Total cost

NEW Funding required (indicated by $)

Ongoing cost

Timeline for completion

Academic Program - Wells College will offer an academic program of the highest quality, with a curriculum that is relevant, culturally diverse, gender-balanced, and pedagogically sound.

A. Conduct internal reviews of the entire curriculum to assure that it is coherent and reflects the mission of the college.

1. By Fall 2007, conduct a comprehensive self-study for each academic program with the assistance of professional faculty colleagues from other institutions.

$80,000

09/07 22 mos.

20x $2000--includes consultant fees, timetable planning, food, accommodations

2. By Fall 2008, fulfill the recommendations made by the New York State Department of Education for accreditation of the Wells Elementary and Secondary Certification Program.

$919,000

$169,000 for building center and evaluation costs. $130,000 for new faculty for salary and benefits ongoing; $20,000 per year for materials and resources. Counted over 5 years.

$157,000 plus labor for installing educational resource center in library; visiting team costs and production of evaluation self study--$12,000; 2 new faculty @$65,000 for salary and benefits--ongoing cost; educational learning center resources--at least $157, 000 to build the center, plus budget of $20,000 to continue and maintain center.

3. Use information gathered in academic program self-studies to prepare for the 2009 external review by the Middle States Commission on Higher Education.

$3000/year

$15,000

It is important to generate a cumulative report with consistent chapters leading up to the final self study.

4. Periodically review the curriculum to ensure that course content, where appropriate, is gender balanced and culturally diverse.

annual cost for incentives

$10,000 per year

Course development funds, or consultants can provide incentives to assure this work takes place.

5. Continue to evaluate opportunities to expand the curriculum to meet the needs of current students and to attract new students to the College.

$50-75,000

This is institutional faculty development and assessment money for teams of faculty and sometimes administrators to go to conferences, have retreats to hammer out proposals, and to purchase and use assessment tools such as NSSE and FSSE.

6. Strengthen cross registration arrangements with Cornell University and Ithaca College.

$2000 per year

ongoing in budgets

Need funds for developing relationships, mileage, meals.

B. Increase and strengthen academic support services for students.

1. Establish a Learning Center that is a resource for all academic support services at the college.

$1,063,375

establish and staff - includes ongoing costs of $158,750 per yr

2. Identify, evaluate and improve study spaces for all students.

$80,000

Spent $20,000 in '05-06 on classrooms and will need to spend at least that much per year to upgrade classrooms and learning spaces for collaborative learning

3. Establish an orientation course that introduces all new students to the College’s academic and student life resources.

$5,000

This program needs to be rethought in order for it to be more effective--special needs for transfer students, speaker honoraria, administrative assistance, assessment--stipends for faculty planning

4. Evaluate and improve library services including expanded hours of operation and increased opportunities to use the Cornell library systems.

$200,000

$50,000/year - collections, services, staffing. These numbers must be refined, and based on current staffing.

C. Encourage gender balance as a valued component of the College curriculum.

1. Support workshops for faculty to prepare models for gender-balanced teaching and curriculum development.

$25,000

5 x $5,000

2. Encourage and support ways for librarians and faculty members to work together to compile teaching resources that include the contribution of women to the disciplines taught in the College.

$20,000

$5,000

Developing collections is expensive, and this calls for collection development, and collaborative meeting.

3. Encourage faculty to find ways to review their course descriptions and syllabi annually to make sure that women scholars and writers and women’s issues are duly represented where appropriate in their courses.

no/minimal cost

$5,000

This must be made a part of our regular work; if the faculty wants to develop an intentionally "gendered" curriculum, it will take some funds to make certain to build and maintain

4. Encourage the continuation of gender-balance as a value in faculty hiring.

see academic program A-4

D. Make experiential learning a more integral component of the College curriculum.

1. Ensure that students have opportunities for on-campus and off-campus experiential learning.

$40,000

planning and center

2. Hire an Off-Campus Study Director to centralize and facilitate the administration of the off campus study programs.

$130,000

spring 06

includes salary, fringes, start up costs, is in budget

3. Provide greater opportunities for internships.

$130,000

???

Funds for students to be housed in NYC for internships, or for January programs ($100,000) per year?; on campus internship fair for alumnae for internship development ($!5,000 per year?); expansion of corporate affiliates internships--travel and entertainement--$15,000 per year?)

E. By Fall 2007, conduct reviews of the Office of the Dean of the College, Library, Career Services, Office of the Registrar and Computing Services to ensure they are supporting the academic program.

This area could indeed have huge costs associated with it, if additional staffing is needed, or more equipment, or reorganized office space

1 Conduct a comprehensive self-study for each academic support unit with the assistance of professional colleagues from other institutions.

$20,000

5 x $4000; library assessment model cost $500 for start-up costs, and $3500 per year for annual subscription--called WorldCat Collection Analysis.

2 Use information gathered in self-studies of academic support areas to prepare for the 2009 external review by the Middle States Commission on Higher Education.

no/minimal cost

no associated cost

In the process of studying this item, this could have costs associated with it, such as additional staffing.

3 Continue to evaluate opportunities to enhance academic support units to meet the needs of current students and to attract students to the College.

$50,000

$10,000 per year for assessment tools, development of processes, administering assessment

STUDENTS - Wells College will attract and retain a student enrollment of 575 culturally diverse and academically promising students who benefit from institutional initiatives that support their academic and co-curricular pursuits and their holistic development.

A. Increase new student enrollment to achieve an optimal student enrollment of 575 culturally diverse and academically promising students.

1. Establish and implement a recruitment plan to achieve enrollment growth.

in annual budget

2. Attract and enroll an entering class that reflects our institutional commitment to diversity.

in annual budget

3. Develop and implement a merit scholarship program that attracts a diverse group of students with a high potential for student leadership and academic success.

in annual budget

B. Increase and strengthen academic support services for students.

1. Establish a Learning Center that is a resource for all academic support services at the college.

see Academic Program B-1

2. Identify, evaluate and improve study spaces for all students.

80,000

08-09 FY

spent $20,000 in 05-06

3. Establish an orientation course that introduces all new students to the College’s academic and student life resources.

completed

4. Evaluate and improve library services including expanded hours of operation and increased opportunities to use the Cornell library systems.

See B.4 under Academic Program

Further refinement needed in costing

C. Establish and maintain systems that support the holistic development of students.

1. Provide on-going opportunities for incoming and upper class students to discuss the challenges and successes of coeducation.

in annual budget

2. Improve ways to make the Wells College Honor Code an integral and valued part of student life.

no/minimal cost

3. Evaluate, improve, and increase counseling services for all students.

$82,800

82,800

9-Aug

4. Strengthen student organizations through the establishment of an active advisor system.

no/minimal cost

5. Establish a formal student mentor/advisee program for new students.

no/minimal cost

6. Provide ongoing opportunities to engage non-resident and non-traditional age students in the life of the College.

in annual budget

D. Establish and maintain open and effective channels of communication for all students.

1. Develop and implement efficient systems to regularly communicate pertinent College information to students that support their intellectual, personal, and social development.

could be purchase of a software program for this purpose, hiring an outside person/firm to build pages, purchase of software & training for on-campus staff to develop site/pages - ANN ROLLO TO DEVELOP COST

2. Evaluate and improve computer access in campus public spaces where students gather and in the residence halls.

$30,000

Based on quote from Frontrunner, this amount would provide professional wiring, wire mold, and high quality access points and switches in thirteen spaces for wireless technology

E. Provide a safe and healthy living environment for students.

1. Provide housing opportunities that reflect students’ desires to live in single-sex or coeducational residence halls.

no/minimal cost

no/miminal cost

2. Improve ongoing maintenance and housekeeping operations in order to achieve overall optimal facilities management.

no/minimal cost

3. Evaluate dining services in order to provide healthy food choices.

KAREN GREEN TO DEVELOP - IS THERE A COST or would Sodexo bear the cost?

4. Evaluate and enhance campus safety and security program.

KAREN GREEN AND MIKE CARTER TO DEVELOP

FACULTY - Wells College will attract, retain and support a highly qualified, diverse and professional faculty dedicated to teaching the liberal arts and sciences.

A. Provide competitive compensation in line with appropriate external standards in order to attract and retain high quality faculty.

1. Develop a schedule of incremental increases that will allow the College to reach IIB-2 no later than 2009-2010.

$701,000

09-10 FY

assumes IIB2 increases 3.5% each year

2. Establish a long-term plan for periodic review of faculty salary structure in order to maintain IIB-2 as a minimum average salary.

no/minimal cost

no/miminal cost

3. By 2010, choose a new higher external standard for faculty compensation and develop a plan for reaching it.

no/minimal cost

B. Provide sufficient faculty to meet curricular needs of each academic program.

1. Hire at least three new tenure-track faculty members each year for the next three years (Start Dates: Fall 2006, 2007, 2008), as designated by the Fall 2004 College’s Transition Plan.

$520,290

$362,850

3 new positions needed in 4th year as well because of student population growth; $195,000 for 3.

2. Standardize the process to review and report faculty staffing needs annually.

no/minimal cost

C. Provide support staff, equipment, and instructional opportunities that facilitate and improve faculty work.

1. Hire additional technology staff to assist in meeting the instructional needs of faculty.

$200,000

$40,000

includes fringes

2. Support training for faculty to become proficient in current technologies available on campus.

$60,000

$3,000 per workshop/ four per year

3. Provide well-equipped classrooms for current needs in teaching and learning.

$50,000

$10,000 per year

4. Review needs of faculty for administrative support in each department and provide support in areas where need is greatest.

$434,900

Add $33,500 for 5 years, plus $40,600 for 4 years, plus $35,000 for 3 years

Reorganize secretarial services to Faculty Assistance Services Taskforce (FAST); hire a new assistant for 2006-07; hire an arts events manager in 2007-08;and another admin. Assistant in 2008-09

D. Provide resources for scholarly, curricular, and institutional development.

1. Increase faculty travel budgets to encourage faculty attendance and participation in activities that strengthen teaching, scholarship, and curricular initiatives.

$100,000

$20,000 per year

2. Provide on-campus opportunities --workshops, forums, and lectures-- for professional development.

$75,000

$15,000/yr

Organizing workshops and residencies cost anywhere from $3,000-5,000 per workshop. If the college were to sponsor 3 new ones per year on diversity, pedagogy, or curriculum transformation, the cost could be $15,000-20,000 per year.

3. Provide opportunities for faculty to become more familiar with the expectations of and procedures governing the Wells College Honor Code.

no/minimal cost

no/miminal cost

E. Encourage recruitment practices and a campus climate that continues the strong presence of women on the College faculty.

in annual budget

STAFF - Wells College will attract, retain, and support a highly qualified, diverse, and professional staff that is well compensated, technically proficient, and enjoys a flexible, comfortable, and supportive work environment.

A. Provide competitive salaries that compare favorably with CUPA (College and University Personnel Association) and New York State Civil Service ranges in order to attract and retain highly qualified staff.

1. Implement and support the staff forum’s salary plan for staff to meet the goals by 2009-2010.

$1,020,535

$602,535

incl $850,446 salaries; $170,089 incr in benefits

2. Conduct an annual review and report progress towards benchmarks in achieving the salary goals.

no/minimal cost

no/miminal cost

B. Standardize annual evaluation methods and formats.

1. Improve and update the annual review document making it standardized for all departments with one section developed specifically for the area the staff member works.

no/minimal cost

no/miminal cost

2. Implement a consistent annual review timeline with supervisors.

no/minimal cost

no/miminal cost

C. Explore and develop a comprehensive plan to provide various initiatives from which employees may benefit personally and professionally.

1. Develop and implement a new employee orientation conducted within two weeks of hire.

$2,000

$500

depends on what is requested

2. Provide opportunities for staff to become more familiar with the expectations of and procedures governing the Wells College Honor Code.

no/minimal cost

3. Institute ID system for all employees.

in process

05-06 FY

well on its way to completion

4. Establish a recognition program to honor staff contributions.

$10,000

luncheons, gifts, money for years of service

5. Create and support incentives for education and improvement of skills.

$25,000

release time, reimbursement of courses, bonus for completion of course/course of study?

6. Provide opportunities for alternative work schedules for job sharing and seasonal flexible work hours.

no/minimal cost

D. Provide and support technology, equipment, and instructional opportunities that facilitate and improve staff work.

1. Establish two staff development days per year.

$4,000-$6,000

$2,000-$4,000

depends on internal or external involvement

2. Establish training classes for staff to become proficient in current technology available on campus.

$51,000

Purchase self training pkg of 3 CD's - Microsoft Office in a day. Budget for 20 employees per year to take up to three tech courses at CCC, budget for 2-3 offsite training @$1,400 each

3. Provide tools to effectively meet job requirements.

$918,130

Admin tech system upgrade to web/online version $351,130. To adopt a 3yr vs 5yr rotation of desk top computers requires an additional $113,400 per year. (still need to price out ergonomic furniture)

E. Develop and sustain an environment that creates a sense of community by encouraging and supporting staff involvement in campus activities.

1. Encourage staff to participate in the extracurricular life of the College.

no/minimal cost

2. Establish guidelines by supervisors for flexible work arrangements for staff members to attend on-campus activities.

no/minimal cost

ALUMNAE AND ALUMNI - Wells will engage an alumnae and alumni body that remains actively involved in the life of the College and supports the College’s initiatives.

A. Provide formal and informal opportunities to strengthen communication between alumnae and alumni and the College.

1. Share information about college programs, events, initiatives, priorities and needs on a regularly, timely basis.

improvements to website; possible purchase of module to facilitate web-based alumnae interaction

2. Collect feedback and updated information about alumnae and alumni including responses to College initiatives and priorities.

A ROLLO TO DEVELOP COSTS FOR BOTH

3. Work cooperatively with the Wells College Alumnae Association Board (WCAA), the Friends and Recent Graduates Organization Board (FARGO), the Board of Trustees and other college-sponsored volunteer groups to strengthen the flow of information and the lines of communication.

no/minimal cost

4. Maintain active alumnae and alumni participation in college traditions.

no/minimal cost

B. Solicit increased alumnae and alumni financial support for College priorities.

1. Launch a campaign to generate new and increased gifts to support capital needs, current use, and endowment growth.

estimate $240,000-$250,000 per year, based on previous $50M campiagn

$1,000,000

developing campaign budget to include potential database upgrade; additional staff; additional travel and print and e-publications; current estimate does not include database upgrade

2. Utilize the Annual Giving program to raise alumnae and alumni gifts in support of the College’s operating budget, to raise donor sights, and to establish patterns of philanthropy.

in campaign budget

3. Generate new, increased, and multi-year pledges from alumnae and alumni through Reunion Giving programs.

in campaign budget

4. Engage alumnae and alumni in project-specific fundraising initiatives as identified through the strategic planning process.

in campaign budget

C. Support and strengthen the involvement of alumnae and alumni as volunteers in support of College priorities.

1. Recruit talented and interested alumnae and alumni to support the College’s priorities through current volunteer structures including: Wells College Alumnae Association (WCAA); Friends and Recent Graduates Organization (FARGO); Fund raising volunteers including class and reunion chairs, agents; Class secretaries; and Alumnae Association Award Committee.

in annual budget

2. Establish additional volunteer groups as needed in support of identified strategic priorities including an Athletic Booster Club and Hall of Fame Committee.

AROLLO TO DEVELOP COST

3. Engage alumnae and alumni as appropriate in the College’s Experiential Education, internship and Career Development programs and as visiting speakers, artists and experts-in-residence.

AROLLO TO DEVELOP COST

COMMUNITY - Wells will sustain and enhance its sense of community as a college, its role as a welcoming neighbor and strengthen mutually beneficial relationships within local, regional, national, and global communities.

A. Support and enhance ways to strengthen the sense of community, respect and inclusiveness on campus.

1. Encourage all members of the campus community to be familiar with and uphold the tenets of the Wells College Honor Code.

no/minimal cost

2. Create systems to ensure that the Community Standards Statement is understood and embraced in the life of the Wells community.

$50,000

$10,000 per year

Developing community will take funds for facilitators, retreats, food, materials such as commonly read books.

3. Provide regular opportunities and encouragement for all members of the campus community to participate fully in the life of the College.

$25,000

$5000 per year

These funds can be used for opportunities for planning, for speakers on community building

B. Support formal and informal opportunities to strengthen the relationship between the village of Aurora and the College.

1. Offer lectures, arts events, and athletic contests that are open to the community.

in annual budget

2. Encourage campus participation in village life, including participation in cultural activities and programs and in services to local libraries and civic and business organizations.

no/minimal cost

3. Continue to mail campus publications such as Arts & Lecture Series brochures and the Express to village residents.

in annual budget

4. Continue to find ways to share the resources of the College with the local community.

See Students D-1

C. Strengthen the channels of communication with our internal and external communities.

1. Invite local and regional residents to campus events.

no/minimal cost

2. Strengthen relationships with media outlets.

no/minimal cost

3. Improve use of the College’s website for providing timely information, including links as appropriate.

costs included in upgrading website for other purposes- see Students D-1

D. Develop partnerships with organizations and individuals that support the College’s goals.

1. Continue to strengthen collaborative relationships with regional colleges and universities and seek out additional opportunities for collaboration.

no/minimal cost

2. Work to establish relationships with educational, philanthropic, governmental, corporate, economic development, and humanities organizations.

A ROLLO TO DEVELOP COST

3. Develop and strengthen governmental relations and advocacy efforts.

no/minimal cost

4. Increase and strengthen articulation agreements with area schools and colleges.

no/minimal cost

E. Explore ways to improve understanding and to honor the land and culture of the Haudenosaunee Confederacy, with special emphasis on the Cayuga Nation.

1. Provide workshops and programs that educate the College community regarding the history and current issues affecting the Cayuga Nation.

$50,000

$10,000 per year

Workshops, speakers, facilitators, films are needed to help build understanding. Funds are needed for additions to the Peachtown Festival and Education Days.

2. Support recruiting efforts by the admissions office to increase the student enrollment of members of the Haudenosaunee Confederacy at Wells.

in annual budget

3. Encourage the inclusion of the history and culture of the Haudenosaunee as important components of the Wells College curriculum.

in annual budget

DIVERSITY - Wells College will cultivate and sustain a community culture where respect, diversity, inclusiveness, and social justice are understood, embraced, and supported.

A. Demonstrate an institutional commitment to diversity that promotes respect and inclusiveness as core values of the College.

1. Develop and enhance systems and programs that support the diversity of our College community (students, staff, faculty, and alumnae) during the 2005-2006 academic year.

in annual budget

$6,000

2. Assess the developing needs of the Wells community regarding issues of diversity.

in annual budget

3. During the 2005-2006 academic year, search for an individual whose job, beginning July 2006, will be to support a community culture where respect, diversity, inclusiveness, and social justice are understood and embraced.

$70,000

salary and search ($5,000)

4. Develop a long-range institutional diversity plan that uses the Community Standards Statement as a guiding document.

in annual budget

HISTORY - Wells College will honor its history as a women’s college by celebrating the contributions that women have made to Wells College and the nation and by demonstrating in programs and curricular initiatives a vibrant commitment to sex and gender equality.

A. Develop academic and student-life programs that honor Wells’s history as a women’s college.

1. Hold Founder’s Day program annually to honor the College’s historical commitment to the education of women.

$1,000 annually

$5,000

2. Support programs to celebrate women leaders who are Wells alumnae, faculty, staff, and students.

$1,000 annually

$5,000

3. Monitor student-life programs to ensure that they are sensitive to the discrimination that women have suffered in this country and throughout the world.

in annual budget

4. Develop methods to assess the attention given to the history of Wells as a women’s college.

in annual budget

5. Organize community-building projects for students that foster the understanding and celebration of Women’s History in general and Wells History in particular.

$1,000 annually

$5,000

B. Encourage gender balance as a valued component of the College curriculum.

1 Support workshops for faculty to prepare models for gender-balanced teaching and curriculum development.

$20,000

2 Encourage and support ways for librarians and faculty members to work together to compile teaching resources that include the contribution of women to the disciplines taught in the College.

$20,000

retreats, conferences

3 Encourage faculty to find ways to review their course descriptions and syllabi annually to make sure that women scholars and writers and women’s issues are duly represented where appropriate in their courses.

$30,000

$6,000 per year

See Academic Programs, C3, Funds for materials and journals for program development

INTERCOLLEGIATE ATHLETICS - Wells College will have a high quality intercollegiate athletic program that supports the mission and enrollment goals of the College.

A. Expand the athletic programs for women and men.

1. Based on enrollment growth over the next five years, add to the existing programs the following intercollegiate athletic programs:
Women: Volleyball, Basketball, Golf
Men: Lacrosse, Tennis, Basketball, Golf, Baseball

$100,000 start up cost for men's lax - LYN LABAR AND DH TO DEVELOP

2. By Fall 2006, send letter of interest to Conference(s) that fits well geographically for Wells, and by Fall 2007, apply for membership in selected conference.

LYN LABAR TO DEVELOP COST

B. Recruit and retain academically and athletically talented student athletes for the Wells intercollegiate teams.

1. Formulate a plan to increase visibility of the intercollegiate athletic program across the internal campus and ideally, the regional community.

LYN - COULD THIS BE PART OF CAMPUS WEB DEVELOPMENT COMMUNCATION PLAN?

2. By September 2005, develop a multi-faceted recruitment plan designed to target talented students in the region and the nation to participate in intercollegiate athletics at Wells.

$129,000

Approx. $15,000 for software program. Addition of $4,500 recruiting budget for each new sport, annually.

3. Achieve and maintain an 80% or higher graduation rate for student athletes.

no/minimal cost

4. Provide academic support for student athletes so that they achieve and maintain a collective GPA of above 3.0.

See Academic Program B-1

C. Attract, retain, and support adequate coaching and professional support staff for the intercollegiate athletics program.

1. By January 2006, establish an Intercollegiate Athletic Advisory Committee comprised of administration, faculty, student athletes, and staff to assess needs and goals of the athletic program and the student athletes.

$5,000

5,000

06-'07

2. Conduct comprehensive searches to fill all vacant full-time athletic staff positions.

in annual budget

3. Increase budget to support staff participation in professional development opportunities, educational workshops, and national sport conventions.

$20,000

20,000

D. Provide a sport facility that meets the competitive, educational, and recreational needs of the program.

1. Move forward with short-term renovation plans for Schwartz Building.

$4 million

06-07 fy

first phase $1.4 million, second phase is rough estimate

2. By February 2006, select an architectural firm to develop plans for improvements to College athletic facilities.

no/minimal cost

need to move date to May 2006 or later

3. In consultation with the Vice President for External Relations, identify and cultivate relationships with alumnae and alumni, prominent donors, and prospective donors for intercollegiate athletics.

See Alumnae/Alumni Campaign B 1-4

E. Establish a broad-based Booster Club Organization.

1. Develop a database of all Wells College Alumnae Student-Athletes.

in annual budget

2. By June 2007, establish an “Express Hall of Fame” that will serve as the Intercollegiate Athletics Sports Hall of Fame.

See Alumnae/Alumni C-2

3. By June 2007, create Email ‘Friends of Wells Athletics’ Newsletter Program (3 emails / year) for outreach strategy and communication with alumnae and alumni.

LYN LABAR TO PROVIDE COST

PHYSICAL ENVIRONMENT - Wells College will recognize and preserve the natural beauty of the campus and surroundings by developing and maintaining a physical plant that adequately supports the academic program and the social and recreational life of the campus community.

A. Make the campus more inviting, secure and accessible to students, staff, faculty, and visitors.

1. By Fall 2006, develop and prioritize a table of needs for accessibility to campus buildings and grounds.

no cost to develop table of needs

2. Develop and implement a plan for lighting, signage, security phones and navigation throughout campus.

3. Develop informal gathering spaces throughout the buildings and grounds.

B. Utilize, enhance, and preserve our local natural resources for the benefit of current and future generations.

1. Develop nature trails in collaboration with the campus community.

no/minimal cost

no/miminal cost

2. Increase the use of the lake for learning and recreational activities.

some cost in budget

3. Improve green spaces on campus.

4. Develop a plan to revitalize the College’s recycling and energy conservation initiatives.

no/minimal cost

no/miminal cost

C. Build a new Science Building to meet current and future curricular needs.

1. By Fall 2005, establish a timetable for construction

$18,552,248

$10,457,033

as of Aug 16, 2005

2. Complete solicitation of identified funding prospects by December 2005.

3. Based on fund raising results, target a groundbreaking date for Spring 2006.

no/minimal cost

4. Develop a plan for vacating science departments from Zabriskie and relocating to new building.

moving cost in science bldg construction budget

plan needs to be developed

D. Using the Erdman Report (1980 and 1990 update) and HOLT Architect Building Conditions Report (2001) as a guide, complete necessary improvements for the workplace, campus life areas, and academic spaces.

1. Prioritize the table of needs identified by the Superintendent of Buildings and Grounds.

$2,747,000

includes life safety, student quality of life & general operations

2. Develop and implement an improvement plan for academic spaces in consultation with the Vice President for Academic Affairs and other academic personnel.

$100,000

3. Develop and implement an improvement plan for library spaces in consultation with the Vice President for Academic Affairs, the Head Librarian, library personnel, and academic personnel.

$407,732

Based on 1999 Library Assessment report by Corson/Hoffmann, Library Planning Consultants $254,880 and furnishings & equip list prepared 2005 by M. Godbout $152,852

4. Develop and implement an improvement plan for student life spaces in consultation with the Dean of Students and other student life personnel and committees.

$885,282

Includes one bed, 5 drawer chest, pedestal desk, wardrobe(where needed), bookcase, chair & desk chair=$710,282. Finish furnishing floor lounges - $175,000

5. Develop and implement an improvement plan for the workspaces in consultation with the Vice President & Treasurer and other applicable personnel.

$190,000

new computer work stations and chairs

6. Develop and implement an improvement plan for the College dining facilities.

$965,790

$9,657,990

based on 2002 Sodexo proposal, adjusted for inflation

7. Develop and implement a plan to assess the ways that unused buildings can be refurbished for campus housing and other needs as determined by the College. (reword goal for clarity)

E. Identify future use for Zabriskie Hall