BALL STATE UNIVERSITYSTATE BUDGET REQUEST
2011–2013 BIENNIUM
Prepared by Ball State University’s Office of Governmental Relations in collaboration with academic and administrative units
August 2010
iiBall State University
The information presented here, correct at the time of publication, is subject to change. Ball State University practices equal opportunity in education and employment and is strongly and actively committed to diversity within its community. 6351-10 umc
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THE ENTREPRENEURIAL UNIVERSITY Access and success. Affordability and quality. Preparation and support. Achieving these important educational outcomes while also helping to renew Indiana’s communities and economy requires an innovative, creative, entrepreneurial vision—especially amid today’s challenging financial climate.
As our bold five-year strategic plan heads down the home stretch, Ball State University is uniquely positioned to provide a distinctive, transformative higher education option that not only prepares Indiana’s best and brightest students for leadership in the global marketplace but also reaps long-term rewards for the state’s quality of life.
Our investment in Education Redefined: Strategic Plan 2007–2012 is producing amazing returns as the university recruits and retains high-ability students—nearly 90 percent of whom are from Indiana—and provides accessible world-class faculty, real-world immersive learning experiences, the latest digital technology, and a vibrant and supportive campus. This investment readies students to take advantage of current and emerging job opportunities, meet society’s most pressing needs, and serve the communities in which they will live and work.
Implementing such a plan requires fiscally sound planning geared to a sustainable long-term approach to financial management, making the most efficient use of resources, facilities, and personnel. Because this approach has been integral to Ball State’s operation for decades, the university is poised to achieve its ambitious goals and objectives.
This request for biennial operating and capital improvement budget allocations—and particularly The Entrepreneurial University quality improvement line item—supports our objectives to recruit better-prepared students, provide a better curriculum and educational experience, and deliver better outcomes for academic excellence and economic improvement.
Jo Ann M. Gora President Ball State University
The Entrepreneurial University
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The entrepreneurial university takes creative risks and ambitiously defines new challenges in learning, scholarship, engagement, and community.
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CONTENTS
EXECUTIVE SUMMARY
INTRODUCTION 3
STRATEGIC PLAN 2007–2012 3
REACHING HIGHER 12
APPENDIX: COMPARATIVE ANALYSIS OF 21 STRATEGIC DIRECTIONS
OPERATING BUDGET REQUEST
GENERAL SUMMARY 27
OPERATING BUDGET SCHEDULES 31
LINE ITEM REQUEST: THE ENTREPRENEURIAL UNIVERSITY
GENERAL SUMMARY 63
LINE ITEM SCHEDULE 66
LINE ITEM REQUEST: THE INDIANA ACADEMY
GENERAL SUMMARY 69
LINE ITEM SCHEDULE 71
CAPITAL IMPROVEMENT BUDGET REQUEST
GENERAL SUMMARY 75
CAPITAL IMPROVEMENT SCHEDULES 87
SPECIAL REPAIR AND REHABILITATION 93 PROJECT REQUESTS
EDUCATION+ECONOMY
MISSION+NEEDS
PEOPLE+IDEAS
GIFTED+TALENTED
CAMPUS+FACILITIES
Contents
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EXECUTIVE SUMMARY
EDUCATION+ECONOMY
BALL STATE UNIVERSITYSTATE BUDGET REQUEST2011–2013 BIENNIUM
2Ball State University
Ball State University’s strategic plan focuses on
providing a nationally recognized, distinctive, and
academically innovative higher education option in Indiana
that prepares students to become leaders in today’s professional marketplace.
3
INTRODUCTIONTRADITION OF INNOVATIONPerhaps not even the Ball brothers could have envisioned that the opening of a new state school to train teachers in Muncie, Indiana, in 1918 would launch a rich tradition of innovation in higher education that has flourished for nearly 100 years at Ball State University.
The small regional college grew into a comprehensive university by 1965 and continues to expand its reputation today with national rankings and awards in disciplines as diverse as teacher education, entrepreneurship, business, telecommunications, architecture, and the arts. Cutting-edge initiatives in immersive learning and emerging digital media distinguish Ball State from other universities across the country as we strive to stand out as one of the most innovative and attention-worthy undergraduate-focused institutions nationwide.
Students, alumni, supporters, colleagues, and government officials recognize Ball State’s emergence as a leader, entrepreneur, and valuable resource in Indiana higher education.
ENTREPRENEURIAL VISIONLike the five New York industrialists who moved their glass container business to Indiana during the natural gas boom more than a century ago, Ball State is driven by an entrepreneurial vision that turns ideas and insight into market-responsive innovations. Faculty, staff, and students share a passion for taking creative risks, exploring new ventures, and developing unconventional solutions for real-world challenges.
Our vibrant campus provides a fertile environment for creativity, collaboration, and experimentation that can lead to new discoveries. Some resulting intellectual property can be spun off into new products and businesses that have the potential to create jobs for Indiana. Many of our immersive learning and applied research projects help advance economic development and quality of life improvement in communities across the state.
Large enough to offer plenty of resources and opportunities but small enough to be flexible and personal, Ball State provides a distinctive, relevant, and affordable academic experience in and out of the classroom that prepares thousands of Indiana students—nearly 90 percent of our students come from within the state—for the rapidly changing, global marketplace.
We take seriously our obligation to meet and exceed what Hoosiers expect and need from a public university charged with addressing 21st-century demands.
STRATEGIC PLAN 2007–2012EDUCATION REDEFINEDThriving as an entrepreneurial university committed to excellence and access requires foresight and sustained effort toward common goals. To that end, Ball State University’s Education Redefined: Strategic Plan 2007–2012 is generating momentum and guiding the institution’s success through 2012. This five-year strategic plan was developed by a campuswide task force with extensive input and feedback from faculty and staff. Each academic and administrative unit on campus has developed prioritized, measurable objectives and resource strategies to support the plan’s goals.
The strategic plan’s vision, mission, goals, objectives, core strategies, and progress are discussed on pages 4–11.
Executive Summary
4Ball State University
VISIONBall State University will be a national model of excellence for challenging, learner-centered academic communities that advance knowledge and improve economic vitality and quality of life.
GOAL 1: LEARNINGBall State University will promote academic excellence among undergraduate and graduate students seeking a rigorous learning experience.
■ Attract, enroll, retain, and graduate a more selective and diverse student body.
■ Provide each undergraduate with the opportunity to participate in an immersive learning experience.
■ Increase the number and quality of significant in- and out-of-classroom learning opportunities such as experiential learning, international learning experiences, and service learning.
■ Increase the number of nationally ranked or recognized academic and cocurricular programs.
■ Offer market-responsive and nationally ranked or recognized extended education opportunities that are integrated with on-campus offerings.
GOAL 2: SCHOLARSHIPBall State University will support and reward faculty and student scholarship of discovery, integration, application, and teaching.
■ Increase the number of quality faculty development opportunities to support high-quality scholarship.
■ Expand extramural funding to support scholarship.■ Increase the number of faculty and students and the
breadth of disciplines engaged in scholarship.■ Recognize scholarship of discovery, integration, application,
and teaching with implementation defined at the departmental level.
■ Grow selected graduate programs to support increased scholarship.
■ Attract and retain highly productive faculty of national prominence.
GOAL 3: ENGAGEMENTBall State University will address local, state, national, and international needs through activities that foster collaboration and mutually beneficial relationships with its diverse constituents.
■ Foster and support activities of faculty, staff, and students that have the potential to lead to enterprising ventures.
■ Offer market-responsive educational, cultural, and economic development programs that meet the needs of external partners.
■ Expand the success and reach of Ball State’s Building Better Communities (BBC) initiative, dedicated to expanding economic opportunities and advancing quality of life in communities across Indiana.
■ Lead Indiana in authorizing charter schools and be the premier resource supporting the success of all charter schools.
■ Provide working professionals in Indianapolis access to professional development through graduate programs, skill enhancements, and facility access.
GOAL 4: COMMUNITYBall State University will improve the university community’s quality of life.
■ Increase student, staff, faculty, and family participation in a coordinated wellness program.
■ Create a service-oriented campus culture in all units.■ Achieve greater success and recognition in extramural
athletics and academic competitions.■ Increase diversity of student, faculty, and staff populations
and enhance the climate supporting diversity.■ Plan and execute new construction and renovations of campus
facilities to best support learning, scholarship, institutional effectiveness, and quality of life.
■ Increase the vitality of campus social and cultural life.
OTHER OBJECTIVES AND OUTCOMESAdditional supporting objectives for each goal address university-wide marketing communication and branding strategies, financial resources, and information technology. For all of the objectives as well as measurable outcomes for each objective, please refer to the complete strategic plan available at www.bsu.edu/strategicplan. Most of the objectives and measurable outcomes in the plan also appear in the Appendix: Comparative Analysis of Strategic Directions on pages 21–24 of this book.
STRATEGIC PLAN 2007–2012 GOALS AND OBJECTIVES
5
MISSIONBall State University is an innovative, supportive academic community that inspires students by:
■ Offering action-oriented learning, including immersive out-of-class experiences, research, and study abroad.
■ Providing extraordinary access to and collaboration with professors who create scholarship to advance knowledge, improve teaching, and transform learning.
■ Engaging state, national, and international communities to enhance educational, economic, and cultural development.
CORE STRATEGIESOur goal is to clearly differentiate Ball State University from other four-year universities in Indiana and become recognized as one of the most innovative and attention-worthy undergraduate-focused institutions nationwide. The following core strategies of Education Redefined: Strategic Plan 2007–2012 will help Ball State achieve distinction as an academically excellent, entrepreneurial university.
HIGH-ABILITY STUDENTSTo sustain a more rigorous and innovative learning environment, Ball State must attract and retain excellent students who are well prepared for the challenge. The university needs top-notch scholars who have the ability, motivation, and intellectual curiosity to meet the demands of intense and creative learning activities in and out of the classroom, personal collaboration with world-class faculty, and cutting-edge technology applications.
High-ability students boost the success of our unique immersive learning experiences and will ensure high retention and graduation rates for the institution in the years ahead. As graduates, they will serve as ambassadors for the quality and uniqueness of a Ball State education, enhancing the university’s local and national reputation and encouraging other high-caliber prospects to seek admission.
Past the midpoint of the five-year strategic plan, our selective admission policy is raising the university’s undergraduate academic profile. Today Ball State is enrolling its most academically prepared freshman classes as evidenced by the following 2010 indicators:
■ Average SAT score of new freshmen is projected to be 1,592, up 53 points from 1,539 in 2006.
■ Average high school GPA of new freshmen is projected to be 3.33, versus 3.196 in 2006.
■ Nearly two-thirds—a projected 63.2 percent —of all new freshmen hold a high school honors diploma or the equivalent, up from 46.8 percent in 2006 and particularly notable given that only 32 percent of all Indiana high school graduates completed the state’s honors diploma in 2008–09.
■ About 12 percent of all freshmen are projected to receive honors entry to Ball State, rising steadily from 7.5 percent in 2006, and our Honors College is enrolling its largest freshman classes in recent memory.
At the graduate level, the number of master’s programs enrolling students with an average undergraduate GPA of at least 3.3 has increased since 2006.
Executive Summary
PERCENT OF STUDENTS EARNING ACADEMICHONORS DIPLOMA OR EQUIVALENT
Per
cent
Year
46.8%
63.2% *
32%
*projected
Ball State FreshmenIndiana High School Graduates(latest data available)
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Generous scholarships help make Ball State more appealing to high-achieving students in Indiana and nationwide. Our Ball State Bold capital campaign is creating 200 new scholarships for these students, adding to the more than 400 endowed scholarships already available. The new, privately funded awards will target Honors College freshmen, minorities, and students with emerging media and leadership potential. In addition to rewarding academic achievement, scholarships support special learning experiences on campus and abroad.
Ball State’s Honors College—the most comprehensive in Indiana—plays a key role in recruiting students of high academic promise and achievement, providing distinctive learning experiences that allow them to thrive. In newly renovated residential and academic facilities, Honors College students engage in stimulating discussion-based classes, challenging course work, international study, research projects with faculty, and shared honors housing.
By providing a distinctive, innovative, and affordable higher education option, Ball State will help keep Indiana’s best and brightest scholars in the state for college and careers while also attracting other top students from across the country to Indiana. Nearly 90 percent of our students come from within the state.
IMMERSIVE LEARNINGAt the heart of Ball State’s distinctive, innovative educational experience is immersive learning. Through intense, hands-on, interdisciplinary team projects with actual business and community clients, traditional course work is crystallized and extended beyond the classroom. These relevant, real-world experiences are the hallmark of our commitment to academic excellence and the cornerstone of our strategic plan. They set Ball State apart from other institutions competing for high- ability scholars across the country.
Immersive learning revolutionizes the typical teacher-centered classroom by stretching students through creative rather than directed inquiry. In highly specialized seminars and projects, usually carrying academic credit, students from different majors
work closely with faculty mentors and outside partners to develop practical solutions for real-life problems, mirroring the workplace. Together they create a tangible outcome or product—such as a report, book, Web site, film, performance, exhibit, business or development plan, prototype, or improved system—that has lasting value for the partner or community.
These student-driven, transformative experiences are available in each academic college, nearly every department, and many special centers and programs on campus. Immersive learning projects share the following characteristics:
As the quality of Ball State’s students rises, so does the number of prestigious national scholarships and fellowships they’re earning for special study and research. Since 2007, our students have won 18 major national awards, including:
■ Fulbright Fellowship■ Barry M. Goldwater Scholarship■ Morris K. Udall Scholarship■ James Madison Fellowship■ Jack Kent Cooke Scholarship■ Navy Health Professions Scholarship■ U.S. State Department’s Critical Language Scholarship■ National Science Foundation Graduate Research
Fellowship
Building on the knowledge and education earned at Ball State, students and young alumni are using these awards to teach English in Indonesia, experience the culture of Egypt and Peru, study medicine at the University of Cambridge, and further their education and careers.
“I think we are starting to see a pretty clear trend where Ball State students are competing with the best of their peers around the country for many of these prestigious awards,” says Barbara Stedman, Honors College fellow and director of national and international scholarships. “It’s proof of what we have been doing recently in terms of recruiting these kinds of high-achieving students.”
NATIONAL AWARD WINNERS
STUDENTS PARTICIPATING INIMMERSIVE LEARNING
1,680
2,613 2,726
0
500
1,000
1,500
2,000
2,500
3,000
2006–07 2007–08 2008–09
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■ Synthesizing and applying classroom instruction and knowledge
■ Helping students understand societal issues in global, local, economic, or environmental contexts
■ Sharpening students’ teamwork, leadership, and communication skills
■ Connecting students with industry professionals
■ Providing a portfolio of work that gives students a career advantage
Immersive learning helps our students graduate self-assured and market savvy, ready to meet the shifting demands of today’s global, knowledge-based economy with experience well beyond their peers.
From 2007 to 2009, more than 5,300 students participated in 285 immersive learning projects in 69 Indiana counties, (see chart on page 6) and the numbers continue to grow. The Ball State Bold capital campaign will support the creation of as many as 100 new immersive learning projects campuswide.
Ball State’s Education Redefined: Strategic Plan 2007–2012 calls for providing each undergraduate student the opportunity to participate in an immersive learning project. As we expand the depth and breadth of these experiences, they will become an integral component of every Ball State degree.
VIBRANT CAMPUS Ball State must continue to enhance its vibrant and supportive campus environment in order to attract and retain bright students and prepare them for leadership after college. A wide variety of educational, cultural, and social activities help students learn, grow, gain new perspectives, build connections, interact with others, and hone their skills beyond the classroom. Teaching and learning are also enriched by cutting-edge facilities and technology and a campuswide emphasis on diversity, wellness, and environmental sustainability.
Our students consistently say Ball State is the perfect size, able to provide the extensive programs, resources, facilities, and opportunities of a large university as well as the personal attention and interaction usually found at a smaller college.
Executive Summary
A recent immersive learning project involving emerging media is promoting tourism and economic development in sometimes out-of-the-way communities in Indiana. The 2010 Indiana 500 Tour highlights the state’s transportation heritage, helping motorists identify 120 local destinations of interest in 20 Hoosier counties at the newly launched Web site, www.indiana500tour.com.
Spearheaded by State Rep. Wes Culver of Goshen, the project is a collaboration between the Association of Indiana Convention and Visitors Bureaus and a team of Ball State students and faculty whose disciplines range from telecommunications to geography. The students developed the Web site, conducted GIS mapping, and established social media accounts to help promote the new travel opportunity. Student-created promotional materials will be placed at various visitors bureaus around the state. Ball State students also are developing advertising materials, travel blogs, and adapting the Web site to additional mobile applications.
Other immersive learning projects conducted through the university’s academic colleges and special programs include the following:
■ A Teachable Moment: Greensburg/Honda Project■ Avatar-Based Personal Assistant■ Banking Web Site Security: A Comparative Analysis of the
Web Sites of First Merchants, National City, Mutual Bank, Star Financial, and Chase Bank
■ Creating a Company to Produce Teaching Modules for the Steuben County Judicial System
■ Drawn to Reading■ Elder Well-Being Through Broadband Assistance
■ Enhancing Cyber Security Through Internet Penetration Tests■ Greening Indiana Communities■ Increasing the Odds: Starting a Business■ Indiana Foodways Alliance■ Movers and Stakers: Stories Along the Indiana National Road■ Project Awareness: Protecting Indiana Adolescents■ Regional and Master Plan for Green-Sullivan State Forest■ Second Harvest Food Bank Mural Project■ State of Assault: A Comprehensive Forensic Analysis
IMMERSIVE ECONOMIC BOOST
8Ball State University
From day one, the university’s nationally recognized first-year programs help new students make a smooth transition to college life and lay the foundation for academic success. In 10 living-learning communities on campus, students with similar academic interests are housed together to encourage interaction and support outside of class. Students living in these communities tend to make better grades and interact more with faculty. One community provides a close-knit, creative environment for Honors College students.
Ball State also offers more than 350 student-run organizations and clubs of all kinds—including national award-winning student media—plus student academic competition teams in six colleges and NCAA Division I athletic programs in 19 sports. Our student-athletes rank well in graduation and academic progress rates each year, averaging a 3.06 cumulative GPA (on a 4.0 scale) in 2009–10. At the same time, new wellness initiatives—including a smoke-free campus and the dynamic, new Student Recreation and Wellness Center—are improving the health and productivity of students, faculty, and staff.
Academically, the latest professional-grade technology and facilities and the university’s fully integrated digital environment are allowing students and faculty to engage in emerging media, meaningful research, and global interaction. Whether developing iPhone and iPad apps or filming in one of the world’s largest and most sophisticated virtual production studios right on campus, Ball State students, faculty, and staff collaborate on entrepreneurial opportunities in emerging media across the campus. Our $17.7 million Emerging Media Initiative encourages student and faculty innovation by funding interdisciplinary projects with potential for commercialization.
The Emerging Media Fellows program gives students hands-on, team-based experience through high-profile projects across the state that focus on emerging media solutions. The university’s Randy Pond Emerging Media Scholars program also enables more student involvement in emerging media, and skilled students work on creative projects and provide media software training as part of Ball State’s award-winning Digital Corps—Indiana’s only Apple-certified training team. Our digital media minor allows students in any major to add digital media design, production, and assessment expertise to their career path.
The Ball State campus also has become a regular stop for nationally prominent leaders and thinkers ranging from former ABC news anchor Ted Koppel, Pulitzer Prize-winning journalist Thomas Friedman, and environmentalist Robert Kennedy Jr. to The Art of Innovation author Tom Kelley and Burberry CEO Angela Ahrendts. The Ball State Bold campaign will provide resources for additional nationally and internationally significant speakers.
More than halfway through Ball State’s Education Redefined: Strategic Plan 2007–2012, student participation has increased in the following campus activities and programs since 2006:
■ Living-learning communities, 112 percent
■ Cultural activities, 59 percent
■ Extracurricular and cocurricular experiences, 14 percent
■ Greek fraternities and sororities, 5 percent
■ Recreation and wellness activities, 3 percent
Ball State’s strategic plan is building upon the university’s strengths as a unified, welcoming academic community. Further development and expansion of the campus, construction of new facilities, and renovation of existing facilities are enabling even better learning, scholarship, institutional effectiveness, and quality of life. New or renewed residential, recreational, and academic buildings—many funded through the Ball State Bold campaign—will benefit the entire campus community.
Ball State’s recent and current construction and renovation projects on campus include the following:
New ConstructionDavid Letterman Communication and Media BuildingHelen B. and Martin D. Schwartz Special Collections and Digital Complex (in Bracken Library)Kinghorn Residence Hall Marilyn K. Glick Center for GlassMusic Instruction Building and Sursa HallPark Residence Hall Student Recreation and Wellness Center
Renovation ProjectsA. Umit Taftali Center for Capital Markets and InvestingBall State PlanetariumBall State University Museum of ArtBall State Welcome CenterChristy Woods GreenhousesDeHority Complex (Honors College residence hall)Edmund F. and Virginia B. Ball Honors House L.A. Pittenger Student Center Scheumann Football StadiumWoodworth Commons Dining Facility
CAMPUS IMPROVEMENTS
9Executive Summary
NATIONAL RECOGNITIONIncreasing the number of nationally ranked or recognized programs and faculty will bolster Ball State’s outstanding quality and reputation as a national hub of academic innovation. Cutting-edge, challenging academic programs and gifted, world-class faculty are essential for an intellectually dynamic community that will attract the finest scholars to study and teach here.
Excellent academic programs at Ball State thrive on interdisciplinary experimentation and creative risk taking among students and faculty. Even freshmen find themselves working in simulated or real-life situations that give them opportunities to discover, develop, and display their talents.
Students collaborate with each other and with professors who are leading scholars and practitioners in their fields, enjoying unparalleled access to these master teachers for a university of Ball State’s size. About 93 percent of our classes are taught directly by faculty and only 7 percent by teaching assistants. Students also benefit from a low student-to-faculty ratio (18 to 1) and small average class size (31 students). Our faculty are passionate about teaching, applied research, and creative endeavors, and their work draws national attention. They seek new ways to integrate relevant, real-world applications into learning.
Many faculty and students engage in real-world research, learning, and service through institutes and centers of excellence on campus. From improving Indiana’s voting process to bringing teachers to high-need areas, the activities of these centers prepare students for professional careers and bring national recognition to Ball State.
Below is a sampling of Ball State academic programs that are national ranked and/or recognized:
AccountingArchitecture Counseling PsychologyEducation Educational LeadershipElementary EducationEntrepreneurshipFinanceHistoric PreservationInformation and Communication SciencesJournalismLandscape ArchitectureMusicNursingProfessional SellingRisk Management and InsuranceSchool PsychologyTelecommunicationsTheatre and DanceUrban Planning
RANKED AND RECOGNIZED
Ball State’s nationally recognized commitment to environmental stewardship can be seen in the university’s new buildings, geothermal energy system, and unit sustainability plans across the campus.
Education Redefined: Strategic Plan 2007–2012 calls for all new campus buildings to be designed to meet national Leadership in Energy and Environmental Design (LEED) certification guidelines, and LEED standards will be explored for renovation projects. LEED certification verifies that a building was designed and built using strategies that address such standards as sustainable site selection, energy and water efficiency, materials selection, and indoor environmental quality.
The David Letterman Communication and Media Building, Student Recreation and Wellness Center, Park Hall, and Kinghorn Hall—all completed during the past three years—were designed in accordance with LEED standards and will be reviewed for certification by the U.S. Green Building Council. These facilities were built in part with recycled and regionally produced materials, feature energy-efficient HVAC and lighting systems, and include light-filled atriums where students gather and healthy learning environments.
The university also is building the first phase of the nation’s largest ground source geothermal energy system, which will spur jobs throughout Indiana and the nation. When both phases of the project are complete, the system will heat and cool buildings across our 660-acre campus, saving about $2 million a year in energy costs and cutting the university’s carbon footprint roughly in half.
Ball State is the only public institution in Indiana listed in The Princeton Review’s 2010 Guide to 286 Green Colleges. The university also joined more than 90 other higher education institutions to launch the Sustainability, Tracking, Assessment, and Rating System (STARS), a national initiative to make campus life more sustainable.
GREENING OF THE CAMPUS
10Ball State University
In addition to expanding the university’s list of nationally ranked academic and cocurricular programs, Ball State’s Education Redefined: Strategic Plan 2007–2012 also calls for attracting and retaining more nationally prominent faculty and expanding opportunities and external funding for research and scholarship by faculty and students.
Already, Ball State’s dynamic approach to teaching and learning has earned national rankings and acclaim for 25 academic programs—meeting the plan’s five-year goal—ranging from entrepreneurship and landscape architecture to telecommunications and teacher education. At the same time, the Ball State Bold capital campaign is building funds for more endowed chairs, professorships, and faculty fellows, including distinguished faculty, fellow, and lecturer opportunities in the Honors College.
Faculty and student scholarship has been boosted by the university’s record $26.2 million in external funding in 2009–10 and a projected 28 percent increase in graduate student enrollment since 2006.
BETTER COMMUNITIESWith high-ability students, expert faculty, technology-rich resources, and distinctive immersive learning programs, Ball State is uniquely positioned to enhance economic development and the quality of life throughout Indiana. The university applies academic knowledge to solve real problems for individual cities, towns, businesses, and organizations, collaborating with local partners to produce benefits for both students and constituents.
Through these partnerships, Ball State achieves its academic mission by providing real-world educational experiences beyond the classroom while fulfilling its civic responsibility by yielding a direct, tangible return on the state’s investment in higher education. Both goals are accomplished through hands-on immersive projects, field studies, research centers, and outreach services involving both students and professors.
Our Building Better Communities (BBC) initiative connects businesses, organizations, and communities throughout Indiana with Ball State expertise and resources, providing real-world solutions to real-world problems. Customized projects and programs result in stronger businesses, improved communities, and more efficient state and local agencies. From 2008 to 2010, Ball State completed more than 360 BBC programs and projects in 80 Indiana counties (see map on page 11), generating a total of almost $3.5 million in external funding.
One ongoing BBC program, Building Better Communities Fellows, is an immersive learning experience for students as they work in interdisciplinary teams with faculty mentors to address the needs of specific Indiana businesses and organizations. Launched with grants from Lilly Endowment Inc., this program helps community partners improve services, increase business, develop new job opportunities, enhance quality, or boost competitiveness. As students build professional experience and connections through these projects, they become more likely to pursue employment in Indiana after graduation.
Ball State has received the following major national rankings and recognitions in recent years:
■ Ranked 14th among the most innovative schools to watch, U.S. News & World Report
■ A best value among outstanding schools and a best Midwestern college, The Princeton Review
■ Among the top programs for first-year students, U.S. News & World Report
■ Two Campus Technology Innovator Awards for emerging media initiatives
■ Academic Institution of the Year for mobile communications, product development, research, and education, Mobile Marketing Association
■ Second place to Harvard in AT&T’s Big Mobile on Campus Challenge
■ Among the top three schools in digital design and fabrication and the top six committed to social justice, Architect magazine
■ President’s Higher Education Community Service Honor Roll, Corporation for National and Community Service
■ Among the top environmentally responsible universities, The Princeton Review and Kiwi magazine
■ A university committed to diversity, Minority Access■ A military friendly school, G.I. Jobs and Military Advanced
Education Magazine■ One of 75 colleges going above and beyond Americans with
Disabilities Act guidelines, disabilityfriendlycolleges.com■ Ranked ninth and received an A for gender equity in
athletics, Gender Equity Scorecard■ Institutional Academic Achievement Award for the highest
student-athlete grade point average in the Mid-American Conference
REPUTATION FOR EXCELLENCE
11Executive Summary
At the same time, Ball State is leveraging its historic strengths and human capital in emerging media to accelerate economic benefits for the state of Indiana. The university’s $17.7 million Emerging Media Initiative (EMI) is giving students and faculty access to innovative and entrepreneurial opportunities across the curriculum while also providing the technology transfer and commercialization support faculty need to bring new ideas to market.
Funded through both new private and reallocated institutional resources, this bold initiative advances the evolving use of technology and digital content to enhance work, play, and learning; to broaden access to information; and to enrich personal connection by eliminating the constraints of time and location. EMI identifies overall strategic research and creative application opportunities for Ball State and administers funds in support of those efforts.
The university also is expanding its professional development programs and resources available in the Greater Indianapolis area for regional businesses and organizations. Offerings at the Ball State Indianapolis Center downtown and the Ball State Fishers Center in the Saxony development now include:
■ Self-supporting distance education programs from six of Ball State’s seven colleges
■ More than 18 BBC programs conducted annually
■ Seven more graduate certificate programs
■ Permanent staff presence from the university’s Center for Media Design
On campus, the Bowen Center for Public Affairs was established in 2007 to provide training to public officials and conduct university-based, nonpartisan research aimed at improving the performance of government services.
To meet educational needs, Ball State is the leading institution authorizing and supporting charter schools in Indiana. In 2009–10, the university sponsored 32 charter schools enrolling more than 10,500 students across the state. On campus, Ball State provides a K–12 laboratory school and the state’s only public two-year residential academy for gifted and talented high school students.
Ball State’s Education Redefined: Strategic Plan 2007–2012 extends and strengthens the university’s tradition of community engagement, which dates back more than four decades. Our community projects and partnerships not only produce immediate, tangible benefits for Hoosiers but also give students practical experiences to become Indiana’s future professionals and community leaders.
TOP CENTERS AND INSTITUTES
The following Ball State centers and institutes bring national attention to the university and provide benefits for Indiana:
Aquatic Biology and Fisheries CenterBall State Indianapolis Center Bowen Center for Public Affairs Building Futures InstituteCenter for Business and Economic ResearchCenter for Computational NanoscienceCenter for Energy Research/Education/ServiceCenter for Historic PreservationCenter for Information and Communication SciencesCenter for Media DesignCenter for Middletown StudiesEmerging Media InitiativeEntrepreneurship CenterField Station and Environmental Education CenterFisher Institute for Wellness and GerontologyH.H. Gregg Center for Professional SellingHuman Performance LaboratoryPlastics Research and Education CenterProfessional Development Schools NetworkSoftware Engineering Research Center
INDIANA COUNTIES HELPED BYBUILDING BETTER COMMUNITIES
12Ball State University
REACHING HIGHERMEETING INDIANA’S GOALSThe goals and outcomes of Ball State University’s Education Redefined: Strategic Plan 2007–2012 and the university’s request for state appropriations for the 2011–2013 biennium—including the line item/quality improvement request The Entrepreneurial University—support Indiana’s broad strategic directions for higher education as articulated in the following documents:
■ Reaching Higher: Strategic Directions for Higher Education in Indiana
■ Indiana’s Framework for Policy and Planning Development in Higher Education
Ball State is accountable for ensuring student access, success, preparation, and support; maintaining institutional quality and affordability; and providing benefits for Indiana’s economy and communities. Advancing higher education and economic growth in Indiana requires teamwork and shared priorities among the state’s diverse colleges and universities, the Indiana Commission for Higher Education, and the Indiana General Assembly.
ACCESS+SUCCESSIndiana’s public colleges and universities must maximize access to higher education overall so the state has the largest possible pool of well-educated and appropriately skilled graduates for its economic development. Within that goal, it is important for the institutions to pursue differentiated missions appropriate to their individual assets and resources and to clearly envision the strategies for achieving those missions. In this way, the state’s higher education system gives students a variety of choices to meet diverse needs.
OPTIMAL ENROLLMENTAt Ball State, optimal enrollment is shaped by the university’s strategic vision to become a national model of excellence for challenging, learner-centered academic communities. Modest enrollment growth will ensure academic excellence and a distinctive experience that includes personal attention and extraordinary access to faculty, small class sizes, collaborative immersive learning opportunities, hands-on use of leading-edge technology even for freshmen, and outstanding and accessible resources.
A multiyear plan to redefine the institution’s academic profile has boosted Ball State’s admission standards for new students. Our line item request The Entrepreneurial University (see pages 63–66) is advancing that profile further by continuing to admit only freshmen who have completed at least the high school Core 40 curriculum and by increasing to 80 percent the number of new students with Indiana Academic Honors Diplomas or an equivalent advanced college preparatory curriculum in another state by 2012.
Since the start of our strategic plan in 2007, Ball State has seen an increase in the number of students applying for admission as well as the number of admitted students who hold an Indiana Academic Honors Diploma or the equivalent and who received
Year
Num
ber
of A
pplic
atio
ns
17,482*
* as of June 25, 2010
GROWTH IN APPLICATIONSFOR FRESHMAN ADMISSION
PERCENT OF STUDENTS EARNING ACADEMICHONORS DIPLOMA OR EQUIVALENT
Per
cent
Year
46.8%
63.2% *
32%
*projected
Ball State FreshmenIndiana High School Graduates(latest data available)
13Executive Summary
honors entry. This year, a projected 63.2 percent of all incoming students hold an Indiana Academic Honors Diploma, up from 46.8 percent in 2006 (see chart on page 12). The university’s progress is especially impressive considering that only 32 percent of Indiana’s high school graduates completed the Academic Honors Diploma in 2009. Accompanying this trend, a projected 12 percent of freshmen are receiving honors entry to Ball State this fall, versus only 7.5 percent in 2006. The Honors College is enrolling its largest entering classes in recent memory.
The average three-part SAT score of incoming freshmen has risen from 1,539 in 2006 to a projected 1,592 this fall, and their average high school GPA has increased from 3.196 to a projected 3.33 in the same period.
By investing in this vision for Ball State, the State of Indiana will support the development of a unique, undergraduate-focused college choice for top Indiana high school students who seek a variety of academic options, the resources of a large institution, and the high academic standards, personal attention, and priority focus on undergraduate education often found at small colleges. As an entrepreneurial university, Ball State will provide an affordable, in-state college option for bright, creative students who might otherwise attend private schools in Indiana or pursue an academically innovative college experience out-of-state. Nearly 90 percent of our enrolled students come from Indiana.
RETENTION AND GRADUATIONAdmitting high-ability, motivated students with solid academic preparation in high school will ensure continued growth in Ball State’s retention and graduation rates for years to come. These students bring with them the creativity, curiosity, and passion to succeed in the university’s rigorous academic environment and challenging, intense immersive learning experiences beyond the classroom.
While the university experienced slight dips in retention and graduation rates for its 2003, 2004, and 2005 freshman cohorts, the high-quality students admitted since then promise to put Ball State back on track with the overall upward trends the institution has experienced for most of the past decade (see charts to the right). The university’s 15 percentage point increase in four- and six-year graduation rates from the 1996 to 2002 cohorts was unmatched by any institution within Indiana and by very few nationally.
Beginning with the 2006–07 freshman cohort, retention rates have resumed steady improvement (see chart to the right) and are projected to reach 79.5 percent with the 2009–10 class—a level that rivals very selective public universities and private colleges. Based on these students’ strong academic records and higher retention rates, the university’s four-year and six-year graduation rates are expected to also rise again when the same cohorts reach those stages. Our commitment to selective admissions, effective first-year transition programs lauded consistently by U.S. News & World Report, extraordinary living and learning experiences, and supportive resources and faculty will set the stage for long-term retention and graduation success.
Ball State’s strategic plan calls for boosting the institution’s freshman retention rate to 80 percent by 2012 and six-year graduation rate to 65 percent by 2015.
GRADUATION RATE
Per
cent
46.7%
60.6%
35.6%
20.1%
Entering Freshman Cohort Year
FRESHMAN RETENTION RATE2000–2010
Per
cent
Year
*
*projected
14Ball State University
MORE DIVERSITYAlong with bright, well-prepared students, Ball State also is intent on enrolling more minority and out-of-state students to diversify the campus population, although the vast majority of students will still come from Indiana. Our more than 21,000 undergraduate and graduate students (about 17,600 on campus) in 2009 came from 47 states, two U.S. territories, 86 countries, and every Indiana county (see map on page 15). This fall, about 12 percent of our students will be from out of state. Projections also indicate that on-campus enrollment of ethnic minority students will exceed almost 10 percent (see chart above), and new minority applications have more than doubled since 2004.
The number of graduate students at Ball State is also increasing this fall, achieving the goal set in Education Redefined: Strategic Plan 2007–2012. Growing enrollment in our master’s programs is boosting the total Graduate School enrollment to a projected 3,785 students for 2010–11.
TRANSFER STUDENTSBall State is a leader in the ease of student transfer and articulation agreements for more than 24,000 courses nationally. Within Indiana, articulation agreements exist for more than 7,500 courses from Vincennes University and all Ivy Tech Community College sites as well as all four-year institutions. With these articulation agreements, students can easily transfer credit from two-year institutions to Ball State without losing time in completing the four-year degree. Increasing the number of transfer students remains a priority of the university.
DISTANCE EDUCATIONComplementing Ball State’s primarily residential community is a strong distance education program that extends access to the university’s high-quality academic programs and supportive resources to students throughout the state who are not enrolled on campus. Many classes and programs are offered via the Internet, interactive telecommunications, and on-site delivery, enabling adults to earn college credit and degrees at or close to their homes or employment. The university’s off-campus enrollment has risen steadily since 2003 (see chart to the right).
MINORITY ON-CAMPUS ENROLLMENT2003–04 to 2010–11
Year
Num
ber
of S
tude
nts
1,765*
1,239
*projected 19,000
19,500
20,000
20,500
21,000
21,500
22,000
TOTAL FALL ENROLLMENTON AND OFF CAMPUS
*projected
20,030
2006–07
19,849
2007–08
20,243
2008–09
21,401
2009–10
21,570*
2010–11
STUDENTS ENROLLED IN AN OFF-CAMPUS COURSE
Academic Year
Num
ber
of S
tude
nts
20052006
20072008
20092010
15Executive Summary
Ohio8
Lawrence43
Switzerland4
Knox13
Jefferson43
Posey16
Clark75
Floyd95
Harrison29
Crawford5
Perry10
Scott30
Washington17Orange
15
Daviess17
Vand
erbu
rgh
111 Spencer
32
Warrick75
Dubois43
Pike5
Gibson15
Martin3
Jackson55
Jennings23
Ripley52
Dearborn102
Greene20
Sullivan7
Monroe88
Brown16
Bartholomew147
Decatur68
Franklin90
Owen7
Union20
Fayette70
Rush57
Shelby107Johnson
291Morgan
84Clay18
Vigo72
Putnam48
Hendricks379
Marion1,691
Hancock333
Henry333 Wayne
202
Hamilton1,240
Boone206
Parke17
Verm
illio
n 1
7
Montgomery62
Fountain12
Warren16 Clinton
77Tipton
79
Madison747
Delaware1,877
Randolph175
Jay166
Blackford102
Grant313Howard
223Tippecanoe
243
Carroll37
White66
Cass90
Miami69
Wabash99
Huntington96
Wells107
Adams114
Allen892
Whitley170
Fulton38
Pulaski43
Benton21
Newton12
Jasper49
Starke31
Marshall137
Kosciusko178
Noble97
DeKalb72
Steuben85
LaGrange72Elkhart
343
St. Joseph484LaPorte
180Porter264
Lake533
14,9622,083
58217,627
In-StateOut-of-StateInternationalTotal On-Campus
ON-CAMPUS ENROLLMENT BY COUNTYFALL 2009
16Ball State University
COOPERATIVE PROGRAMSThe Connect Program, a collaborative effort with Ivy Tech Community College and Vincennes University, assists high school graduates statewide who applied to Ball State but did not gain admission. Connect provides these students an opportunity to demonstrate their true ability to do college work and to maximize their potential for success at the university level. While studying at Ivy Tech or Vincennes, each Connect student receives selected privileges afforded Ball State students, including access to the library, computer labs, events, and other activities on campus. After completing 24 credits in accordance with specific program requirements, the student is guaranteed admission to Ball State to continue pursuing a baccalaureate.
LEARNING ASSESSMENTThe ambitious vision and mission of Indiana’s entrepreneurial university stand to spark a statewide discussion on promoting and measuring postsecondary student learning. As Ball State raises the standards for academic excellence and innovation, we will assess and demonstrate what The Entrepreneurial University means—how it transforms learning and how it’s measured.
Ball State is determined to assess the knowledge, skills, attitudes, and values of students when they enter the university, when they complete the core competency program, and when they finish their majors for readiness to engage in the workforce. Also assessed are student satisfaction with their educational experiences, their success in employment and further education, and the factors that contribute to program completion.
AFFORDABILITY+QUALITYAs Ball State offers an academically excellent and innovative higher education experience, it must do so in the context of affordability and value. The university strives to provide transformative programs, world-class faculty, personalized resources, and cutting-edge facilities while keeping the cost to students at a level where they can successfully complete their degree, engage in the full spectrum of activities on and off campus, and avoid significant long-term debt.
Keeping costs as low as possible fosters greater access and higher retention and graduation rates. Affordability can be a significant access barrier particularly for nontraditional students, low- and middle-income families, and minorities as the institution tries to increase the diversity of its student body.
Despite limited state revenues and appropriations for higher education, Ball State has been able to keep its student tuition and fees competitive with or well below other Indiana public institutions and fellow Mid-American Conference universities (see list above). On a broader scale, The Princeton Review has recognized Ball State as one of the nation’s best values among academically outstanding colleges based in part on our excellent programs, relatively low costs, and generous financial aid.
FINANCIAL ASSISTANCE About four of every five students at Ball State receive some kind of need- or merit-based financial aid for their education. The university offers federal and state financial assistance, federally guaranteed student loans, federal and state college work study, institutional aid covering room and board expenses, tuition remission for graduate and doctoral assistants, scholarships funded by gifts, other external scholarships, and university student wages.
Ball State’s total financial assistance awarded to students in 2009–10 exceeded $242 million, up 13 percent from the prior year and 25 percent from 2007–08 (see charts on page 17). To help limit the number of student loans, the university has consistently increased the amount of scholarships, grants, awards, and remitted fees provided each year. The combined total of this aid—
HOW DOES BALL STATE COMPARE?TUITION AND FEE CHARGES 2010–11
University AmountMiami University $12,198Central Michigan University 10,380Northern Illinois University 10,354Bowling Green State University 9,688Ohio University 9,537Purdue University 9,070Kent State University 9,030Indiana University (Bloomington) 9,028Western Michigan University 9,006University of Akron 8,947University of Toledo 8,491Eastern Michigan University 8,377Ball State University 8,214Indiana State University 7,714IUPUI 7,570
17
which excludes loans and student employment—increased by 12 percent from 2008–09 and 20 percent from 2007–08. Scholarships, grants, and awards help to make a college education more affordable, while student employment and loans make it more accessible.
Looking ahead, the Ball State Bold capital campaign will provide $40 million—one of every five private dollars raised by the campaign—to create 200 new scholarships for high-ability students during tough economic times. This includes a new $1 million scholarship fund established by Burberry, led by Ball State alumna Angela Ahrendts, to award four-year scholarships to students exploring merchandising, design, and emerging media. Ball State’s new Supplemental Room and Board Scholarships will provide $3,000 annually to qualified students to help defray housing and dining costs not covered by many need-based external scholarships, such as the 21st Century Scholars program.
COST-SAVING OPTIONSIn addition to providing financial aid and scholarships, Ball State also is considering revisions to its academic programs that can help students reduce the cost of their education. One strategy involves reducing all majors to 126 required credit hours so students can graduate sooner.
Ball State’s Degree in 3 programs also helps students in more than 30 majors earn a bachelor’s degree in just three years by taking classes over the summers, thereby saving a year of college living expenses. By starting their career or graduate studies a year early, students also increase their lifetime earnings by one year’s salary. This relatively new option, although not used by a large number of students, allows motivated students who do not change their majors to save two semesters of educational costs.
Students also can reduce their degree requirements and college costs through a number of advanced credit options accepted at Ball State, including the College Board’s Advanced Placement (AP) program, the International Baccalaureate (IB) diploma, College Level Examination Program (CLEP) tests, foreign language and other subject area exams, English credit through the SAT or ACT writing tests, military service credits, or college courses taken while in high school (see Precollege Support on page 19). About one-third of Ball State freshmen are bringing AP and/or previous college credits with them. The number of new students with these advanced credits increased by nearly 10 percent from 2008 to 2009. In addition, Ball State’s Burris Laboratory School and the Indiana Academy for Science, Mathematics, and Humanities on campus were recently recognized for ranking among the state’s top five high schools in terms of AP test participation.
STUDENT FINANCIAL ASSISTANCE1999–2000 THROUGH 2009–2010
(in millions of dollars)
Year
$ M
illio
ns Remission of Fees
Student Employment
Scholarships, Grants, and Awards
Loans
09-10
08-09
07-08
06-07
05-06
04-05
03-04
02-03
01-02
00-01
99-00
NEED-BASED FINANCIAL AID2002–2010
Year
MERIT-BASED FINANCIAL AID2002–2010
Year
Am
ount
of Fu
ndin
g
Executive Summary
18Ball State University
An additional cost-saving option involves new variable-price dining meal plans for students living in the residence halls. For the first time in decades, the university is offering room and board rates based upon a range of meal plans, each with a different price. Such flexibility in pricing has been a frequent request of students and offers lower-cost options for those who prefer fewer meals.
BUDGET SOLUTIONS In response to the economic environment and the need to keep student tuition and fees affordable for Hoosier families, Ball State has implemented bold measures to become a leaner, more efficient institution while remaining committed to our five-year strategic plan and related initiatives in immersive learning, emerging media, sustainability, and alternative energy.
With input and participation from across the campus, the university’s recent budget reduction actions primarily involve changes in employee insurance and health care benefits, future university contributions to some retirement plans for new employees, and a slowdown on hiring new faculty and staff. Operational efficiencies will be gained through print management, energy conservation, earlier-than-expected savings from our wellness program, increased summer campus usage, more efficient use of campus technology, and academic initiatives. Ball State also is expected to save about $2 million a year in energy costs once the new geothermal energy system is completed to heat and cool campus facilities.
Developing alternative revenue sources is also one of the guiding principles in Ball State’s strategic plan. Recent significant grants to support the university’s educational initiatives include $20 million from Lilly Endowment Inc. to create immersive learning institutes in digital technology, $10.5 million from the George and Frances Ball Foundation to enhance immersive learning opportunities and expand the Honors College, $1 million from the Phyllis and Hamer Shafer Foundation to increase immersive learning experiences, and $1 million from Lilly Endowment Inc. to support the Bowen Center for Public Affairs.
These and other ongoing budget measures will ensure that the high-quality educational experience of students is preserved, the momentum behind the university’s strategic plan is maintained, and the excellent value of earning a Ball State degree remains.
PREPARATION+SUPPORTBright, curious students who are well prepared for academic and creative challenges are more likely to persist and succeed in Ball State’s rigorous, immersive learning environment and vibrant, diverse campus community. They are generally more committed to finishing their studies, earning their degree, and pursuing a professional career. Therefore, the university’s Education Redefined: Strategic Plan 2007–2012 focuses on attracting a more selective and diverse student body that will enhance the institution’s retention and graduation rates.
In this spirit, Ball State is continuing to admit only students who have completed the high school Core 40 curriculum, and the strategic plan sets objectives for 80 percent of the university’s freshman class to have completed an Indiana Academic Honors Diploma or equivalent advanced college preparatory curriculum in another state.
Once enrolled at Ball State, new students find support and learn skills for success through the university’s nationally recognized freshman orientation and transition programs, innovative living-learning communities that group students with similar interests together, the award-winning and internationally certified Learning Center, amazing access to expert, mentoring faculty, and personalized academic, career, and counseling resources.
PERCENT OF STUDENTS EARNING ACADEMICHONORS DIPLOMA OR EQUIVALENT
Per
cent
Year
46.8%
63.2% *
32%
*projected
Ball State FreshmenIndiana High School Graduates(latest data available)
19
PRECOLLEGE SUPPORTBall State’s longtime commitment to helping Indiana high school students prepare for college and improve their chances for academic success begins with Burris Laboratory School, an innovative K–12 school on campus focused on gifted education. Its high school has been recognized as one of the nation’s best by U.S. News & World Report and Newsweek. Ball State also is home to the Indiana Academy for Science, Mathematics, and Humanities, a selective two-year residential program for gifted and talented high school juniors and seniors from across the state.
Ball State also is the state’s leading institution authorizing charter schools in communities throughout Indiana, and the university’s nationally recognized Teachers College provides resources, services, and support to help Indiana elementary and secondary schools and teachers prepare students for academic success and advanced education. As a partner in the Woodrow Wilson Indiana Teaching Fellowship, Ball State is helping to overhaul teacher education and encourage exceptional teacher candidates to seek long-term careers in high-need classrooms.
Through our College Transition Program (CTP), Indiana students can experience challenging college curriculum firsthand while earning dual college/high school credit. By taking low-cost Ball State courses at their schools, participants get a jump start on their freshman year of college, demonstrate their ability to complete college work, gain confidence to succeed in college-level study, and ease the transition to higher education. More than 450 students from nearly 50 Indiana high schools take classes through the program.
The university is exploring a strategy to help secondary school students throughout Indiana shorten the path to college graduation by providing them Advanced Placement (AP) and dual credit programs via new media. With our capabilities in secondary education and digital media, Ball State is uniquely positioned to respond to students’ preferences for an asynchronous, portable, personalized, and socially integrated learning experience. This concept focuses on creating a grant proposal to implement online programs that allow students to progress from kindergarten to a bachelor’s degree in 16 years or less (K–15). By earning more college credit during high school, students can complete a degree in just three years of college, receiving substantial financial benefits and a jump-start to graduate study or a career.
Ball State also provides an array of services to the state’s 21st Century Scholars that reinforce skills necessary for college admission. One program, the Hurley and Fredine Goodall 21st Century Scholars Freshman Book Award, provides local Muncie high school graduates with $1,000 to assist them with the important transition from high school to college. Our College Awareness Day introduces minority students across the state to higher education, college admissions, and career opportunities, and the Summer Scholars residential program brings Indiana minority students in grades 8–10 to campus for classes in English, mathematics, science, study skills, and success-in-life seminars.
COMMUNITIES+ECONOMYFor more than 40 years, Ball State has been committed to leveraging its programs, faculty, students, resources, and connections to advance economic development and enhance the quality of life in Indiana’s cities, towns, and counties. Partnering with Hoosier businesses and communities to revitalize the state’s economy is a key component of the university’s Education Redefined: Strategic Plan 2007–2012.
A variety of projects and programs—ranging from business development and strategic marketing to urban planning, historic preservation, and community education—are coordinated and promoted through Ball State’s Building Better Communities (BBC) initiative. Several projects are immersive learning experiences through the BBC Fellows, Health Fellows, and Emerging Media Fellows programs, which bring together students and faculty from various disciplines on campus to develop tangible solutions to real-world challenges facing Indiana businesses and organizations.
One BBC Fellows team recently developed an organizational needs assessment for a nonprofit service that provides treatment, counseling, and job training for people dealing with substance abuse. An Emerging Media Fellows team helped a nursery and ecological services firm create a database of native plant species, which will ensure appropriate plants are used in various climates.
Executive Summary
20Ball State University
A Health Fellows team worked with the Wayne County 4-H Association to promote healthy eating and exercise and created a 12-month planner of games and wellness activities for children and their families.
These are examples of the more than 360 BBC projects and programs that were completed in 80 Indiana counties from 2008 to 2010, generating almost $3.5 million in external funding. Our strategic plan calls for growing BBC projects and programs by 10 percent each year. These customized partnerships range from one-day workshops on economic development principles for local elected officials and community leaders to full-scale assessments and analyses of local industries and economic issues. A variety of professional services, support, training, and certificate programs are available in the Greater Indianapolis area through the Ball State Indianapolis Center and the Ball State Fishers Center in the Saxony development.
Meanwhile, the university’s Emerging Media Initiative (EMI) is advancing the evolving use of technology and digital content to enhance work, play, and learning; to broaden access to information; and to enrich personal connection by eliminating the constraints of time and location. Funded through both new private and reallocated institutional resources, this bold initiative identifies overall strategic research and creative application opportunities for Ball State and administers funds in support of those efforts. Along the way, the university has developed a plan to stimulate the growth of emerging media business clusters in Indiana and is working to develop commercial ventures from university-owned intellectual property.
As part of EMI, the Ball State Innovation Corporation, a 501(c)(3) nonprofit organization, fosters and facilitates innovation to enhance the regional economy. Its mission encompasses the technology transfer and commercialization of inventions and other innovations derived from Ball State research, with the goal of creating new, high-value jobs as well as economic and social benefits for the university and the economy. The corporation is a public-private partnership between Ball State, state and local governments, regional economic development agencies, and business communities.
Together, all of these efforts result in stronger businesses, new job opportunities, improved communities, and more efficient state and local agencies. In addition to these projects, Ball State’s challenging, nationally ranked academic programs help Indiana’s economy by giving students the skills, experience, and connections to secure well-paying jobs in growth industries. Our graduates become leaders in their professions and communities, spurring economic growth in today’s knowledge-based, global economy.
In 2008, Indiana ranked 11th in the country for obesity. Approximately one-third of the state’s children were overweight and at risk of developing high blood pressure, cholesterol, diabetes, low self-esteem, and depression. But Ball State students participating in the university’s Building Better Communities Fellows and Health Fellows programs have been trying to change those statistics through a recent immersive learning project.
Named after the football jersey number of its spokesperson, Indianapolis Colts quarterback Peyton Manning, Project 18 is a statewide anti-childhood obesity campaign that encourages Indiana children and their families to make healthy choices. The initiative focuses on school health education and community outreach and is a collaborative effort involving Project 18’s creator, Peyton Manning Children’s Hospital at St. Vincent, along with Marsh Supermarkets, Ball State, and Strategic Marketing & Research Inc. (SMARI).
Students from many disciplines—advertising, public relations, marketing, dietetics, nursing, physiology, wellness, and health education—worked as a team to develop Project 18’s school-based health and wellness curriculum, create a plan and materials to support a Down the Aisle program at Marsh Supermarkets, and formulate public relations strategies. The school curriculum addresses the major risk behaviors in third- to fifth-grade students, focusing on the areas of nutrition, physical activity, and holistic health.Ball State’s student team was guided by faculty mentor Jennifer Bott, associate professor of management, who has led several immersive learning projects.
“Students need to gain real-world experience and connections while they are in school,” says Jim Ittenbach, SMARI’s president and chief executive officer and a 1971 Ball State alumnus. “It broadens their perspective and helps them learn how to interact with different disciplines so when they go into the workplace, they can succeed. The students can develop low-cost, pragmatic, practical ways to reach out to youth.”
PROJECT 18: A HEALTHY COLLABORATION
21Continued on next page
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22Ball State University
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23
Continued on next page
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24Ball State University
OPERATING BUDGET REQUEST
MISSION+NEEDS
BALL STATE UNIVERSITYSTATE BUDGET REQUEST2011–2013 BIENNIUM
26Ball State University
The 2011–2013 request for operating
budget appropriations builds upon the efforts
of Ball State University’s Education Redefined:
Strategic Plan 2007–2012 in setting a course for the
future of the university.
27
GENERAL SUMMARYINTRODUCTIONIn accordance with the guidelines established by the Indiana Commission for Higher Education (ICHE) and the State Budget Agency, Ball State University is submitting its request for institutional operating funds for the 2011–2013 biennium to the Indiana General Assembly as detailed in the following narrative and budget schedules. The university’s general operating budget request includes funds for the following:
■ Continuation of present operations
■ Base adjustments according to performance-based funding formulas
■ Support for the quality improvement line item The Entrepreneurial University
■ Support for the Indiana Academy for Science, Mathematics, and Humanities line item
Developing the biennial budget request provides Ball State an opportunity to reflect upon the mission, strengths, accomplishments, and needs of the institution. This request for operating budget appropriations is an expression of that review and builds upon the efforts of Ball State’s Education Redefined: Strategic Plan 2007–2012 in setting a course for the future direction of the university.
BUILDING THE BUDGET REQUESTBall State’s annual operating budget provides the foundation for the institution’s legislative request. As illustrated to the right, the university takes a multifaceted approach to institutional budgeting that considers several factors, including expenditures, ongoing state appropriations, private gifts, and student fees. At the core of this process is Ball State’s strategic plan as all institutional resources are used to fund the strategic directions of the university. Because revenues are limited, the university regularly “scrubs” expenses to uncover opportunities for reallocation and reduction.
The primary goal of this budgeting process is to maintain low tuition and fees, provide broad access for students, and sustain educational quality. This year, the process was somewhat constrained by the current financial environment.
TRENDS IN REVENUES, EXPENSES, AND TUITIONA struggling economy creates complex challenges for higher education funding, revenues, and expenses. While the Indiana General Assembly has been supportive of state-assisted colleges and universities, competition is intense for the state’s limited revenue pool. The share of Ball State’s operating funds derived from state appropriations has been steadily declining for nearly two decades. Given a stable enrollment, tuition and fees are the only other significant revenue source available to offset this decline so the
Operating Budget Request
MULTIFACETED APPROACHTO BUDGETING
� Scrub expenses Fund the strategic plan Consider reallocations andsavings initiatives
� Consider all revenues
� Be mindful of links between fees and expenses
THE GOALStrive to keep TUITION and fees at the lowest levels to maintain student ACCESS while providing a QUALITY educational experience
�
�
WHAT ARE THE TRENDS IN REVENUE?
Year
Per
cent Student Share through Fees
Other Revenue Sources
State Share through Appropriations
Shift in Funding – With smaller increases in state appropriations, a largerpercentage of revenue is coming from student fees and other sources.
28Ball State University
university can continue to provide expected educational quality. As a result, Ball State’s share of revenue generated by student tuition has steadily risen (see chart on page 27).
Ball State is mindful of the balance between increases in expenses and the impact on tuition. After factoring in the allotment reductions necessitated by Indiana’s revenue shortfall in 2009, state allotments to the university have increased an average of less than 1 percent per year since 2000. Student tuition and fees have risen an average of 5.8 percent annually during the same period. Concurrently, Ball State’s operating budget rose an average of 3.6 percent each year. When compared to inflation (Higher Education Price Index, HEPI), Ball State’s expenses increased slightly less than the average annual inflation rate of 3.7 percent.
According to the Consumer Price Index (CPI) for College Tuition, the average annual increase in college tuition nationally has been 6.7 percent during the past decade. Ball State’s annual average increase of 5.8 percent is below the national average. Even so, the university continues to explore ways to keep tuition and fees as low as possible for its students. Ball State offsets larger tuition increases through the creation of efficient budgets, reallocation of existing funds, use of better business practices, and, most importantly, significant new investments of both private and institutional resources in financial aid.
MAINTENANCE OF CURRENT OPERATIONSIn keeping with the guidelines from ICHE and the State Budget Agency, Ball State’s operating budget request for the 2011–2013 biennium holds the line on the university’s budget base from the current fiscal year. This request does not contain percentage increases to offset price inflation for personnel or supplies and expenses, nor does it have percentage increases in student fees, which will put added pressure on future tuition increases.
To achieve this budget amid rising costs related to health care and insurance, fuel and utilities, technology, and supplies, Ball State is implementing several measures to reduce expenditures, develop alternative revenue sources, and capitalize on new and existing efficiencies. These measures include changes in selected administrative fees, employee insurance and health care benefits, and future university contributions to some retirement plans for new employees as well as a continued hiring slowdown.
The university is creating operational efficiencies through print management, energy conservation, savings from the wellness program, increased summer campus usage, more efficient use of campus technology, and academic initiatives. In the area of
REVENUE VERSUS EXPENSES
10-year average increases Student fees: 5.8% Ball State expenses: 3.6% Appropriations: 1.1%
Operating AppropriationsStudent Fees Expenses
Cum
ulat
ive
Per
cent
Inc
reas
e
Fiscal Year
CONTROLLING EXPENSES
10-year average increases HEPI: 3.7%Ball State expenses: 3.6%
Higher Education Price Index (HEPI)Ball State University Budgeted Operating Expenditures
CONTROLLING TUITION
10-year average increases CPI-tuition and fees: 6.7% Ball State tuition: 5.8%
Ball State University TuitionCPI - Tuition
Fiscal Year
Cum
ulat
ive
Per
cent
Inc
reas
e
29Operating Budget Request
utilities, Ball State is now benefiting from cost-efficient energy reduction strategies undertaken during the past decade, and the first phase of a new geothermal energy system under construction to heat and cool campus facilities will save the university about $1 million a year in energy costs. When the second phase is completed, the energy savings will double to $2 million a year.
BASE BUDGET ADJUSTMENTSThis operating budget request includes an annual net increase in base adjustments derived from formulas for productivity as specified in the ICHE and State Budget Agency guidelines. These adjustments reflect the university’s performance in six categories:
■ Off-campus growth in successfully completed credit hours
■ Growth in dual enrollment credits
■ Overall degree production
■ Four-year degree production
■ Low-income degree production
■ Faculty research
All of these performance measures are based on metrics that serve as proxies for outcomes ICHE has identified in its Reaching Higher plan. We support these performance outcomes and believe that the university’s strategic plan is in alignment with these goals.
DEGREE PRODUCTIONFor most of the past decade, Ball State’s four- and six-year graduation rates have exhibited sustained upward growth, including a dramatic 15 percentage point increase from the 1996 to 2002 freshman cohorts that was unmatched in Indiana and regarded as one of the best in the country. First-year retention rates followed the trend, peaking at 80.1 percent for the 2002 freshman class. However, the next few cohorts produced slight declines in both graduation and retention rates amid changes in university leadership.
With the adoption of a selective admission policy, development of nationally recognized first-year transition programs, and the implementation of the university’s Education Redefined: Strategic Plan 2007–2012, Ball State has seen renewed increases in freshman retention rates since 2005 (see chart above). The 2009 freshman cohort is projected to return at a rate of 79.5 percent, rivaling very selective public universities and private colleges. Based on Ball State’s previous experience and the record at other colleges and universities, higher retention rates stand to boost four- and six-year graduation rates again as the higher-quality, better-prepared freshmen of the past few years persist to completion.
Today Ball State is enrolling its brightest, most academically prepared students as indicated by rising SAT scores and high school GPAs among new freshmen, nearly two-thirds of freshmen having an Indiana Academic Honors Diploma or the equivalent (see chart on page 30), and an increasing number of new students receiving honors entry. The Honors College is enrolling its largest classes in recent memory. Recent experiences at the State University of New York, America’s largest comprehensive university system, demonstrate that higher SAT scores alone are accurate predictors of higher graduation rates.
GRADUATION RATE
Per
cent
46.7%
60.6%
35.6%
20.1%
Entering Freshman Cohort Year
FRESHMAN RETENTION RATE2000–2010
Per
cent
Year
*
*projected
30Ball State University
High-ability, highly motivated, and creative students are more likely to remain committed to their studies, earn their degree, and pursue a professional career. At Ball State, they are supported by relevant immersive learning experiences, cutting-edge technology and facilities, amazing access to faculty mentors, and a vibrant, welcoming campus community. Ball State’s strategic plan calls for boosting the institution’s freshman retention to 80 percent by 2012 and six-year graduation rate to 65 percent by 2015.
By their very nature, base adjustment formulas that reward institutions for productivity in degree completion measure cohorts that started college at least four years ago. In Ball State’s case, these formulas reflect data from freshman classes that pre-date the positive impact and growth that have resulted from the university’s 2007–2012 strategic plan. We are confident that the long-term trend will show improvements in these performance categories, but the university will continue to implement initiatives to address the negative measures.
FACULTY RESEARCH In a variety of disciplines, Ball State is applying knowledge, ideas, and innovation to solve real issues facing Indiana’s businesses and communities. This important applied research drives economic development, job creation, and improved quality of life across the state. The university’s Education Redefined: Strategic Plan 2007–2012 maintains a goal to increase productivity in the area of faculty research that can bring new discovery, commercial ventures, and economic growth to Indiana. According to the ICHE and State Budget Agency formula, Ball State has observed significant growth in faculty research for the fourth consecutive biennium. The formula indicates a reimbursement amount for growth in research expenditures typically not covered by external agencies. This funding will allow Ball State to continuously reinvest in faculty productivity in scholarship.
LINE ITEM REQUESTS
THE ENTREPRENEURIAL UNIVERSITYBall State’s request for line item and quality improvement appropriations needed to maintain and expand its ambitious academic initiative, The Entrepreneurial University, is presented on pages 63–66. Funded the past two biennia, this program defines our commitment to recruit students who are better prepared academically, provide a distinctive curriculum and academic experience, and deliver measurable outcomes to ensure academic excellence and economic improvement for Indiana.
The Entrepreneurial University builds on Ball State’s platform of raising admission standards, providing pervasive and cutting-edge technology, and offering transformative immersive learning experiences. This initiative is redefining how higher education is delivered, changing the nature of student learning, and producing graduates with a portfolio of experience ready to build Indiana’s economy. It focuses on our innovative, entrepreneurial vision to be a national model of excellence for challenging, learner-centered academic communities that advance knowledge while improving Indiana’s economic vitality and quality of life.
INDIANA ACADEMY FOR SCIENCE, MATHEMATICS, AND HUMANITIESOur request for line item appropriations needed to maintain the Indiana Academy for Science, Mathematics, and Humanities is presented on pages 69–71. Established in 1988 by the Indiana General Assembly, this special school provides a rigorous educational environment for some of the state’s most academically gifted high school juniors and seniors in a residential setting on the Ball State campus. The academy’s outreach activities also provide special opportunities for Teacher Fellows in Residence, Advanced Placement course offerings by distance education, and classroom technology training for hundreds of experienced teachers. Continued support of the Indiana Academy benefits the entire state, not just the university.
PERCENT OF STUDENTS EARNING ACADEMICHONORS DIPLOMA OR EQUIVALENT
Per
cent
Year
46.8%
63.2% *
32%
*projected
Ball State FreshmenIndiana High School Graduates(latest data available)
31Operating Budget Request
Sum
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32Ball State University
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Serv
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ISU
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UN
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SITY
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ACTU
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DG
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-11
BUD
GET
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33Operating Budget Request
Expe
nditu
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I
EXPL
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35Operating Budget Request
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II-B
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36Ball State University
Expe
nditu
res
VIII
STUD
ENT
ASSI
STAN
CE B
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FOR
BALL
STA
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Need
-Bas
ed-
$
-
-$
-
-
$
(2
) O
ther
Crit
eria
38
53,2
75
25
56,8
92
30
64,0
80
b.No
n-Re
siden
t(1
) Ne
ed-B
ased
-
-
-
-
-
-
(2
) O
ther
Crit
eria
656
7,06
8,81
4
64
0
7,54
8,70
8
65
0
8,50
2,46
2
Sub
tota
l69
4
7,
122,
089
$
665
7,
605,
600
$
680
8,
566,
542
$
3.O
ther
Gra
duat
ea.
Resid
ent
5
5,
000
$
5
5,
000
$
5
5,
000
$
b.No
n-Re
siden
t85
85
,000
85
85
,000
85
85
,000
Sub
tota
l90
90
,000
$
90
90
,000
$
90
90
,000
$
TOTA
L RE
MIT
TED
FEES
2,26
2
12,5
11,1
82$
2,14
0
12
,263
,614
$2,
170
13,5
26,7
95$
B.Un
derg
radu
ate
Scho
lars
hips
, Awa
rds
and
Oth
er G
rant
sa.
Resid
ent
(1)
Need
-Bas
ed-
-$
-
-
$
-
-$
(2)
Oth
er C
riter
ia-
20,0
00
-
20
,000
-
20,0
00
b.No
n-Re
siden
t(1
) Ne
ed-B
ased
-
-
-
-
-
-
(2
) O
ther
Crit
eria
-
80
,000
-
80,0
00
-
80
,000
TOTA
L SC
HOLA
RSHI
PS, A
WAR
DS &
OTH
ER G
RANT
S-
100,
000
$
-
100,
000
$
-
100,
000
$
C.Fe
es A
ssist
ance
Pro
gram
a.Re
siden
t(1
) Ne
ed-B
ased
-
3,
312,
992
$
-
3,
304,
765
$
-
3,
577,
129
$
(2)
Oth
er C
riter
ia-
293,
185
-
27,0
63
-
27
,063
b.
Non-
Resid
ent
(1)
Need
-Bas
ed-
39,3
79
-
39
,281
-
42,5
19
(2)
Oth
er C
riter
ia-
226,
816
-
20,9
37
-
20
,937
TOTA
L FE
ES A
SSIS
TANC
E-
3,87
2,37
2$
-
3,39
2,04
6$
-
3,66
7,64
8$
TOTA
L ST
UDEN
T AI
D2,
262
16
,483
,554
$2,
140
15,7
55,6
60$
2,17
0
17
,294
,443
$2,
170
17,2
94,4
43$
2,17
017
,294
,443
$
2011
-12
2012
-13
37Operating Budget Request
Expe
nditu
res
VIII
(Con
tinue
d)
STU
DEN
T AS
SIST
ANC
E BU
DG
ET A
NAL
YSIS
FOR
BAL
L ST
ATE
UN
IVER
SITY
II.Ex
plan
atio
ns
A.(1
)A
pers
on s
hall
be c
lass
ified
as
a "re
side
nt s
tude
nt" i
f he/
she
has
cont
inuo
usly
resi
ded
in In
dian
a fo
r at l
east
twel
ve (1
2) c
onse
cutiv
em
onth
s im
med
iate
ly pr
eced
ing
the
first
sch
edul
ed d
ay o
f cla
sses
of t
he s
emes
ter o
r oth
er s
essi
on in
whi
ch th
e in
divi
dual
regi
ster
sin
the
univ
ersi
ty s
ubje
ct to
the
exce
ptio
ns in
(4) a
nd (5
) bel
ow.
(2)
The
resi
denc
e of
an
unem
anci
pate
d pe
rson
follo
ws th
at o
f the
par
ents
or o
f a le
gal g
uard
ian
who
has
actu
al c
usto
dy o
f suc
h pe
rson
.In
the
case
of d
ivor
ce o
r sep
arat
ion,
if e
ither
par
ent m
eets
the
resi
denc
e re
quire
men
ts, s
uch
pers
on w
ill be
con
side
red
a re
side
nt.
(3)
An u
nem
anci
pate
d pe
rson
who
com
es fr
om a
noth
er s
tate
or c
ount
ry fo
r the
pre
dom
inan
t pur
pose
of a
ttend
ing
Ball
Stat
e U
nive
rsity
sh
all n
ot b
e ad
mitt
ed to
resi
dent
sta
tus
on th
e ba
sis
of th
e re
side
nce
of a
gua
rdia
n liv
ing
in In
dian
a ex
cept
afte
r ful
l com
plia
nce
with
the
prov
isio
ns o
f Sec
tion
V of
the
Reg
ulat
ions
on
Res
iden
t and
Non
-Res
iden
t Stu
dent
Sta
tus
at B
all S
tate
Uni
vers
ity.
(4)
An u
nem
anci
pate
d pe
rson
may
be
clas
sifie
d as
a re
side
nt s
tude
nt w
ithou
t mee
ting
the
resi
denc
e re
quire
men
ts o
f twe
lve
(12)
mon
ths
in In
dian
a if
the
pres
ence
of s
uch
pers
on in
Indi
ana
resu
lts fr
om th
e es
tabl
ishm
ent b
y th
e pa
rent
s of
suc
h pe
rson
of t
heir
resi
denc
e wi
thin
the
stat
e an
d if
such
per
son
prov
es th
at th
e m
ove
was
pred
omin
antly
for r
easo
ns o
ther
than
to e
nabl
e su
ch
pers
on to
bec
ome
entit
led
to th
e st
atus
of "
resi
dent
stu
dent
."
(5)
A pe
rson
who
pro
ves
that
his
/her
phy
sica
l pre
senc
e in
Indi
ana
is n
ot fo
r the
pre
dom
inan
t pur
pose
of a
ttend
ing
a co
llege
, uni
vers
ity,
or o
ther
inst
itutio
n of
hig
her l
earn
ing
and
who
is a
par
t-tim
e st
uden
t (de
fined
for p
urpo
ses
of th
ese
regu
latio
ns a
s en
rolle
d in
any
sem
este
r or t
erm
for f
ive
or fe
wer h
ours
of c
redi
t) sh
all n
ot b
e as
sess
ed th
e no
n-re
side
ncy
fee
durin
g th
e tw
elve
(12)
mon
th p
erio
dre
quire
d to
qua
lify
for r
esid
ent s
tatu
s.
(6)
A pe
rson
onc
e pr
oper
ly cl
assi
fied
as a
resi
dent
stu
dent
sha
ll be
dee
med
to re
mai
n a
resi
dent
stu
dent
so
long
as
rem
aini
ng
cont
inuo
usly
enro
lled
in th
e un
iver
sity
unt
il su
ch p
erso
n's
degr
ee s
hall
have
bee
n ea
rned
, unl
ess
the
pare
nts
of a
per
son
prop
erly
clas
sifie
d as
a "r
esid
ent s
tude
nt" u
nder
A(4
) abo
ve h
ave
chan
ged
thei
r res
iden
ce fr
om In
dian
a.
(7)
Milit
ary
pers
onne
l in
the
Uni
ted
Stat
es A
rmed
For
ces
who
ente
r the
ser
vice
from
a s
tate
oth
er th
an In
dian
a an
d wh
o ar
e st
atio
ned
on a
ctiv
e du
ty w
ithin
the
Stat
e of
Indi
ana
may
enr
oll w
ithou
t the
non
resi
dent
fee
bein
g as
sess
ed.
The
spou
ses
and
child
ren
of s
uch
serv
ice
pers
onne
l als
o m
ay e
nrol
l with
out t
he n
onre
side
nt fe
e be
ing
asse
ssed
.
B.Pr
ojec
ted
budg
et in
crea
ses
refle
ct a
stu
dent
fee
incr
ease
of 0
.0%
in 2
011-
12 a
nd 2
012-
13.
C.
Awar
ds a
re h
eadc
ount
for a
utum
n se
mes
ter.
D.
In a
ccor
danc
e wi
th th
e In
dian
a/O
hio
Tuiti
on R
ecip
roci
ty A
gree
men
t, Ba
ll St
ate
Uni
vers
ity h
as a
gree
d to
acc
ept a
t the
uni
vers
ity's
resi
dent
tuiti
on ra
te a
ny re
side
nt o
f But
ler,
Dar
ke, M
erce
r, Pr
eble
, She
lby,
and
Van
Wer
t Cou
ntie
s of
Ohi
o wh
o sa
tisfie
s al
l re
gula
r adm
issi
on re
quire
men
ts a
nd w
ho e
nrol
ls in
cou
rses
or p
rogr
ams
not s
peci
fical
ly ex
clud
ed fr
om th
e ag
reem
ent.
Th
e In
dian
aC
omm
issi
on fo
r Hig
her E
duca
tion
will
cons
ider
resi
dent
s of
Ohi
o C
ount
ies
liste
d ab
ove
who
atte
nd B
all S
tate
Uni
vers
ity a
s qu
alify
ing
for I
ndia
na re
side
nt tu
ition
rate
s, a
nd a
s In
dian
a re
side
nts
when
det
erm
inin
g ap
prop
riatio
ns fo
r hig
her e
duca
tion.
38Ball State University
Actu
alAc
tual
Actu
alAc
tual
Proj
ecte
d20
05-2
006
2006
-07
2007
-08
2008
-09
2009
-10
A.In
dian
a R
esid
ent F
TE E
nrol
lmen
t (N
ote
1)
1.U
nder
grad
uate
14,8
8614
,615
14,2
5114
,513
15,1
222.
Gra
duat
e/Pr
ofes
sion
al1,
220
1,14
81,
083
1,05
91,
048
3To
tal
16,1
0615
,763
15,3
3415
,572
16,1
71
B.
Indi
ana
Uni
vers
ity B
loom
ingt
on: [
20,1
00 to
22,
300]
Purd
ue U
nive
rsity
Wes
t Laf
ayet
te: [
21,8
00 to
24,
200]
Indi
ana
Stat
e U
nive
rsity
: [7,
400
to 8
,300
]Ba
ll Sta
te U
nive
rsity
: [15
,200
to 1
6,80
0]
C.
FTE
Enro
llmen
t Cha
nge
1.Li
ne A
-3:
2009
-10
Tota
l FTE
-
2.En
rollm
ent B
rack
et L
imit
FTE
-
3.O
ut-o
f-Bra
cket
FTE
= (1
) - (2
)-
4.Ad
just
men
t am
ount
per
FTE
(Not
e 2)
3,50
0$
5.O
ne-ti
me
Adju
stm
ent =
(3) *
(4)
-$
Not
es:
1. 2. 3.Th
e on
e-tim
e ad
just
men
t is
to b
e ap
plie
d in
200
9-10
onl
y. C
onsi
sten
t with
the
Com
mis
sion
's Se
ptem
ber,
1997
act
ion,
the
adju
stm
ent i
s N
OT
to b
e ap
plie
d in
20
10-1
1 be
caus
e th
e st
able
cam
pus
is e
xpec
ted
to m
anag
e its
enr
ollm
ent b
ack
with
in th
e br
acke
t by
that
tim
e.
FOR
BAL
L ST
ATE
UN
IVER
SITY
Thes
e ar
e st
uden
ts re
porte
d in
the
SIS
data
sub
mis
sion
with
a v
alue
of "
1" in
the
resi
denc
y st
atus
fiel
d; a
nd a
val
ue o
f "53
" (M
onro
e C
ount
y) fo
r IU
B, o
r "79
" (T
ippe
cano
e C
ount
y) fo
r PU
WL,
or "
84" (
Vigo
Cou
nty)
for I
SU in
the
prim
ary
site
of i
nstru
ctio
n fie
ld, o
r "18
" (D
elaw
are
Cou
nty)
for B
all S
tate
Uni
v.
Stab
le C
ampu
s En
rollm
ent B
rack
ets,
con
sist
ent w
ith th
e C
omm
issi
on's
Sept
embe
r 199
7 ac
tion,
equ
al 1
997-
98 re
side
nt o
n-ca
mpu
s FT
E, +
/- 5%
, as
follo
ws:
Expe
nditu
res
IX
STAB
LE C
AMPU
S EX
PEN
DIT
UR
E AD
JUST
MEN
TFO
R E
NR
OLL
MEN
T C
HAN
GE
2011
-13
BIEN
NIU
M
The
2008
-09
oper
atin
g ap
prop
riatio
n of
$1,
282,
212,
101
divi
ded
by 1
87,0
63 th
e to
tal H
oosi
er (n
et o
f Pur
due
SWT)
and
reci
proc
ity F
TE fo
r 200
6-07
(the
mos
t re
cent
act
ual e
nrol
lmen
t dat
a av
aila
ble
at th
e tim
e) d
ivid
ed b
y 2
to re
flect
mar
gina
l cos
t, eq
uals
app
roxim
atel
y $3
,500
.
39Operating Budget Request
4-Ye
ar
4-ye
arAv
erag
eAc
tual
Estim
ated
Budg
eted
Estim
ated
Aver
age
2007
-10*
2008
-09
2009
-10
2010
-11
2011
-12
(200
9-12
)A.
Indi
ana
Res
iden
t SC
CH
FTE
(Not
e 1)
1.U
nder
grad
uate
603
62
5
700
78
4
2.G
radu
ate/
Prof
essi
onal
904
1,
052
1,17
8
1,
319
B.R
ecip
roci
ty N
on-R
esid
ent S
CC
H F
TE (N
ote1
)1.
Und
ergr
adua
te16
23
22
26
2.
Gra
duat
e/Pr
ofes
sion
al9
8
8
9
C.
Tota
l Elig
ible
FTE
Enr
ollm
ent (
A+B)
1,37
0
1,
531
1,70
8
1,
908
2,13
9
1,
822
D.
FTE
Enro
llmen
t Cha
nge
1.Li
ne C
: 20
09-1
2 4-
Year
Ave
rage
FTE
(Not
e 2)
1,82
2
2.Li
ne C
: 20
07-1
0 4-
Year
Ave
rage
FTE
(Not
e 3)
1,37
0
3.En
rollm
ent C
hang
e =
D-1
min
us D
-2)
451
4.Ad
just
men
t am
ount
per
FTE
(Not
e 4)
4,67
5$
5.Ad
just
men
t = (3
) * (4
)2,
108,
624
$
Not
es: 1.
Succ
essf
ully
Com
plet
ed C
redi
t Hou
rs a
s de
fined
by
CH
E. C
onta
ct C
HE
staf
f with
que
stio
ns.
EXC
LUD
E D
UAL
CR
EDIT
SC
CH
AN
D S
CC
H
FOR
STU
DEN
TS IN
CAR
CER
ATED
IN S
TATE
CO
RR
ECTI
ON
AL IN
STIT
UTI
ON
S in
bot
h th
e ba
se y
ears
and
the
proj
ecte
d ye
ars.
2.Th
e 20
09-1
2 fo
ur-y
ear a
vera
ge is
the
sim
ple
arith
met
ic a
vera
ge o
f the
tota
ls fo
r 200
8-09
, 200
9-10
, 201
0-11
and
201
1-12
.
3.Th
e 20
07-1
0 fo
ur-y
ear a
vera
ge is
the
amou
nt to
whi
ch th
e pr
evio
us b
ienn
ial b
udge
t was
adj
uste
d as
follo
ws:
IUE
1,36
8; IU
K 1,
670;
IUN
2,9
13; I
USB
4,1
28; I
USE
3,8
64; I
PH 4
,934
; IPG
A 15
,655
; PU
C 4
,303
; PU
NC
2,1
78; I
PFW
6,7
65; U
SI 6
,893
; VU
5,8
15; I
TCC
I 37,
033.
-- N
OTE
TH
AT T
HES
E BA
SE N
UM
BER
S LI
KELY
INC
LUD
E D
UAL
CR
EDIT
AN
D P
RIS
ON
ER E
DU
CAT
ION
BASE
NU
MBE
RS
MAY
BE
ADJU
STED
TO
REM
OVE
DU
AL C
RED
IT O
R P
RIS
ON
ERS
IF N
ECES
SAR
Y. P
LEAS
E M
AKE
A N
OTE
IF Y
OU
DO
AD
JUST
TH
E BA
SE.*
*Th
e 20
07-1
0 fo
ur-y
ear a
vera
ge d
oes
not i
nclu
de d
ual c
redi
t SC
CH
or S
CC
H fo
r stu
dent
s in
carc
erat
ed in
sta
te c
orre
ctio
nal in
stitu
tions
.
Expe
nditu
res
X-A
EXPE
ND
ITU
RE
ADJU
STM
ENT
FOR
PR
IOR
AN
D A
NTI
CIP
ATED
SU
CC
ESSF
ULL
Y C
OM
PLET
ED C
RED
IT H
OU
RS
(SC
CH
)20
11-1
3 BI
ENN
IUM
FOR
BAL
L ST
ATE
UN
IVER
SITY
OFF
-CAM
PUS
ENR
OLL
MEN
T C
HAN
GE
40Ball State University
FOR
BAL
L ST
ATE
UN
IVER
SITY
4-ye
ar4-
Year
Aver
age
Actu
alEs
timat
edBu
dget
edEs
timat
edAv
erag
e20
07-1
020
08-0
920
09-1
020
10-1
120
11-1
2(2
009-
12)
A. I
ndia
na R
esid
ent S
CC
H F
TE (N
ote
1)
1.
Und
ergr
adua
te31
630
737
044
453
341
4
D.
FTE
Enro
llmen
t Cha
nge
1. L
ine
C:
2009
-12
4-Ye
ar A
vera
ge F
TE (N
ote
2)41
4
2.
Lin
e C
: 20
07-1
0 4-
Year
Ave
rage
FTE
(Not
e 3)
316
3. E
nrol
lmen
t Cha
nge
= D
-1 m
inus
D-2
)97
4. A
djus
tmen
t Am
ount
per
FTE
(Not
e 4)
$4,6
75
5.
Adj
ustm
ent =
(3) *
(4)
$454
,644
Expe
nditu
res
X-B
IND
IAN
A PU
BLIC
PO
STSE
CO
ND
ARY
EDU
CAT
ION
EXPE
ND
ITU
RE
ADJU
STM
ENT
FOR
PR
IOR
AN
D A
NTI
CIP
ATED
DU
AL C
RED
IT O
NLY
SU
CC
ESSF
ULL
Y C
OM
PLET
ED C
RED
IT H
OU
RS
(SC
CH
)20
11-2
013
BIEN
NIU
M
Note
s:(1
) Su
cces
sful
ly Co
mpl
eted
Cre
dit H
ours
as
for D
UAL
CRED
IT S
TUDE
NTS
ONL
Y as
def
ined
by
CHE.
Con
tact
CHE
sta
ff wi
th q
uest
ions
. (2
) Th
e 20
09-1
2 fo
ur-y
ear a
vera
ge is
the
sim
ple
arith
met
ic a
vera
ge o
f the
tota
ls fo
r 200
8-09
, 200
9-10
, 201
0-11
and
201
1-12
.(3
) Th
e 20
07-1
0 fo
ur-y
ear a
vera
ge w
ill ha
ve to
be
calc
ulat
ed fr
om th
e pr
evio
us b
ieni
um.
Cont
act C
HE s
taff
with
que
stio
ns.
Is y
our i
nstit
utio
n fu
lly in
sure
d or
sel
f-fun
ded?
Se
lf-Fu
nded
Num
ber o
fTo
tal C
over
edEm
ploy
ees
Enro
lled
inLi
ves
in F
Y10
Cont
ract
FY10
or M
ost R
ecen
tor
Mos
t Rec
ent
Prem
ium
He
alth
Car
e Pl
ans
- AYe
arCo
ntra
ct Y
ear
Cont
ract
Yea
rCo
st$
%Lo
w De
duct
ible
PPO
Pla
n --
Empl
oyee
FY20
102,
003
4,62
431
,080
,186
23,3
10,1
4075
%Lo
w De
duct
ible
PPO
Pla
n --
Retir
ed U
nder
65
FY20
1015
827
62,
033,
428
1,52
5,07
175
%Hi
gh D
educ
tible
PPO
Pla
n --
Empl
oyee
FY20
1047
31,
062
4,08
1,41
83,
061,
063
75%
High
Ded
uctib
le P
PO P
lan
-- Re
tired
Und
er 6
5FY
2010
1525
87,7
1265
,784
75%
HSA
PPO
Pla
n --
Empl
oyee
FY20
1093
198
529,
866
397,
400
75%
HSA
PPO
Pla
n --
Retir
ed U
nder
65
FY20
101
13,
264
2,44
875
%M
edic
are
Carv
e O
ut --
Ret
ired
Ove
r 65
FY20
101,
596
1,59
66,
533,
940
4,90
0,45
575
%
Dent
al P
lans
Low
Dedu
ctib
le P
PO P
lan
-- Em
ploy
eeFY
2010
2,00
34,
624
Low
Dedu
ctib
le P
PO P
lan
-- Re
tired
Und
er 6
5FY
2010
158
276
High
Ded
uctib
le P
PO P
lan
-- Em
ploy
eeFY
2010
473
1,06
2Hi
gh D
educ
tible
PPO
Pla
n --
Retir
ed U
nder
65
FY20
1015
25HS
A PP
O P
lan
-- Em
ploy
eeFY
2010
9319
8HS
A PP
O P
lan
-- Re
tired
Und
er 6
5FY
2010
11
Med
icar
e Ca
rve
Out
-- R
etire
d O
ver 6
5FY
2010
1,59
61,
596
Visi
on P
lans
Not A
pplic
able
Oth
er P
harm
aceu
tical
/Ben
efit
Man
ager
s*Lo
w De
duct
ible
PPO
Pla
n --
Empl
oyee
FY20
102,
003
4,62
4Lo
w De
duct
ible
PPO
Pla
n --
Retir
ed U
nder
65
FY20
1015
827
6Hi
gh D
educ
tible
PPO
Pla
n --
Empl
oyee
FY20
1047
31,
062
High
Ded
uctib
le P
PO P
lan
-- Re
tired
Und
er 6
5FY
2010
1525
HSA
PPO
Pla
n --
Empl
oyee
FY20
1093
198
HSA
PPO
Pla
n --
Retir
ed U
nder
65
FY20
101
1M
edic
are
Carv
e O
ut --
Ret
ired
Ove
r 65
FY20
101,
596
1,59
6
Not
e A:
As
of J
uly
1, 2
009,
Tra
ditio
nal P
lan
optio
n no
long
er o
ffere
d.
Not
e B:
Pre
miu
m c
osts
inclu
de h
ealth
, den
tal,
and
pres
crip
tion
bene
fits.
Note
C:
BSU
was
a pa
rtici
pant
in th
e IA
PPP
cont
ract
that
Ant
hem
has
with
the
Stat
e of
Indi
ana
for J
uly
1, 2
009
thro
ugh
Dece
mbe
r 31,
200
9. E
ffect
ive
Jan
uary
1, 2
010,
the
IAPP
P co
ntra
ct w
ith th
e St
ate
of In
dian
a wa
s ch
ange
d to
Med
co.
BSU
cont
inue
s to
par
ticip
ate
in th
e IA
PPP
cont
ract
with
th
e ne
w ve
ndor
, Med
co.
--- S
ee N
ote
B Be
low.
---
--- S
ee N
ote
B Be
low.
------
See
Not
e B
Belo
w.---
--- S
ee N
ote
B Be
low.
---
--- S
ee N
ote
B Be
low.
---
--- S
ee N
ote
B Be
low.
------
See
Not
e B
Belo
w.---
--- S
ee N
ote
B Be
low.
---
--- S
ee N
ote
B Be
low.
------
See
Not
e B
Belo
w.---
--- S
ee N
ote
B Be
low.
------
See
Not
e B
Belo
w.---
--- S
ee N
ote
B Be
low.
------
See
Not
e B
Belo
w.---
Univ
ersi
ty C
ontri
butio
n
Expe
nditu
res
XII-A
MED
ICAL
, DEN
TAL,
AND
VIS
ION
PLAN
INFO
RMAT
ION
FOR
2009
-10
FYFO
R BA
LL S
TATE
UNI
VERS
ITY
41Operating Budget Request
Is y
our i
nstit
utio
n fu
lly in
sure
d or
sel
f-fun
ded?
Se
lf-Fu
nded
Num
ber o
fTo
tal C
over
edEm
ploy
ees
Enro
lled
inLi
ves
in F
Y10
Cont
ract
FY10
or M
ost R
ecen
tor
Mos
t Rec
ent
Prem
ium
He
alth
Car
e Pl
ans
- AYe
arCo
ntra
ct Y
ear
Cont
ract
Yea
rCo
st$
%Lo
w De
duct
ible
PPO
Pla
n --
Empl
oyee
FY20
102,
003
4,62
431
,080
,186
23,3
10,1
4075
%Lo
w De
duct
ible
PPO
Pla
n --
Retir
ed U
nder
65
FY20
1015
827
62,
033,
428
1,52
5,07
175
%Hi
gh D
educ
tible
PPO
Pla
n --
Empl
oyee
FY20
1047
31,
062
4,08
1,41
83,
061,
063
75%
High
Ded
uctib
le P
PO P
lan
-- Re
tired
Und
er 6
5FY
2010
1525
87,7
1265
,784
75%
HSA
PPO
Pla
n --
Empl
oyee
FY20
1093
198
529,
866
397,
400
75%
HSA
PPO
Pla
n --
Retir
ed U
nder
65
FY20
101
13,
264
2,44
875
%M
edic
are
Carv
e O
ut --
Ret
ired
Ove
r 65
FY20
101,
596
1,59
66,
533,
940
4,90
0,45
575
%
Dent
al P
lans
Low
Dedu
ctib
le P
PO P
lan
-- Em
ploy
eeFY
2010
2,00
34,
624
Low
Dedu
ctib
le P
PO P
lan
-- Re
tired
Und
er 6
5FY
2010
158
276
High
Ded
uctib
le P
PO P
lan
-- Em
ploy
eeFY
2010
473
1,06
2Hi
gh D
educ
tible
PPO
Pla
n --
Retir
ed U
nder
65
FY20
1015
25HS
A PP
O P
lan
-- Em
ploy
eeFY
2010
9319
8HS
A PP
O P
lan
-- Re
tired
Und
er 6
5FY
2010
11
Med
icar
e Ca
rve
Out
-- R
etire
d O
ver 6
5FY
2010
1,59
61,
596
Visi
on P
lans
Not A
pplic
able
Oth
er P
harm
aceu
tical
/Ben
efit
Man
ager
s*Lo
w De
duct
ible
PPO
Pla
n --
Empl
oyee
FY20
102,
003
4,62
4Lo
w De
duct
ible
PPO
Pla
n --
Retir
ed U
nder
65
FY20
1015
827
6Hi
gh D
educ
tible
PPO
Pla
n --
Empl
oyee
FY20
1047
31,
062
High
Ded
uctib
le P
PO P
lan
-- Re
tired
Und
er 6
5FY
2010
1525
HSA
PPO
Pla
n --
Empl
oyee
FY20
1093
198
HSA
PPO
Pla
n --
Retir
ed U
nder
65
FY20
101
1M
edic
are
Carv
e O
ut --
Ret
ired
Ove
r 65
FY20
101,
596
1,59
6
Not
e A:
As
of J
uly
1, 2
009,
Tra
ditio
nal P
lan
optio
n no
long
er o
ffere
d.
Not
e B:
Pre
miu
m c
osts
inclu
de h
ealth
, den
tal,
and
pres
crip
tion
bene
fits.
Note
C:
BSU
was
a pa
rtici
pant
in th
e IA
PPP
cont
ract
that
Ant
hem
has
with
the
Stat
e of
Indi
ana
for J
uly
1, 2
009
thro
ugh
Dece
mbe
r 31,
200
9. E
ffect
ive
Jan
uary
1, 2
010,
the
IAPP
P co
ntra
ct w
ith th
e St
ate
of In
dian
a wa
s ch
ange
d to
Med
co.
BSU
cont
inue
s to
par
ticip
ate
in th
e IA
PPP
cont
ract
with
th
e ne
w ve
ndor
, Med
co.
--- S
ee N
ote
B Be
low.
---
--- S
ee N
ote
B Be
low.
------
See
Not
e B
Belo
w.---
--- S
ee N
ote
B Be
low.
---
--- S
ee N
ote
B Be
low.
---
--- S
ee N
ote
B Be
low.
------
See
Not
e B
Belo
w.---
--- S
ee N
ote
B Be
low.
---
--- S
ee N
ote
B Be
low.
------
See
Not
e B
Belo
w.---
--- S
ee N
ote
B Be
low.
------
See
Not
e B
Belo
w.---
--- S
ee N
ote
B Be
low.
------
See
Not
e B
Belo
w.---
Univ
ersi
ty C
ontri
butio
n
Expe
nditu
res
XII-A
MED
ICAL
, DEN
TAL,
AND
VIS
ION
PLAN
INFO
RMAT
ION
FOR
2009
-10
FYFO
R BA
LL S
TATE
UNI
VERS
ITY
42Ball State University
Proj
ecte
d5%
Incr
ease
2006
-07
2007
-08
2008
-09
2009
-10
2010
-11
Hos
pita
l Inp
atie
nt7,
214,
166
$
6,16
0,92
7$
6,
927,
057
$
7,02
3,81
9$
7,
375,
010
$
Hos
pita
l Out
patie
nt5,
076,
635
4,85
8,81
9
6,
140,
021
6,47
0,46
8
6,
793,
991
Prof
essi
onal
Ser
vice
s - A
2,00
3,93
5
1,
935,
269
2,00
0,56
7
2,
315,
160
2,43
0,91
8
Phys
icia
n Se
rvic
es --
Non
-Sur
gery
3,20
6,29
6
3,
408,
055
3,67
0,51
1
3,
635,
073
3,81
6,82
7
Phys
icia
n Se
rvic
es --
Sur
gery
1,73
6,74
4
1,
841,
671
1,85
2,59
7
1,
880,
794
1,97
4,83
4
Hom
e H
ealth
Ser
vice
s25
3,83
2
415,
684
80
3,34
0
694,
515
72
9,24
1
Men
tal H
ealth
Ser
vice
s53
4,38
3
561,
586
63
9,97
2
812,
195
85
2,80
5
Den
tal
1,94
8,77
6
2,
088,
802
2,38
7,20
7
2,
550,
373
2,67
7,89
2
Visi
onN
/AN
/AN
/AN
/AN
/A
LTC
/Nur
sing
Hom
e - B
280,
549
27
2,53
4
351,
845
34
0,95
7
358,
005
Pres
crip
tion
Dru
gs/P
harm
aceu
tical
s10
,117
,454
10
,727
,632
11
,600
,510
12
,903
,052
13
,548
,205
Mis
cella
neou
s - C
6,41
2,59
3
8,
074,
173
8,01
7,67
2
7,
129,
223
7,48
5,68
4
Tota
l38
,785
,363
$40
,345
,152
$44
,391
,299
$45
,755
,629
$48
,043
,412
$
Not
e A
- Pro
fess
iona
l ser
vice
s in
clud
e m
ater
nity
car
e; c
hiro
prac
tic c
are;
phy
sica
l, oc
cupa
tiona
l, re
habi
litat
ive,
and
ane
sthe
sia
ther
apie
s.
B -
Cus
todi
al a
nd lo
ng te
rm c
are
not c
over
ed, o
nly
skille
d nu
rsin
g ca
re.
C -
Incl
udes
dur
able
med
ical
goo
ds, e
mer
genc
y ro
om, s
uppl
emen
tal a
ccid
ent,
and
othe
r min
or b
enef
its.
D- E
xpen
ditu
re fi
gure
s ar
e sh
own
by fi
scal
yea
r whi
ch a
lso
coin
cide
s wi
th th
e pl
an y
ear -
- Jul
y 1
- Jun
e 30
.
Expe
nditu
res
XII-B
MED
ICAL
, DEN
TAL,
AN
D V
ISIO
N P
LAN
EXP
END
ITU
RES
FOR
BAL
L ST
ATE
UN
IVER
SITY
Tota
l Ins
titut
iona
l Exp
endi
ture
s by
Fis
cal Y
ear/P
lan
Year
- D
43Operating Budget Request
1.
Wha
t are
the
rene
wal d
ates
for y
our i
nstit
utio
n's
med
ical
, den
tal,
and
visio
n pl
ans?
Plan
s re
new
on J
uly
1 of
eac
h ye
ar.
2.Ar
e re
tiree
s el
igib
le fo
r cov
erag
e? I
f so,
are
they
fund
ed d
iffer
ently
? E
xpla
in.
Ret
irees
are
elig
ilble
for c
over
age
and
are
fund
ed th
e sa
me
way
as e
mpl
oyee
s.
3.Pl
ease
sup
ply
copi
es o
r sum
mar
ies
of d
escr
iptio
ns o
f pla
n be
nefit
s.
See
atta
ched
Exp
endi
ture
s XI
I-C-1
.
4.N
ame
and
phon
e nu
mbe
r of p
erso
n re
spon
sbile
for c
ompl
etin
g Ex
pend
iture
s XI
I-A, B
, and
C.
Mar
ie K
avan
agh,
Dire
ctor
, Pay
roll &
Em
ploy
ee B
enef
its; T
elep
hone
: 76
5-28
5-84
60.
Expe
nditu
res
XII-C
GEN
ERAL
INFO
RM
ATIO
N O
N M
EDIC
AL, D
ENTA
L, A
ND
VIS
ION
PLA
NS
FOR
BAL
L ST
ATE
UN
IVER
SITY
44Ball State University
Expenditure XII-C-1SUMMARY DESCRIPTION OF HEALTH CARE PLAN BENEFITS
FOR BALL STATE UNIVERSITY
The University’s three Health Care Plans consist of a Low Deductible PPO Plan, a High Deductible Wellness PPO Plan, and a High Deductible HSA Qualified PPO Plan. Each plan has three tiers of coverage; Employee, Employee and Child(ren) and Family. Premiums are shared between the University and the member with the percentage paid by the University varying by Plan. All plans have cost containment measures, includingpre-existing condition limitations, chronic disease management, hospital precertification and case management. All Plans consist of Medical, Dental, and Prescription coverage. Presently, all coverage is self-insured.
All Plans cover employees and eligible retirees under 65. Eligible retirees over 65 receive a Medicare Carve-Out Plan coverage coordinated with the Federal Medicare Program.
Key Benefit Administrators, Inc. (KBA) administers the Medical and Dental coverage. KBA’s services include claims payment, case management, and hospital precertification. Medco administers the Prescription coverage. Medco services include claims payment, specialty drugs and mail order pharmacy.
All Plans use specific provider networks for medical, laboratory services, and retail prescription drugs. Members in the PPO Plan must access the designated medical network or pay a penalty for going outside of the network. The primary network for all active employees and under 65 retirees has a subset of hospitals that offer additional discounts to the members and Plan for all inpatient service.
In the Low Deductible PPO Plan, the calendar year deductibles are $300 for singlecoverage and $750 for employee and child(ren) and family coverage. Physicians in the network who are endorsed by the American Health Data Institute (AHDI) are eligible for the maximum reimbursement of 80%, while non-endorsed physicians will be reimbursed at 70% of the discounted allowable medical charges, with the member paying 30%. For all other services the Plan pays 80% of the discounted allowable medical charges, the member 20%. There is a calendar year out-of-pocket maximum of $1,500 per person, if endorsed physicians are used. Non-endorsed physician services have an out of pocket maximum of $2,250, and there is an out of pocket maximum of $3,000 for all out-of-network provider services. Once the maximum for a provider group is met all subsequent services for that group are paid at 100%. The Plan has no lifetime maximum. Members in the Low Deductible PPO must use medical services in the designated medical network or face additional penalty payments for services. Besides discounted prices, members in the PPO Plan can receive care for wellness, chronic disease management,diabetes, asthma and nutritional counseling without having to meet the deductible before the Plan pays a portion of the cost.
The calendar year deductibles for dental coverage in the Low Deductible PPO Plan are $50 single and $100 family. The plan pays 80% of usual and customary charges; the member pays 20%. Dental coverage has a per person calendar year maximum of
45Operating Budget Request
Expenditure XII-C-1BALL STATE UNIVERSITYPage 2
$1,500. No more benefits are paid once the Plan pays $1,500 for an individual in a calendar year. Additionally the Plan pays $500 per person per year for orthodontic care.
Effective July 1, 2010, deductibles for prescription drugs in the Low Deductible PPO Plan are eliminated. The Plan pays 70% of discounted drug prices for brand name drugs; the member pays 30%. The Plan pays 80% of discounted drug prices for generic drugs; the member pays 20%. Members taking maintenance drugs must use mail order to retain the 30% or 20% coinsurance, otherwise member payment for maintenance drugs will be 35% and 45% at the retail stores. Prescription coverage has a calendar year out-of-pocket maximum of $1,500 per person, but only mail order drug charges apply to the out-of-pocket maximum. Once the maximum is reached the Plan pays 100% of discounted prices.
In the High Deductible Wellness PPO Plan, the calendar year deductibles are $1,500 for single coverage and $2,500 for employee and child(ren) and family coverage.Physicians in the network who are endorsed by the American Health Data Institute (AHDI) are eligible for the maximum reimbursement of 80%, with the member paying 20%. Non-endorsed physicians will be reimbursed at 70% with the member paying 30%. For all other services the Plan pays 80% of the discounted medical charges; the member pays 20%. There is a calendar year out-of-pocket maximum of $2,500 per person, if endorsed physicians are used. Non-endorsed physicians have an out of pocket maximum of $3,750, and there is an out of pocket maximum of $6,000 for out-of-network provider services. Once the maximum for a provider group is met all subsequent services for that group are paid at 100%. The Plan has no lifetime maximum. Members in the High Deductible Wellness PPO must use medical services in the designated medical network or face additional penalty payments for services. Besides discounted prices, members in the PPO Plan can receive care for wellness, chronic disease management, diabetic, asthma, and nutritional counseling and lab services without having to meet the deductible before the Plan pays a portion of the cost.
The calendar year deductibles for dental coverage in the High Deductible Wellness PPO Plan are $50 single and $100 family. The plan pays 80% of usual and customary charges; the member pays 20%. Dental coverage has a per person calendar year maximum of $1,500. No more benefits are paid once the Plan pays $1,500 for an individual in a calendar year. Additionally the Plan pays $500 per person per year for orthodontic care.
Effective July 1, 2010, calendar deductibles are eliminated for prescription drugs. The Plan pays 70% of discounted drug prices for brand name drugs; the member pays 30%. The Plan pays 80% of discounted drug prices for generic drugs; the member pays 20%. Members taking maintenance drugs must use mail order to retain the 30% or 20% coinsurance, otherwise member payment for maintenance drugs will be 35%-45% at the retail stores, and only mail order prescription costs go towards the out-of-pocket maximum. Once the maximum is reached the Plan pays 100% of discounted prices.
46Ball State University
Expenditure XII-C-1BALL STATE UNIVERSITYPage 3
In the High Deductible HSA Qualified PPO Plan, the calendar year deductibles are $1,500 for single coverage and $3,750 for employee and child(ren) and family coverage. Physicians in the network who are endorsed by the American Health Data Institute (AHDI) are eligible for the maximum reimbursement of 80% of the discounted allowable medical charges, with the member paying 20%. Non-endorsed physicians will be reimbursed at 70% of the discounted allowable medical charges, with the member paying 30%. For all other services the Plan pays 80% of the discounted allowable medical charges; the member pays 20%. For single coverage, there is a calendar year out-of-pocket maximum for in-network services of $2,500 if endorsed physicians are used, for all other in-network services, the out of pocket maximum is $3,000. For single coverage the out-of-pocket maximum for all out-of-network services including penalties and deductible, is capped at $3,500. The Plan pays 100% of all charges after the maximum for the coverage tier and Provider group is reached. For employee and child(ren) and family coverage, a calendar year out-of-pocket maximum for in-network services is $5,000 if endorsed physicians are used; for all other in-network services, theout of pocket maximum is $6,000. For family coverage the out-of-pocket maximum for all out-of-network services, including penalties and deductible, is capped at $7,000. The Plan pays 100% of all charges after the maximum for the coverage tier and provider group is reached. The Plan has no lifetime maximum. Members in the High Deductible HSA Qualified PPO must use medical services in the designated medical network or face additional penalty payments for services. Besides discounted prices, members in the PPO Plan can receive care for wellness and lab services without having to meet the deductible before the Plan pays a portion of the cost.
The calendar year deductibles for dental coverage in the High Deductible HSA Qualified PPO Plan are $50 single and $100 family. The plan pays 80% of usual and customary charges; the member pays 20%. Dental coverage has a per person calendar year maximum of $1,500. No more benefits are paid once the Plan pays $1,500 for an individual in a calendar year. Additionally the Plan pays $500 per person per year for orthodontic care.
The calendar year deductibles for prescription drugs in the High Deductible HSA Qualified PPO Plan are included in the single and family medical deductibles mentioned above. The Plan pays 70% of discounted drug prices for brand name drugs; the member pays 30%. The Plan pays 80% of discounted drug prices for generic drugs; the member pays 20%. Members taking maintenance drugs must use mail order to retain the 30% or 20% coinsurance, otherwise the member payment for maintenance drugs will be 35%-45% at the retail stores. The maximum out-of-pocket maximum per person is included in the medical out-of-pocket maximums mentioned above. Once the maximumis reached the Plan pays 100% of discounted prices.
47Operating Budget Request
Aver
age
Bac
Bacc
alau
reat
esC
onfe
rred
03-0
4 to
Cha
nge
inC
onfe
rred
(Res
iden
t,04
-05
and
07-0
8 to
Av
erag
e Ba
c C
hang
e X
Cam
pus
Year
Und
uplic
ated
)08
-09
Con
ferre
d$5
,000
Ball S
tate
Uni
vers
ity20
03-0
42,
717
2004
-05
2,70
32,
710
2914
5,00
0$
2007
-08
2,86
8
2008
-09
2,61
02,
739
Aver
age
Asso
cC
onfe
rred
03-0
4 to
Cha
nge
inAs
soci
ates
Con
ferre
d 04
-05
and
07-0
8 to
Av
erag
e As
soc
Cha
nge
XC
ampu
sYe
ar(R
esid
ent,
undu
plic
ated
)08
-09
Con
ferre
d$3
,500
Ball S
tate
Uni
vers
ity20
03-0
4
2004
-05
2007
-08
2008
-09
Expe
nditu
res
XIII
BAC
CAL
AUR
EATE
AN
D A
SSO
CIA
TE D
EGR
EES
CH
ANG
E IN
DEG
REE
S D
ETAI
L
FOR
BAL
L ST
ATE
UN
IVER
SITY
48Ball State University
Hea
dcou
nt (R
esid
ent,
Bacc
alau
reat
esC
hang
e in
Coh
ort
first
-tim
e, fu
ll-tim
eC
onfe
rred
for C
ohor
tC
ohor
t Gra
dC
ohor
t Gra
dC
hang
e X
Cam
pus
Year
degr
ee s
eeki
ng)
in 4
yea
rsR
ate
Rat
e$5
,000
Ball S
tate
Uni
vers
ity20
03-0
429
6786
028
.99%
2004
-05
-1.1
1%(1
40,3
62)
$
2005
-06
2536
707
27.8
8%
Hea
dcou
nt (R
esid
ent,
Asso
ciat
es C
onfe
rred
Cha
nge
inC
ohor
tfir
st-ti
me,
full-
time
for C
ohor
t in
2 ye
ars
Coh
ort G
rad
Coh
ort G
rad
Cha
nge
XC
ampu
sYe
arde
gree
see
king
)in
4 y
ears
Rat
eR
ate
$2,5
00
Ball S
tate
Uni
vers
ity20
03-0
4
2004
-05
2005
-06
Expe
nditu
res
XIV
ON
-TIM
E D
EGR
EES
DET
AIL
BAC
CAL
AUR
EATE
AN
D A
SSO
CIA
TE D
EGR
EES
FOR
BAL
L ST
ATE
UN
IVER
SITY
49Operating Budget Request
FOR
BAL
L ST
ATE
UN
IVER
SITY
Aver
age
Bacc
alau
reat
esBa
ccal
aure
ates
Awa
rded
Awar
ded
to P
ell R
ecip
ient
sC
hang
e in
to P
ell R
ecip
ient
s (R
esid
ent,
2005
-06
to 2
006-
07 a
nd
Aver
age
Bacc
alau
reat
esC
hang
e x
Year
undu
plic
ated
)20
07-0
8 to
200
8-09
Awar
ded
to P
ell R
ecip
ient
s$5
,000
2005
-06
478
2006
-07
480
479.
020
07-0
845
820
08-0
944
945
3.5
(25.
5)($
127,
500)
Aver
age
Asso
ciat
esAs
soci
ates
Awa
rded
Awar
ded
to P
ell R
ecip
ient
sC
hang
e in
to P
ell R
ecip
ient
s (R
esid
ent,
2005
-06
to 2
006-
07 a
nd
Aver
age
Asso
ciat
esC
hang
e x
Year
undu
plic
ated
)20
07-0
8 to
200
8-09
Awar
ded
to P
ell R
ecip
ient
s$3
,500
2005
-06
020
06-0
70
0.0
2007
-08
020
08-0
90
0.0
0.0
$0
Expe
nditu
res
XVI
LOW
INC
OM
E D
EGR
EE C
OM
PLET
ION
DET
AIL
2011
-13
BIEN
NIU
M
50Ball State University
Inco
me
I
GR
OSS
STU
DEN
T FE
E R
EVEN
UE
ANAL
YSIS
FOR
BAL
L ST
ATE
UN
IVER
SITY
2008
-09
(Act
ual)
2009
-10
(Est
imat
ed)
2010
-11
(Bud
gete
d)20
11-1
2 (P
roje
cted
)20
12-1
3 (P
roje
cted
)R
estri
cted
/R
estri
cted
/R
estri
cted
/R
estri
cted
/R
estri
cted
/I.
BUD
GET
INFO
RM
ATIO
NU
nres
trict
edAu
xilia
ryU
nres
trict
edAu
xilia
ryU
nres
trict
edAu
xilia
ryU
nres
trict
edAu
xilia
ryU
nres
trict
edAu
xilia
ryA.
Ins
truct
iona
l and
Aca
dem
icFa
ciliti
es F
ee R
even
ue
1.R
esid
ent
a.U
nder
grad
uate
90,8
18,7
52$
-$
88,6
72,8
85$
-$
99
,966
,258
$
-
$
99,9
66,2
58$
-$
99
,966
,258
$
-
$
b.G
radu
ate
8,70
8,64
7
-
8,50
2,87
9
-
9,
585,
806
-
9,58
5,80
6
-
9,
585,
806
-
c.Pr
ofes
sion
al-
-
-
-
-
-
-
-
-
2.
Non
-Res
iden
ta.
Und
ergr
adua
te18
,661
,387
-
18
,220
,456
-
20,5
41,0
12
-
20
,541
,012
-
20,5
41,0
12
-
b.
Gra
duat
e6,
220,
462
-
6,
073,
485
-
6,84
7,00
4
-
6,
847,
004
-
6,84
7,00
4
-
c.
Prof
essi
onal
-
-
-
-
-
-
-
SUBT
OTA
L12
4,40
9,24
9$
-
$
12
1,46
9,70
5$
-
$
136,
940,
080
$
-$
13
6,94
0,08
0$
-
$
136,
940,
080
$
-$
B.O
ther
Fee
s1.
Con
tinui
ng E
duca
tion
7,09
9,95
0$
-$
6,13
2,24
2$
-$
6,
446,
960
$
-
$
6,44
6,96
0$
-$
6,
446,
960
$
-
$
2.Sp
ecia
l Cou
rse
Fees
3,90
3,58
2
-
3,53
4,00
0
-
4,
506,
600
-
4,50
6,60
0
-
4,
506,
600
-
3.C
ours
e Fe
es7,
600,
471
-
7,
441,
470
-
7,68
1,08
0
-
7,
681,
080
-
7,68
1,08
0
-
4
Inci
dent
al S
tude
nt F
ees
934,
399
-
886,
000
-
1,
221,
000
-
1,22
1,00
0
-
1,
221,
000
-
5H
ealth
Ser
vice
Fee
2,28
4,58
2
-
2,30
0,00
0
-
2,
500,
000
-
2,50
0,00
0
2,50
0,00
0
6R
&R N
on-S
tate
Sup
porte
d Bu
ildin
gs3,
900,
000
-
4,
030,
000
-
3,73
7,00
0
-
3,
737,
000
-
3,73
7,00
0
-
SU
BTO
TAL
25,7
22,9
84$
-$
24,3
23,7
12$
-$
26
,092
,640
$
-
$
26,0
92,6
40$
-$
26
,092
,640
$
-
$
C.
Gro
ss U
nres
trict
ed F
ees
150,
132,
233
$
-$
145,
793,
417
$
-$
16
3,03
2,72
0$
-
$
163,
032,
720
$
-$
16
3,03
2,72
0$
-
$
D.
(Les
s) A
cade
mic
Fac
ilitie
s Fe
e1.
Deb
t Ser
vice
11,5
41,0
23
-
11,5
43,6
74
-
12
,252
,108
-
14,7
17,0
56
-
18
,456
,351
-
E.N
et U
nres
trict
ed F
ees
138,
591,
210
$
-$
134,
249,
743
$
-$
15
0,78
0,61
2$
-
$
148,
315,
664
$
-$
14
4,57
6,36
9$
-
$
F.O
ther
Ded
icat
ed F
ee R
even
ue1.
Stud
ent A
ctiv
ities
a. In
terc
olle
giat
e At
hlet
ics
-
9,
369,
474
-
9,
221,
400
-
9,49
8,00
0
-
9,
498,
000
-
9,49
8,00
0
b.Em
ens
Audi
toriu
m O
pera
ting
-
52
9,70
0
-
54
5,60
0
-
562,
000
-
56
2,00
0
-
562,
000
c.St
uden
t Cen
ter O
pera
ting
-
1,
194,
600
-
1,
245,
600
-
1,18
0,00
0
-
1,
180,
000
-
1,18
0,00
0
2.Pe
rform
ance
Fac
ilitie
sa.
Emen
s Au
dito
rium
-
-
-
-
-
-
-
-
-
-
b.
Stud
ent C
ente
r-
-
-
-
-
-
-
-
-
-
TOTA
L13
8,59
1,21
0$
11
,093
,774
$
13
4,24
9,74
3$
11
,012
,600
$
150,
780,
612
$
11,2
40,0
00$
14
8,31
5,66
4$
11
,240
,000
$
144,
576,
369
$
11,2
40,0
00$
51Operating Budget Request
Inco
me
II
DEBT
SER
VICE
ON
CAPI
TAL
PRO
JECT
S, 2
011-
13 B
IENN
IUM
FOR
BALL
STA
TE U
NIVE
RSIT
Y
2008
-09
2009
-10
2010
-11
2011
-12
2012
-13
Actu
alAc
tual
Actu
alR
eque
sted
Req
uest
ed
Proj
ects
Elig
ible
for F
ee R
epla
cem
ent
Acts
of 1
953
or 1
965
Exist
ing
Debt
Ser
vice
: Pe
rman
ently
Sch
edul
edSe
ries
I3,
084,
315
$
3,08
6,73
0$
3,
086,
328
$
3,08
3,36
8$
1,
292,
745
$
Serie
s K
- Mus
ic In
stru
ctio
n Bu
ildin
g1,
004,
003
1,00
4,71
3
1,
002,
963
1,00
3,97
5
1,
002,
513
Serie
s L
- Ref
inan
ce S
erie
s J
1,50
9,78
8
1,
510,
913
1,50
8,81
3
1,
508,
238
1,51
0,03
8
Se
ries
M -
Com
mun
icatio
n M
edia
Bui
ldin
g1,
637,
544
1,64
0,69
4
1,
636,
509
1,64
1,12
5
1,
636,
925
Serie
s N
- Boi
ler P
lant
Rep
lace
men
t and
Par
tial R
efun
ding
of S
erie
s I &
Ser
ies
K4,
305,
374
4,30
0,62
5
4,
300,
925
4,30
2,91
3
6,
085,
075
Sub
Tota
l Exis
ting
Debt
Ser
vice
11,5
41,0
23$
11,5
43,6
74$
11,5
35,5
37$
11,5
39,6
18$
11,5
27,2
95$
Exist
ing
Debt
Ser
vice
: In
terim
and
Var
iabl
e Ra
te
-$
-$
-$
-$
-$
New
Debt
Ser
vice
: Ce
ntra
l Cam
pus
Acad
emic
Phas
e I &
Utili
ty I
mpr
ovem
ents
-$
-$
716,
571
$
(A
)2,
878,
939
$
2,87
7,30
8$
Cent
ral C
ampu
s Ac
adem
ic Ph
ase
II &
Utilit
y I
mpr
ovem
ents
-
-
-
298,
500
(B
)1,
718,
744
Reno
vatio
n of
Col
lege
of A
rchi
tect
ure
& P
lann
ing
-
-
-
-
1,60
3,94
1
(C
)
Expa
nsio
n of
Tun
nel U
tility
Sys
tem
s-
-
-
-
72
9,06
4
(C)
Subt
otal
New
Deb
t-
$
-
$
71
6,57
1$
3,17
7,43
9$
6,
929,
056
$
Su
b To
tal A
cts
of 1
953
or 1
965
11,5
41,0
23$
11,5
43,6
74$
12,2
52,1
08$
14,7
17,0
56$
18,4
56,3
51$
Acts
of 1
927
or 1
929
Exist
ing
Debt
Ser
vice
: Pe
rman
ently
Sch
edul
ed
-$
-$
-$
-$
-$
Exist
ing
Debt
Ser
vice
: In
terim
and
Var
iabl
e Ra
te
-
-
-
-
-
New
Debt
Ser
vice
: -
-
-
-
-
Su
btot
al-
$
-
$
-
$
-
$
-
$
Tota
l Deb
t Ser
vice
11,5
41,0
23$
11,5
43,6
74$
12,2
52,1
08$
14,7
17,0
56$
18,4
56,3
51$
(A)
Paym
ent i
n 20
10-1
1 is
inte
rest
onl
y. T
he fi
rst p
aym
ents
inclu
ding
bot
h pr
incip
al a
nd in
tere
st w
ill co
mm
ence
in 2
011-
12.
(B)
Paym
ent i
n 20
11-1
2 is
inte
rest
onl
y. T
he fi
rst p
aym
ents
inclu
ding
bot
h pr
incip
al a
nd in
tere
st w
ill co
mm
ence
in 2
012-
13.
(C)
Paym
ent i
n 20
12-1
3 is
for a
par
tial y
ear o
nly
(9 m
onth
s of
inte
rest
plu
s fir
st p
rincip
al p
aym
ent).
52Ball State University
Perm
anen
tlyIn
terim
New
Tota
lSc
hedu
led
Fina
ncin
gD
ebt S
ervic
e*D
ebt S
ervic
e20
11-1
211
,539
,618
$3,
177,
439
$14
,717
,056
$20
12-1
311
,527
,295
$6,
929,
056
$18
,456
,351
$20
13-1
411
,125
,140
$7,
383,
214
$18
,508
,354
$20
14-1
510
,362
,619
$7,
378,
672
$17
,741
,291
$20
15-1
69,
007,
514
$7,
373,
859
$16
,381
,372
$20
16-1
78,
143,
875
$7,
368,
756
$15
,512
,631
$20
17-1
88,
137,
063
$7,
363,
348
$15
,500
,410
$20
18-1
98,
135,
913
$7,
357,
614
$15
,493
,527
$20
19-2
08,
134,
844
$7,
351,
537
$15
,486
,381
$20
20-2
18,
136,
613
$7,
345,
095
$15
,481
,708
$20
21-2
26,
628,
075
$7,
338,
267
$13
,966
,342
$20
22-2
36,
632,
450
$7,
331,
029
$13
,963
,479
$20
23-2
46,
628,
063
$7,
323,
357
$13
,951
,419
$20
24-2
54,
944,
088
$7,
315,
224
$12
,259
,312
$20
25-2
64,
941,
475
$7,
306,
604
$12
,248
,079
$20
26-2
73,
304,
738
$7,
297,
466
$10
,602
,203
$20
27-2
83,
303,
744
$7,
287,
780
$10
,591
,524
$20
28-2
9-
$7,
277,
513
$7,
277,
513
$20
29-3
0-
$7,
266,
629
$7,
266,
629
$20
30-3
1-
$7,
255,
093
$7,
255,
093
$
* Ass
umes
20
year
s at
6.0
%.
FOR
BAL
L ST
ATE
UN
IVER
SITY
D
EBT
SER
VIC
E O
N C
APIT
AL P
RO
JEC
TS E
LIG
IBLE
FO
R F
EE R
EPLA
CEM
ENT
Inco
me
II Su
pple
men
t
53Operating Budget Request
Back
grou
nd I-
A
OVE
RVI
EW O
F SO
UR
CES
OF
REV
ENU
E &
EXPE
ND
ITU
RES
BY
CAT
EGO
RY
2009
-10
BUD
GET
ED D
ATA
Gen
eral
Des
igna
ted
TOTA
LLe
gisl
ativ
eFu
nd&
Res
trict
edAu
xilia
ryAL
LBu
dget
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onci
liatio
nBu
dget
Fund
sEn
terp
rises
FUN
DS
REV
ENU
E(1
)(2
)(3
) = (1
) + (2
)(4
)(5
)(6
)=(3
)+(4
)+(5
)St
uden
t Tui
tion/
Fees
: G
ross
Fee
Bas
e13
4,24
9,74
3$
3,92
6,67
4$
138,
176,
417
$5,
997,
789
$-
$14
4,17
4,20
6$
Stat
e Ap
prop
riatio
ns -
Ope
ratin
g12
5,52
9,45
2-
125,
529,
452
--
125,
529,
452
Stat
e Ap
prop
riatio
ns -
Deb
t Ser
vice
11,5
43,6
74-
11,5
43,6
74-
-11
,543
,674
Stat
e Ap
prop
riatio
ns -
Spec
ial (
Burri
s AD
M)
-3,
570,
000
3,57
0,00
0-
-3,
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000
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e Ap
prop
riatio
ns -
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nolo
gy-
--
--
-Ad
min
istra
tive
and
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rect
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t Rec
over
y-
1,67
5,00
01,
675,
000
--
1,67
5,00
0Sa
les
and
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ices
-2,
292,
500
2,29
2,50
015
,995
,493
79,5
29,4
64$
97,8
17,4
57In
vest
men
t, En
dowm
ent,
and
othe
r Inc
ome
-1,
300,
000
1,30
0,00
01,
459,
151
-2,
759,
151
Oth
er In
stru
ctio
n an
d D
epar
tmen
tal R
esea
rch
-1,
351,
277
1,35
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731
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-33
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,309
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er R
even
ue-
5,00
1,87
95,
001,
879
417,
447
-5,
419,
326
Tota
l Rev
enue
271,
322,
869
$19
,117
,330
$29
0,44
0,19
9$
55,6
26,9
13$
79,5
29,4
64$
425,
596,
576
$EX
PEN
DIT
UR
ESPE
RSO
NAL
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VIC
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larie
s &
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es14
7,08
8,86
1$
6,30
8,71
8$
153,
397,
579
$11
,125
,383
$19
,087
,071
$18
3,61
0,03
3$
Ret
irem
ent -
PER
F Pr
ogra
m3,
401,
015
-3,
401,
015
--
3,40
1,01
5R
etire
men
t - T
RF
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ram
4,55
7,26
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4,55
7,26
2-
-4,
557,
262
Ret
irem
ent -
TIA
A Pr
ogra
m7,
939,
579
-7,
939,
579
--
7,93
9,57
9So
cial
Sec
urity
10,5
08,3
21-
10,5
08,3
21-
-10
,508
,321
Life
Insu
ranc
e76
8,31
1-
768,
311
--
768,
311
Hea
lth/M
edic
al In
sura
nce
37,3
98,1
95-
37,3
98,1
95-
-37
,398
,195
Tota
l Per
sona
l Ser
vice
s21
1,66
1,54
4$
6,30
8,71
8$
217,
970,
262
$11
,125
,383
$19
,087
,071
$24
8,18
2,71
6$
SUPP
LIES
& E
XPEN
SES
Gen
eral
S &
E36
,846
,559
$12
,808
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$49
,655
,171
$26
,144
,649
$56
,508
,115
$13
2,30
7,93
5$
Ener
gy9,
943,
264
-9,
943,
264
--
9,94
3,26
4U
tiliti
es1,
811,
393
-1,
811,
393
--
1,81
1,39
3Pr
oper
ty &
Lia
bilit
y In
sura
nce
1,20
0,61
01,
200,
610
--
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0O
ther
S&E
(5,8
96,1
61)
-(5
,896
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)-
-(5
,896
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)To
tal S
uppl
ies
& Ex
pens
es43
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,665
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,808
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$56
,714
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$26
,144
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$56
,508
,115
$13
9,36
7,04
1$
STU
DEN
T AS
SIST
ANC
E15
,755
,660
$-
$15
,755
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$18
,356
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$3,
934,
278
$38
,046
,819
$
OTH
ER-
$-
$-
$-
$-
$-
$To
tal E
xpen
ditu
res
271,
322,
869
$19
,117
,330
$29
0,44
0,19
9$
55,6
26,9
13$
79,5
29,4
64$
425,
596,
576
$
FOR
BAL
L ST
ATE
UN
IVER
SITY
54Ball State University
Back
grou
nd I-
B
OVE
RVI
EW O
F SO
UR
CES
OF
REV
ENU
E &
EXPE
ND
ITU
RES
BY
CAT
EGO
RY
2010
-11
BUD
GET
ED D
ATA
FOR
BAL
L ST
ATE
UN
IVER
SITY
Gen
eral
Des
igna
ted
TOTA
LLe
gisl
ativ
eFu
nd&
Res
trict
edAu
xilia
ryAL
LBu
dget
Rec
onci
liatio
nBu
dget
Fund
sEn
terp
rises
FUN
DS
REV
ENU
E(1
)(2
)(3
) = (1
) + (2
)(4
)(5
)(6
)=(3
)+(4
)+(5
)St
uden
t Tui
tion/
Fees
: G
ross
Fee
Bas
e15
0,78
0,61
2$
4,68
9,50
8$
155,
470,
120
$6,
297,
679
$-
$16
1,76
7,79
9$
Stat
e Ap
prop
riatio
ns -
Ope
ratin
g12
5,18
2,82
8-
125,
182,
828
--
125,
182,
828
Stat
e Ap
prop
riatio
ns -
Deb
t Ser
vice
12,2
52,1
08-
12,2
52,1
08-
-12
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Stat
e Ap
prop
riatio
ns -
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ial (
Burri
s AD
M)
-3,
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000
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-3,
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000
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e Ap
prop
riatio
ns -
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nolo
gy-
--
--
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min
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tive
and
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t Rec
over
y-
1,82
5,00
01,
825,
000
--
1,82
5,00
0Sa
les
and
Serv
ices
-2,
473,
525
2,47
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516
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15,3
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vest
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t, En
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ent a
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ther
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me
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000
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502,
926
-2,
802,
926
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er In
stru
ctio
n an
d D
epar
tmen
tal R
esea
rch
-1,
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277
1,65
8,27
732
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-34
,368
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er R
even
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5,91
6,87
95,
916,
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970
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l Rev
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288,
215,
548
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,149
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$30
9,36
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57,4
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81,9
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448,
695,
761
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PEN
DIT
UR
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RSO
NAL
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larie
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es15
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2$
6,97
9,23
3$
157,
420,
045
$11
,483
,135
$19
,659
,684
$18
8,56
2,86
4$
Ret
irem
ent -
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F Pr
ogra
m3,
474,
596
-3,
474,
596
--
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4,59
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men
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800
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ent -
TIA
A Pr
ogra
m7,
810,
534
-7,
810,
534
--
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0,53
4So
cial
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10,7
38,8
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10,7
38,8
99-
-10
,738
,899
Life
Insu
ranc
e78
5,35
1-
785,
351
--
785,
351
Hea
lth/M
edic
al In
sura
nce
35,4
47,3
95-
35,4
47,3
95-
-35
,447
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Tota
l Per
sona
l Ser
vice
s21
3,35
7,38
7$
6,97
9,23
3$
220,
336,
620
$11
,483
,135
$19
,659
,684
$25
1,47
9,43
9$
SUPP
LIES
& E
XPEN
SES
-$
Gen
eral
S &
E39
,819
,976
$14
,169
,956
$53
,989
,932
$26
,985
,368
$58
,128
,607
$13
9,10
3,90
7En
ergy
10,8
11,5
68-
10,8
11,5
68-
-10
,811
,568
Util
ities
1,96
9,57
4-
1,96
9,57
4-
-1,
969,
574
Prop
erty
& L
iabi
lity
Insu
ranc
e1,
200,
610
-1,
200,
610
--
1,20
0,61
0O
ther
S &
E3,
761,
990
-3,
761,
990
--
3,76
1,99
0To
tal S
uppl
ies
& Ex
pens
es57
,563
,718
$14
,169
,956
$71
,733
,674
$26
,985
,368
$58
,128
,607
$15
6,84
7,64
9$
STU
DEN
T AS
SIST
ANC
E17
,294
,443
$-
$17
,294
,443
$18
,947
,173
$4,
127,
058
$40
,368
,674
$
OTH
ER-
$-
$-
$-
$-
$-
$To
tal E
xpen
ditu
res
288,
215,
548
$21
,149
,189
$30
9,36
4,73
7$
57,4
15,6
76$
81,9
15,3
48$
448,
695,
761
$
55Operating Budget Request
Estim
ated
Estim
ated
Out
stan
ding
Out
stan
ding
Out
stan
ding
Out
stan
ding
Out
stan
ding
Prin
cipa
lPr
inci
pal
Prin
cipa
lPr
inci
pal
Prin
cipa
lJu
ne 3
0, 2
009
June
30,
201
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ne 3
0, 2
011
June
30,
201
2Ju
ne 3
0, 2
013
I.Li
st o
f Pro
ject
s El
igib
le fo
r Fee
Rep
lace
men
t
Acts
of 1
953
or 1
965
Exis
ting
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t: P
erm
anen
tly S
ched
uled
Serie
s I
10,8
85,0
00$
8,24
0,00
0$
5,47
5,00
0$
2,58
5,00
0$
1,39
0,00
0$
Serie
s K
- Mus
ic In
stru
ctio
n Bu
ildin
g4,
380,
000
3,59
0,00
02,
765,
000
1,89
5,00
097
5,00
0Se
ries
L - R
efin
ance
Ser
ies
J13
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,000
12,6
10,0
0011
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10,7
75,0
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800,
000
Serie
s M
- C
omm
unic
atio
n M
edia
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ldin
g19
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18,3
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0017
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65,0
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Serie
s N
- Bo
iler P
lant
Rep
lace
men
t and
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tial R
efun
ding
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erie
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K61
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,000
60,2
80,0
0058
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,000
56,9
15,0
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Exis
ting
Deb
t: In
terim
and
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iabl
e R
ate
-SU
BTO
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109,
700,
000
$10
3,03
0,00
0$
96,0
85,0
00$
88,8
35,0
00$
81,2
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00$
New
Deb
t:C
entra
l Cam
pus
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se I
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prov
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ts (A
)-
$-
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$31
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$C
entra
l Cam
pus
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se II
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tility
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prov
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ts (B
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--
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Ren
ovat
ion
of C
olle
ge o
f Arc
hite
ctur
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Pla
nnin
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--
22,2
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nsio
n of
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nel U
tility
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tem
s (C
)-
--
10,1
00,0
009,
825,
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l New
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t-
$-
$33
,333
,000
$84
,646
,857
$82
,266
,768
$SU
BTO
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109,
700,
000
$10
3,03
0,00
0$
129,
418,
000
$17
3,48
1,85
7$
163,
551,
768
$
Acts
of 1
927
or 1
929
Exis
ting
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t: P
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anen
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ched
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-$
-$
-$
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-$
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ting
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t: In
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iabl
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ate
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T
OTA
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0,00
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103,
030,
000
$12
9,41
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0$
173,
481,
857
$16
3,55
1,76
8$
(A)
Assu
mes
del
iver
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te o
f 10/
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Firs
t pay
men
t of i
nter
est o
nly
will
be in
201
0-11
. Pr
inci
pal p
aym
ents
beg
in in
201
1-12
.(B
) As
sum
es d
eliv
ery
date
of 9
/30/
2011
. Fi
rst p
aym
ent o
f int
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t onl
y w
ill be
in 2
011-
12.
Prin
cipa
l pay
men
ts b
egin
in 2
012-
13.
(C)
Assu
mes
del
iver
y da
te o
f 3/3
1/20
12.
Firs
t pay
men
t of p
rinci
pal a
nd in
tere
st w
ill be
in 2
012-
13.
Back
grou
nd II
-A
RET
IREM
ENT
OF
PRIN
CIP
AL F
OR
OU
TSTA
ND
ING
CAP
ITAL
DEB
T(P
roje
cts
Elig
ible
for F
ee R
epla
cem
ent)
FOR
BAL
L ST
ATE
UN
IVER
SITY
56Ball State University
Estim
ated
Estim
ated
Out
stan
ding
Out
stan
ding
Out
stan
ding
Out
stan
ding
Out
stan
ding
Prin
cipa
lPr
inci
pal
Prin
cipa
lPr
inci
pal
Prin
cipa
lJu
ne 3
0, 2
009
June
30,
201
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ne 3
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011
June
30,
201
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ne 3
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013
I.Li
st o
f Pro
ject
s El
igib
le fo
r Fee
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lace
men
t
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of 1
953
or 1
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Exis
ting
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t: P
erm
anen
tly S
ched
uled
-$
-$
-$
-$
-$
Exis
ting
Deb
t: In
terim
and
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iabl
e R
ate
--
--
-SU
BTO
TAL
New
Deb
t:-
--
--
SUBT
OTA
L-
$-
$-
$-
$-
$
Acts
of 1
927
or 1
929
Exis
ting
Deb
t: P
erm
anen
tly S
ched
uled
Park
ing
1989
85,5
69-
--
-M
cKin
ley
Park
ing
Stru
ctur
e6,
185,
000
6,12
0,00
05,
830,
000
5,52
5,00
05,
205,
000
New
Res
iden
ce H
all &
Woo
dwor
th
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ing
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ovat
ion
31,7
30,0
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,445
,000
29,1
10,0
0027
,725
,000
26,2
80,0
00St
uden
t Rec
reat
ion
Faci
lity29
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,000
29,1
75,0
0028
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,000
27,2
25,0
0026
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,000
SUBT
OTA
L67
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$65
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$63
,155
,000
$60
,475
,000
$57
,690
,000
$
Exis
ting
Deb
t: In
terim
and
Var
iabl
e R
ate
-$
-$
-$
-$
-$
New
Deb
t:
Non
eSU
BTO
TAL
-$
-$
-$
-$
-$
T
OTA
L67
,730
,569
$65
,740
,000
$63
,155
,000
$60
,475
,000
$57
,690
,000
$
Back
grou
nd II
-B
RET
IREM
ENT
OF
PRIN
CIP
AL F
OR
OU
TSTA
ND
ING
CAP
ITAL
DEB
T(P
roje
cts
Not
Elig
ible
for F
ee R
epla
cem
ent)
FOR
BAL
L ST
ATE
UN
IVER
SITY
57Operating Budget Request
Back
grou
nd II
I
SPEC
IAL
FEE
REM
ISSI
ON
S AN
D/O
R W
AIVE
RS
INC
LUD
ED A
S EM
PLO
YEE
CO
MPE
NSA
TIO
NFO
R B
ALL
STAT
E U
NIV
ERSI
TY
2008
-09
2009
-10
2010
-11
Actu
alBu
dget
Base
Bud
get
Proj
ecte
dPr
ojec
ted
I.Bu
dget
Info
rmat
ion
Awar
ds$
Awar
ds$
Awar
ds$
Awar
ds$
Awar
ds$
A.U
nder
grad
uate
Fee
Rem
issi
ons
1.R
esid
ent
--
$-
-$
--
$-
-$
--
$2.
Non
-Res
iden
t-
--
--
--
--
-
Tota
l Und
ergr
adua
te F
ee R
emis
sion
s-
-$
--
$-
-$
--
$-
-$
B.G
radu
ate
Fee
Rem
issi
ons
1.R
esid
ent
508
2,36
6,11
5$
500
2,04
5,10
1$
500
2,14
7,35
6$
--
$-
-$
2.N
on-R
esid
ent
503
7,26
1,55
150
06,
276,
367
500
6,59
0,18
5-
--
-
Tota
l Gra
duat
e Fe
e R
emis
sion
s1,
011
9,62
7,66
6$
1,00
08,
321,
468
$1,
000
8,73
7,54
1$
--
$-
-$
C.F
acul
ty a
nd S
taff
Cou
rtesy
Fee
Rem
issi
ons
1.Em
ploy
ed F
acul
ty o
r Sta
ff22
043
7,53
6$
200
338,
261
$20
040
7,67
4$
--
$-
-$
2.Sp
ouse
s69
308,
257
6527
1,54
065
285,
117
--
--
3.D
epen
dent
s of
Fac
ulty
and
Sta
ff20
692
4,77
220
081
4,61
920
085
5,35
0-
--
-
Tota
l Cou
rtesy
Fee
Rem
issi
ons
494
1,67
0,56
6$
465
1,42
4,41
9$
465
1,54
8,14
0$
--
$-
-$
TOTA
L SP
ECIA
L FE
E R
EMIS
SIO
NS
1,50
511
,298
,232
$1,
465
9,74
5,88
7$
1,46
510
,285
,681
$1,
465
10,2
85,6
81$
1,46
510
,285
,681
$
II.Ex
plan
atio
ns
A.A
stud
ent a
ppoi
nted
by
the
Boar
d as
a g
radu
ate
assi
stan
t, a
rese
arch
ass
ista
nt, o
r a d
octo
ral f
ello
w at
a s
et s
alar
y am
ount
and
has
a m
inim
um w
ork
assi
gnm
ent o
f twe
nty
hour
s pe
r wee
k is
elig
ible
for f
ee a
djus
tmen
ts id
entif
ied
as:
1.re
mis
sion
of t
he c
ontin
gent
por
tion
of th
e ge
nera
l fee
2.re
mis
sion
of t
he g
radu
ate
cour
se fe
e3.
waiv
er o
f non
-resi
dent
fee
unde
r reg
ulat
ions
app
licab
le to
em
ploy
ees
B.Em
ploy
ees
who
mee
t the
nor
mal
adm
issi
on re
quire
men
ts o
f the
uni
vers
ity e
nrol
l for
up
to s
ix (6
) cre
dit h
ours
per
sem
este
r or s
ix (6
) cre
dit h
ours
dur
ing
any
com
bina
tion
ofsu
mm
er te
rms.
com
plet
e th
e co
urse
(s) a
nd a
chie
ve a
gra
de o
f "C
-" or
abo
ve
C.
Spou
ses
and
depe
nden
t chi
ldre
n of
elig
ible
em
ploy
ees
are
entit
led
to a
rem
issi
on o
f the
con
tinge
nt p
ortio
n of
the
gene
ral f
ee b
ut a
re re
quire
d to
pay
the
dedi
cate
d fe
e (in
clud
ed in
the
gene
ral f
ee) a
nd a
ll ot
her s
peci
al fe
es.
D.
Awar
ds a
re h
eadc
ount
for F
isca
l Yea
r
2011
-12
2012
-13
58Ball State University
Not
es:
Tota
ls fo
r 20
07-0
8 an
d 20
08-0
9 m
ust b
alan
ce p
revi
ously
subm
itted
SIS
dat
a. 2
009-
10 S
IS ta
pe w
ill b
e su
bmitt
ed in
the
Fall
2010
.
Actu
alPr
ojec
ted
Budg
eted
Proj
ecte
d20
07-0
820
08-0
920
09-1
020
10-1
120
11-1
220
12-1
3I.
AN
NUAL
STU
DENT
HEA
DCO
UNT
A.
Unde
rgra
duat
e
1
. In
dian
a Re
side
nt16
,996
17,1
8317
,877
18,2
8318
,412
18,5
38
2
. No
nres
iden
t1,
553
1,55
21,
846
1,76
01,
765
1,76
9
3
. Re
cipr
ocity
Non
resi
dent
383
507
505
468
468
468
B.
Gra
duat
e/Pr
ofes
sion
al
1
. In
dian
a Re
side
nt3,
905
4,07
34,
490
4,57
64,
726
4,88
1
2
. No
nres
iden
t1,
161
1,16
81,
309
1,29
71,
314
1,33
0
3
. Re
cipr
ocity
Non
resi
dent
3738
4741
4141
TO
TAL
24,0
3524
,521
26,0
7426
,425
26,7
2627
,027
II.
ANNU
AL F
ULL-
TIM
E EQ
UIVA
LENT
(FTE
) STU
DENT
S
A
. Un
derg
radu
ate
1.
Indi
ana
Resi
dent
15,2
0915
,381
16,0
9416
,379
16,4
9316
,607
2.
Nonr
esid
ent
1,39
31,
435
1,62
31,
583
1,58
71,
590
3.
Reci
proc
ity N
onre
side
nt38
653
050
848
248
248
2
B.
Gra
duat
e/Pr
ofes
sion
al
1
. In
dian
a Re
side
nt1,
752
1,84
92,
016
2,06
12,
129
2,19
9
2
. No
nres
iden
t70
074
383
082
283
384
4
3
. Re
cipr
ocity
Non
resi
dent
2025
2925
2925
TO
TAL
19,4
6019
,963
21,1
0021
,352
21,5
5321
,747
III. A
NNUA
L DI
STAN
CE E
DUCA
TIO
N/CO
RRES
POND
ENCE
FTE
Num
ber o
f FTE
stu
dent
s ge
nera
ted
by In
tern
et-b
ased
dis
tanc
e ed
ucat
ion
or tr
aditi
onal
cor
resp
onde
nce
inst
ruct
ion:
A.
Unde
rgra
duat
e Re
side
nt a
nd R
ecip
roci
ty34
142
948
050
954
057
2
B
. G
radu
ate/
Prof
essi
onal
Res
iden
t and
Rec
ipro
city
670
822
998
1,05
81,
121
1,18
8
C
. Un
derg
radu
ate
Nonr
esid
ent
3733
4346
4952
D.
Gra
duat
e/Pr
ofes
sion
al N
onre
side
nt11
815
116
417
418
419
51,
166
1,43
51,
685
1,78
71,
894
2,00
7
Note
: FT
E at
tribu
tabl
e to
dua
l cre
dit f
rom
abo
ve70
6889
9911
814
2
Back
grou
nd IV
-AST
UDEN
T EN
ROLL
MEN
T (C
REDI
T IN
STRU
CTIO
N) B
Y RE
SIDE
NCY
STAT
USFO
R BA
LL S
TATE
UNI
VERS
ITY
59Operating Budget Request
Not
es:
Tota
ls fo
r 20
07-0
8 an
d 20
08-0
9 m
ust b
alan
ce p
revi
ousl
y su
bmitt
ed S
IS d
ata.
200
9-10
SIS
tape
will
be
subm
itted
in th
e Fa
ll 20
10.
FOR
BAL
L ST
ATE
UN
IVER
SITY
Actu
alPr
ojec
ted
Budg
eted
Proj
ecte
d20
07-0
820
08-0
920
09-1
020
10-1
120
11-1
220
12-1
3I.
AN
NU
AL S
TUD
ENT
HEA
DC
OU
NT
A.
Und
ergr
adua
te
1
. In
dian
a R
esid
ent
16,1
2616
,338
16,9
6817
,369
17,4
9117
,611
2.
Non
resi
dent
1,48
11,
470
1,64
51,
618
1,62
21,
626
3.
Rec
ipro
city
Non
resi
dent
373
502
491
515
517
518
B.
Gra
duat
e/Pr
ofes
sion
al
1
. In
dian
a R
esid
ent
3,64
83,
805
4,11
24,
233
4,37
24,
515
2.
Non
resi
dent
1,02
51,
077
1,16
21,
174
1,18
91,
204
3.
Rec
ipro
city
Non
resi
dent
3636
4442
4144
TO
TAL
22,6
8923
,228
24,4
2224
,951
25,2
3225
,518
II.
ANN
UAL
FU
LL-T
IME
EQU
IVAL
ENT
(FTE
) STU
DEN
TS
A
. U
nder
grad
uate
1.
Indi
ana
Res
iden
t13
,367
13,5
2214
,120
14,4
1414
,516
14,6
15
2
. N
onre
side
nt1,
249
1,29
01,
456
1,42
61,
430
1,43
3
3
. R
ecip
roci
ty N
onre
side
nt35
348
446
349
249
349
4
B.
Gra
duat
e/Pr
ofes
sion
al
1
. In
dian
a R
esid
ent
1,63
11,
734
1,85
01,
917
1,97
92,
044
2.
Non
resi
dent
651
693
755
759
769
779
3.
Rec
ipro
city
Non
resi
dent
1923
2827
2628
TO
TAL
17,2
7017
,747
18,6
7219
,035
19,2
1319
,393
III. A
NN
UAL
DIS
TAN
CE
EDU
CAT
ION
/CO
RR
ESPO
ND
ENC
E FT
E
N
umbe
r of F
TE s
tude
nts
gene
rate
d by
Inte
rnet
-bas
ed d
ista
nce
educ
atio
n or
trad
ition
al c
orre
spon
denc
e in
stru
ctio
n:
A.
Und
ergr
adua
te R
esid
ent a
nd R
ecip
roci
ty27
538
038
847
350
253
2
B
. G
radu
ate/
Prof
essi
onal
Res
iden
t and
Rec
ipro
city
651
807
958
984
1,04
31,
105
C.
Und
ergr
adua
te N
onre
side
nt30
2936
4346
48
D
. G
radu
ate/
Prof
essi
onal
Non
resi
dent
112
147
158
162
171
181
1,06
81,
362
1,53
91,
662
1,76
21,
866
Not
e: F
TE a
ttrib
utab
le to
dua
l cre
dit f
rom
abo
ve64
6586
9611
413
8
Back
grou
nd IV
-BST
UD
ENT
ENR
OLL
MEN
T (C
RED
IT IN
STR
UC
TIO
N) B
Y R
ESID
ENC
Y ST
ATU
SSU
CC
ESSF
ULL
Y C
OM
PLET
ED C
RED
IT H
OU
RS
60Ball State University
2008
-09
2009
-10
2010
-11
2011
-12
Actu
alEs
timat
edPr
ojec
ted
Proj
ecte
dI.
Tota
l Ext
erna
lly F
unde
d R
esea
rch
Cos
ts1
A.Fe
dera
l App
ropr
iatio
ns, G
rant
s an
d C
ontra
cts2
$7,0
91,0
66$4
,674
,994
$5,0
48,9
94$5
,452
,913
B.In
dust
rial G
rant
s an
d C
ontra
cts
2,77
4,29
12,
955,
765
3,19
2,22
63,
447,
604
C.
Priv
ate
Foun
datio
ns3
4,25
7,61
04,
230,
404
4,56
8,83
64,
934,
343
D.
Oth
er29
2,90
129
7,72
632
1,54
434
7,26
8E.
Elig
ible
Ext
erna
lly F
unde
d R
esea
rch
Cos
ts$1
4,41
5,86
8$1
2,15
8,88
8$1
3,13
1,59
9$1
4,18
2,12
7-1
5.7%
8.0%
8.0%
Incr
ease
in E
ligib
le E
xter
nally
Fun
ded
Res
earc
h C
osts
($2,
256,
979)
$972
,711
$1,0
50,5
28
II.U
nive
rsity
Sup
port
Fact
or P
erce
ntag
eEl
igib
le C
osts
A.Fo
ur y
ear a
vera
ge (2
004-
05 th
roug
h 20
07-0
8) (C
ase
- As
Pass
ed in
the
2007
-200
9 Bi
enni
um)
$12,
762,
173
B.Fo
ur y
ear a
vera
ge (2
008-
09 th
roug
h 20
11-1
2)$1
3,47
2,12
1C
.C
hang
e$7
09,9
48D
.Ad
just
men
t Per
cent
age
50%
III.
Base
Adj
ustm
ent R
esea
rch
Supp
ort A
mou
nt$3
54,9
74
Not
es:
1.In
clud
es e
xpen
ditu
res
of e
xter
nally
-sup
porte
d re
sear
ch g
rant
s an
d co
ntra
cts.
2.Ex
clud
es A
RR
A ex
pend
iture
s.3.
Not
affi
liate
d w
ith th
e in
stitu
tion.
Back
grou
nd V
IIEX
TER
NAL
LY S
PON
SOR
ED R
ESEA
RC
H C
OST
S AN
D U
NIV
ERSI
TY G
ENER
AL F
UN
D S
UPP
OR
T FO
R R
ESEA
RC
H20
11-1
3 BI
ENN
IUM
FOR
BAL
L ST
ATE
UN
IVER
SITY
LINE ITEM REQUESTTHE ENTREPRENEURIAL
UNIVERSITY
PEOPLE+IDEAS
BALL STATE UNIVERSITYSTATE BUDGET REQUEST2011–2013 BIENNIUM
62Ball State University
The Entrepreneurial University is transforming and redefining how
higher education is delivered, changing the nature of student learning, and producing
graduates with a portfolio of experience ready to build Indiana’s economy.
63
GENERAL SUMMARYTHE ENTREPRENEURIAL UNIVERSITYPartially funded by the Indiana General Assembly in 2007 and 2009, The Entrepreneurial University initiative is transforming and redefining how higher education is delivered, changing the nature of student learning, and producing graduates with a portfolio of experience ready to build Indiana’s economy. It focuses on Ball State University’s entrepreneurial vision of being a national model of excellence for challenging, learner-centered academic communities that advance knowledge while improving Indiana’s economic vitality and quality of life.
The road map to achieving this ambitious vision is the objectives that support the learning, scholarship, engagement, and community goals of Ball State’s Education Redefined: Strategic Plan 2007–2012. The university’s people and ideas, appetite for innovation and success, and dedication to creativity and collaboration are turning the vision into a legacy.
The Entrepreneurial University is a collaborative venture reflecting the collective contributions of various campus groups. It builds on and enhances the institution’s existing platform of raising admission standards, providing pervasive and cutting-edge technology, and offering an ever-growing number of immersive learning experiences. This initiative defines the university’s commitment to:
■ Recruit students who are better prepared academically
■ Provide an improved, distinctive, and immersive curriculum and academic experience
■ Deliver measurable outcomes to ensure academic excellence and economic improvement
This initiative needs $5 million in annual funding, but with limited state revenues, we are requesting $1,960,000 per year in quality improvement appropriations for The Entrepreneurial University line item for the 2011–2013 biennium.
BETTER-PREPARED STUDENTSSince launching the current strategic plan, Ball State is attracting and retaining better-prepared students who exhibit high ability, motivation, and intellectual curiosity. The university seeks to admit students who have completed a rigorous high school curriculum that prepares them for the academic challenges they will encounter both inside and outside the classroom. Students who demonstrate dedication, a commitment to excellence, and an aptitude to be leaders, innovators, and even entrepreneurs are ready to take creative risks, experiment, and meet the high standards set for them by the university’s faculty. They are more likely to see their education through to completion— to graduation and beyond—and enter the job market with the ambition and drive that will spark innovation and entrepreneurship, two essential ingredients for rejuvenating Indiana’s economy.
In recent years, Ball State has been raising its admission standards and redefining its academic profile, becoming more selective and improving first-year retention rates. Today the university is enrolling its most academically gifted freshman classes, with the average three-part SAT score projected to rise to 1,592 this fall and nearly two-thirds—a projected 63.2 percent—of new students having completed the Indiana Academic Honors Diploma or an equivalent advanced college-preparatory curriculum in another state. All new students are required to have completed the Core 40 high school curriculum.
This line item/quality improvement initiative challenges the university to raise the bar even higher so bright, energetic, creative, and success-oriented students can be catalysts for excellent academic programs at Ball State and for economic growth for Indiana.
This initiative to redefine Ball State University’s curriculum will help strengthen Indiana’s economic future. It will prepare graduates for high-wage careers, develop ties to Indiana communities, equip graduates for community leadership responsibilities, and allow all qualified undergraduates to benefit from the transformative effect of rigorous, out-of-class, immersive learning experiences while in college. This request sets objectives in three areas:
■ Better-prepared students■ Better curriculum and educational experience■ Better outcomes
Ball State seeks continued quality improvement line item funding for this initiative for 2011–2013 as established in the past two biennia.
REQUEST SUMMARYTHE ENTREPRENEURIAL UNIVERSITY
Line Item Request: The Entrepreneurial University
64Ball State University
BETTER CURRICULUM AND EDUCATIONAL EXPERIENCEBall State’s distinctive academic approach integrates relevant, intense, immersive learning experiences that extend and apply knowledge from the classroom to tangible, real-world solutions for actual community partners. These creative, collaborative activities are available in every academic college and in special centers on campus, but the opportunities must be expanded to meet our objective of having every qualified student participate in at least one of these experiences. Students who engage in these activities graduate with more than a transcript: they leave with a portfolio of experiences that make them better prepared to succeed and contribute positively in the current and future economy.
Immersive learning is an intensified form of experiential education. In an immersive learning experience, students from diverse disciplines collaborate with a faculty mentor and outside partners on a real-life project that results in a tangible product or service for an Indiana business, organization, or community. Many projects are focused on economic development, community development, or quality-of-life advancement for cities and towns across the state. Through these activities, students build important skills needed for today’s global, knowledge-based, and technology-driven economy and gain a critical advantage in the job market.
BETTER OUTCOMESBall State’s focus on academic excellence will lead to student and faculty success and productivity as demonstrated through high graduation and retention rates, recent graduates’ annual incomes and new business development, the number of nationally ranked and recognized academic programs, and the generation of intellectual capital necessary for the state’s economy. By gaining field experience and making connections to Indiana employers and communities, bright and talented students who participate in immersive learning experiences are more likely to remain in the state after graduation.
This will be the legacy of The Entrepreneurial University. Admitting better-prepared students, providing excellent academic programs with immersive learning opportunities, and supporting students with amazing faculty and resources will yield a savvy, entrepreneurial workforce that can excel in the global marketplace, boost the state’s per capita income, and move Indiana into a more competitive economic position.
Ball State is well on its way to achieving this vision by 2012, emerging as a distinctive, innovative, and academically excellent alternative in Indiana’s public higher education system.
INVESTMENT+REWARDAchieving the objectives of The Entrepreneurial University is financially intensive, from developing the breadth of programs needed to guarantee access to collaborative, immersive learning experiences for all qualified students to providing exceptional technological tools while attracting and retaining talented faculty.
Ball State’s academically distinctive teaching and learning environment demands a low student-to-faculty ratio, with small class sizes and most courses taught by professors rather than graduate students. Salaried faculty members must be available to individual students and work extensively with small groups of students on creative and immersive projects that can last a full semester or a full academic year, all while conducting applied research and public service.
Extensive personnel and expensive equipment are required to fully provide and sustain market-responsive programs, state- of-the-art technology applications, personalized student services, nationally competitive research centers, and comprehensive outreach and economic development programs. Students and faculty mentors often travel off campus—and around the world— in their collaborative pursuits, and supplies for real-world research and creation of a lasting product have real-world prices.
But the return on the investment is dynamic. A skilled workforce, new intellectual capital, new business enterprises, better communities, stronger community leadership, and a globally competitive economy are outcomes that support the state’s economic development goals. Continued commitment to and full investment in this line item/quality improvement initiative will ensure long-term dividends for Indiana’s revitalized economy and its entrepreneurial university.
65
■ Continue to require that 100 percent of admitted freshmen achieve the Core 40 diploma.
■ Achieve 80 percent of admitted freshmen having reached the highest level of high school preparation, an Indiana Academic Honors Diploma or equivalent, by 2012.
■ Increase the freshman retention rate to 80 percent by 2012.■ Increase the six-year graduation rate to 60 percent by 2012
and 65 percent by 2015. ■ Guarantee all qualified students will have immersive learning
opportunities by 2012.■ Offer an entrepreneurship minor to all students by 2012.
■ Guarantee all students will be able to create digital resumes/portfolios of curricular and cocurricular experiences by 2012.
■ Maintain the university’s preeminent standing in wireless technology and digital technology research.
■ Accelerate growth in research funding to match the state’s economic development plan of 10 percent annually.
■ Grow Building Better Communities initiatives by 10 percent annually.
■ Guarantee to K–12 school corporations the high quality of graduates from the Ball State Teachers College.
OUTCOME MEASURESTHE ENTREPRENEURIAL UNIVERSITY
Line Item Request: The Entrepreneurial University
66Ball State University
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LINE ITEM REQUESTTHE INDIANA ACADEMY
GIFTED+TALENTED
BALL STATE UNIVERSITYSTATE BUDGET REQUEST2011–2013 BIENNIUM
68Ball State University
The Indiana Academy is dedicated to inspiring and challenging highly gifted young
adults to reach their full personal potential within the framework of the common good.
69
GENERAL SUMMARYINDIANA ACADEMY FOR SCIENCE, MATHEMATICS, AND HUMANITIESLocated on the Ball State University campus, the Indiana Academy for Science, Mathematics, and Humanities was founded by the Indiana General Assembly in 1988 and has been nationally recognized as a premier educational institution for gifted and talented students. Two purposes are central to its mission:
RESIDENTIAL HIGH SCHOOLThe Indiana Academy serves as a public residential high school—the only one in the state—for 300 gifted and talented juniors and seniors from across Indiana. The academy provides a physical, intellectual, and social environment in which students with exceptional academic ability can thrive in an appropriately exceptional learning community.
STATEWIDE OUTREACH CENTERThrough various outreach programs, the Indiana Academy strives to stimulate and enable vitality in educational programs for academically gifted secondary students and teachers. The academy serves Indiana as a statewide center for gifted education so students throughout the state can have access to the programs and resources appropriate to their abilities. The Indiana Academy offers the latest advances in interactive telecommunications technology, the development and dissemination of innovative curricula, applied research in gifted education, and in-service education of teachers.
The Indiana Academy is accredited by the Indiana Department of Education and by the North Central Association of Schools and Colleges through the University Schools. It is a member of the National Association of College Admission Counseling (NACAC) and complies with the NACAC Statement of Principles of Good Practice.
ACADEMY PHILOSOPHYThe Indiana Academy for Science, Mathematics, and Humanities is operated by Ball State as a school devoted to the education of students who demonstrate extraordinary intellectual ability and a commitment to scholarship. The academy’s philosophy originates from the proposition that a society in which fairness is a prime concern ordinarily tries to provide educational opportunities appropriate to the expressed ability and potential development of as many sorts of citizens as possible.
The academy expects that its graduates will subsequently function as good citizens, discharging their public and private responsibilities with distinction. As a consequence of its enabling legislation and basic philosophy, the Indiana Academy is dedicated to inspiring and challenging highly gifted young adults to reach their full personal potential within the framework of the common good.
ACADEMY CURRICULUMThe curriculum of the Indiana Academy is designed to enable its students to understand the past, investigate the present, and plan the future. Traditional liberal arts and sciences are emphasized in required course work, and individual inquiry and discovery are stressed through elective studies, independent study, and research and practical experience. The resulting harmony of rigor, challenge, and inspiration in the study of our scientific and cultural heritage, combined with the freedom to explore new horizons of knowledge, produces an intellectual environment in which students learn to think creatively, communicate clearly, and act responsibly in an increasingly complex global society.
Methods and materials for instruction are selected for the promise they show in both exciting the imagination and disciplining the mind. Tradition is blended with innovation. Lectures and discussions in both advanced-level Indiana Academy courses and university-level courses are combined with seminars, colloquia, independent study and research, and apprenticeships with researchers and practitioners in various professions.
Line Item Request: The Indiana Academy
70Ball State University
A retrospective look at the academy’s history is needed as it readies itself to prepare Indiana’s students and educators for the future. The Indiana Academy is:
■ Proud to have graduated more than 2,000 students over the years, with virtually 100 percent attending four-year colleges and universities across the United States. In 2010, more than $9.6 million in college scholarships were offered to 103 academy graduates, an increase from $6.8 million for 81 graduates in 2007. The academy ranks among the state’s top five high schools in terms of Advanced Placement (AP) test participation.
■ Serving Indiana school corporations with an extensive and expanding distance education program.
■ Annually hosting outstanding educators for a year of teaching and research at the academy and Ball State.
■ Showing continued growth in its series of workshops for students and teachers throughout Indiana and across the nation.
OUTCOMES AND BENEFITSContinued funding for the Indiana Academy for Science, Mathematics, and Humanities will result in the following benefits for students, teachers, and school corporations throughout Indiana:
■ Preparing students for their increased role in the global community in the areas of math, science, and humanities.
■ Partnering Indiana students and educators with experts and professionals in various fields through interactive media.
■ Enhancing curriculum in urban and rural school corporations by offering Advanced Placement (AP) courses with interactive labs and foreign languages statewide.
■ Increasing the level of technological proficiency among students and faculty.
■ Improving instructional effectiveness of Indiana teachers and instructional programs through the use of extensive Web-based resources developed by the academy’s Office of Outreach Programs.
■ Continuing the development of multimedia instructional materials for dissemination to Indiana schools.
■ Broadening the scope and depth of research opportunities for students and faculty across the state through the use of technology.
■ Providing the services needed for students to successfully master content in each of the courses.
CONTINUED SUPPORTTo maintain this outstanding record of helping the state’s secondary gifted and talented students and educators fulfill their learning potential, the Indiana Academy for Science, Mathematics, and Humanities requests continued support of current programs. This support will create distance learning courses and professional development opportunities that are instructive and interactive for students and faculty throughout Indiana.
For the 2011–2013 biennium, we are requesting $4,201,913 per year in line item appropriations for the Indiana Academy.
71Line Item Request: The Indiana Academy
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72Ball State University
CAPITAL IMPROVEMENT BUDGET REQUEST
CAMPUS+FACILITIES
BALL STATE UNIVERSITYSTATE BUDGET REQUEST2011–2013 BIENNIUM
74Ball State University
New capital projects enable future generations of students to gain a transformative education and provide valuable resources for the state of Indiana.
75
GENERAL SUMMARYINTRODUCTIONBall State University’s Education Redefined: Strategic Plan 2007–2012 requires an innovative, immersive learning environment where bright, creative students from diverse disciplines collaborate with expert faculty and actual community clients to solve real-world problems. This entrepreneurial university must provide cutting-edge technology, sophisticated equipment, and dynamic facilities to support nationally ranked and recognized academic programs. At the same time, the institution must sustain a vibrant, supportive, and friendly midsized campus where students feel a sense of community, inspiration, and connection that helps them succeed.
Ball State’s request for capital appropriations for the 2011–2013 biennium is driven by our strategic plan. Capital projects approved by the Ball State Board of Trustees support our long-term goal to achieve academic excellence through well-planned and state-of-the-art buildings, classrooms, laboratories, and support spaces. These projects are essential to the institution’s teaching, research, and service missions, enabling future generations of students to gain a transformative education and providing valuable resources for the state of Indiana.
CAPITAL PRIORITY FACTORSOur capital request reflects both a need to renovate and upgrade existing facilities for today’s requirements while also anticipating future instructional and infrastructure needs. The following factors contribute to the setting of capital development priorities at Ball State:
■ Focus on making the best use of existing facilities
■ Link capital projects to long-range campus development planning
■ Relate directly to existing and emerging instructional requirements and students’ needs
■ Support academic programs that best serve the citizens and economic development needs of Indiana
■ Maintain infrastructure for efficient campus operation, safety, and access
EXISTING FACILITIESWe will make the best use of existing facilities through renovation and rehabilitation. Upgrading older facilities can be more cost effective than adding new structures, and it maintains the existing sense of campus community. As a result, Ball State’s ratio of capital debt to operating budget continues to rank as one of the lowest among the public four-year residential campuses in Indiana (see chart to the right).
The College of Architecture and Planning Renovation Project outlined in this capital improvement request will upgrade rather than replace the nearly 40-year-old Architecture Building that has become a landmark of innovation and creativity on the north end of the campus. The current structure, combining two portions built beginning in 1970 and 1980, remains a unique, innovative environment for design and planning that continues to foster interdisciplinary collaboration and a sense of community with its four-story atrium, open balconies and studio areas, and shared auditorium, library, exhibition, and fabrication spaces.
To accommodate today’s sophisticated equipment, high-end technology, and immersive instructional needs, the Architecture Building’s mechanical and electrical systems must be updated, and space utilization within the facility needs to be optimized. These infrastructure improvements will help the college prepare students for the current global design and planning professions and attract high-ability students from across the country and around the world to study at Ball State.
Capital Improvement Budget Request
CAPITAL DEBT SERVICE 2009–10(as a % of operating appropriations)
Ball StateUniversity
76Ball State University
77
CAMPUS DEVELOPMENT PLANNINGThe historical development of the Ball State campus is the successful product of the university’s long-range planning efforts. In 1922, the Lowry Master Plan first defined the development of the Old Quadrangle, which comprises the university’s original academic core. The 1946 Scholer Master Plan recommended further development to the north for new academic buildings, residence halls, and athletic facilities. The 1968 Perkins and Will Plan identified the development of the then New North Academic Quadrangle.
The current master plan was developed and continues to be refined by the university with the help of its consultant, Rundell Ernstberger. This planning tool called for the completion of the west segment of North Quadrangle and the renovation of several buildings surrounding the Old Quadrangle while forecasting the development of several new buildings, parking facilities, campus landscape and forestation, and the future development of a new East Academic Quadrangle.
INSTRUCTIONAL REQUIREMENTSThe university’s capital projects must focus on meeting the academic, instructional, and research requirements of students and faculty. Of primary importance is the quest and demand for new and emerging technology systems in classrooms and laboratories. Such technology has greatly changed the delivery of instruction and infrastructure in the past decade. New and complex technology and space-specific instruction for student needs make it necessary to upgrade existing facilities on the Ball State campus.
The modern entrepreneurial university must adapt to the changing needs of those it serves. This requires continuous reevaluation for the orderly development of new facilities and the timely rehabilitation of others.
LOWRY MASTER PLAN (1922)The Old QuadrangleBurkhardt Building 1924Ball Gymnasium 1925North Quadrangle Building 1926Fine Arts Building 1935Lucina Hall 1939
SCHOLER MASTER PLAN (1946)The McKinley/Riverside Avenue CorridorsApplied Technology Building 1948Hargreaves Music Building/Emens Auditorium 1956/1964Woodworth Residence Hall Complex 1956Irving Gymnasium/Athletic Facilities 1962LaFollette Residence Hall Complex 1964Teachers College Building 1966Cooper Science Complex 1968
PERKINS AND WILL PLAN (1968)The New North Academic QuadrangleArchitecture Building I 1970Pruis Hall 1971Emens Parking Garage 1971Bracken Library 1972Whitinger Business Building 1978Architecture Building II 1980
RUNDELL ERNSTBERGER PLAN (1982, 1991, 2001)The CampusRobert Bell Building 1982Ball Communication Building 1986Health and Physical Activity Building/Worthen Arena 1991Alumni Center 1997Art and Journalism Building 2001Shafer Tower 2002Music Instruction Building 2004McKinley Avenue Parking Garage 2005David Letterman Communication and Media Building 2007Park Residence Hall 2007Scheumann Stadium/Athletic Facilities 2007 Expansion and RenovationStudent Recreation and Wellness Center 2010Kinghorn Residence Hall 2010Renovation of Older Academic Buildings Ongoing and Old QuadrangleMcKinley Avenue Improvements OngoingLandscape/Forestation Design OngoingExpanded Surface Parking Facilities OngoingRenovation of the College of In Development Architecture and PlanningFuture East Academic Quadrangle In Development
CAMPUS MASTER PLANS 1922–2001
Capital Improvement Budget Request
78Ball State University
The College of Architecture and Planning Renovation Project described under Capital Priorities: 2011-2013 Biennium will provide more instructional space for studio classes in architecture, landscape architecture, and urban design to accommodate enrollment growth while also addressing facility and technology needs for contemporary shop equipment, construction labs, research and service institutes, libraries and archives, and the college auditorium. These updates are essential for student success and faculty scholarship amid the changing nature of environment design and planning education and practice.
SERVICE TO INDIANA’S CITIZENSThe academic, research, and economic development needs of Indiana can be furthered as part of our capital requests. The university’s capital development should reflect Indiana’s emerging needs. Citizens and public officials should expect a positive return on their investment in higher education. Ball State has a long history of sound management in developing the campus to support academic achievement. The university’s impact ranges from education and service to research and support of economic development.
Specifically, the College of Architecture and Planning Renovation Project will enhance Ball State’s ability to provide immersive learning experiences and relevant community design and planning projects that will benefit the economy and quality of life in cities, towns, and counties across Indiana. The college’s various programs, centers, and institutes will gain up-to-date resources, equipment, and facilities to engage in outreach, service, and research endeavors throughout the state.
The expansion of the Ball State campus has been methodical, pragmatic, and well planned. New facility construction has reflected the goal of providing space for emerging needs while addressing institutional priorities. Renovation of existing space has allowed new opportunities to upgrade space while providing new efficiencies for academic departments and initiatives. A recent facilities analysis by the Indiana Commission for Higher Education reflects this objective.
INFRASTRUCTURE EXTENSION AND MAINTENANCECampus infrastructure must be maintained. A wide array of infrastructure systems are necessary to support a thriving campus for thousands of students, faculty, staff, and visitors. Systems require constant upgrades and renovation that provide efficient operation while saving taxpayer investments for replacement.
Both of the capital priorities identified in this budget request reflect Ball State’s focus on updating campus infrastructure. The special repair and rehabilitation (R&R) request for the Expansion of Tunnel Utility Systems Project will expand the university’s underground network of utility tunnels in order to replace aging and deteriorating tunnels and provide capacity for future systems.
We are committed to the physical quality of the campus and have sustained its reputation of excellence. However, maintaining campus infrastructure requires a complex process of analysis and financial commitment to keep deferred maintenance to a minimum. Significant reductions in state repair and rehabilitation funding during recent biennia have severely strained resources to maintain campus buildings and infrastructure.
SUPPORT FOR FACILITY STEWARDSHIP AND RENEWALAccording to Ball State’s 2009 Financial Report, the replacement value of Ball State’s campus facilities is approximately $1.6 billion, based on an analysis of existing facilities and current construction cost indices. Building construction and ongoing renewal of university property are financed following methods specific to the types and uses of the facilities involved.
STATE-SUPPORTED ACADEMIC AND ADMINISTRATIVE BUILDINGSAll academic and administrative buildings—which make up about half of the university’s campus square footage—are funded through bond financing and state-appropriated funds allocated on a biennial basis by the Indiana General Assembly. Unfortunately, the decline in state revenues has forced the General Assembly to underfund the general repair and rehabilitation (R&R) formula for most of the past two decades. Further deferral of these necessary expenditures will result in the deterioration of the university’s facilities and greater renewal costs unless remedied in the near future.
79
NON-STATE-SUPPORTED BUILDINGSThe second half of Ball State’s campus square footage consists of buildings that are not state supported. As the graph to the right indicates, the 1950s and 1960s saw a substantial increase in gross square footage of non-state-supported buildings, including dining and residence halls, parking facilities, the L.A. Pittenger Student Center, Emens Auditorium, athletic facilities, and conference venues. According to Ball State’s 2009 Financial Report, the replacement value of the university’s non-state-supported facilities is about $600 million. By 2016, more than $181 million (in current dollars) is planned for investment in renewal projects on these facilities. As of the end of the 2009 fiscal year, $76.2 million has been allocated from auxiliary operations revenues and student fees for the stewardship and renewal of these facilities.
Financial Planning Guidelines for Facility Renewal and Adaption—a study sponsored by Lilly Endowment Inc. and conducted by the Society for College and University Planning, the National Association of College and University Business Officers, the Association of Physical Plant Administrators of Universities and Colleges, and Coopers and Lybrand (now PricewaterhouseCoopers)—estimates that between 2 percent and 4 percent of plant replacement cost needs to be provided, on average, each year in order to adequately fund repairs, renewal, and adapting facilities to changing code requirements and to evolving contemporary needs. The table at right provides several examples of major repair and renewal components as well as the typical life cycle for each.
Based on studies as well as many years of direct experience in managing complex university facilities, an annual target of 3 percent of current replacement value for housing, dining, and other non-state-supported buildings is needed to adequately fund this stewardship responsibility and avoid even higher costs brought about by accumulated deferred maintenance. For parking facilities, from multilevel structures to paved and gravel lots, an annual target of 2 percent of current replacement value has been established. This methodology provides generational equity and is based on the premise that users should pay their fair share for the deterioration of the facilities they use. The goal is to maintain competitive, quality facilities at the lowest long-term cost to students.
CAPITAL PRIORITIES: 2011–2013 BIENNIUM
COLLEGE OF ARCHITECTURE AND PLANNING RENOVATION PROJECTSPECIAL REPAIR AND REHABILITATION
Founded more than 40 years ago as Indiana’s first and only state-supported architectural school, Ball State’s College of Architecture and Planning (CAP) consistently ranks among the nation’s best and is respected globally for its leadership and education in sustainable and community-based environmental design and planning. However, important physical and mechanical improvements are needed to the nearly 40-year-old building the college calls home in order to accommodate enrollment growth and today’s technology and equipment demands.
Renovations to the Architecture Building’s infrastructure and instructional space will support the continued growth and quality of CAP’s distinctive academic, research, and outreach programs in architecture, landscape architecture, urban planning, urban design, and historic preservation. These disciplines are standard-bearers of the university’s strategic emphases on academic excellence and innovation, entrepreneurial vision, immersive learning, and community impact.
Capital Improvement Budget Request
Years
Roofs 15–20Masonry Tuck Pointing 30–40HVAC Systems 15–25Foundations 80–100Windows 40–50Electrical Systems 15–30Exterior Door Systems 15–20Elevators 20–30Lighting Fixtures 20–30
COMPONENT LIFE CYCLE EXAMPLES
GROSS SQUARE FEET OF CAMPUS BUILDINGSBY YEAR
(in thousands)
19101920
19301940
19501960
19701980
19902000
2010
STATE-SUPPORTED NON-STATE-SUPPORTED
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
80Ball State University
The renovation project will enable Ball State to better prepare bright, creative students from across the country and around the world to become tomorrow’s leading practitioners in the design and planning professions. The improvements also will enhance CAP’s important research role as Indiana’s only architecture and planning college, where world-class faculty publish some of the nation’s leading works on environmental design. At the same time, these renovations will support the college’s many design and planning projects that help cities, towns, and counties throughout Indiana solve today’s economic and community development issues.
TECHNOLOGY AND GROWTH
Constructed in two phases beginning in 1970 and 1980, the Architecture Building was originally designed for the professional and pedagogical standards of the day: traditional methods of hand drawing and scale model building in open studio areas, paper pinup critiques, wood shop equipment in the basement, and library archives of printed materials and photographic slides. A four-story atrium—lit naturally by a long angled roof of glass panels—with open balconies on each floor encourage community building and interdisciplinary collaboration within the college. And the prevalence of concrete walls and floors accented with black steel and light wood plus high, open ceilings with exposed ductwork and lighting provide a modern, innovative design environment.
But four decades of dramatic technological advances, evolving professional requirements, and changing societal needs have driven new approaches to learning and practicing environmental design and planning, including digital modeling and fabrication, collaborative virtual studios, energy research, and materials testing. At the same time, CAP’s nationally accredited programs have seen significant growth in enrollment, activities, and stature.
In order to enroll more students and maintain a leadership role in environmental design and planning education, the college needs to improve its physical facilities and equipment to meet current industry standards and student expectations. State-of-the-art infrastructure and physical resources are particularly critical in recruiting high-quality, well-prepared students across the country for the college’s undergraduate and graduate degree programs, which compete with top design schools such as Harvard, MIT, and the University of California, Berkeley.
STUDIO SPACE FOR STUDENTS
An essential component of CAP’s teaching and learning culture is the design studio. These creative environments located throughout the Architecture Building are the heart of each department within the college and mirror the professional design workplace. All students in the college’s programs are assigned their own personal, permanent work space in these studios that’s accessible 24/7 throughout their college career.
In these intimate settings, students work closely with faculty mentors to create, collaborate, and critique hands-on design projects using their laptops, drawing equipment, and other state-of-the-art tools and materials, including drawing tables, meeting tables, model-making surfaces, open walls for pin-up reviews, and large-format plasma screens for digital presentations. Many of the core design and planning classes take place right in the studios. And outside of class, many CAP students can be found spending long hours and late nights in their studio spaces completing course assignments.
CAP students and faculty also use these studios to conduct collaborative, real-world design and planning projects for actual communities throughout Indiana as part of CAP’s longstanding Community-Based Projects program. These team projects are immersive learning experiences as advanced in Ball State’s Education Redefined: Strategic Plan 2007-2012.
To accommodate more of these activities and enrollment growth throughout the college, the CAP renovation project will provide additional studios to address the following space challenges:
■ First-Year Program: The college’s two-semester course sequence for new undergraduate freshmen provides a foundation in design principles and an introduction to all three disciplines in the college so students can decide which major to pursue in their second year. Most students complete this program in the fall and spring semesters. However, because of space limitations during the academic year, almost 20 percent of the college’s new students are placed in a 10-week accelerated summer option for the First-Year Program. Students in the summer option exhibit the lowest retention rates to the second year because of the
81
intense pace and short time frame for an extensive amount of important material. In order to boost the success rate of these students, the college needs to add two more studio classes during the spring semester—requiring more physical studio space—and eliminate the accelerated summer program.
■ Architecture: Following national trends, Ball State recently transitioned from a five-year professional undergraduate degree to a four-year preprofessional bachelor’s degree plus two-year professional master’s degree for licensure. This change has shifted studio needs from the undergraduate level, where each class can have 16 students, to the graduate level, where accreditation requirements call for no more than 12 students per class. A three-year plan to recruit more students for both the professional and postprofessional master’s programs also will require additional graduate studio space.
■ Landscape Architecture: Recent national recognition and significant enrollment growth have caused overcrowding in studios for the undergraduate program in landscape architecture. Studio classes have 20–21 students, rather than the 16 required by accreditation agencies. Space for four more studio classes is needed here.
■ Urban Planning: Space for three more studio classes in urban planning is needed in order to accommodate the enrollment growth desired by accreditation agencies while maintaining the required number of students in each studio.
FACILITY AS TEACHING TOOL
In schools of architecture across the country, the campus buildings housing the design programs are themselves an educational tool, a living component of the immersive teaching and learning environment. Sound physical facilities can illustrate best practices in design, construction, systems, function, and operation, complementing what students are exploring in their classes and field experiences.
At the time it opened in the 1970s, Ball State’s Architecture Building served as a model for sustainable technology and learning priorities in the environmental design and planning disciplines. But as passing decades have seen the emergence of new technological, social, and environmental challenges, the building’s philosophy has to be updated. Many of the facility’s design examples are no longer best practices in the 21st century. As students in the College of Architecture and Planning push the envelope in creating innovative, sustainable, and socially significant environments for today’s world, their physical surroundings should provide inspiration and creative support in their quest for design excellence.
SAFETY AND EFFICIENCY
Along with programmatic and pedagogical needs, the College of Architecture and Planning Renovation Project will address safety and efficiency issues stemming from enrollment growth, technological advances, teaching and learning demands, and aging facilities. Today’s sophisticated equipment and pervasive technology strain the Architecture Building’s original electrical, data, and ventilation networks. HVAC and other mechanical systems need to be upgraded to meet current codes, and power capacity must be increased to support extensive digital and computer equipment throughout the building. The large bank of passive solar windows on the south-facing side of the building does not function as intended. The windows now leak and need to be replaced. Much has been learned since this early attempt to capture solar energy, and correcting issues with the system may require extending the footprint of the building in the area where the windows are located.
Capital Improvement Budget Request
ACADEMIC PROGRAMSDepartment of ArchitectureDepartment of Landscape ArchitectureDepartment of Urban PlanningUrban Design Graduate ProgramHistoric Preservation Graduate Program
CENTERS AND RESOURCESArchitecture LibraryBuilding Futures InstituteCenter for Energy Research/Education/ServiceCenter for Historic PreservationCommunity-Based ProjectsCommunity Outreach Partnership CenterDesign and Planning StudiosDigital Fabrication Drawings and Documents ArchiveExhibit GalleryInstitute for Digital FabricationInstitute for Digital Intermedia ArtsLand Design InstituteMuncie Urban Design StudioPreservation Lab Simulation LabsTech LibraryVisual Resources Collection/David R. Hermansen Slide CollectionWood/Metal/Plastics Shop
WHO WILL BENEFITCOLLEGE OF ARCHITECTURE AND PLANNING RENOVATION PROJECT
82Ball State University
Space utilization throughout the facility needs to be optimized as the college anticipates further enrollment growth in its programs and expansion into larger-scale endeavors involving construction science, building insulation, energy research and studies for federal and local agencies, and full-size building prototypes. Currently, students are constructing large projects using welding and power tools in hallways and traffic areas.
EXPANSION OF TUNNEL UTILITY SYSTEMSSPECIAL REPAIR AND REHABILITATION
Beneath Ball State University’s 660-acre campus, a series of tunnels connect the majority of the institution’s 104 academic, administrative, auxiliary, and residential buildings for utilities such as steam, condensate return, chilled water, compressed air, power cables, and communication cables. This hidden network facilitates efficient maintenance and repair of vital infrastructure that’s less vulnerable to outages caused by wind and ice storms while allowing for a beautiful campus free of above-ground cables and equipment. The up-front investment in tunnels saves funds in the long run.
Our campus has approximately three miles of such tunnels ranging in age from 10 years to more than 70 years. Some tunnels run directly beneath sidewalks and under roadways. Years of surface cracking, followed by infiltration of salts, water, and other contaminants, have caused deterioration of this tunnel system. Further, many of the tunnels have reached full capacity with vital utility systems, making the installation of additional systems impossible and repair to the existing systems difficult.
Renovation of the College of Architecture and Planning will provide much-needed additional space and enhanced acoustics, lighting, and information technology infrastructure for the following areas:
DESIGN STUDIOSArchitecture and planning practice in the 21st century requires students to do even more in a self-contained, immersive studio environment where digital technology and advanced computer equipment are essential to teaching and learning, demanding more extensive electrical and data networks. In order to accommodate enrollment growth and still provide a personal work space for each student, CAP needs to expand the design and planning studios throughout the Architecture Building. The mechanical systems providing power, data, and ventilation also need to be upgraded for contemporary needs. In addition, studios on the fifth and sixth floors need more natural light for a more conducive work environment for students.
SHOP/CONSTRUCTION LABSupervised by a full-time technician, CAP’s construction shop provides students the equipment they need for working with wood, metal, plastics, glass, and other materials. Students use the shop’s woodworking machines, welding equipment, vacuum forming machines, and a CNC router for building models and other creative projects for hands-on courses. But equipment and requirements for fabrication and construction activities have changed dramatically over time, and new equipment generates noise and dust in spaces originally built for smaller-scale equipment. A larger space is also needed for full-scale building mockups, building prototypes and research, and energy studies for outside clients. Currently, students must build large projects with power tools in the hallways of the college. And because of space constraints in the building, CAP’s steel lab had to be converted for other needs.
INSTITUTE SPACECAP is home to several innovative institutes and centers that explore building, landscape, and urban design and planning; construction science and energy efficiency; digital design, fabrication, simulation, and modeling; and historic preservation. Renovations to the Architecture Building will enable these institutes to expand their important research, service, and teaching activities, benefiting students, professionals, and Indiana communities. These creative programs also could be rearranged into clusters to build synergy among them.
LIBRARY AND ARCHIVESExpansion of the CAP library located within the Architecture Building will better accommodate information technology assets, archived student work, and student collaboration and study areas.
COLLEGE AUDITORIUMIntended for collegewide events and activities, including guest lectures by leading professionals, the current auditorium in the Architecture Building can hold only a fourth of CAP’s students at one time. The facility needs to be enlarged to accommodate at least half of the college’s students.
EXPANSION PRIORITIES
83Capital Improvement Budget Request
This project will install additional underground utility tunnels throughout the campus in strategic and optimum locations. These new tunnels will allow for the replacement of utility system components that have become obsolete either due to condition or capacity.
GENERAL REPAIR AND REHABILITATIONFacilities and infrastructure system renewal support Ball State University’s mission of becoming a nationally recognized institution of excellence. Repair, restoration, and rehabilitation of campus facilities play a critical role in maintaining a quality academic environment for teaching and research. The condition and appearance of these facilities also provide the all-important first impression for new students and their parents.
The rapid growth of Ball State’s facilities in the 1950s, 1960s, and 1970s created an ever-increasing obligation for repair and rehabilitation (R&R) funds. Aging facilities and infrastructure systems, normal obsolescence, changing educational needs, enhanced teaching technology, and new environmental and safety standards have created the need for greater expenditures.
The Indiana Commission for Higher Education and the Indiana General Assembly have traditionally maintained and funded an effective formula for the repair and rehabilitation of campus infrastructure. However, severe reductions in R&R appropriations in recent biennia have created a steep increase in unfunded projects. Current unfunded deferred maintenance projects could have a devastating impact on the university’s campus operations and learning environment.
REPAIR AND REHABILITATION PLANThe renewal plan calculates a facility and infrastructure component life cycle determination and a physical condition survey. These considerations generate a list of improvement projects. Projects are undertaken in order of importance based on an established priority schedule.
The university’s proposed uses of general R&R funds during the 2011–2013 biennium are compiled into the following categories:
FACILITIES
■ Health and safety
■ Roof replacement
■ Building mechanical systems
■ Building electrical systems
■ Code correction
■ Interior renovation
■ Exterior renovation
■ Major renovation
$ in
Mill
ions
56.1%
100%
66%
95% 50%
15%
100%
86% 96% 18%
Biennium
6%
43% 50%
25%
* 2009-11 funding assumption includes additional ARRA amounts awaiting federal approval.
HISTORY OF DEFERRED R&R FUNDING AT BALL STATE UNIVERSITY
1983–1985 to 2009–2011 Biennia
R&R Formula Amount FundedR&R Formula Amount
The process for evaluating renewal projects to be considered for general R&R appropriations combines two approaches. A long-range forecast estimates facility and infrastructure component obsolescence (life cycle) and identifies the renewal costs. This approach is then used as the basis for a physical condition survey to identify actual repair needs.
UTILITIES AND OTHER INFRASTRUCTURE
■ Electrical
■ Telecommunications
■ Water/sewage
■ Steam/chilled water tunnel
■ Sidewalk/street
84Ball State University
Project lists by biennium for the upcoming two biennia are maintained. The lists are combined with the life cycle forecasts for three biennia beyond that to create a 10-year plan. Both long-range planning and the prudent use of current funds are necessary to meet facilities and infrastructure system renewal goals. Repairs to older facilities and infrastructure systems must be made now to prevent an even greater obligation in the future.
■ Facilities and infrastructure component renewal (life cycle): The premise of the life cycle renewal process is that facilities and infrastructure systems are comprised of a set of components or subsystems that wear out on a relatively predictable time schedule. Life cycles were determined for approximately 40 components based on industry sources, engineering publications, and the experience of the university’s facilities personnel. When this data was assembled for each facility and infrastructure system, it was first necessary to identify the construction date and previous repair, replacement, or renovation work. Once compiled, this information is used to indicate a reasonable expectation of the component failure timetable.
■ Physical survey: The actual site inspection of the facility and infrastructure systems is an important procedure in determining component conditions and replacement needs. When used with the component life cycle information, it becomes even more effective. With many facilities and infrastructure systems to analyze, this combined information facilitates a more efficient use of inspection time. The site inspection is an ongoing process driven by feedback from facilities maintenance personnel.
DETERMINATION OF PRIORITY SCHEDULE
After the on-site physical evaluations are complete, the information is used to package specific projects. The projects are then prioritized. Lower-priority projects that exceed available funding must be deferred to the next biennium. The following factors, listed in descending order of priority, are used to prioritize the project list:
■ Improvements needed to meet code compliance and health and safety standards
■ Renewal projects on a facility or infrastructure system to correct deterioration or damage that has a negative impact on instruction, such as in a classroom or laboratory
■ Renewal projects on a facility or infrastructure system to correct deterioration or damage that has a negative impact on spaces other than instructional areas, such as administrative offices
■ Repairs that produce a savings on operating costs
■ Current problems that, when correction is delayed, will cause other damage of a serious nature
■ Repair and/or replacement projects to be completed at a reduced cost when undertaken concurrently with other related higher-priority projects
■ Replacement of an obsolete system or component that is beyond economical repair
■ Improvements to components due to increased technology
The university will continue to plan for future repair and renewal projects using a process that provides for correcting current problem areas and long-range planning. This process allows the greatest return for funds invested in renewing university facilities and infrastructure systems within established guidelines for the use of general R&R funds.
Schedule F identifies the amount required during the 2011–2013 biennium for each of the categories listed. The funding formula for repair and rehabilitation produces approximately $18 million. Depending on the decisions regarding the special R&R project requests and the funding level for general R&R, the specific use of the general repair and rehabilitation funds will remain subject to change.
ACCESSIBILITY IMPROVEMENTSGeneral repair and rehabilitation funding often involves renovations and improvements of campus facilities for individuals with disabilities. In cooperation with the Office of Disabled Student Development, disability needs have been included in campus construction projects for many years.
85Capital Improvement Budget Request
The Americans with Disabilities Act (ADA) mandates meeting regulatory requirements while dictating the need for uniformity in building components and systems. ADA’s implications require future construction to comply with the provisions, and any noncomplying existing facility components must be upgraded to meet the requirements of the act. In accordance with ADA’s provisions, the university surveyed all public areas of the campus and identified specific needs and deficiencies to be addressed. These include:
■ accessible parking
■ access to buildings from streets or parking areas
■ entrance to buildings with automatic door operators
■ vertical access within buildings with convenient controls
■ restroom accessibility, including fixtures, fire safety, hearing assistance in classrooms and at selected telephones, and directional signage
CURRENT/FUTURE BIENNIA PLANNING FOR NON-STATE-FUNDED BUILDINGS AND PROJECTSWe must continue to develop and maintain non-state-funded assets using funding generated through alternative revenue sources. Approximately half of the facilities on the Ball State University campus have been constructed and are maintained without the benefit of state appropriations. The university will undertake several new construction and major renewal capital projects that directly address critical campus needs in the support of education that will not require state funding. These projects generally fall in the categories of student residence halls, parking facilities, performance venues, and athletic facilities.
RESIDENCE HALLS REPAIR AND REHABILITATIONWhile the university has been developing new residence hall communities to replace older facilities, other aging halls in need of upgrades must be repaired, rehabilitated, and maintained. Several residence halls on campus also will require normal renovation and rehabilitation through a process established similar to the university’s existing repair and rehabilitation plan.
MAINTENANCE OF PARKING STRUCTURESBall State operates and maintains three parking structures and acres of surface parking lots to address campus parking needs. Two of the original parking structures, constructed in 1971 and 1974, are in need of repair and renovation to structural systems to maintain these facilities for the long term. These structures, which can accommodate more than 900 vehicles, require specific renovations to existing concrete slabs to repair long-term damage from moisture and exposure to the elements. The university also has a regular maintenance schedule for existing surface parking lots to minimize more costly full replacement.
EMENS AUDITORIUM UPGRADESThe John R. Emens College-Community Auditorium, originally constructed in 1964, seats 3,600 spectators for touring Broadway shows, music concerts, student convocations and activities, speakers, and commencements. It remains an excellent venue for a variety of performing arts events and activities and a valuable asset for east central Indiana. The auditorium needs renovations to seating, systems, and interior structural elements. The facility’s original lower-level seating was completely rehabilitated in 2007, and the balcony-level seats also need to be replaced. Changes in the rigging mechanisms for productions have necessitated renovations to staging systems to accommodate more modern equipment. Such upgrades will allow Emens Auditorium to continue its tradition of providing premier events for Ball State, Muncie, and east central Indiana.
UPDATES FOR WORTHEN ARENAJohn E. Worthen Arena is an 11,500-seat multipurpose facility that serves Ball State’s NCAA Division I athletic programs in basketball and volleyball. The facility also hosts commencements, concerts, and a variety of other large special events. Built in 1991, the arena is approaching an age when certain rehabilitation projects are becoming necessary. Such projects include replacing soft joints and upgrading flashing, repointing exterior brick facades, making roof repairs, improving perimeter drainage, sealing exterior windows, and adding other new spectator amenities. Addressing these needs will allow the university to avoid costly deferred maintenance in future decades.
86Ball State University
RESURFACING CAMPUS ROADSOver the next two biennia, the university will need to expend resources for the milling and resurfacing of certain roadways. The university has entered into an agreement with municipal authorities making it responsible for maintenance of these streets, but it has delayed resurfacing several portions of the roads because of planned road cuts to be made to accommodate safety improvements to McKinley and Neely Avenues (funded with federal dollars), the burying of geothermal hot and chilled water lines, and other campus improvements.
FUTURE CAPITAL REQUESTS FOR NEW CONSTRUCTION
EAST QUADRANGLE ACADEMIC BUILDINGIn the next few years, Ball State will begin the planning process for a new academic facility. The East Quadrangle Academic Building will be constructed in an area being developed as a new academic core. This project will include a focus on the much-needed areas of digital media, the hard sciences, nursing, and programs in the College of Applied Sciences and Technology.
Some of the classrooms and teaching labs for these programs have been renovated with modest repair and rehabilitation funds and outside grant monies. These projects have focused on facilitating important changes in programs and teaching pedagogy. However, new technology and instructional techniques require greater space. Advances in science and technology have revealed a shortage of adequate facility space for these science and technology disciplines. The East Quadrangle Academic Building will allow the university to address these critical advances and needs by providing state-of-the-art expansions of classrooms, laboratories, and new technologies.
87Capital Improvement Budget Request
Sche
dule
A
Bal
l Sta
te U
nive
rsity
2011
-13
Req
uest
for C
apita
l Bud
get A
ppro
pria
tion
Sum
mar
y of
Cap
ital B
udge
t Req
uest
for 2
011-
13
Bud
get
Inst
itutio
nal
Sta
te F
undi
ng
Tota
lA
nnua
l Deb
t Ser
vice
(1)
Age
ncy
Sys
tem
-wid
e
Bon
ding
Leas
e-N
on-S
tate
Bud
get
Fee
Non
-Sta
teC
apita
l Bud
get I
tem
Num
ber
Prio
rity
Cas
hA
utho
rity
Pur
chas
eFu
ndin
gR
eque
stR
epla
cem
ent
Deb
t Ser
vice
I.
R &
R F
orm
ula
F
acili
ties
--
13,0
48,0
00$
(2)
-$
-$
-$
13
,048
,000
$
-
$
-
$
Infra
stru
ctur
e/U
tiliti
es
-
-5,
423,
000
(2
)-
-
-
5,42
3,00
0
-
-
Tot
al
18,4
71,0
00$
18,4
71,0
00$
II.
S
peci
al R
epai
r and
Reh
abili
tatio
n
C
olle
ge o
f Arc
hite
ctur
e &
Pla
nnin
g R
enov
atio
nD
-1-1
1-2-
011
22,0
00,0
00
22
,000
,000
1,
903,
110
E
xpan
sion
of T
unne
l Util
ity S
yste
ms
D-1
-11-
2-02
210
,000
,000
10,0
00,0
00
865,
050
III
. O
ther
R
enew
al a
nd R
epla
cem
ent P
roje
cts-
Exi
stin
g R
esid
ence
Hal
l Bui
ldin
gs-
R
enew
al a
nd R
epla
cem
ent P
roje
cts-
Par
king
Fac
ilitie
s-
-
Ren
ewal
and
Rep
lace
men
t Pro
ject
s-E
xist
ing
Non
-Sta
te F
unde
d B
uild
ings
3,00
0,00
0
3,00
0,00
0
IV.
Gra
nd T
otal
18,4
71,0
00$
32,0
00,0
00$
-
$
3,
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000
$
53
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$
2,
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$
-$
Not
es:
(1)
Ass
ume
20 y
ears
at 6
.00%
(
2) B
ased
on
build
ing
and
infra
stru
ctur
e in
vent
ory
mai
ntai
ned
by U
nive
rsity
and
cos
t ind
ex p
rovi
ded
by IC
HE
.
88Ball State University
Sche
dule
B
2011
-13
Bal
l Sta
te U
nive
rsity
Cap
ital I
mpr
ovem
ent P
roje
ct R
epor
t
Bud
get
Pro
ject
Tota
lA
genc
yS
ize
Pro
ject
Sta
teB
ondi
ng
Gift
sLe
ase-
Oth
er
Pro
ject
Titl
eN
umbe
r(G
SF)
Cos
tA
ppro
pria
tion
Aut
horit
yG
rant
sP
urch
ase
Fund
s
Par
t I:
Pro
ject
s C
ompl
eted
Dur
ing
2009
-11
Bie
nniu
mI.
R &
R F
orm
ula
20
05-0
7 M
isce
llane
ous
D-1
-06-
2-01
N/A
3,38
8,15
2
3,38
8,15
2
20
05-0
7 In
frast
ruct
ure
D-1
-06-
2-02
N/A
1,85
3,88
6
1,85
3,88
6
II.S
peci
al R
& R
III.
New
Con
stru
ctio
n
L.
A. P
itten
ger S
tude
nt C
ente
r Reh
abili
tatio
nD
-1-0
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D
eHor
ity R
esid
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Hal
ls R
enov
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nD
-1-0
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630
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enov
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und
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nd V
irgin
ia B
.
Bal
l Hon
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seD
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IV.
Acq
uisi
tion
Par
t II:
Pro
ject
s in
Pro
gres
s on
Jun
e 30
, 201
0I.
R &
R F
orm
ula
20
07-0
9 M
isce
llane
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D-1
-09-
2-02
N/A
2,33
8,86
9
2,33
8,86
9
20
07-0
9 In
frast
ruct
ure
D-1
-09-
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N/A
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4,28
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R
esto
ratio
n fro
m S
tate
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cal S
tabi
lizat
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ew C
onst
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onve
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hase
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l Cam
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ic R
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se I
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tude
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n an
d W
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ess
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litie
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E
xpan
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and
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245,
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00,0
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eely
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nue
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ovem
ents
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arily
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k C
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ssD
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tude
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r Eas
t Ren
ovat
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III.
Acq
uisi
tion
Par
t III:
Pre
viou
sly
Aut
horiz
ed P
roje
cts
Yet t
o be
Sub
mitt
ed fo
r App
rova
lI.
R &
R F
orm
ula
20
09-1
0 M
isce
llane
ous
N/A
N/A
3,35
6,44
2
3,35
6,44
2
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ew C
onst
ruct
ion
C
entra
l Cam
pus
Aca
dem
ic R
enov
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n &
Util
ityN
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19
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Im
prov
emen
ts P
roje
ct -
Pha
se II
III.
Acq
uisi
tion
Sche
dule
C
Bal
l Sta
te U
nive
rsity
2011
-13
Req
uest
for C
apita
l Bud
get A
ppro
pria
tion
Ten-
Year
Cap
ital I
mpr
ovem
ent P
lan
(Bui
ldin
gs)
(all
amou
nts
expr
esse
d in
201
1-13
dol
lars
)
Nea
r-Te
rmM
ediu
m-T
erm
Long
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m20
11-1
3 B
ienn
ium
2013
-15
Bie
nniu
m20
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1P
roje
cted
Fund
ing
Spa
ceP
roje
cted
Fund
ing
Spa
ce
Pro
ject
edFu
ndin
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pace
S
tate
O
ther
Cha
nge
Sta
teO
ther
Cha
nge
Sta
teO
ther
Cha
nge
Am
ount
Sou
rces
A
SF
Am
ount
Sou
rces
A
SF
Am
ount
Sou
rces
A
SF
I.S
peci
al R
& R
C
olle
ge o
f Arc
hite
ctur
e &
Pla
nnin
g R
enov
atio
n22
,000
,000
16,1
62
E
xpan
sion
of T
unne
l Util
ity S
yste
ms
10,0
00,0
00
C
oope
r Sci
ence
Com
plex
35,0
00,0
00
II.N
ew C
onst
ruct
ion
N
ursi
ng/A
llied
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lth P
rofe
ssio
ns40
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,000
10
0,00
0
D
igita
l Med
ia &
Em
ergi
ng T
echn
olog
y B
uild
ing
45,0
00,0
00
100,
000
III.
Oth
er -
New
Con
stru
ctio
n
IV.
Oth
er -
Ren
ewal
and
Rep
lace
men
t
Exi
stin
g R
esid
ence
Hal
l Bui
ldin
gs35
,300
,000
57
,100
,000
Exi
stin
g P
arki
ng F
acili
ties
-
-
-
E
xist
ing
Non
-Sta
te F
unde
d B
uild
ings
3,00
0,00
0
2,
000,
000
5,50
0,00
0
89Capital Improvement Budget Request
Sche
dule
C
Bal
l Sta
te U
nive
rsity
2011
-13
Req
uest
for C
apita
l Bud
get A
ppro
pria
tion
Ten-
Year
Cap
ital I
mpr
ovem
ent P
lan
(Bui
ldin
gs)
(all
amou
nts
expr
esse
d in
201
1-13
dol
lars
)
Nea
r-Te
rmM
ediu
m-T
erm
Long
-Ter
m20
11-1
3 B
ienn
ium
2013
-15
Bie
nniu
m20
15-2
1P
roje
cted
Fund
ing
Spa
ceP
roje
cted
Fund
ing
Spa
ce
Pro
ject
edFu
ndin
gS
pace
S
tate
O
ther
Cha
nge
Sta
teO
ther
Cha
nge
Sta
teO
ther
Cha
nge
Am
ount
Sou
rces
A
SF
Am
ount
Sou
rces
A
SF
Am
ount
Sou
rces
A
SF
I.S
peci
al R
& R
C
olle
ge o
f Arc
hite
ctur
e &
Pla
nnin
g R
enov
atio
n22
,000
,000
16,1
62
E
xpan
sion
of T
unne
l Util
ity S
yste
ms
10,0
00,0
00
C
oope
r Sci
ence
Com
plex
35,0
00,0
00
II.N
ew C
onst
ruct
ion
N
ursi
ng/A
llied
Hea
lth P
rofe
ssio
ns40
,000
,000
10
0,00
0
D
igita
l Med
ia &
Em
ergi
ng T
echn
olog
y B
uild
ing
45,0
00,0
00
100,
000
III.
Oth
er -
New
Con
stru
ctio
n
IV.
Oth
er -
Ren
ewal
and
Rep
lace
men
t
Exi
stin
g R
esid
ence
Hal
l Bui
ldin
gs35
,300
,000
57
,100
,000
Exi
stin
g P
arki
ng F
acili
ties
-
-
-
E
xist
ing
Non
-Sta
te F
unde
d B
uild
ings
3,00
0,00
0
2,
000,
000
5,50
0,00
0
90Ball State University
Sche
dule
D
Bal
l Sta
te U
nive
rsity
2011
-13
Req
uest
for C
apita
l Bud
get A
ppro
pria
tions
Ten-
Year
Cap
ital I
mpr
ovem
ent P
lan
(Lan
d)
Nea
r-Te
rmM
ediu
m-T
erm
Long
-Ter
mP
roje
ct S
ize
2011
-13
Bie
nniu
m20
13-1
5 B
ienn
ium
2015
-21
(GS
F)S
tate
Am
ount
Oth
er A
mou
nt
Sta
te A
mou
ntO
ther
Am
ount
S
tate
Am
ount
Oth
er A
mou
nt
I.La
nd A
cqui
sitio
n(L
ist P
roje
cts)
T
he U
nive
rsity
pla
ns to
pur
chas
e se
lect
ed p
rope
rties
with
in th
e ar
ea d
esig
nate
d w
ithin
the
fac
ilitie
s pl
an fo
r the
cam
pus.
Thi
s w
ould
incl
ude
priv
ate
resi
denc
es a
nd a
crea
ge, a
s su
ch
p
rope
rties
bec
ome
avai
labl
e.II.
Leas
e(L
ist P
roje
cts)
III.
Term
inat
ion
(Lis
t Pro
ject
s)Th
e ho
uses
at t
he fo
llow
ing
addr
esse
s:13
14 W
. Car
dina
l Stre
et12
17 W
. Riv
ersi
de A
venu
e
91Capital Improvement Budget Request
Sche
dule
E
Bal
l Sta
te U
nive
rsity
2011
-13
Req
uest
for C
apita
l Bud
get A
ppro
pria
tions
Dis
posi
tion
of 2
009-
11 P
lann
ed P
roje
cts
App
earin
g in
the
2009
-11
Ten-
Year
Cap
ital P
lan
Pro
pose
d Fu
ndin
gP
roje
cted
Spa
ce
Sta
teO
ther
C
hang
e 20
07-0
9 P
roje
cts
Am
ount
Fund
ing
App
licab
leD
ispo
sitio
n
Spe
cial
Rep
air &
Reh
abili
tatio
n
Cen
tral C
ampu
s A
cade
mic
Ren
ovat
ion
& U
tility
I
mpr
ovem
ents
Pro
ject
- P
hase
II19
,685
,000
$
-
-
S
ee N
ote
A B
elow
Rep
air &
Reh
abili
tatio
nS
tude
bake
r Eas
t Ren
ovat
ion
24,1
00,0
00$
-
See
Not
e B
Bel
ow
N
ote
A:
As
a pa
rt of
the
Sta
te B
udge
t for
200
9-11
, the
Indi
ana
Gen
eral
Ass
embl
y au
thor
ized
$19
,685
,000
mill
ion
in b
ondi
ng a
utho
rity
for P
hase
II o
f the
Cen
tral C
ampu
sA
cade
mic
Ren
ovat
ion
& U
tility
Impr
ovem
ents
Pro
ject
. Th
is m
ulti-
phas
e pr
ojec
t im
prov
es th
e co
re fa
cilit
ies
of th
ree
acad
emic
bui
ldin
gs in
the
hear
t of c
ampu
s, a
s w
ell
as a
ddre
ssin
g th
e ph
ysic
al p
lant
's a
bilit
y to
pro
vide
the
heat
ing
and
cool
ing
need
s of
the
cam
pus.
The
pro
ject
will
be
finan
ced
thro
ugh
the
Stu
dent
Fee
Bon
dA
utho
rizat
ion
gran
ted
by th
e 20
09 In
dian
a G
ener
al A
ssem
bly.
Pro
ject
will
be
subm
itted
for f
inal
app
rova
l in
fall,
201
0. T
he p
ropo
sed
proj
ect s
ched
uled
has
a bi
d da
te o
f May
, 201
1 w
ith c
ompl
etio
n in
Aug
ust,
2013
.
Not
e B
:O
rigin
al re
ques
t lis
ted
John
son
Hal
l Ren
ovat
ion
for $
49 m
illio
n do
llars
. Th
e Jo
hnso
n H
all p
roje
ct w
as d
elay
ed.
In it
s pl
ace,
Stu
deba
ker E
ast R
enov
atio
nw
as s
ubm
itted
to th
e st
ate
and
appr
oved
. Th
e pr
ojec
t will
be
bid
in A
ugus
t, 20
10.
The
proj
ect,
whi
ch in
volv
es m
ajor
inte
rior a
nd e
xter
ior r
enov
atio
ns,
is e
xpec
ted
to b
e su
bsta
ntia
lly c
ompl
ete
by S
umm
er 2
012,
with
new
resi
dent
s oc
cupy
ing
the
hall
in F
all o
f 201
2. I
nter
nal r
eser
ves
are
bein
g us
ed to
fund
this
proj
ect.
92Ball State University
Sche
dule
F
Bal
l Sta
te U
nive
rsity
Expe
cted
Util
izat
ion
of 2
011-
13
Gen
eral
Rep
air a
nd R
ehab
ilita
tion
Fund
ing
Exp
ecte
dE
xpla
natio
n of
Bie
nnia
lM
ulti-
Bie
nniu
mE
xpen
ditu
reP
roje
cts
Faci
litie
sA
. R
oof R
epla
cem
ent
200,
000
$
B.
Cod
e C
orre
ctio
ns-
C.
Inte
rior R
enov
atio
ns3,
500,
000
D.
Ext
erio
r Ren
ovat
ion
2,60
0,00
0
E.
Hea
lth a
nd S
afet
y34
8,00
0
F. M
ajor
Ren
ovat
ions
Bui
ldin
g M
echa
nica
l Sys
tem
s5,
000,
000
Bui
ldin
g E
lect
rical
Sys
tem
s1,
400,
000
SU
BTO
TAL
13,0
48,0
00$
Infra
stru
ctur
e/U
tiliti
esA
. Te
leco
mm
unic
atio
n40
0,00
0$
B.
Ele
ctric
al1,
100,
000
C.
Wat
er/S
ewer
923,
000
D.
Ste
am/C
hille
d W
ater
/Tun
nels
1,80
0,00
0
E.
Sid
ewal
ks/S
treet
s1,
200,
000
SU
BTO
TAL
5,42
3,00
0$
TOTA
L18
,471
,000
$
93
Project SummarySPECIAL REPAIR AND REHABILITATION
College of Architecture & Planning Renovation
INSTITUTION: Ball State University CAMPUS: Muncie
PROJECT TITLE: College of Architecture & Planning BUDGET AGENCY NO.: D-1-11-2-01
Renovation INSTITUTION’S PRIORITY: 1
PROJECT SUMMARY DESCRIPTION (ATTACHMENT A)
SUMMARY OF NEED AND NET CHANGE IN CONTRIBUTION TO EDUCATIONAL SERVICES PROVIDED BY INSTITUTION (ATTACHMENT B)
SPACE DATA (ATTACHMENT C)
AREA AFFECTED BY THE PROJECT: : 146,750 GSF 94,283 ASF
PROJECT SIZE: 166,953 GSF 110,445 ASF 66% ASF/GSF
NET CHANGE IN CAMPUS ACADEMIC/ADMINISTRATIVE SPACE: 16,162 ASF
TOTAL PROJECT BUDGET (ATTACHMENT D)
TOTAL ESTIMATED COST: $131.77 $/GSF
ANTICIPATED DATE OF PROJECT COMPLETION: Aug., 2013
ANTICIPATED SOURCES OF FUNDING (ATTACHMENT E)
State Bonding Authority Requested 2011-13 $22,000,000
TOTAL BUDGET $22,000,000
ESTIMATED CHANGE IN ANNUAL OPERATING BUDGET AS A RESULT OF THIS PROJECT(ATTACHMENT F)
$ -0- ( ) INCREASE ( ) DECREASE
NOTE: SEE ATTACHMENTS FOR SUPPORTING INFORMATION REQUEST TO BESUBMITTED WITH PROJECT SUMMARY FORM.
Capital Improvement Budget Request
94Ball State University
ATTACHMENT A&B DETAILED PROJECT DESCRIPTION/NEED AND PURPOSE
SPECIAL REPAIR AND REHABILITATION
College of Architecture & Planning Renovation
BUDGET AGENCY NUMBER: D-1-11-2-01 Page 1 of 2
Description of Project The College of Architecture and Planning (CAP) Renovation Project is a component of Ball State University’s strategic plan to expand enrollment and improve a facility. This 146,750 square foot building has two parts. The first section was built in 1972, while the second section was added in 1980. The building is located on the southeast corner of the intersection of McKinley Avenue and Neely Avenue. The building currently houses the entire College of Architecture and Planning, including several research and service centers and institutes (such as the Institute for Digital Fabrication, the Land Design Institute, and their well-known center for Community Based Projects). After the renovation the building will continue to house CAP and its affiliated centers. CAP is the only state-supported school of architecture in Indiana. The purpose of the renovation is two-fold. First, the standard replacement, upgrading, or renovation of the building’s major mechanical and electrical services and wear surfaces will be performed. This will include upgrading of electrical systems, fiber optic cabling, plumbing, and HVAC units. A portion of the roof will be replaced, and bathroom facilities need to be expanded and made ADA compliant. Currently, there is one bathroom (men or women) per floor. Due to the tremendous increase in the ratio of female students in CAP, a second bathroom will be necessary in that part of the building. Finally, the staircases built in 1970 do not meet the “place of refuge” requirements under the ADA. This necessitates a re-design during the renovation. Second, in order to meet the need to increase enrollment in this signature program at Ball State, 13 additional studios will be constructed. A substantial amount of functional space will be re-commissioned for studio use as part of the renovation project, although approximately 16,000 square feet of added space may be necessary to achieve the overall programmatic needs of the college. Additionally, the designers will be charged with developing new space to accommodate the need for larger wood, plastic, and steel fabrication and modeling shops. The need for this specialized space reflects the technological sea-change that has occurred in the fields of architecture, landscape architecture, and urban design. In former times, students were trained and spent hundreds and hundreds of hours creating scale models of their building, landscape or metropolitan area. Today’s students draw and make models by hand during their first year of study. However, for their remaining years on campus they will additionally adopt the use of high-end CAD, GIS, and other software to create their projects. Then their designs are translated into two and three dimensional drawings or structures by the very active and sophisticated modeling, prototyping, and fabrication shops at CAP. For this reason, it is critical that the renovation include provision for larger shops to accommodate the increasing demands of the curriculum. Planning /Relationship to other capital improvement projects This renovation of this building will not interfere with or be constrained by other capital improvement projects. It physically is on the opposite end of the main quadrangle on campus where the Central Campus Project- Phase II is being completed. These two projects will not compete for parking, classroom, or other resources. This is not a phased project. Historical significance This building is not of historical significance based on age or other qualifying event.
95
ATTACHMENT A&B DETAILED PROJECT DESCRIPTION/NEED AND PURPOSE
SPECIAL REPAIR AND REHABILITATION
College of Architecture & Planning Renovation
BUDGET AGENCY NUMBER: D-1-11-2-01 Page 2 of 2
Relationship to Mission and Long-Range Planning/ Contribution to Educational Services The renovation of CAP, as discussed above, is a component part of the university’s strategic plan in that it will continue Ball State’s long term view to maintain rather than to replace older campus buildings. In addition, it is directly associated with the strategic plan to increase enrollment in one of our signature schools. The addition of several studios will permit the faculty to maintain the cutting-edge curriculum that is tied to the strength and capacity of our physical and technological resources. Alternatives Considered No other alternative were given consideration, as this building is perfectly situated in a key location on campus, and was designed and constructed to be a solid and attractive addition to campus. Although it will be a challenge to create the additional studio space required by the undergraduate and graduate curriculum we determined the expansion could be best accomplished during a major renovation. Priority Ranking This project has been assigned Ball State’s highest capital priority.
Capital Improvement Budget Request
96Ball State University
Atta
chm
ent C
Spac
e D
ata
SPEC
IAL
REP
AIR
AN
D R
EHA
BIL
ITAT
ION
CO
LLEG
E O
F A
RC
HIT
ECTU
RE
& P
LAN
NIN
G R
ENO
VATI
ON
Bud
get A
genc
y N
umbe
r: D
-1-1
1-2-
01P
age
1 of
1
Spa
ce
Sub
tota
lC
urre
ntS
pace
Und
erP
lann
ed
Cur
rent
&
Spa
ce In
Net
Tot
alR
oom
Typ
eS
pace
In U
seC
onst
ruct
ion
& F
unde
dFu
ture
Spa
ceN
ew R
eque
stFu
ture
Spa
ce
(110
& 1
15)
Cla
ssro
om16
0,16
6
-
16
0,16
6
16
0,16
6
-
16
0,16
6
(210
, 215
,C
lass
Lab
220
, 225
230
, 235
)42
5,89
6
-
42
5,89
6
42
5,89
6
16
,162
44
2,05
8
S
ub T
otal
586,
062
-
586,
062
586,
062
16,1
62
602,
224
(250
& 2
55)
Non
clas
s La
b11
1,07
3
-
111,
073
11
1,07
3
-
111,
073
(300
)O
ffice
Fac
ilitie
s51
5,26
0
-
51
5,26
0
51
5,26
0
-
51
5,26
0
(400
)S
tudy
Fac
ilitie
s20
5,14
9
-
20
5,14
9
20
5,14
9
-
20
5,14
9
-
(5
00)
Spe
cial
Use
Fac
ilitie
s33
9,84
5
-
33
9,84
5
33
9,84
5
-
33
9,84
5
(600
)G
ener
al U
se F
acili
ties
145,
317
-
145,
317
145,
317
-
145,
317
(700
)S
uppo
rt Fa
cilit
ies
187,
406
-
187,
406
187,
406
-
187,
406
(800
)H
ealth
Car
e Fa
cilit
ies
9,82
3
-
9,
823
9,82
3
-
9,
823
(900
)R
esid
ent F
acili
ties
7,39
9
-
7,
399
7,39
9
-
7,
399
(000
)U
ncla
ssifi
ed-
-
-
-
-
-
Tota
l2,
107,
334
-
2,10
7,33
4
2,10
7,33
4
16
,162
2,
123,
496
97
Attachment D Project Cost
SPECIAL REPAIR AND REHABILITATION College of Architecture & Planning Renovation
BUDGET AGENCY NUMBER: D-1-11-2-01 Page 1 of 1 ANTICIPATED CONSTRUCTION SCHEDULE: MONTH YEAR Bid Date April 2012 Start Construction May 2012 Completion Date Aug. 2013 ESTIMATED CONSTRUCTION COSTS: PROJECT ESTIMATED COST ESCALATION PROJECT BASIS(a) FACTORS COST
Planning Costs
Academic Facilities Planning Fund $ $ $
Other Architectural Fees 1,800,000
Construction
Structure 10,000,000
Mechanical (Plumbing, HVAC, Elevators) 6,000,000
Electrical 4,000,000
Moveable Equipment
Fixed Equipment
Other 200,000
Total Estimated Project Cost $22,000,000
(a) Based on current costs prevailing as of (month, year) July, 2010
Capital Improvement Budget Request
98Ball State University
Attachment E Source(s) of Funding
SPECIAL REPAIR AND REHABILITATION College of Architecture & Planning Renovation
BUDGET AGENCY NUMBER: D-1-11-2-01 Page 1 of 1 ESTIMATED TOTAL PROJECT COST: $22,000,000 SOURCES OF FUNDING: Annual* Payment Years Rate Prior Appropriation (Acts of __) State Appropriation Requested
Bonding Authority (Acts of 1965) $22,000,000 $1,903,110 20 years 6.00%
Bonding Authority (Acts of 1929)
Bonding Authority (Acts of 1927)
Lease Purchase
Other
*Annual payment based on assumed 20 years @ 6.00%. EXPLANATION OF ANY UNIQUE FUNDING FEATURES: - Not Applicable -
99
Attachment FEstimated Change in Operating Costs
SPECIAL REPAIR AND REHABILITATIONCollege of Architecture & Planning Renovation
BUDGET AGENCY NUMBER: D-1-11-2-01 Page 1 of 1
GROSS SQUARE FOOTAGE OF AREA AFFECTED BY PROJECT: 166,953
ANNUAL OPERATING COSTS:
Cost Per Total Personnel Supplies &Sq. Ft. Cost Services Expense
Operations
Maintenance
Fuel
Utilities
Other (Waste)
TOTAL
ESTIMATED CHANGE IN COST -$ 0 - -$ 0 - -$ 0 - -$ 0 -
Capital Improvement Budget Request
100Ball State University
Project SummarySPECIAL REPAIR AND REHABILITATION
Expansion of Tunnel Utility Systems
INSTITUTION: Ball State University CAMPUS: Muncie
PROJECT TITLE: Expansion of Tunnel Utility Systems BUDGET AGENCY NO.: D-1-11-2-02
INSTITUTION’S PRIORITY: 2
PROJECT SUMMARY DESCRIPTION (ATTACHMENT A)
SUMMARY OF NEED AND NET CHANGE IN CONTRIBUTION TO EDUCATIONAL SERVICES PROVIDED BY INSTITUTION (ATTACHMENT B)
SPACE DATA (ATTACHMENT C)
AREA AFFECTED BY THE PROJECT: : N/A GSF N/A ASF
PROJECT SIZE: N/A GSF N/A ASF N/A ASF/GSF
NET CHANGE IN CAMPUS ACADEMIC/ADMINISTRATIVE SPACE: N/A ASF
TOTAL PROJECT BUDGET (ATTACHMENT D)
TOTAL ESTIMATED COST: $ N/A $/GSF
ANTICIPATED DATE OF PROJECT COMPLETION: Aug., 2013
ANTICIPATED SOURCES OF FUNDING (ATTACHMENT E)
State Bonding Authority Requested 2011-13 $10,000,000
TOTAL BUDGET $10,000,000
ESTIMATED CHANGE IN ANNUAL OPERATING BUDGET AS A RESULT OF THIS PROJECT(ATTACHMENT F)
$ -0- ( ) INCREASE ( ) DECREASE
NOTE: SEE ATTACHMENTS FOR SUPPORTING INFORMATION REQUEST TO BESUBMITTED WITH PROJECT SUMMARY FORM.
ATTACHMENT A&B DETAILED PROJECT DESCRIPTION/NEED AND PURPOSE
SPECIAL REPAIR AND REHABILITATION
Expansion of Tunnel Utility Systems
BUDGET AGENCY NUMBER: D-1-11-2-02 Page 1 of 2 Description of Project Beneath Ball State University’s 660-acre campus, a series of tunnels connect the majority of the institution’s 104 academic, administrative, auxiliary, and residential buildings for utilities such as steam, condensate return, chilled water, compressed air, power cables, and communication cables. This hidden network facilitates efficient maintenance and repair of vital infrastructure that’s less vulnerable to outages caused by wind and ice storms while allowing for a beautiful campus free of above-ground cables and equipment. Our campus has approximately three miles of such tunnels ranging in age from 10 years to more than 70 years. Some tunnels run directly beneath sidewalks and under roadways. Years of surface cracking, followed by infiltration of salts, water, and other contaminants, have caused deterioration of this tunnel system. Further, many of the tunnels have reached full capacity with vital utility systems, making the installation of additional systems impossible and repair to the existing systems difficult. This project will install additional underground utility tunnels throughout the campus in strategic and optimum locations. For obvious reasons, the tunnels that serve the oldest parts of campus have the least space available for new services, and have the highest repair costs when a section of pipe or other transfer device is located “behind” other pipes, etc., and structurally are most in need of replacement. Accordingly, the areas that will receive the highest priority are those in the Old Quadrangle on the south end of campus. The highest priority corridors for new or expanded tunnels are generally in those areas where the original tunnel was built in the 1930s. The priority is assigned based on the age and condition of the older tunnels, and the fact that most of them are “full” and have no room for adding new lines or increasing the diameter of the original lines. In this situation, a new tunnel would probably follow the same path, perhaps even running parallel to, the original tunnel. In other words, an existing corridor would be expanded. Once the new tunnel is constructed, lines from the older sections could be rehung in new tunnel more efficiently than trying to work within the confined space of the older tunnel. In other, less congested areas, a new tunnel corridor might be routed in a new path so as to “connect up” tunnel segments that were added piecemeal over the last six or seven decades. Tunnel construction will be concrete rebar reinforced floors, walls and ceilings. All components will contain corrosion resistant materials. Within the tunnel a floor to ceiling support system will be installed that will be used for the mechanical and electrical systems to be rerouted through these tunnel sections. A lighting system and electrical outlets will also be installed. Air shafts with exhaust fans will be installed at properly spaced locations to provide adequate ventilation. Sump pumps will be installed with discharge piping to external locations to allow for removal of water that may enter the tunnel or evacuation of water should a water line break. Once tunnel construction is complete utility systems such as water, steam, condensate , communication and electrical lines can be strategically rerouted through these new tunnels. Planning Changes/ Relationship to other capital improvement projects Increasing our capacity to place a myriad of utilities in tunnels, as opposed to the “direct bury” method, permits the university planners to prepare areas for future expansion in the most cost effective manner. Also, a well-planned tunnel system results in fewer open trenching operations and road cuts as the
101Capital Improvement Budget Request
ATTACHMENT A&B DETAILED PROJECT DESCRIPTION/NEED AND PURPOSE
SPECIAL REPAIR AND REHABILITATION
Expansion of Tunnel Utility Systems
BUDGET AGENCY NUMBER: D-1-11-2-02 Page 1 of 2 Description of Project Beneath Ball State University’s 660-acre campus, a series of tunnels connect the majority of the institution’s 104 academic, administrative, auxiliary, and residential buildings for utilities such as steam, condensate return, chilled water, compressed air, power cables, and communication cables. This hidden network facilitates efficient maintenance and repair of vital infrastructure that’s less vulnerable to outages caused by wind and ice storms while allowing for a beautiful campus free of above-ground cables and equipment. Our campus has approximately three miles of such tunnels ranging in age from 10 years to more than 70 years. Some tunnels run directly beneath sidewalks and under roadways. Years of surface cracking, followed by infiltration of salts, water, and other contaminants, have caused deterioration of this tunnel system. Further, many of the tunnels have reached full capacity with vital utility systems, making the installation of additional systems impossible and repair to the existing systems difficult. This project will install additional underground utility tunnels throughout the campus in strategic and optimum locations. For obvious reasons, the tunnels that serve the oldest parts of campus have the least space available for new services, and have the highest repair costs when a section of pipe or other transfer device is located “behind” other pipes, etc., and structurally are most in need of replacement. Accordingly, the areas that will receive the highest priority are those in the Old Quadrangle on the south end of campus. The highest priority corridors for new or expanded tunnels are generally in those areas where the original tunnel was built in the 1930s. The priority is assigned based on the age and condition of the older tunnels, and the fact that most of them are “full” and have no room for adding new lines or increasing the diameter of the original lines. In this situation, a new tunnel would probably follow the same path, perhaps even running parallel to, the original tunnel. In other words, an existing corridor would be expanded. Once the new tunnel is constructed, lines from the older sections could be rehung in new tunnel more efficiently than trying to work within the confined space of the older tunnel. In other, less congested areas, a new tunnel corridor might be routed in a new path so as to “connect up” tunnel segments that were added piecemeal over the last six or seven decades. Tunnel construction will be concrete rebar reinforced floors, walls and ceilings. All components will contain corrosion resistant materials. Within the tunnel a floor to ceiling support system will be installed that will be used for the mechanical and electrical systems to be rerouted through these tunnel sections. A lighting system and electrical outlets will also be installed. Air shafts with exhaust fans will be installed at properly spaced locations to provide adequate ventilation. Sump pumps will be installed with discharge piping to external locations to allow for removal of water that may enter the tunnel or evacuation of water should a water line break. Once tunnel construction is complete utility systems such as water, steam, condensate , communication and electrical lines can be strategically rerouted through these new tunnels. Planning Changes/ Relationship to other capital improvement projects Increasing our capacity to place a myriad of utilities in tunnels, as opposed to the “direct bury” method, permits the university planners to prepare areas for future expansion in the most cost effective manner. Also, a well-planned tunnel system results in fewer open trenching operations and road cuts as the
102Ball State University
ATTACHMENT A&B DETAILED PROJECT DESCRIPTION/NEED AND PURPOSE
SPECIAL REPAIR AND REHABILITATION
Expansion of Tunnel Utility Systems
BUDGET AGENCY NUMBER: D-1-11-2-02 Page 2 of 2 “pathway” exists to extend new or higher volume/higher performance/more energy efficient utilities. Finally, it is a great deal easier to monitor performance and locate “leaks” when the pipe or other transfer device is not buried underground. Accordingly, rebuilding, relocating, and extending tunnel systems are closely tied to long term campus planning efforts and make future capital improvement projects less expensive and less disruptive to traffic, pedestrians, and other above ground activity. Historical significance There is no historical significance to our tunnel system. Relationship to Mission and Long-Range Planning/ Contribution to Educational Services As discussed above, the thoughtful and proactive repair, relocation, and extension of campus utility systems is a key factor in our long range planning. While the tunnel system does not contribute directly to educational services, it is a primary means of avoiding disruption to classroom and other academic above ground activities. Alternatives Considered No alternatives were considered. Obviously, as most of our tunnels are at capacity, the alternative to repairing, relocating, and extending our tunnel system is to direct bury new utilities each time a building is constructed or is in need of a replacement utility line. Priority Ranking The tunnel program is Ball State’s second capital project priority this biennium.
ATTACHMENT C SPACE DATA
SPECIAL REPAIR AND REHABILITATION Expansion of Tunnel Utility Systems
BUDGET AGENCY NUMBER: D-1-11-2-02 Page 1 of 1 CAMPUS ACADEMIC/ADMINISTRATIVE SPACE: Gross Square Footage: N/A Assignable Square Footage: N/A TOTAL AREA IN FACILITY OR STRUCTURE: Gross Square Footage: N/A Assignable Square Footage: N/A PROVIDE A TABULAR BREAKDOWN OF THE FACILITY'S ASSIGNABLE AREA AS PRESENTLY USED AND AS PLANNED UPON COMPLETION OF THE PROJECT:
ASF TOTAL
BUILDING FUTURE USE PRESENT USE
INSTRUCTION AND LIBRARY SPACE
(a) Classroom (110,115)
(b) Class Laboratories (210,215,220,225)
(c) Libraries (410 thru 455)
(d) All Other
Sub-total
INSTRUCTION RELATED
(f) Office (310 thru 355) ------------------------ Not Applicable ----------------------
(g) All Other
RESEARCH SPACE
(h) Non-Class Laboratories (250,255)
(i) Other
Sub-total
HEALTH CARE SPACE (SUBTOTAL)
RELATED SUPPORTING FACILITIES (SUBTOTAL)
OTHER ASSIGNABLE SPACE (SUBTOTAL)
TOTAL
103
ATTACHMENT A&B DETAILED PROJECT DESCRIPTION/NEED AND PURPOSE
SPECIAL REPAIR AND REHABILITATION
Expansion of Tunnel Utility Systems
BUDGET AGENCY NUMBER: D-1-11-2-02 Page 2 of 2 “pathway” exists to extend new or higher volume/higher performance/more energy efficient utilities. Finally, it is a great deal easier to monitor performance and locate “leaks” when the pipe or other transfer device is not buried underground. Accordingly, rebuilding, relocating, and extending tunnel systems are closely tied to long term campus planning efforts and make future capital improvement projects less expensive and less disruptive to traffic, pedestrians, and other above ground activity. Historical significance There is no historical significance to our tunnel system. Relationship to Mission and Long-Range Planning/ Contribution to Educational Services As discussed above, the thoughtful and proactive repair, relocation, and extension of campus utility systems is a key factor in our long range planning. While the tunnel system does not contribute directly to educational services, it is a primary means of avoiding disruption to classroom and other academic above ground activities. Alternatives Considered No alternatives were considered. Obviously, as most of our tunnels are at capacity, the alternative to repairing, relocating, and extending our tunnel system is to direct bury new utilities each time a building is constructed or is in need of a replacement utility line. Priority Ranking The tunnel program is Ball State’s second capital project priority this biennium.
Capital Improvement Budget Request
ATTACHMENT C SPACE DATA
SPECIAL REPAIR AND REHABILITATION Expansion of Tunnel Utility Systems
BUDGET AGENCY NUMBER: D-1-11-2-02 Page 1 of 1 CAMPUS ACADEMIC/ADMINISTRATIVE SPACE: Gross Square Footage: N/A Assignable Square Footage: N/A TOTAL AREA IN FACILITY OR STRUCTURE: Gross Square Footage: N/A Assignable Square Footage: N/A PROVIDE A TABULAR BREAKDOWN OF THE FACILITY'S ASSIGNABLE AREA AS PRESENTLY USED AND AS PLANNED UPON COMPLETION OF THE PROJECT:
ASF TOTAL
BUILDING FUTURE USE PRESENT USE
INSTRUCTION AND LIBRARY SPACE
(a) Classroom (110,115)
(b) Class Laboratories (210,215,220,225)
(c) Libraries (410 thru 455)
(d) All Other
Sub-total
INSTRUCTION RELATED
(f) Office (310 thru 355) ------------------------ Not Applicable ----------------------
(g) All Other
RESEARCH SPACE
(h) Non-Class Laboratories (250,255)
(i) Other
Sub-total
HEALTH CARE SPACE (SUBTOTAL)
RELATED SUPPORTING FACILITIES (SUBTOTAL)
OTHER ASSIGNABLE SPACE (SUBTOTAL)
TOTAL
104Ball State University
Attachment D Project Cost
SPECIAL REPAIR AND REHABILITATION Expansion of Tunnel Utility Systems
BUDGET AGENCY NUMBER: D-1-11-2-02 Page 1 of 1 ANTICIPATED CONSTRUCTION SCHEDULE: MONTH YEAR Bid Date April 2012 Start Construction May 2012 Completion Date Aug. 2013 ESTIMATED CONSTRUCTION COSTS: PROJECT ESTIMATED COST ESCALATION PROJECT BASIS(a) FACTORS COST
Planning Costs
Academic Facilities Planning Fund $ $ $
Other Architectural Fees 800,000
Construction
Structure 4,000,000
Mechanical (Plumbing, HVAC, Elevators) 3,300,000
Electrical 1,800,000
Moveable Equipment
Fixed Equipment
Other 100,000
Total Estimated Project Cost $10,000,000
(a) Based on current costs prevailing as of (month, year) July, 2010
Attachment E Source(s) of Funding
SPECIAL REPAIR AND REHABILITATION Expansion of Tunnel Utility Systems
BUDGET AGENCY NUMBER: D-1-11-2-02 Page 1 of 1 ESTIMATED TOTAL PROJECT COST: $10,000,000 SOURCES OF FUNDING: Annual* Payment Years Rate Prior Appropriation (Acts of __) State Appropriation Requested
Bonding Authority (Acts of 1965) $10,000,000 $865,050 20 years 6.00%
Bonding Authority (Acts of 1929)
Bonding Authority (Acts of 1927)
Lease Purchase
Other
*Annual payment based on assumed 20 years @ 6.00%. EXPLANATION OF ANY UNIQUE FUNDING FEATURES: - Not Applicable -
105
Attachment D Project Cost
SPECIAL REPAIR AND REHABILITATION Expansion of Tunnel Utility Systems
BUDGET AGENCY NUMBER: D-1-11-2-02 Page 1 of 1 ANTICIPATED CONSTRUCTION SCHEDULE: MONTH YEAR Bid Date April 2012 Start Construction May 2012 Completion Date Aug. 2013 ESTIMATED CONSTRUCTION COSTS: PROJECT ESTIMATED COST ESCALATION PROJECT BASIS(a) FACTORS COST
Planning Costs
Academic Facilities Planning Fund $ $ $
Other Architectural Fees 800,000
Construction
Structure 4,000,000
Mechanical (Plumbing, HVAC, Elevators) 3,300,000
Electrical 1,800,000
Moveable Equipment
Fixed Equipment
Other 100,000
Total Estimated Project Cost $10,000,000
(a) Based on current costs prevailing as of (month, year) July, 2010
Capital Improvement Budget Request
Attachment E Source(s) of Funding
SPECIAL REPAIR AND REHABILITATION Expansion of Tunnel Utility Systems
BUDGET AGENCY NUMBER: D-1-11-2-02 Page 1 of 1 ESTIMATED TOTAL PROJECT COST: $10,000,000 SOURCES OF FUNDING: Annual* Payment Years Rate Prior Appropriation (Acts of __) State Appropriation Requested
Bonding Authority (Acts of 1965) $10,000,000 $865,050 20 years 6.00%
Bonding Authority (Acts of 1929)
Bonding Authority (Acts of 1927)
Lease Purchase
Other
*Annual payment based on assumed 20 years @ 6.00%. EXPLANATION OF ANY UNIQUE FUNDING FEATURES: - Not Applicable -
106Ball State University
Attachment F Estimated Change in Operating Costs
SPECIAL REPAIR AND REHABILITATION Expansion of Tunnel Utility Systems
BUDGET AGENCY NUMBER: D-1-11-2-02 Page 1 of 1 GROSS SQUARE FOOTAGE OF AREA AFFECTED BY PROJECT: N/A ANNUAL OPERATING COSTS: Cost Per Total Personnel Supplies & Sq. Ft. Cost Services Expense Operations
Maintenance
Fuel
Utilities
Other (Waste)
TOTAL ESTIMATED CHANGE IN COST
-$ 0 -
-$ 0 -
-$ 0 -
-$ 0 -