maximize the value of the real estate assets of higher education institutions brailsford &...
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MAXIMIZE THE VALUE OF THE REAL ESTATE ASSETS OF HIGHER EDUCATION INSTITUTIONS
BRAILSFORD & DUNLAVEY
Carole Wedge, PresidentShepley Bulfinch Richardson & Abbott
Thomas Kearns, PrincipalShepley Bulfinch Richardson & Abbott
Wallace Mlyniec, Former Associate DeanGeorgetown University Law School
Jeff Turner, Senior Vice PresidentBrailsford & Dunlavey
John Augustine, Managing DirectorLehman Brothers
Georgetown LawShepley Bulfinch
LLEHEHMM NNAA BBRROOTTHHEERRSS
Carole
Valuing Assets:
The Campus
Fresh Students Every Year
Understanding Options:
Real Estate
Funding
New Models
Linking Strategy:
Operating and Capital Budgets
Payback / Lifecycle
Evaluating Delay:
Escalation
Recruitment
Opportunities Missed
Initiatives that may impact space needs…capital planning… and dollars.
CAPITAL PROJECTS IN CONTEXT
Strategic Plan
Curriculum Plan
Growth
Technology
Innovation
Administration Change
Sustainability Commitments
QUESTIONS INSTITUTIONS ARE ASKING
How can we accomplish this? (Show me the $$$$)
How do we garner support? (Show me the $$$$)
How will this make us competitive? (Why is this important?)
How will this improve our recruitment? (Why is this important?)
Can we afford this? (What are the operating costs?)
TRENDS IN HIGHER EDUCATION
Institution as Economic Engine
Transformational Student Experience
Changes in Teaching and Learning
Changes in Living Environments
Wally
GEORGETOWN LAW SCHOOL FOUNDED IN 1875
2006 GULC
DOWNTOWN D.C.
GEORGETOWN UNIVERSITY LAW CENTER CAMPUS
BERNARD McDONOUGH HALL EDWARD DURRELL STONE, ARCHITECT
EDWARD BENNETT WILLIAMS LIBRARYHARTMAN & COX, ARCHITECT
BERNARD AND SARAH GEWIRZ BUILDINGHARTMAN & COX, ARCHITECT
BERNARD MCDONOUGH HALL EAST WINGHARTMAN & COX, ARCHITECT
GEORGETOWN UNIVERSITY LAW CENTER CAMPUS
ERIC HOTUNG INTERNATIONAL LAW BUILDINGSHEPLEY BULFINCH, ARCHITECT
GEORGETOWN SPORT AND FITNESS CENTERSHEPLEY BULFINCH, ARCHITECT
THE FUTURE
Tom
INSTITUTION AS ECONOMIC ENGINE
INSTITUTION AS ECONOMIC ENGINE
INSTITUTION AS ECONOMIC ENGINE
INSTITUTION AS ECONOMIC ENGINE
INSTITUTION AS ECONOMIC ENGINE
INSTITUTION AS ECONOMIC ENGINE
INSTITUTION AS ECONOMIC ENGINE
INSTITUTION AS ECONOMIC ENGINE
CHANGING LEARNING STYLES
Problem – Traditional classrooms have key restrictions of limited resource availability and physical isolation.
CHANGING LEARNING STYLES
Class with Remote Guest Speaker – Imported into the classroom via video with the session including guest captured in streaming format and shared with faculty and students doing interdisciplinary work in related fields.
CHANGING LEARNING STYLES
Goal - Establish a portfolio of flexible and technologically-enhanced formal and informal learning spaces in support of socially-enabled inquiry and discovery.
CHANGING LEARNING STYLES
Media Creation – iPods, iTunes, iPhoto, eBooks, iLectures, videophones, BluRay disks for stereoscopic video, Lectopia, Symposia, Blackboard.
CHANGING LEARNING STYLES
CHANGING LEARNING STYLES
CASE STUDY: XAVIER UNIVERSITY
CASE STUDY: BUCKNELL UNIVERSITY
CASE STUDY: BUCKNELL UNIVERSITY
Jeff
TRENDS TOWARDS ALTERNATIVE FINANCING & PARTNERSHIPS
Limited State Financial Support
Speed of Delivery & Execution
Increasing Construction Costs
Allow for greatest expertise
Community Partnerships2001 2002 2003 2004 2005 2006 2007
Construction Costs
Owner's Budget
15-25% budget shortfall
TRENDS TOWARDS ALTERNATIVE FINANCING & PARTNERSHIPS
Less defined campus edges Off-campus university bookstores make
for strong anchors College towns potentially incubate new
business Student population accounts for 20% of
the market* Successful college towns consists of
high-end national (30%) as well as local merchants (70%)*
*Source: Ayers Saint Gross*Source: Ayers Saint Gross
TRENDS TOWARDS ALTERNATIVE FINANCING & PARTNERSHIPS
Initial RFP for design services Revised RFP Issued for full development services including:
Health/Wellness Center Student Housing
Campus/state limited debt capacity Developer led process
120,000 gsf Wellness Center
780 beds of housing
Courtesy of Capstone, D/C, & H&C
MARSHALL UNIVERSITY – WELLNESS CENTER & STUDENT HOUSING
Limited Recreational Facilities in Prince William County Tri-partite Agreement with George Mason U, city of Manassas, and Prince William County Facility covers operating costs plus a portion of debt service Remaining debt service split based on usage
Over 600k users a year
Over 5,000 members, 7,000 memberships
Discussing an expansion
New Performing Arts Center looking at similar operating model
FY 2004 Usage
City of Manassas26%
George Mason University
5%
Prince William County69%
GEORGE MASON UNIVERSITY – FREEDOM CENTER
BUCKNELL UNIVERSITY - LEWISBURG, PA
CURRENT SITUATION Considerable loss of regional
manufacturing jobs Suburban development causing
decline of boroughs as commercial hubs
Changing demographics, “graying” population
Fragile downtown Lewisburg with independent retail
Rising threats to a Heartland Region core community
Increasing competition for high school graduates
Increasingly sophisticated student and faculty/staff quality of life expectations
Universities expected to look beyond campus
TOWN – GOWN DYNAMICS
Courting of the “creative class” Diversity of sports, cultural, and learning
activities Building a “creative ecosystem” to attract
21st century jobs and workers
First Initiative: Neighborhood Improvement Projects
Main Street & Elm Street Grants
Streetscape and Façade Improvements (1)
7th Street Reconstruction (2)
CURRENT NEIGHBORHOOD PROJECTS
BucknellSecond Initiative: Magnifying Neighborhood Improvements
2
Market Street
1
UNIVERSITY VILLAGE OBJECTIVES
Strengthen Recruitment
Enhance the Neighborhood
Create Market Street Link
Define a University Gateway
Improve Community Relations
Clarify Faculty / Student Housing Options
Complement existing retail on Market Street
LEWISBURG NEIGHBORHOOD STUDY AREA
Market
Street
Strawberry Alley
St. Georg
e
Haw
n Alley
MARKET ANALYSIS CONTEXT
Study Area 82 Owners 181 Parcels 36 Acres
Primary Area 53 Owners 126 Parcels 29 Acres
PROCESS
Community Market Campus Market
Preliminary Program
Project Concept
Implementation Strategy
Market Feasibility
Financial Feasibility
Financing Mechanism, Development Structure
Demand and Supply AnalysisPro Forma, Project Uses
Project Sources, Project Participants
OUTCOMES
For-Sale Housing
Rental Housing
Retail
Conference Space
Hotel
Office Space
Community
Market
Campus Market
Neighborhood Real Estate Product
Drivers
Deman
d Neutral
High
Deman
d
Deman
d Neutral
High
Deman
d
Park Point at RIT Project Drivers Create a new front door to campus. Increase the sense of community by
developing a college town on campus.
Generate revenue for the campus.
Project Statistics $85 Million Mixed Use Development 67 Acres 67,000 GLA of Retail (100% leased) 300 Student Apartments (920 Beds) (Over 75% leased) Ownership / Management Structure Ground Lease with developer
(Wilmorite) United Realty Management
Company manages the housing.
CASE STUDY ROCHESTER INSTITUTE OF TECHNOLOGY
CASE STUDY ROCHESTER INSTITUTE OF TECHNOLOGY Park Point at RIT Retail Concepts 40k GSF RIT Book Store (B&N) Clothing Salon/Spa Convenience Cellular Fitness Center
Restaurant Concepts Sports Bar Pizza Coffee Asian / Sushi
Lessons Learned Wetlands Issue Created Significant
Delays College wanted more retail/apparel but
no demand
John
PRIVATIZATION PROCESSPRIVATIZATION PROCESS
2.2. Establish Project Establish Project Objectives.Objectives.
3. 3. Create the Project Create the Project Vision.Vision.
4.4. Complete Development/ Complete Development/ Market Demand Analysis.Market Demand Analysis.
5. 5. Develop Land, Building Develop Land, Building and Infrastructureand InfrastructureProgram.Program.
6.6. Complete Design.Complete Design.
7.7. Prepare Total Prepare Total Development Analysis.Development Analysis.
1. Conceptualize 1. Conceptualize Project.Project.
13. 13. Choose Developer.Choose Developer.
14. 14. Negotiate DevelopmentNegotiate DevelopmentAgreement.Agreement.
15. Obtain Equity and Debt.15. Obtain Equity and Debt.
16.16. Start Construction.Start Construction.
12. Develop Public/Private12. Develop Public/PrivateFinancing Structure.Financing Structure.
8. 8. Complete FinancialComplete FinancialAnalysis.Analysis.
10. Develop Alternative 10. Develop Alternative Public/Private Finance Public/Private Finance Plans.Plans.
11. Develop Alternative11. Develop AlternativeOwnership, Investment, Ownership, Investment, Development and Development and Operation Scenarios.Operation Scenarios.
9.9. Prepare Development Prepare Development Phasing Plan.Phasing Plan.
Source:Source: Stainback and Associates Stainback and Associates
PRIVITAZATION – FINANCING OPTIONS FOR NEW PROJECTSPRIVITAZATION – FINANCING OPTIONS FOR NEW PROJECTS
There is a broad continuum of financing options:There is a broad continuum of financing options:
Tax-exempt financing can be used for a significant portion Tax-exempt financing can be used for a significant portion of most structures.of most structures.
Publicly Owned and Publicly Owned and
Financed with Financed with
Tax-Exempt Bonds Tax-Exempt Bonds
(Interest Rate: (Interest Rate:
5.5% - 6%)5.5% - 6%)
Privately Owned and Privately Owned and
Financed with Financed with
Equity Contributions Equity Contributions
(Rate of Return: (Rate of Return:
20% -30%)20% -30%)
Between these two extremes, a variety of structures utilizing Between these two extremes, a variety of structures utilizing tax-exempt debt, taxable debt and equity funding are tax-exempt debt, taxable debt and equity funding are
possible.possible.
THERE ARE TWO TYPES OF NON-RECOURSE DEBT: THERE ARE TWO TYPES OF NON-RECOURSE DEBT: ON-CREDIT AND OFF-CREDITON-CREDIT AND OFF-CREDIT
On-Credit Non-Recourse Debt
Secured only by a limited, particular stream of revenues or assets, usually those of the financed project, rather than by a general revenue pledge.
Off-Credit True Non-Recourse Debt
In addition to the limited security described above, there is a transfer of risk (legal and perceived or real vested interest) away from the University or Affiliated Organization to some other creditworthy entity.
ADVANTAGES AND DISADVANTAGES – THE GOOD NEWS
From the Perspective of the Public or Non-Profit Partner
Reduces ownership and development risks.
Reduces primary public or non-profit partner capital investment.
Monetizes excess and underutilized assets.
May utilize private partner expertise and creativity.
Implementation schedule may be accelerated.
From the Perspective of the Private or For-Profit Partner
Often public/private developments are high profile projects.
Jointly control a college or university-owned real estate asset available for the first time.
If needed, primary and secondary college or university partner provides capital and/or non-capital investments.
Reduces development cost and enhances cash flow.
May utilize private partner expertise and creativity.
Approval process may be accelerated.
ADVANTAGES AND DISADVANTAGES – THE GOOD NEWS
ADVANTAGES AND DISADVANTAGES – THE BAD NEWS
From the Perspective of the Public or Non-Profit Partner
Reduces control over design, delivery, and operation.
Reliance on a virtually unknown private entity.
Deal structure may be perceived as not a fair and reasonable sharing of costs, risks, responsibilities and economic return.
Private partner has the right to sell project to an unknown third party.
Economic return is primarily contingent on performance of private partner.
From the Perspective of the Private or For-Profit Partner
Substantial cost in time and capital risk.
Often public or non-profit partner is not prepared to structure, negotiate and implement.
Development site is either not under control, has environmental problems and/or is not entitled.
Public or non-profit partner’s expectations are not in line with the capital markets.
Public or non-profit partner is subject to political change.
ADVANTAGES AND DISADVANTAGES – THE BAD NEWS
PARTNERSHIPS CAN BE CUSTOMIZED TO MEET THE OBJECTIVES OF PARTNERS
Variables to Consider and to Evaluate
Level of participation in structuring, implementing, and managing the project.
Financing sources. Financing techniques. Financing, design, construction,
and operational responsibilities. Finance structure. Accounting Factors: FASB vs. GASB
Distribution of cash flow among the public and private entities. Ownership position. Design, construction, and operational risks. Level of control. Implementation schedule. Legal interrelationships among the project entities.