The College 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 College 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 College will use a space analysis to assist in the prioritization of facilities’ needs.
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 College, using the space analysis study as a road map, will renovate and enhance residential facilities.
The College 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 college must renovate and modernize its residential facilities to better match student needs.
2.2a Updates: Renovate/enhance residential facilities - McWane Replacement
McWane Hall Replacement: The final construction documents are being prepared by Dominion 7, Cooper Carey, and Timmons for completion in February/March 2018. Contractor interviews and selection will occur January 17, 2018. Final pricing and maximum cost will be completed by contractor in March 2018. A public bond issue to replace the variable rate debt will likely occur in March/April 2018. Studies are underway to identify any impediments to demolition of McWane relative to utilities or hazardous substances. Construction to begin in May 2018.
2.2b Updates: Short term: renovate bathrooms in Montgomery and Tate Halls
Short term projects to renovate bathrooms in Montgomery and Tate Residence Halls: Initial design plans have been reviewed and will be refined and approved late January 2018. To keep residential capacity in-line, Montgomery Hall will be the target for work for summer 2018. Bidding should take place in February/March 2018.
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 College 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 College. Students arrive at the College with expectations that facilities will be cutting-edge, as they are in many public high schools today.
Ballinger, Inc. worked with a team of departmental representatives in the School of Sciences to design and renovate existing space in Hobbs-Sigler, as well as new space. The design took into consideration the data from space studies as well as input from each School faculty member. Of particular consideration was the prediction of growth in the number of majors and faculty members based on current trends in the sciences. Cost predictions were also considered. Based on these data, a detailed plan was assembled that lays out common teaching space, lab space, faculty office space and dedicated research space. Classrooms were "right-sized" based on enrollments in majors, while allowing for growth. Active learning techniques were considered in classroom design. Facility considerations such as HVAC, water and electrical were also considered in the design. Detailed plans for building will be available once funding is available.
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 College must address deficiencies in the athletic facilities area.
The Athletics and Friends workgroup, including the principals from CannonDesign, completed a conceptual design for new athletic/community facility that was presented to the Board of Trustees at the October 2017 meeting. The design includes spaces for exercise physiology (one of the fastest growing undergraduate programs), enhanced wellness and fitness spaces for the campus community, and the types of dedicated team spaces to attract high-caliber scholar athletes.
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 College Corner that links the graduate health science building to the main campus.
The College will partner with the City of Lynchburg to create an enterprise zone at College 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 College property, further enhancing recreation for the community and for the College.
The College continues to purchase strategic properties with the help of alumni Gary Case. All meetings with the City have been positive and cooperative, and the enterprise zone has been extended. Next steps include further acquisition, modeling, further intersection planning, and developing an RFP for potential developers. Property financing was finalized in October 2017 with bank qualified loans from Union Bank.
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 College 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 College to adapt more quickly to the needs of a changing student body.
New HR management software, student information software, and general accounting software packages have been identified. Data conversion is underway to support implementation of these packages. Conversion process is helping to identify strengths and weaknesses in data available so that the properly supported analytics can be identified and developed. As new software implementation begins, so will process review and refinement. Hardware has been implemented for network device management; wireless support and network infrastructure improvements are ongoing, pending available budget support.
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