Conclusion
Campus Master Planning: Facilities Utilization
Draft-11/23/98, REV. 7/10/1999, 1/18/2000, 2/7/2000

Some of these initiatives can be pursued independently but most are related to each other. The funds to advance these initiatives would come from two main sources, the operating budget and the Capital Improvement budget. Capital budget expenses for new buildings and major renovations require University participation in one third of the debt service so this impact on operating budgets must also be considered. New facilities impact the need for maintenance staff and utilities. Both of these also increase demands on operational budgets.

Some of the initiatives taken together would represent "double counting" of the expense. For example, the planning initiatives for buildings could be funded out of the proposed increase in R&B funding. The one time planning expenses could be funded out of the increased level of R&B funding. The following spreadsheet breaks down the estimated costs into appropriate categories:

Budget
Initiative
  Operating
One Time $
CIP $

1.

Space Principles

0

0

2.

6 Block Area

0

1,250,000

3.

R&B, R&R Plan

0

0

4.

R&B Funding

0

0

5.

Maint. Staff

0

0

6.

New Lib Expan

0

600,000

7.

Centennial Pre-Design

20,000

0

8.

Revise PMP

15,000

0

9.

Plan Bookstore

0

0

10.

Plan Signage

20,000

0

11.

Install Signage

Undet.

Undet.

12.

CIP/HEAPR Projects

0

26,792,000.

13.

Reassign SH, BB

20,000

0

14.

Reassign AS

20,000

Undet.

15.

Reassign BH

20,000

Undet.

16.

Reassign EB

0

0

17.

Plan Resue of Bookstore

10,000

Undet.

18.

Reassign AMC

5,000

0

19.

Plan Reuse of Whitney

10,000

Undet.

20.

Plan Housing & Child Care

15,000

Undet.

21.

Plan Fac. Serv. Space

10,000

Undet.

  Total 165,000 28,642,000.

While these costs and investments are substantial they represent the level of excellence the University aspires to in its vision.

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