Paving Improvements at MHSRC: Continue to implement track improvement projects annually in alignment with the 5-year paving study.
  • P7 - Expand Offerings at MHSRC: Explore additional potential partnerships with government agencies, colleges and universities, non-profit organizations, and private companies to expand outreach and increase revenue. Specifically, there may be potential collaboration opportunities with St. Cloud Community and Technical College.
  • P8 - Replace Building(s) at Minnesota Highway Safety and Research Center: Determine a pathway to fund a new building for instructional, administrative, and vehicle maintenance functions.
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