Facilities, Infrastructure


The University will modernize and enhance campus facilities and strengthen its technology infrastructure utilizing both the space study report and the strategic objectives of Vision 2020+.

In support of Goal 1, Engagement, the University will identify and prioritize facility improvements both in and out of the classroom. Academic, athletic, and residential spaces will be improved to maximize student engagement, allow for active and collaborative learning, and support future programming growth.

Space analysis to assist in the prioritization of facilities’ needs

The University will use a space analysis to assist in the prioritization of facilities’ needs.

2.1 Updates

The Space Study guided prioritization of facilities and the type of residence hall spaces to be designed in the new building.

Develop an enhanced and progressive action plan for facilities use that maximizes the ability to add enrollment targeted programming.

Support active learning pedagogies and collaborative learning as part of renovation planning.

Develop a formal debt policy.

Incorporate building replacement into a calendar of capital projects as an extension of the summer projects process.

Renovate and enhance residential facilities

The University, using the space analysis study as a road map, will renovate and enhance residential facilities.

The University offers students a variety of living arrangements, from traditional double and triple rooms with shared restroom and bath facilities to suite- and apartment-style options with kitchens and shared living spaces. These various living arrangements play significant roles as students grow and move toward graduation. For example, a simple double room is best suited for a freshman seeking to make new acquaintances and gain independence while a townhouse provides a better environment for upperclassmen about to enter the work world or move on to graduate school. Our current residence halls offer this variety of living arrangements, but not in the proper proportion to our student population. Beginning with the highest priority needs and deficiencies, the University must renovate and modernize its residential facilities to better match student needs.

2.2a Updates: Renovate/enhance residential facilities - McWane Replacement

The new residence hall replacing McWane Hall is scheduled for opening in August 2019. The Office of Residence Life reports that at the end of housing signups, 88% of the students living in the new building will be second year students. The design of the new facility with suite-style housing (which is the recommended housing type for second year students) now allows us to better meet the needs of students.

2.2b Updates: Short term: renovate bathrooms in Montgomery and Tate Halls

Tate Hall bathroom upgrades are scheduled for the summer of 2019.

Purpose: to maximize student engagement, allow for active and collaborative learning, and support future programming growth through improved facilities.

Three architectural firms working with campus stakeholders to develop renderings/plans (athletics, science, McWane)

This year’s target: Sufficient detail in facilities plans to show benefit and vision of student impact of enhanced athletic and science facilities; solidify McWane plans and financing to move forward

Address deficiencies in McWane.

Create a welcoming first impression for all residence halls.

Increase portfolio of semi-suite style options.

Reduce portfolio of traditional style residence hall rooms.

Create learning spaces within the residence halls.

Identify the optimal location within the residence halls and create an honors floors.

  • Increased sophomore to junior retention rate
  • Reduction in work orders per residence hall area
  • Enhanced campus visit experience for prospective students and their families.
  • Improved yield with our annual recruitment effort.

Redevelop and reimagine the science and research spaces in Hobbs-Sigler, Nursing and Psychology

The University will redevelop and reimagine the science and research spaces in Hobbs-Sigler, Nursing and Psychology to enhance student learning and community engagement.

As our student population becomes more and more technologically sophisticated, it is important that we meet their expectations in laboratory and research space at the University. Students arrive at the University with expectations that facilities will be cutting-edge, as they are in many public high schools today.

2.3 Updates

Strategizing on how to design adequate and affordable space has been underway by Dominion Seven Architects. In February 2019, Dominion Seven presented to the Board of Trustees with an approach to build an addition to the existing science building, maximizing function and eliminating some costly aspects of the earlier design. Part of the analysis constituted turning the addition into a stand-alone building linked to the existing. These plans are being further refined. Initial renovations on the existing Hobbs-Sigler structure with existing resources will start in the summer of 2019. Further significant progress is dependent upon fundraising and gifts.

Enhance athletic facilities to attract, enroll, and retain exceptional student-athletes for our fans and community.

Modernize and, while providing a championship level experience, enhance athletic facilities to attract, enroll, and retain exceptional student-athletes for our fans and community.

It is clear that modern athletic facilities play an important role in attracting high caliber student athletes. Indeed, many of our competitors – both in athletics and in recruitment – have been enhancing their athletic programs through renovation of existing facilities and new construction of recreational and athletic complexes. To keep pace and compete at the highest level, the University must address deficiencies in the athletic facilities area.

2.4 Updates

Strategizing on how to design adequate and affordable space has been underway by Dominion Seven Architects. Further significant progress is dependent upon fundraising and gifts.

Develop an athletic facilities plan by engaging a sports facilities architectural design firm to explore the design of new athletics facilities.

Collaborate with the academic departments of Athletic Training, Exercise Physiology, Music, and Sport Management in the design discussions of the new facility to build upon athletic-academic synergies.

Develop a comprehensive and sustainable funding model that includes but is not limited to such approaches as corporate partnerships, philanthropy and comprehensive fees for all students to enhance wellness and recreation opportunities and facilities.

Create an enterprise zone at University Corner that links the graduate health science building to the main campus.

The University will partner with the City of Lynchburg to create an enterprise zone at University Corner that links the graduate health science building to the main campus.This enterprise zone could lead to the construction of a rotary at the intersection that will enhance pedestrian safety as well as promoting sustainability through decreased power usage and fuel savings. Additionally, the Blackwater Creek trail will be extended through this intersection as it moves onto University property, further enhancing recreation for the community and for the University.

2.5 Updates

All properties on the right side of Lakewood Drive going up the hill have been purchased, as well as the car wash across the street. In fall 2018, the University contracted Timmons & Associates, civil engineers, to develop a site plan with visuals on how a commercial/residential mixed development could take shape. The city is supportive of the concept and has verbally endorsed the upgrade of the Lakeside Drive/Old Forest Road intersection to a rotary. In the interim, the University is utilizing the buildings purchased in this corridor for offices, program space, and storage space.

Enhance the service-orientation and delivery of services by employing customer relationship management (CRM) systems and upgraded data systems.

Enhance the service-orientation and delivery of critical student and academic services by employing customer relationship management systems and upgraded data systems.

The University has long depended upon a legacy data system for student records; the software utilized for business office and human resource management was likewise designed for simpler times. Today’s students and families expect an Amazon-like experience and to be able to interact with us from any device. Updated systems that are well-integrated can give us opportunities to shorten processing time for business functions and to speed the availability of information for decisions.  Customer relationship management (CRM) tools now available for higher education enable early intervention where needed as well as information to capture what “works” for today’s students. CRM gives a systematic view of what attracts students and of usage of student services: programs, activities, preferences. Such information allows the University to adapt more quickly to the needs of a changing student body.

2.6 Updates

The project had a false start when the vendor initially adopted an “agile” implementation format that did not prepare staff for the change in systems. Since then a step by step implementation process has replaced the less defined model. Finance and Human Resources are scheduled to go live into the Microsoft Dynamics finance component of Campus Management on July 1. Other components continue the planning work; A full-time project manager joined our staff in April 2019, and is adding organizational value. Real time integrations between Campus Management and best of class software in use or purchased by the University (Raiser’s Edge, Adirondack, Slate, and Power Faids) will enhance the overall functionality of the system.

Upgrade data systems to improve integration in order to increase the timeliness and availability of information for decisions.

Identify and implement new human resource management software.

Identify and implement a new student information system.

Coordinate identification of information for decisions to develop analytics.

Coordinate review and streamlining of processes.

Strengthen wireless support.

Upgrade hardware to improve network device management.

  • Improved student satisfaction with technology on EBI student survey
  • Reduction in student complaints re: wifi, bandwidth
  • Reduction in staff time to process billing
  • Improved integration and less time to move data across functional units: admissions, registrar’s office, billing
  • Reduction in staff time to produce management reports
  • Increased access to student data for planning, advising, assisting

The University will create spaces and support initiatives that contribute to long-term savings and sustainability.

2.7 Updates

The University has a strong track record for developing alliances to address energy costs via the use of landfill gas, energy-savings projects, and pursuit of solar energy options. The appointment of a director of sustainability takes the institutional focus on sustainability to a broader level.

Identify a director of sustainability.

Expand student internship options for on-campus sustainability projects.

Offer a learning community to students that is focused on sustainability.

Provide support to faculty who wish to add experiential learning focused on sustainability to an existing or new course.

February 2019. The University of Lynchburg became the first private university in Virginia with a Level One Certified Green Restaurant® on campus. The Green Restaurant Association certifies a dining establishment’s environmental friendliness based on a variety of factors, ranging from Energy Star cooking equipment to water-saving mechanisms.

 

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