• Maintenance. The University has a prohibitively large backlog of deferred maintenance. This inescapable fact necessitates that our investments in maintenance be highly strategic and impactful. As described in the 2004-14 University Master Plan, the University has established and will follow plans to upgrade electrical and chilled-water systems. Facilities Services has established a priority list of deferred maintenance and will continue to address critical maintenance needs as resources become available. In addition to functionality, an overarching priority for maintenance will be the health and life safety of members of the campus community.
  • Repurposing and renovation of existing facilities. As new buildings come on line (e.g., the William N. Pennington Student Achievement Center and the E. L. Wiegand Fitness Center) and existing facilities are partially or completely adapted to new uses (e.g., Lincoln and Manzanita Halls, Lombardi), we will determine the optimal use of these buildings. In doing so, we will be mindful of the university’s districts identified in the Master Plan. A state allocation funded through the Slot Tax will be used to renovate laboratories in Scrugham, Palmer, Chemistry, and Leifson. Tactical renovation of individual laboratories in the life sciences and other facilities will be funded using recovered indirect costs from contracts and grants.
  • Core research facilities. Several core research facilities provide critical support to the research mission of the university, including the Vivarium, the Genomics Core Facility, the Proteomics Core Facility, the In-Vivo Imaging Core Facility, the Center for Bioinformatics, and the Biosafety Level 3 Laboratory. As research capacity grows, these facilities will require additional staffing and equipment upgrades. Over this planning period we anticipate adding a High Performance Computing Core Facility and an Advanced Manufacturing Core Facility. Funding required to support the needs of these facilities will come from federal, private, and institutional sources.
  • New facilities. The University plans construction of new facilities to meet emerging needs of the university in the areas of research, teaching, and fitness. The William N. Pennington Student Achievement Center is scheduled for completion in January, 2016. Following the endorsement of ASUN, the Board of Regents approved a student fee in support of construction of the E. L. Wiegand Fitness Center and a Fieldhouse, which will be a shared-use athletics/student recreation facility (see Athletics below). Initial planning for a new Engineering building is under way. Critical needs have been identified for new facilities to support Business, Community Health Sciences, and Biology and opportunities to meet these needs will be aggressively explored. A new Fine Arts building will provide additional performance and exhibition spaces. In addition, new facilities will always be developed in a manner that ensures students with disabilities have equal access to participate in, contribute to, and benefit from all University programs.
  • Gateway. As described in the University Master Plan, we pursue opportunities to support the revitalization of north Reno and expand the University south of 9 th Street, between Evans and Virginia. Planning for the Gateway Project is a collaborative effort with the City of Reno and the Regional Transportation Commission. It is proposed to involve closure of Center and Lake Streets between 8th and 9th Streets and routing traffic towards the Virginia Street corridor. We will explore the possibility of constructing an academic facility, such as a College of Business complex. The Gateway Project will also likely include student housing for upperclassmen and outdoor recreational fields.
  • Childcare. The University provides excellent childcare but is unable to meet current demands because of limited facilities. The University will develop a plan to expand childcare services in line with the University's mission and with the goal of meeting the needs of the growing number of students, faculty, and staff.
  • Athletics. We aspire to provide the athletic facilities and related infrastructure required to be a conference leader. As described in the University Master Plan, we plan to: (1) Construct a new Fieldhouse, which will provide indoor practice facilities for football, baseball, softball, soccer, and track. It will also be available for student use, including intramural sports; (2) Construct new indoor and outdoor tennis facilities; (3) Pursue and complete upgrades to Mackay Stadium, including Legends Plaza, club seating, and restrooms; (4) Upgrade facilities to provide modern and efficient training and practice facilities as well as a much-needed dining facility for athletes.
  • Conservation. As we construct new buildings and repurpose and remodel existing facilities, we will strive to meet LEED Silver Level guidelines, ever mindful of maximizing energy efficiency and minimizing the environmental impact of our facilities and operations while exploring and considering renewable energy and sustainable development options. Our obligation to do so is twofold. First, as a scholarly institution we have an obligation to recognize and be responsive to global and local environmental issues. Second, environmentally responsible practices typically result in long-term efficiencies that result in substantial financial savings. Nevada is the most arid state in the nation, and the University will seek to develop water features on the campus to celebrate the importance of water as a foundation of opportunity in Nevada is the most arid state in the nation.