Capital Projects

Physical Improvements and Enhancements

Seven Year Look Forward

I. Introduction

Washburn University is an outstanding educational resource for our community and state. In order to meet our mission, and the continually evolving needs of our students, faculty and the entire university community, Washburn University must make program improvements and adjustments that represent progressive thinking. In many cases facility or capital improvements parallel educational and service enhancements. This document looks forward at the near future and estimates potential capital improvements and the potential sources of funding available to support these projects.

II. Revenue Sources for Capital Improvements and Enhancements

Washburn University is fortunate to have three strong and viable streams of revenue for capital improvements. (1)The Three-Mill Fund derives revenue from local property taxes. This fund currently supports capital maintenance projects, capital equipment purchases and bond payments. The Three Mill Fund is a well-managed resource that will have additional debt capacity as current bonds expire in 2002. (2)The sales tax revenue source includes an amount designated for capital improvements that in the first year will generate $850,000. This new revenue stream is a significant resource for future improvement projects and is not currently encumbered by previous obligations. (3)WEA has been very successful in recent capital project drives. Fundraising is a viable revenue stream for well-designed and appropriate projects.

III. Philosophical Underpinnings for a Capital Improvement Program

A Washburn University must continue to keep facilities in good repair. Deferred maintenance must be minimized.

B Technology is key to the future of the University. The technological infrastructure must keep pace with technology advancements. Technology is a key ingredient of academic effectiveness.

C Equipment replacement. Maintaining programs, systems, and facilities requires equipment that becomes part of the infrastructure of the campus. Replacement of capital equipment when it becomes necessary is a priority.

D Information and communications are essential. Accurate and timely information is essential for management decision-making and Washburn's seamless integration into a technologically rich commercial, governmental and regulatory environment. A robust integrated management information system is needed for administrative computing.

E Student life is an important part of the college experience. A vibrant student life is both a laboratory for life experience for students and an important component of the marketing of the university to prospective students. Student life needs to be nurtured and supported through capital projects.

F Aesthetics is an important symbol of quality. The physical appearance of the university sends a powerful message to current and prospective students, current and prospective employees and to alumni and benefactors of the university. Projects will beautify the campus, improve the function and appeal of facilities and create a user-centered environment.

IV. Multi-year Continuing General Projects

A Capital Maintenance Program. Efficient and effective use of current facilities requires systematic capital maintenance be performed. Additionally, modifications and remodeling to improve the function of existing facilities are a key component of this program. Maintenance, repair and replacement of roads, sidewalks and parking lots are part of this program as well.

B Technology Infrastructure Program. The effectiveness of the computer systems on campus is dependent on a network of computer servers, cables, routers, and network capability with sufficient capacity to meet emerging technologies. This program will rely on continual improvements and enhancements to the entire Washburn University computer network to remain current with evolving needs. This network is the essential backbone of technological teaching advances employed in the classroom.

C Systematic Replacement/Upgrading of Equipment. New teaching methodologies and along with changes in student needs combine with the effects of normal wear and tear to create a continuing need for an equipment replacement program. To a significant extent, technology in the classroom has, in today's environment, more immediate impact upon academic programs than other capital improvements.

D Debt Service Obligations. While debt service is not a specific project, debt does represent both previous projects for improvement and an obligation upon the ThreeMill Fund. Debt capacity in the Three Mill Fund also represents the opportunity to finance future projects. The Three Mill Fund paid bond principle and interest bond payments of $770,000 through FY99. After calling $1.4 million in bonds on September 1, 1999, the annual bond P&I decreased to approximately $250,000 through September 1, 2002 when the final payment on old bonds will be made. LLC bond payments will begin in July 2000. Existing debt service obligations after September 1, 2002 will be approximately $610,000 (LLC only) which is less than the average debt load on the fund for the previous decade.

V. Capital Project Development Process

The following is the outline of the process used on campus to establish a capital project so that its viability can be tested.

A Determine Need - department activity

Programmatic study by stakeholders to establish needs and wants

B Evaluate stakeholder's self-study - preliminary administrative review

Compare the project to the mission of the stakeholder and the greater university

C Establish a Planning Committee to do detailed analysis of need and compatibility with university priorities - comprehensive detailed review

Define program

Identify and prioritize needs

Describe and defend how the project fits the mission and enhances the university

Establish a time frame for the project

Argue the viability of fundraising potential

Evaluate current facilities, establish an accurate existing facility inventory and evaluate the effectiveness of current uses

Consider location

Report to Regents

D Develop Preliminary cost estimate

E Identify prospects for fundraising

F Test the viability of fundraising

G Board of Regents review with the following approvals

Approve the program statement

Approve architect selection and authorize architectural services contract

Approve project financing

H Approve the project as a fundraising priority if appropriate

I Interview and recommend selection of architects through the approved competitive process

VI. Specific Capital Improvement Projects

A Mulvane/Art Department Improvements

Project Focus: Academic Facility Improvements/Community Service

Create new space outside the Garvey Fine Arts Complex for the more industrial and environmentally sensitive Art functions such as sculpture, painting, pottery, printmaking, and photography. Eliminate the clutter, odors, and fumes from Garvey.

Allow Mulvane Museum to occupy the top floor of the Mulvane building for gallery space (currently used for painting/drawing classes).

Allow Mulvane to expand painting archive space in the basement.

Allow Mulvane to expand educational services - program space.

Evaluate need and uses of a new building for expanded galleries.

B Student Fitness Center

Project Focus: Student Life

Create student fitness facilities that contribute to improvement of student life.

Establish a wellness program for students, faculty, and staff.

Expand and improve intramural sports programs as a student life initiative.

C Moore Bowl Improvements

Project Focus: Community Service

Improve seating areas and stabilize seating structures.

Replace restrooms, concessions stands and press box.

D Lee Arena Improvements

Project Focus: Community Service

Move end-zone seating closer to playing court.

Create booster special event space.

Expand Athletic Department offices.

E Administrative Computing Project

Project Focus: Administrative Effectiveness

Replace homegrown legacy software systems with an integrated software solution.

Allow for information to be integrated between student records, financial aid, payroll, procurement, accounts payable and receivable, general ledger, budgets, and human resources.

Create the capacity to allow authorized users to access information and create customized management reports from a robust, relational database.

F KTWU Digital Conversion Project

Project Focus: Community Service/Academic

Replace existing 40+-year-old transmission tower and add a digital antenna to meet federal mandate.

Provide ancillary equipment and facilities needed for digital transmission.

G Student Housing

Project Focus: Student Life

Replace and expand student apartment style housing for families, upper class and graduate students that could enhance student life.

VII. Potential Projects Years 3 -7

Washburn University attempts to look forward to capital needs beyond those currently defined to projects dependent on external forces or changing operating environments. For example, new technologies could have dramatic effects on phone systems; the digitalization of libraries could advance at a quicker pace; enrollment forces could require program modifications. While the needs have not been clearly determined, the following are projects that could require substantial capital expenditures should they become priorities.

A Mabee Library Project. Technology changes could drive the need for capital improvements to the library.

B Classrooms. Increases in students; changes in the ratio of full to part-time students, changes in instructional delivery techniques (more computerized inter-active audio visual) could create a need for additional classrooms. Need is undetermined at this time.

C Telephone System. The existing telephone system is adequate for several more years barring the introduction of technologies or user demands that speed the obsolesce of the existing system.