4_CWU Tech Transfer Agenda 20260519

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6 | OLD HEAT REPORT the building’s programming must refl ect its capital investment. Workforce training partnerships, industry collaboration, entrepreneurship programming, cultural events, and community gatherings should all align with the economic development narrative that underpins the campaign. The capital stack thus rises in intentional layers. Public infrastructure tools provide structural stability. Corporate anchor investment delivers transformational momentum. Major sponsors activate specifi c spaces. Community philanthropy builds broad ownership. Each layer strengthens the one above it. Each layer depends on the credibility of the one beneath it. This strategy reduces risk by distributing responsibility. It builds confi dence by sequencing commitments. It creates momentum through visible milestones. And it refl ects the collaborative spirit necessary to bring a historic industrial structure into a new era of relevance. The Old Heat Building’s rebirth will not be measured solely in square footage renovated or dollars raised. It will be measured in partnerships formed, industries engaged, students inspired, and communities gathered. It will stand as visible proof that when a University commits to stewardship and invites its region to invest alongside it, transformation is not only possible—it is inevitable. Below is a detailed narrative of a 24-month implementation timeline beginning June 2026 and running through May 2028, aligned directly with the enriched capital stacking narrative and campaign execution structure. This assumes: The University owns the building A University-affi liated 501(c)(3) foundation is formed to lead the campaign Construction and fundraising move in coordinated phases Public infrastructure commitments are pursued in parallel with private fundraising Old Heat Capital Campaign & Construction Timeline OLD HEAT REPORT | 7 PHASE 1: CAMPAIGN INFRASTRUCTURE & PUBLIC FOUNDATION JUNE 2026 – NOVEMBER 2026 (MONTHS 1–6) This fi rst six-month period establishes the structural and fi nancial foundation of the campaign. JUNE – JULY 2026 The University formally designates or establishes the affi liated 501(c)(3) foundation dedicated to the Old Heat Building campaign. Articles of incorporation are fi nalized, bylaws adopted, and a development agreement executed between the University and the foundation defi ning roles, ownership, and authority. A Campaign Cabinet is recruited, composed of: • University leadership • Corporate executives • Civic and philanthropic leaders • Economic development stakeholders Simultaneously, the University fi nalizes: • Confi rmed construction scopes • Refi ned total project budget (with contingency) • Naming rights matrix • Sponsorship levels and recognition policies AUGUST – SEPTEMBER 2026 Public infrastructure strategy is activated. The University and campaign leadership: • Initiate state capital budget conversations • Explore CERB eligibility and begin application preparation if appropriate • Evaluate historic tax credit eligibility • Assess bond participation and debt structure if needed • Analyze PACE or other energy fi nancing tools During this period, messaging materials are developed: • Case statement document • Corporate anchor prospectus • Naming opportunities brochure • Economic impact summary • Master plan integration narrative OCTOBER – NOVEMBER 2026 Campaign transitions into quiet phase preparation. Top 10–15 major prospects are identifi ed: • Corporate anchor candidate(s) • Industry-aligned partners • Major philanthropic families • Regional foundations Prospect cultivation meetings begin quietly and confi dentially. Phase 1: Campaign Infrastructure & Public Foundation