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HOUSING & RESIDENCE LIFE

AUXILIARY ENTERPRISE BUSINESS PLAN

FY2014 – FY 2018

Prepared by Stephen Whitlock

Director of Housing & Residence Life

Submitted to

Office of Fiscal Affairs Board of Regents

The University System of Georgia

January 14, 2014

Student Services Business Plan (Housing and Residence Life) University of West Georgia

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II. Table of Contents

I. Title Page II. Table of Contents

III. Description of Services/Operational Overview

IV. Relation to Mission

V. Goals & Objectives

VI. Critical Success/Performance Factors

VII. Revenue Sources/Projections & Pricing Fee/Strategy

VIII. Market Analysis (For Proposed New Services Only) – not applicable

IX. Financial Plan

X. Performance Measure

Housing and Residence Life Auxiliary Enterprise Business Plan - January 2014

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III. Description of Services/Operational Overview Introduction: Housing and Residence Life (HRL) is a department focused on providing its residents with an unmatched living and learning collaborative experience. Through every effort possible we are committed to providing a variety of comfortable, secure and affordable residential facilities to the students of the University of West Georgia. As an auxiliary enterprise of the university, we are sustained through revenues generated from on-campus student rent. HRL manages the facilities, residents and budgets through a 4-tiered organizational structure. An Associate Director for Housing and Residence Life supervises the Residence Life Staff which includes 5 professionals, 15 Graduate Assistants and 100 plus student employees. This team is responsible for all programming efforts within the residence halls, disciplinary documentation and review (in cooperation with the Vice President for Student Affairs and Enrollment Management Office), and as well provide several Living-Learning opportunities. Most importantly, we are available to the on-campus residential population at all times for basic needs to critical crisis response and handling. Our Residence Hall Facilities Team is a liaison to Department of Campus Planning and Facilities Office for maintenance response and custodial needs. Campus Planning and Facilities is responsible for the day to day management and response to daily facility needs. Our office, in conjunction with Campus Planning & Facilities supervises minor and major contracted services, renovation, and new construction projects together. This team plays an integral part in work order investigation and student satisfaction, ultimately reducing facilities direct charges while they chase clarity within student work order complaints. Our Administrative Operations team manages the business operations of student assignments, contract management, and financial management of all student residential business. This team handles the main Housing Office located in Mandeville Hall on Front Campus Drive. They are responsible for all incoming customer phone call and email correspondences ensuring requests are processed and handled in a timely manner. Summer Conference Management, in cooperation with Auxiliary Services, and marketing for the department also are managed here. UWG heavily relies on the income from its Public Private Ventures (PPVs) to support daily operations and overhead. To accomplish that, HRL has put in place a fiscal team to manage its finances in a prudent manner. Reconciliations of the high-activity accounts are done on a continuous basis and an in-depth all account reconciliation and financial review is conducted monthly. This team works collaboratively with the UWG Business and Finance Division for all purchasing, payroll, overhead and contracts management which comprise the largest expenditure portion of our nearly 14 million dollar operating budget. Maintaining current facility condition reports is important to maintaining a strong Housing program. The following lists all our buildings with their most recent Facility Assessment and projected dates to conduct assessments again.

Arbor View Apartments

o Completed September 8, 2010 – Ises Corporation o Anticipated assess again FY2015

Bowdon Hall o Renovated completed Summer 2013


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o Anticipated assessment FY2018 Center Pointe Suites

o Construction Completed – Summer 2012 o Anticipated assessment FY2017

Greek Village o Construction completed Summer 2009 o Anticipated assessment FY2014

Gunn Hall o Completed – April 29, 2010 – Ises Corporation o Anticipated assessment FY2015

Strozier Hall o Completed – April 30, 2010 – Ises Corporation o Anticipated assessment FY2015

Strozier Annex o - Completed – April 29, 2010 – Ises Corporation o Anticipated assessment FY2015

The Oaks o Construction completed Summer 2013

Tyus Hall o Completed – April 30, 2010 – Ises Corporation o Anticipated assessment FY2015

University Suites o Completed – June 9, 2011 – Ises Corporation o Anticipated assessment FY2016

Watson Hall o Completed – April 30, 2010 – o Offline, returned to University Summer 2013

In addition, Housing has completed a Market Study Analysis in 2012 with Brailsford & Dunlavey to assess the current market demand and anticipated future growth for Housing and UWG. This report aids in the development of a Master Housing Renovation and Construction Building Plan. The Executive Summary of this Report has been attached as an addendum “Brailsford & Dunlavey Executive Summary.”


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The following spreadsheet contains HRL facility square feet, beds and online/offline status. .

BUILDING NAME Building

# Year built

Renovated / Addition Status GSF Beds

GunnHall 0016 1965 Active 39,042 142

BowdonHall 0029 1971 2013Renovated PPV 60,780 309

CenterPointeSuites 0035 2012 PPV 150,148 602

TheOaks(EastVillage) 0036 2013 PPV 128,763 468

StrozierHall 0054 1964 Active 23,065 54

StrozierAnnex 0055 1972 Active 26,801 119

TyusHall 0073 1973 Active 51,119 191

UniversitySuites1 0109 2004 PPV 51,365 236



ArborViewApartment"A" 0115 2005 PPV 73,352 236

ArborViewApartment"B" 0116 2005 PPV 62,885 194

ArborViewApartment"C" 0117 2005 PPV 53,268 168

GreekVillageAKappaDelta 0118 2009 PPV 6,328 20

GreekVillageBKappaAlpha 0119 2009 PPV 5,150 16

GreekVillageCPiKappaPhi 0120 2009 PPV 6,328 20

GreekVillageDAlphaXiDelta 0121 2009 PPV 6,328 20

GreekVillageEAlphaTauOmega 0122 2009 PPV 5,150 16

GreekVillageFAlphaGammaDelta 0123 2009 PPV 6,328 20

GreekVillageGDeltaChi 0124 2009 PPV 3,268 10

GreekVillageHDeltaDeltaDelta 0125 2009 PPV 6,328 20

GreekVillageIPiKappaAlpha 0126 2009 PPV 5,150 16

GreekVillageJPhiMu 0127 2009 PPV 6,328 20

GreekVillageK 0128 2009 PPV 3,632

GreekVillageK‐1TauKappaEpsilon Other

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GreekVillageK‐2TransferWomen Other

6

GreekVillageLOpen 0129 2009 PPV 3,268 10

GreekVillageM 0130 2009 PPV 3,632

GreekVillageM‐1AlphaPhiAlpha Other

6

GreekVillageM‐2TransferMen Other

6

GreekVillageNOpen 0131 2009 PPV 3,268 10

GreekVillageOChiOmega 0132 2009 PPV 6,328 20

GreekVillagePKappaSigma 0133 2009 PPV 6,328 20

GreekVillageRGuestHouse 0135 2009 PPV 1,945

Total 152 156 2,721,970 3,352


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The following organizational chart is current as of the date of this report. Director’s Leadership Team is denoted with picture(s).


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IV. Relation to Mission

The University of West Georgia seeks to achieve preeminence in providing educational excellence in a personal environment through an intellectually stimulating and supportive community for its students, faculty, and staff.

The University also recognizes an essential activity which Housing and Residence regularly practices: – Student services, including outstanding first-year experience, which increases opportunities for academic success and personal development and enhance the climate of campus life.

Mission of the Department of Housing and Residence Life

To provide comfortable housing, academic support, and opportunities that challenges our residents to succeed.

Vision of the Department of Housing and Residence Life

• To create an inclusive environment where all students excel • To be a leader in developing enduring connections between residents, UWG, and the Carrollton

community • To offer a superior and enriching employment experience for all staff • To renovate and construct desirable and sustainable facilities

This year Housing and Residence Life will undergo a review of their Vision and re-establish a vision for years beyond 2014.

In regard to the University’s mission, Housing and Residence Life focuses on the “Educational excellence in a personal environment.” As such, HOUSING strives to provide that by offering:

(1) Clean comfortable housing, (2) Academic support, and (3) Educational and social opportunities.

We are a residential university and as such provide competitive housing options to our students. Our students have the opportunity to choose from traditional community style housing, suite style living or apartment style living options throughout their time living on campus. Our staff is committed to serving our students by:

Creating an inclusive environment where all students are empowered to excel Being a leader in developing enduring connections between residents, UWG, and the Carrollton

community Providing opportunities that bridge the in-classroom and out-of-classroom experience through

inviting faculty and other campus partners into our residence halls for programmatic and academic endeavors.

Offering a superior and enriching employment experience for all staff Renovating and constructing desirable and sustainable facilities


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Comfortable Housing Comfortable housing options include traditional/community style living residence halls, suite style living options, and apartment style accommodations. Traditional housing options include Bowdon, Gunn, and Strozier Halls. Suite style living includes Tyus Hall, University Suites, Center Pointe Suites and The Oaks. Apartment style accommodations include the Arbor View Apartments. Greek Village offers more residential-style living, with chapter/living rooms and kitchens being shared by 6 to 20 residents. A close relationship between the Director of Housing and Residence Life and the Director of Facilities and Grounds is maintained in order to ensure these residence halls are kept clean and operational. Students are encouraged to report maintenance and housekeeping problems directly to facilities through a web based reporting tool. An e-mail is sent to facilities reporting the problem, the building supervisor (for follow up) and copy for records to the sender. Academic Support Academic support is provided through various programming opportunities presented by the hall staff (primarily Resident Assistants) throughout the course of the semester. Resident Assistants (RA’s) assess the needs of their community through various means and provide ample programming opportunities to meet those needs. Since each building has its own specific community, academic support is tailored to the needs of the community. The Housing and Residence Life staff recognizes that the primary reason students come to the University of West Georgia is to complete a degree. As such, we provide a variety of services like the aforementioned programming opportunities, Living-Learning Communities and in-hall tutoring opportunities to aid them in reaching their ultimate goal. Living-Learning Communities (LLC) provide the opportunity to become part of a unique way to Live West, with programs and facilities that support the interests of the community members. As a member of an LLC, residents have the chance to really get to know their instructors and develop strong friendships with fellow neighbors. They have access to special resources, programs and activities. Other services provided are maintaining courtesy and quiet hours so that the residence halls are conducive to studying. Opportunities that challenge our residents to succeed. Perhaps the most prominent purpose in the residence halls is that of assisting students in their personal growth and development. Numerous social and educational programs are presented in the residence halls to encourage residents to explore values and social relationships and to apply classroom learning to real-life situations. Additionally, students are afforded the opportunity to be a part of the hall government within the residence halls exposing them to leadership development and institutional involvement. A student engaged outside the classroom is often times a student more often geared for success towards graduation. While emotional crises are not often times considered positive circumstances, some of Housing and Residence Life’s greatest personal connections come between a staff member and a student during and after crisis. Our training and fulltime availability to our residents’ needs often results in conflict negotiation skills acquisition and emotional development of our residents during this personal and interactive time with our staff. In Housing and Residence Life, we strive to develop multiple different opportunities where students can connect and feel a personal connection with UWG. When they feel connected, they feel committed. When


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committed, they know how to seek out resources and increase their changes for matriculation through their classes towards their ultimate goal of walking across the stage at graduation. IV. Goals

Supports Description Metrics Goal

Anticipated Future

Measurement Date

SAEM Comprehensive Policy Review,

Assess current understanding and attitude towards selected policies, including attitude towards enforcement.

Alcohol violations, building security, quiet & courtesy hours, visitation & escort policies, smoking violations, vacating (closing times/dates)

Increase understanding and attitude annually. Recommend policy changes to HRL leadership annually.

Fall 2014

CCG 5 Continue to increase bandwidth and wireless access in the residence halls

Signal strength assessment, Upload/Download speed, working directly with residents to discontinue the use of personal wireless enabled routers, Personalization of services

Conduct Assessment, Increase Coverage

Fall 2014

CCG 6

Assess and develop partnerships with the UWG and Carrollton local community which could benefit both UWG and on campus HRL residents.

Amount, Type, Service hours including a service project within RA Fall or Spring training

Identify and log current relationships, increase in FY14 by 20%

Fall 2014

CCG 8, CCG 9, CCG 14, CCG 17

Develop initiatives in the residence halls to support residents' progression towards graduation.

GPA, Involvement, Programs, Staffing dollars

Identify and log current initiatives increase in FY14 by 20%

Fall 2013

HRL Internal Department Goal

Develop and implement a system for tracking programming attendance.

Utilize an electronic database to measure student attendance numbers and gather additional demographic info on students who attend residential programmatic initiatives to better understand who is taking advantage of our programming and who is not

Identify a swipe card system that will pull pertinent student data to better understand which students attend certain programs (by their major, other involvement on campus, etc…)

Fall 2015

HRL Internal Department Goal

Develop clear learning outcomes for residential student and other customers' experience when utilizing Housing and Residence Life services Resident satisfaction with the residential experience using ACUHO-I EBI survey

Utilize the ACUHO-I EBI software to better understand the resident perspective of their on campus living experience

75% resident satisfaction

Spring 2014, Spring 2015

SAEM Org. Values “Collaboration”

Assist the Excel Center in connecting with residential students who are on academic probation.

Develop a trained group of student staff who can meet one on one with all students identified as “at-risk or non-engaged” as identified by the Excel Center

Ensure each identified student is met with one-on-one a minimum of 3 times by trained staff and offered all needed resources for future success

Summer 2014


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The following outlines our past and future plans for renovation and construction.

Fall 2011 – Fall 2012: Constructed and opened a 600-bed Suite Style Residence Hall known as Center Pointe Suites

Summer 2011 and Summer 2012: Renovated Traditional Hall Gunn Hall Fall 2012: Razed Traditional Residence Halls Boykin and Downs Hall Fall 2012 – Fall 2013:

o Constructed and opened a 472-bed Suite Style Residence Hall o Renovated Traditional Hall Bowdon Hall o Constructed and opened a new Dining Hall and Housing and Residence Life Administrative

Office Building ANTICIPATED:

o Spring 2014: Begin annual 1-floor renovation of Strozier Hall o FY2015 – Construct new 20-bed Greek Village House o FY2015 – FY2017 Annual 1-floor renovation of Strozier Hall

Once complete, Housing and Residence Life will truly become a destination institution where students not only want to “Go West”, but now “Live West.” During FY2014, Housing and Residence Life will develop a new master facilities plan for our next 5 years, taking a look at Tyus Hall, Strozier Hall and Arbor View Apartments where our efforts need to turn next. VI. Critical Success Factors (CSFs) The Department of Housing and Residence Life has several critical success factors, all of which are imperative to the growth and success of the department. Each CSF is dependent on another, and as such we strive to provide and improve these items. Acquiring and retaining our students is a definite topic within our division. To ensure we meet revenue projections, we must assist in recruiting and retaining our students for on-campus housing. We accomplish this in a variety of ways through both our Operations and Residence Life teams. We provide choices to our students who have the opportunity to make selections from three different styles of housing (Traditional, Apartment, & Suites). We also have a 1st year occupancy requirement, providing us the opportunity to guarantee a number of beds filled, as well as engaging our students through our Residence Life program, thereby leading to increased student retention. During this past academic year we net increased 280 beds while exceeding our predicted 92.27% occupancy in our 2013 business plan. We exceeded our maximum capacity by 70 students which necessitated delaying the renovation of an older traditional hall that was still required to accommodate the overflow of current students who desired to reside on campus. This leads us to our next critical success factor which is the need to ensure that the housing we offer is consistent and competitive with our peer institutions. While our selection is extensive, some of our complexes are inadequate in comparison to the newer buildings on campus. Older buildings such as Tyus & Strozier need time for renovation, but with the institution growing rapidly we are unable to do so in a timely fashion leading to lower gratification levels. Customer satisfaction is another CSF concern within our department. While we strive to satisfy each student, this sometimes proves challenging as they transition out of adolescence. We are an educational institution, and as such the correct answer for the educational development of a student is not always the answer that is amenable to the student. There are a finite number of single room beds available throughout campus and many


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students are disappointed when they are required to share a room with another student. An example of a way we work to provide good customer service is through a liberal room change process, allowing students to change rooms as often as they wish. We have also moved to a completely automated system through our Star Rez assignments software. This provides our students the opportunity to self-select their own roommate and room location. Finally, we have increased our staffing dollars to permit that each residence hall will have a Resident Assistant on-call in each building 24 hours a day. This cuts down on the response rate when an issue arises for residents. A final critical success factor that is regularly overlooked in the department is the success of both The Advanced Academy of Georgia and the Greek Life system here at UWG. We currently house the 61 students of the Advanced Academy in a complex that could potentially accommodate 133 individuals. With the nature of the program, it is not feasible for us to house undergraduate students with the students participating in the advanced academy, thus leading us to a large amount of vacancies. In the Greek Village we are dependent on organizations being successful to ensure full houses and large amounts of comprehensive fees. Loss of an organization at any time would negatively hinder our department. Both these specialized communities are essential to campus and the department is committed to their success. VII. Revenue Sources Sources of revenue derive from student housing through rental dollars, student social fees, special interest social fees and sales and service fees. Each fee is based on parts of our mission. The social fee is designed to supplement programming efforts and is kept in a student fee account. Special interest social fees are developed for the unique needs of each of our 4 living learning communities currently in existence in FY2014. Finally, service fees include lock and key replacements and damage charges. The Department of Housing and Residence Life does not receive E&G funds from the University.


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Revenue Projections In order to discuss revenue projections it is necessary to discuss occupancy projections as well. Occupancy projections are based on a percentage of students housed as that relates to enrollment projections. Following is a summary of enrollment compared to housing, past and forecasted:

Occupancy History for Housing and Residence Life

FY

Fall UWG Enroll‐ ment

Total Avail. Beds

FA / SP Avg.

Occupancy.

% of Enroll‐ment

% Occupied for FA,

SP

Summer Occup.

Notes

2004 10,216 2,356 2,198 21.52% 93.29% 176

2005 10,154 2,745 2,381 23.45% 86.74% 183 Pritchard offline. University Suites online

2006 10,163 2,969 2,454 24.15% 82.65% 693 Roberts offline. Arbor View online. High summer occup. reflects 12 mo. AV leases

2007 10,677 2,815 2,354 22.05% 83.62% 554 Row Offline. High summer occup. reflects 12 mo. AV leases

2008 11,252 2,783 2,455 21.82% 88.21% 620 Gunn Admin floor offline due to ADA Upgrades

2009 11,505 2,783 2,526 21.96% 90.75% 194 Lower summer occup. reflects 10 mo. AV leases

2010 11,283 3,045 2,706 23.98% 88.87% 175 Greek Village online.

2011 11,658 3,045 2,686 23.07% 88.21% 175

2012 11,769 3,045 2,682 22.79% 88.06% 175

2013 11,929 2,879 2729 23.19% 94.79% 199 Center Pointe Suites online. Bowdon, Downs, Boykin offline.

2014 12,174 3,148 3080 25.76% 97.83% 325 Oaks online, Bowdon online. Watson offline, Strozier Partly offline for renovation

E s t i m a t e d f r o m t h i s p o I n t f o r w a r d

2015 12,679 3,148 3,050 24.05% 96.89% 200

2016 13,022 3,148 3,050 23.42% 96.89% 200

2017 13,484 3,148 3,050 22.62% 96.89% 200

2018 13,839 3,148 3,050 22.04% 96.89% 200

2019 13,831 3,148 3,050 22.05% 96.89% 200

2020 13,915 3,148 3,050 21.92% 96.89% 200

Revenue projections are based on occupancy, and rate increases are proportionate to the increase in costs. The University aspires to house 25% of enrollment, so building more residence halls is necessary to meet this goal. Pricing/Fee Strategy Pricing is based on ever-changing market conditions. The housing market in Carrollton, Georgia has grown substantially and continues to do based on our growth trends as a University. There is currently an overabundance of housing options directed at our students with two more student centered properties set to open next Fall Pricing of the on-campus facilities has generally been competitive with other schools in the University system but slightly above the off-campus market. Housing pays very close attention to all our PPV Pro-Forma’s to ensure we meet those requirements each year, this expectation highly guides our pricing model and many times follows an average 3-5% each year increase.


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Brailsford & Dunlavey (B&D) conducted a market analysis of our on campus housing facilities in 2011. Housing and Residence Life updated that assessment in summer 2013 as shown below.

MONTHLY RENTAL RATES FOR A SINGLE‐OCCUPANCY ROOM BY UNIT TYPE

PROPERTY STUDIO 1‐BED 2‐BED 2‐BED/2 BATH

3‐BED/2‐BATH 4‐BED 4‐BED

Ashley Oaks $328 $325

Azalea Place $275

Beulah Park $460

Campus Quad $499 $415 $395 $405

Campus Walk $559 $335 $445 $325

Canterbury Heights $298

Carrollton Crossing $409

Cedar St. Townhomes $298

Cedar Villas $338 $375

Chateau $360 $470 $400 $380

Mandeville Mill Lofts $440 $575 $428 $525 $317

River Pointe $525 $410

River's Edge $340 $365

South Ridge Apts. $313

The Grove $520 $465

University Lofts $405

Waverly Apts. $450 $525 $595

West Ridge Villas $375 $400

Westbury Park $298

Wood Glenn $263

AVERAGE $416.67 $532.25 $397.67 $392.29 $375.25 $391.80 $385.00 *Note – Many off-campus apartment units do not include utilities which is extra, the review above does not accurately reflect this additional expense which is included with living on campus.

Our privatized options, as you will see, have been priced competitively about 20% above our off-campus comparisons. VIII. Market Analysis (For Proposed New Services Only) – not applicable IX. Financial Plan Housing, through strategic rent increases and budgetary management changes, maintains strong cash flow on the bottom line. This has been an extremely positive outcome for Housing and Residence Life since 2010 when the department transitioned from a square foot allocation to a direct cost allocation.


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The two areas in which we are projecting increased costs in the next five years are Strozier renovation and Greek Village construction. If raises are allowed for distribution, Housing will distribute what is consistent with raises equal to state fund allowances in E&G departments. Occupancy projections were done with UWG enrollment growth in mind. An average 95% occupancy rate for the Fall and 93% rate for Spring was used to determine revenue. Expenses were projected at annual increase of 3% and 5% for Utilities. Finally, Housing spends considerable attention reviewing our bond-supported properties, the Public Private Ventures. Filling PPV halls is our number one priority. Currently all PPVs are operating positive, including Greek Village. As you can note in the following financial appendixes, Housing and Residence Life is giving significant time and attention into our financial assessment and management. Housing and Residence Life proposed rates for 2014-2015 and Market analysis research attached. Performance Measures Through a series of weekly meetings at all levels of the organization, feedback, assessment, training and implementation are weekly conversations. In addition to our quality of life survey, we have made multiple efforts at acknowledging our strengths and improving our weaknesses. De-brief sessions happen for all major events, recent de-brief’s which have occurred include Move-In Day, RA/RD training and “A Year in Review” and our most popular Academic/Housing partnership “Carve on the Quad and Safe Treat.” The Director’s team has an open-floor forum for all Housing Staff twice a year where their concerns are heard and recommendations assessed for improvement. Monthly, our Assistant Director for Financial Operations reviews all financial data, reconciles accounts and reports inconsistencies with our financial plan to the Director. Quarterly financial reports are presented to all budgetary supervisors and reviewed. In addition, occupancy counts are monitored monthly and budgeted expenditures adjusted as necessary. This effort helps support the financial needs of all our goals and objectives. In closing, Housing and Residence Life is aware of the economic, environmental and student changes happening all the time. We are cognizant of the responsibility in managing 90 plus million dollar public-private venture bond debt and the required facility conditions necessary to sustain long-term occupancy. Finally, we regularly assess our peer and aspirational institutions to help us along the path of becoming a premier destination institution and achieving all the expectations for University of West Georgia’s Department of Housing and Residence Life.

% % Approved % ProposedFY2012 Change FY2013 Change FY2014 Change FY2015 % Inc. % Inc.

Arbor View 2 BR 2,700$ 2.86% 2,800$ 3.70% 2,912$ 4.00% 3,150$ 8.17% 3,100$ 6.46%Arbor View 4 BR 2,500 0.40% 2,600 4.00% 2,700 3.85% 2,900 7.41% 2,850 5.56%

Greek Village Double 2,350 3.30% 2,450 4.26% 2,550 4.08% 2,650 3.92% 2,650 3.92%Greek Village Small Single 2,400 2.13% 2,700 12.50% 2,800 3.70% 2,900 3.57% 2,900 3.57%Greek Village Large Single 2,500 3.09% 2,800 12.00% 2,900 3.57% 3,000 3.45% 3,000 3.45%

Gunn Hall Double 2,050 5.13% 2,150 4.88% 2,215 3.02% 2,450 10.61% 2,400 8.35%Gunn Hall Single (125% of Single Rate) 2,563 -12.38% 2,662 3.86% 2,769 4.02% 3,063 10.62% 3,000 8.34%

Traditional Double (Strozier) 1,950 5.41% 2,050 5.13% 2,115 3.17% 2,350 11.11% 2,300 8.75%Traditional Single (Strozier) (125% of Double Rate) 2,437 -12.18% 2,562 5.13% 2,644 3.20% 2,940 11.20% 2,890 9.30%

Traditional Double (Renovated - Bowdon) 2,050 5.13% n/a 0.00% 2,320 0.00% 2,450 5.60% 2,400 3.45%Traditional Single (Renovated - Bowdon) (125% of Double Rate) 2,437 -12.18% n/a 0.00% 2,900 0.00% 3,063 5.62% 3,000 3.45%

Tyus Hall (T1) 4 Person Suite 1,825 2.82% 2,050 12.33% 2,115 3.17% 2,175 2.84% 2,175 2.84%Tyus Hall (T2) 2 Person 1,950 6.85% 2,100 7.69% 2,165 3.10% 2,350 8.55% 2,350 8.55%Tyus Hall (T3) 2 Person with small Living Room 1,975 2.60% 2,150 8.86% 2,215 3.02% 2,350 6.09% 2,350 6.09%Tyus Hall (T4) 5 Person Suite Small Single Bedroom 2,125 0.00% 2,200 3.53% 2,275 3.41% 2,350 3.30% 2,350 3.30%Tyus Hall (T5) 5 Person Suite Large Bedroom 2,300 1.10% 2,400 4.35% 2,475 3.13% 2,550 3.03% 2,550 3.03%

University Suites Double 2,150 8.86% 2,550 18.60% 2,650 3.92% 2,800 5.66% 2,750 3.77%University Suites Single 2,400 6.67% 2,805 16.88% 2,999 6.92% 3,150 5.04% 3,100 3.37%

The Oaks Double n/a 0.00% n/a 0.00% 2,650 0.00% 2,800 5.66% 2,750 3.77%The Oaks Single n/a 0.00% n/a 0.00% 2,999 0.00% 3,150 5.04% 3,100 3.37%

Center Pointe Suites Double n/a 0.00% 2,550 0.00% 2,650 3.92% 2,800 5.66% 2,750 3.77%Center Pointe Suites Single n/a 0.00% 2,805 0.00% 2,999 6.92% 3,150 5.04% 3,100 3.37%

Average 6.23% 4.99%

Increase due to Micro‐Fridge Leasing Agreement

Approval - Vice President for SAEM DateDr. Scot Lingrell Market Rate Adjustments

Approval - Vice President for Business and Finance DateJames R. Sutherland

For Budget Use Only:

Approval - President, Dr. Kyle Marrerro Date

Entered on BOR Site (initial & date)

FY2015 Housing Fees

Proposed w/o Microfridge

C:\Users\swhitloc\Desktop\FY15 Housing Rates ‐ AP Revised 1‐6‐13 (1).xlsx

2013-2014 2% increase 3% increase 5% increase UGA (Brumby) 2,525.00$ 2,575.50$ 2,600.75$ 2,651.25$ GA StateGA Southern (Eagle Village) 2,180.00$ 2,223.60$ 2,245.40$ 2,289.00$ KennesawEmory 3,680.00$ 3,753.60$ 3,790.40$ 3,864.00$ Valdosta 1,940.00$ 1,978.80$ 1,998.20$ 2,037.00$ GA Tech 2,911.00$ 2,969.22$ 2,998.33$ 3,056.55$ Avg. above 2,647.20$ 2,700.14$ 2,726.62$ 2,779.56$ UWG Proposed (w/McrFr) 2,450.00$

2013-2014 2% increase 3% increase 5% increaseUGA (University Village) $3,695.00 $3,768.90 $3,805.85 $3,879.75GA State $3,975.00 $4,054.50 $4,094.25 $4,173.75GA Southern $2,862.00 $2,919.24 $2,947.86 $3,005.10Kennesaw $3,000.00 $3,060.00 $3,090.00 $3,150.00Emory $4,015.00 $4,095.30 $4,135.45 $4,215.75Valdosta $3,302.00 $3,368.04 $3,401.06 $3,467.10GA Tech $3,752.00 $3,827.04 $3,864.56 $3,939.60Avg. above $3,514.43 $3,584.72 $3,619.86 $3,690.15UWG Proposed $2,900.00

2013-2014 2% increase 3% increase 5% increaseUGA (Myers) $3,117.00 $3,179.34 $3,210.51 $3,272.85GA State $3,450.00 $3,519.00 $3,553.50 $3,622.50GA Southern $2,067.00 $2,108.34 $2,129.01 $2,170.35KennesawEmoryValdosta $2,180.00 $2,223.60 $2,245.40 $2,289.00GA Tech $3,040.00 $3,100.80 $3,131.20 $3,192.00Avg. above $2,770.80 $2,826.22 $2,853.92 $2,909.34UWG Proposed (w/McrFr) $2,800.00

2013-2014 2% increase 3% increase 5% increaseUGA (Myers) $3,339.00 $3,405.78 $3,439.17 $3,505.95GA State $4,213.00 $4,297.26 $4,339.39 $4,423.65GA Southern - B2 Centennial P $3,010.00 $3,070.20 $3,100.30 $3,160.50KennesawEmory $3,930.00 $4,047.90 $4,047.90 $4,126.50Valdosta $2,430.00 $2,478.60 $2,502.90 $2,551.50GA TechAvg. above $3,384.40 $3,459.95 $3,485.93 $3,553.62UWG Proposed (w/McrFr) $3,150.00

Double Occupancy Rate Projections for In‐State Comparisons

Apartment Style Rate Projections for In‐State Comparisons

Suite Style Rate Projections for In‐State Comparisons

Single Room Rate Suites Projections for In‐State Comparisons

UNIVERSITY OF WEST GEORGIA

AUXILIARY ENTERPRISE FINANCIAL PLAN FY 2014-2018

HOUSING - ALL HALLS

REVENUES & EXPENDITURES: FY 2014 BUDGETED & FY 2015 - FY 2018 PROJECTED

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE

Student fees collected (Housing Rentals) 16,048,954 16,891,660 17,641,677 18,417,628 19,143,581 3,094,628 19.3% Average Rate increse 3% annually, FY16 New Greek house

Less: Vacany Loss 0 0 0 0 0 0 #DIV/0!

Less: discounts, returns, allowances, waivers, etc. 0 0 0 0 0 0 #DIV/0!

Interest Income 3,000 3,000 3,090 3,183 3,278 278 9.3%

Other rents 11,793 12,210 12,526 12,849 13,178 1,385 11.7%

Other misc revenue 806 0 0 0 0 (806) -100.0%

Other revenue (Summer Camps & Conferences, GV Parlor Fee) 645,413 710,071 725,201 741,009 756,214 110,802 17.2% Includes Parlor fee from Sigma Kappa in FY15-on

Other revenue (Application Fees) 300,000 375,000 525,000 525,000 525,000 225,000 75.0%

FY14: 2/3of App fee to PPVs; FY16-on $200 Freshman, $50

Returning fee

Other revenue (Equity Contribution to PPVs) 0 0 0 0 0 0 #DIV/0!

Total Revenue 17,009,965 17,991,941 18,907,494 19,699,668 20,441,252 3,431,287 20.2%

EXPENDITURES

Salaries and fringe benefits 1,891,748 1,938,810 2,051,837 2,113,021 2,176,038 284,289 15.0% Costs increasing @ 3%

Travel 32,575 33,552 34,559 35,596 36,663 4,088 12.5% Costs increasing @ 3%

Supplies & Materials 413,535 421,411 434,792 447,836 461,273 47,738 11.5% Costs increasing @ 3%

Repair and Maintenance 401,564 413,302 427,188 440,003 453,203 51,639 12.9% Costs increasing @ 3%

Utilities 1,578,716 1,655,427 1,748,860 1,831,820 1,919,847 341,131 21.6% Utilities increasing @ 5%

Insurance 259,580 267,367 275,388 283,650 292,159 32,579 12.6% Costs increasing @ 3%

Operating Expenses 923,130 1,046,827 1,076,639 1,105,937 1,136,112 212,982 23.1% Costs increasing @ 3%, plus new buildings RA housing/meals

Rental Payments to Foundation 6,531,972 8,116,596 8,339,174 8,450,272 8,569,564 2,037,592 31.2% Pro-Forma

Contracted Services 593,699 580,535 596,562 611,482 626,850 33,151 5.6% Costs increasing @ 3%, plus new projects

Telecommunication 287,318 268,042 18,035 18,035 18,035 (269,283) -93.7% Telecom charges decreasing overtime, as agreed with Aux Svs

Plant/Aux Director/PPV/IT/Police Allocation 2,650,738 2,723,150 2,797,737 2,874,559 2,953,689 302,951 11.4% Costs increasing @ 3%, FY13 to FY14 increase was 31%

Other Expenses (breakout source & amount if significant) 100,000 117,453 269,283 269,283 269,283 169,283 169.3%

FY13, 14, 15--Paying back Gunn Elevator Loan, Telecom Bundle

FY16-on

Equipment 80,603 10,000 10,300 10,610 10,928 (69,675) -86.4% FY13, 14 one-time eqpt purchases, such as Gunn AC.

Capital Expenditures - From Reserves 0 0 0 0 0 0 #DIV/0!

Total Expenditures 15,745,178 17,592,472 18,080,354 18,492,104 18,923,644 3,178,466 20.2%

Surplus/(Deficit) 1,264,787 399,469 827,140 1,207,565 1,517,607 252,820 20.0%

% Margin 8.0% 2.3% 4.6% 6.5% 8.0%

Beginning Reserves (July 1) 4,403,234 4,918,021 3,567,490 3,644,630 4,102,195

Surplus/(Deficit) 1,264,787 399,469 827,140 1,207,565 1,517,607 252,820

Transfer to or from other sources (please specify) (750,000) (1,750,000) (750,000) (750,000)

Strozier partially closed for renovation in FY14, 15, 16, 17, GV

house in FY15

Total Reserves (June 30) 4,918,021 3,567,490 3,644,630 4,102,195 5,619,802 252,820

Notes:

1. If the operation is in the red, what is the plan to offset the deficit? Operation is in the black

2. Please outline the purposes for the accumulation of reserve funds. Renovations, such as FY14-17 Strozier Rennovations, GV house and emergency repairs.

3. Do you have an R&R schedule? If yes, please attach. No, the goal is to have enough money in the Reserves for renovations and emergency repairs. Gunn Hall was remodeled in FY12-13

Less R & R Calculation each year

1



HOUSING - ALL HALLS

CAPTIAL EXPENDITURES: FY 2014 BUDGETED & FY 2015 - FY 2018 PROJECTED

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change

From FY 2014

To FY 2018

% Change

From FY 2014

To FY 2018 Comments

CAPTIAL EXPENDITURES:

Student fees collected (Housing Rentals) 0 0 0 0 0 0 #DIV/0!

Renovations 750,000 1,750,000 750,000 750,000 0 (750,000) -100.0%

Strozier partially closed for renovation in FY14, 15, 16, 17,

GV 20-bed house in FY15

Other Improvements 0 0 0 0 0 0 #DIV/0!

Major Equipment 0 0 0 0 0 0 #DIV/0!

Other capital expenditures (breakout type and amount, if significant) 0 0 0 0 0 0 #DIV/0!

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

Total Capital Expenditures 750,000 1,750,000 750,000 750,000 0 (750,000) -100.0%

CAPTIAL EXPENDITURE FINANCING:

Cash 750,000 1,750,000 750,000 750,000 0 (750,000) -100.0%

Strozier partially closed for renovation in FY14, 15, 16, 17,

GV 20-bed house in FY15

Other internal revenue 0 0 0 0 0 0 #DIV/0!

Short term debt 0 0 0 0 0 0 #DIV/0!

Long term debt (New Construction) 0 0 0 0 0 (26,865,000) #DIV/0!

Other financing 0 0 0 0 0 0 #DIV/0!

Total Capital Expenditure Financing 750,000 1,750,000 750,000 750,000 0 (27,615,000) -3682.0%

2



Bowdon PPV


5011101, 5011001

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE

Student fees collected (Housing Rentals) 1,289,878 1,307,075 1,342,798 1,385,258 1,427,718 137,840 10.7%

Less: Vacany Loss

Less: discounts, returns, allowances, waivers, etc.

Interest Income

Other rents #DIV/0!

Other misc revenue

Other revenue (Summer Camps & Conferences) 30,000 33,321 34,321 35,351 36,412 6,412 21.4%



Returning fee, Budgeted to minimum meet the Pro-forma

Other revenue (Equity Contribution to PPVs) #DIV/0!

Total Revenue 1,360,491 1,393,196 1,429,919 1,473,409 1,516,930 156,439 11.5%

EXPENDITURES

Salaries and fringe benefits 25,620 26,389 27,181 27,997 28,837 3,217 12.6%

Travel 0 #DIV/0!

Supplies & Materials 21,531 20,600 21,218 21,855 22,511 980 4.6%

Repair and Maintenance 21,000 21,630 22,279 22,947 23,635 2,635 12.5%

Utilities 156,900 164,745 172,982 178,171 183,516 26,616 17.0%

Insurance 30,000 30,900 31,827 32,782 33,765 3,765 12.6%

Operating Expenses 82,528 78,686 81,046 83,478 85,982 3,454 4.2%

Over-budgeted due to unknown costs of maintaining “stick-

built” properties Rental Payments to Foundation (Bowdon Renovation) 234,334 653,642 654,146 655,638 657,940 423,606 180.8%

Contracted Services 5,000 5,150 5,305 5,464 5,628 628 12.6%

Telecommunication 19,276 (19,276) -100.0%

Plant/Aux Director/PPV/IT/Police Allocation 198,349 204,299 210,428 216,741 223,244 24,895 12.6%

Other Expenses (breakout source & amount if significant) 19,276 19,276 19,276 19,276 19,276 #DIV/0! Telecom bundled with cable and internet contract

Equipment 0 5,000 5,150 5,305 5,464 5,464

Capital Expenditures - From Reserves 0 #DIV/0!

Total Expenditures 794,538 1,230,317 1,250,838 1,269,654 1,289,798 495,260 62.3%

Surplus/(Deficit) 565,952 162,880 179,081 203,754 227,132 (338,821) (1)

% Margin 71.2% 13.2% 14.3% 16.0% 17.6%

Beginning Reserves (July 1) 0 565,952 728,832 907,913 1,111,667

Surplus/(Deficit) 565,952 162,880 179,081 203,754 227,132 (338,821)

Transfer to or from other sources (please specify)

Total Reserves (June 30) 565,952 728,832 907,913 1,111,667 1,338,799 (338,821)

Notes:


2. Please outline the purposes for the accumulation of reserve funds. Renovations, such as FY14-16 Strozier and emergency repairs.

3. Do you have an R&R schedule? If yes, please attach. No, the goal is to have enough money in the Reserves for renovations and emergency repairs. Gunn hall was remodeled in FY12-13

3



Boykin Hall No longer HRL Property


5011103

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE

Student fees collected (Housing Rentals) #DIV/0! Hall demolished in Summer of 2012

Less: Vacany Loss


Interest Income

Other rents #DIV/0!

Other misc revenue

Other revenue (Summer Camps & Conferences) 0 #DIV/0!

Other revenue (Application Fees) #DIV/0!


Returning fee


Total Revenue 0 0 0 0 0 0 #DIV/0!

EXPENDITURES

Salaries and fringe benefits 0 #DIV/0!

Travel 0 #DIV/0!

Supplies & Materials 0 #DIV/0!

Repair and Maintenance 0 #DIV/0!

Utilities 0 #DIV/0!

Insurance 0 #DIV/0!

Operating Expenses 0 #DIV/0!

Rental Payments to Foundation 0 #DIV/0!

Contracted Services 0 #DIV/0!

Telecommunication 0 #DIV/0!

Plant/Aux Director/PPV/IT/Police Allocation 0 #DIV/0!

Other Expenses (breakout source & amount if significant) 0 #DIV/0!

Equipment 0 #DIV/0!


Total Expenditures 0 0 0 0 0 0 #DIV/0!

Surplus/(Deficit) 0 0 0 0 0 0 #DIV/0!

% Margin #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Beginning Reserves (July 1)

Surplus/(Deficit)


Total Reserves (June 30)

Notes:

1. If the operation is in the red, what is the plan to offset the deficit? Building has been demolished

2. Please outline the purposes for the accumulation of reserve funds.

3. Do you have an R&R schedule? If yes, please attach.

4



Downs Hall No longer HRL Property


5011105

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE

Student fees collected (Housing Rentals) #DIV/0! Hall demolished in Summer of 2012

Less: Vacany Loss


Interest Income

Other rents #DIV/0!

Other misc revenue




Returning fee



EXPENDITURES


Travel 0 #DIV/0!



Utilities 0 #DIV/0!

Insurance 0 #DIV/0!





Plant/Aux Director/PPV/IT/Police Allocation 0 #DIV/0!


Equipment 0 #DIV/0!






Surplus/(Deficit)



Notes:

1. If the operation is in the red, what is the plan to offset the deficit? Building has been demolished

2. Please outline the purposes for the accumulation of reserve funds.

3. Do you have an R&R schedule? If yes, please attach.

5



Gunn Hall


5011106

FY 2013

Budgeted

FY 2013

Actual

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE

Student fees collected (Housing Rentals) 313,900 396,048 373,380 286,160 295,504 304,848 314,192 (59,188) -15.9% Overflow housing in Gunn in FY13 & FY14

Less: Vacany Loss


Interest Income

Other rents #DIV/0!

Other misc revenue

Other revenue (Summer Camps & Conferences) 0 19,800 0 #DIV/0!



Returning fee


Total Revenue 313,900 415,848 373,380 286,160 295,504 304,848 314,192 (59,188) -15.9%

EXPENDITURES

Salaries and fringe benefits 0 1,341 825 (825) -100.0% Overflow housing in Gunn in FY13 & FY14

Travel 0 #DIV/0!

Supplies & Materials 6,696 20,038 26,872 27,678 28,508 29,363 30,244 3,372 12.5% Cost increses @ 3%

Repair and Maintenance 7,725 13,229 8,196 8,442 8,695 8,956 9,225 1,029 12.6% Cost increses @ 3%

Utilities 64,236 61,837 50,900 53,445 56,117 58,923 61,869 10,969 21.6% Utilities increasing @ 5%

Insurance 5,974 5,221 6,338 6,528 6,724 6,926 7,134 796 12.6% Cost increses @ 3%

Operating Expenses 7,512 4,763 43,905 52,697 54,278 55,907 57,584 13,679 31.2% Cost increases @ 3%, plus RA Compensation now recorded

Rental Payments to Foundation 0 0 0 0 0 0 0 #DIV/0!

Contracted Services 6,934 3,399 31,621 4,570 4,707 4,848 4,993 (26,628) -84.2% FY14-Chiller Replacement

Telecommunication 22,506 16,490 11,834 11,834 0 0 0 (11,834) -100.0% All costs, but Utilities, are increasing at 3%

Plant/Aux Director/PPV/IT/Police Allocation 101,802 108,581 108,254 111,501 114,847 118,292 121,841 13,587 12.6% Cost increses @ 3%

Other Expenses (breakout source & amount if significant) 100,000 100,000 98,177 11,834 11,834 11,834 (88,166) -88.2% Elevator Debt payment, Telecom Bundle

Equipment 50,603 (50,603) -100.0% FY14-Chiller Replacement


Total Expenditures 223,385 334,898 439,348 374,872 285,710 295,049 304,724 (134,624) -30.6%

Surplus/(Deficit) 90,515 80,950 (65,968) (88,712) 9,794 9,799 9,468 75,436 (1)

% Margin 40.5% 24.2% -15.0% -23.7% 3.4% 3.3% 3.1%


Surplus/(Deficit)



Notes:

1. If the operation is in the red, what is the plan to offset the deficit? Operation is projected to remain in the black after the Elevator Debt is paid back to Auxiliaries, w/o it Gunn would be solvent in FY14 and FY15


3. Do you have an R&R schedule? If yes, please attach. No, the goal is to have enough money in the Reserves for renovations and emergency repairs. Gunn was remodeled in FY12-13

6



Strozier


501111

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE

Student fees collected (Housing Rentals) 283,888 503,793 520,943 691,505 854,778 570,890 201.1%

Strozier partially closed for renovation in FY14, Annex floor

closed in FY15, 16 and Main closed in FY17

Less: Vacany Loss


Interest Income

Other rents #DIV/0!

Other misc revenue

Other revenue (Summer Camps & Conferences) 10,000 8,000 9,000 10,300 10,609 609 6.1%





Returning fee


Total Revenue 293,888 511,793 529,943 701,805 865,387 571,499 194.5%

EXPENDITURES

Salaries and fringe benefits 9,932 11,538 11,884 12,241 12,609 2,677 27.0%



Travel 0 #DIV/0!

Supplies & Materials 32,753 33,736 34,748 35,790 36,864 4,111 12.6%



Repair and Maintenance 4,000 4,120 4,244 4,371 4,502 502 12.6%



Utilities 48,247 49,694 51,185 52,721 55,357 7,110 14.7%



Insurance 5,147 5,301 5,460 5,624 5,793 646 12.6%

Operating Expenses 34,444 35,477 36,542 37,637 38,766 4,322 12.5% Changed RA compensation, incl. Housing & Meal plan


Contracted Services 28,000 28,840 29,705 30,596 31,514 3,514 12.6%

Telecommunication 13,176 13,176 0 0 0 (13,176) -100.0%

Plant/Aux Director/PPV/IT/Police Allocation 120,502 124,117 127,841 131,676 135,626 15,124 12.6% Cost increase projected @3%, FY14 increase was 10.1%

Other Expenses (breakout source & amount if significant) 13,176 13,176 13,176 13,176 #DIV/0! Telecom bundled with cable and internet contract

Equipment 0


Total Expenditures 296,201 305,999 314,785 323,832 334,207 38,006 12.8%

Surplus/(Deficit) (2,313) 205,794 215,158 377,973 531,180 533,493 (231)

Strozier partially closed for renovation in FY14, Annex closed

in FY14, 15, 16 and Main closed in FY17

% Margin -0.8% 67.3% 68.4% 116.7% 158.9%


Surplus/(Deficit) (2,313) 205,794 215,158 377,973 531,180 533,493



Notes:

1. If the operation is in the red, what is the plan to offset the deficit?Strozier is partially closed for renovations in FY14. Profitable operation will resume in FY15


3. Do you have an R&R schedule? If yes, please attach. No, the goal is to have enough money in the Reserves for renovations and emergency repairs. Gunn was remodeled in FY12-13

15

7



Strozier Capital Expenditures


FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change

From FY 2014

To FY 2018

% Change

From FY 2014

To FY 2018 Comments


Student fees collected (Housing Rentals) 0 #DIV/0!

Renovations 750,000 750,000 750,000 750,000 (750,000) -100.0% Strozier partially closed for renovation in FY14, 15, 16, 17

Other Improvements 0 #DIV/0!

Major Equipment 0 #DIV/0!

Other capital expenditures (breakout type and amount, if significant) 0 #DIV/0!

Total Capital Expenditures 0 750,000 750,000 750,000 0 0 #DIV/0!


Cash 750,000 750,000 750,000 750,000 (750,000) -100.0% Strozier partially closed for renovation in FY14, 15, 16, 17

Other internal revenue 0 #DIV/0!

Short term debt 0 #DIV/0!

Long term debt 0 0 #DIV/0!

Other financing 0 #DIV/0!

Total Capital Expenditure Financing 750,000 750,000 750,000 750,000 0 (750,000) -100.0%

8



Tyus Hall


5011112

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE

Student fees collected (Housing Rentals) 697,674 785,070 856,919 898,319 926,381 228,707 32.8% FY14 budgeted lower than FY13 due to 2 new PPVs

Less: Vacany Loss


Interest Income

Other rents #DIV/0!

Other misc revenue




Returning fee


Total Revenue 697,674 785,070 856,919 898,319 926,381 228,707 32.8%

EXPENDITURES

Salaries and fringe benefits 20,560 21,527 22,173 22,839 23,524 2,964 14.4% Changed RA compensation, incl. Housing & Meal plan

Travel 0 #DIV/0!

Supplies & Materials 20,000 20,600 21,218 21,855 22,511 2,511 12.6%

Repair and Maintenance 35,000 36,050 37,132 38,246 39,393 4,393 12.6% Costs increasing @ 3%

Utilities 105,250 110,513 116,039 121,841 127,933 22,683 21.6% Utilities increasing @ 5%

Insurance 10,545 10,861 11,187 11,523 11,869 1,324 12.6% Costs increasing @ 3%



Contracted Services 19,570 20,157 20,762 21,385 22,027 2,457 12.6%


Plant/Aux Director/PPV/IT/Police Allocation 139,158 143,333 147,633 152,062 156,624 17,466 12.6% Costs increasing @ 3%, FY14 increase was 7.8%


Equipment 0



Surplus/(Deficit) 303,661 377,275 435,172 462,091 475,123 171,462 1

% Margin 77.1% 92.5% 103.2% 105.9% 105.3%


Surplus/(Deficit) 303,661 377,275 435,172 462,091 475,123


Total Reserves (June 30) 1,497,104 1,874,379 2,309,551 2,771,642 3,246,764

Notes:

1. If the operation is in the red, what is the plan to offset the deficit?Operation wil remain in the black



9



Tyus Capital Expenditures


FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change

From FY 2014

To FY 2018

% Change

From FY 2014

To FY 2018 Comments



Renovations 0 #DIV/0!




Total Capital Expenditures 0 0 0 0 0 0 #DIV/0!


Cash 0 #DIV/0!





Total Capital Expenditure Financing 0 0 0 0 0 0 #DIV/0!

10



Watson Hall NO LONGER HRL PROPERTY


5011113

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE


Less: allowances, waivers, etc. (Vacancy Loss)

Less: discounts, returns, allowances, waivers, etc. (RA Discount)

Interest income

Other rents

Other misc revenue

Other revenue (Summer Revenue)

Other revenue (Application Fee)

Other revenue (Equity Contribution)


EXPENDITURES


Travel 0 #DIV/0!



Utilities 0 #DIV/0!

Insurance 0 #DIV/0!





Plant Allocation/PPV Accountant 0 #DIV/0!

Other Expenses (breakout source & amount if significant)

Capital Expenditures - From Reserves





Surplus/(Deficit) 0


Total Reserves (June 30) 0

Notes:

1. If the operation is in the red, what is the plan to offset the deficit?



Watson hallwastaken off-line in FY14 due to its age and major mechanical issues, given to UWG

11




5011118

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE

Student fees collected (Housing Rentals) #DIV/0!

Less: Vacany Loss


Interest Income 3,000 3,000 3,090 3,183 3,278

Other rents 7,260 7,210 7,426 7,649 7,878 0.0% FY13: Prior Year Deposits Refunds

Other misc revenue




Returning fee

Other revenue (Equity Contribution to PPVs) (6,000) 0.0%

Total Revenue 112,027 158,305 308,611 308,927 309,251 337,653 301.4%

EXPENDITURES

Salaries and fringe benefits 1,451,028 1,486,002 1,584,182 1,631,709 1,680,661 229,633 15.8%

Costs are increasing at 3%, additional $40K HRL Manager in

FY16-on

Travel 32,575 33,552 34,559 35,596 36,663 4,088 12.5% Costs are increasing at 3%

Supplies & Materials 110,850 114,176 117,601 121,129 124,763 13,913 12.6% FY13 includes Year End project, incl GV

Repair and Maintenance 18,534 19,090 19,663 20,253 20,861 2,327 12.6%

Utilities 63,000 64,890 68,135 71,542 75,119 12,119 19.2% FY13--Off-site Whse, FY14-EC HRL Office

Insurance 30,000 30,900 31,827 32,782 33,765 3,765 12.6% FY14-on New office

Operating Expenses 223,005 241,116 245,350 249,709 254,199 254,199 114.0% Costs are increasing at 3%

Rental Payments to Foundation (HRL Office) 65,000 66,950 210,000 216,300 222,789 157,789 242.8% FY14-on New office, based on Bond Schedule

Contracted Services 21,218 21,855 22,511 23,186 23,882 2,664 12.6% Costs are increasing at 3%

Telecommunication 18,035 18,035 18,035 18,035 18,035 0 0.0% Flat as per agreement, possibly decreasing

Plant/Aux Director/PPV/IT/Police Allocation 56,266 57,955 59,693 61,483 63,328 7,062 12.6% Costs are increasing at 3%, FY13 to FY14 increase was 53%


Equipment 0 FY13--3 new vehicles bought


Total Expenditures 2,089,511 2,154,521 2,411,556 2,481,724 2,554,065 687,559 32.9%

Surplus/(Deficit) (1,977,484) (1,996,216) (2,102,945) (2,172,797) (2,244,814) (349,906) 0

% Margin -94.6% -92.7% -87.2% -87.6% -87.9%


Surplus/(Deficit)



Notes:

1. If the operation is in the red, what is the plan to offset the deficit?

2. Please outline the purposes for the accumulation of reserve funds. None accumulated

3. Do you have an R&R schedule? If yes, please attach. No

Housing Programs (HRL Overhead and Department-wide expenses)

5011118 Contains most of HRL payroll, including Central Office payroll and Summer Conferencing payroll as well as other costs not directly attributable to a particular

Hall. Deficits will be covered by the income from each individual hall.

12



Resedential Education


5011127

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE


Less: Vacany Loss


Interest Income

Other rents #DIV/0!

Other misc revenue

Other revenue (Summer Camps & Conferences) #DIV/0!



Returning fee



EXPENDITURES

Salaries and fringe benefits 123,274 126,973 130,783 134,706 138,747 15,473 12.6% DVP, 4 GAs, 4 ARC SAs, 1 FLAIR SAs, 1/2 of 8 RPM RAs

Travel 0 #DIV/0!

Supplies & Materials 7,000 7,210 7,426 7,649 7,878 878 12.5%


Utilities 0 #DIV/0!

Insurance 0 #DIV/0!

Operating Expenses 17,968 18,507 19,062 19,634 20,223 2,255 12.6% FY14-on: 50% of RPM payroll

Rental Payments to Foundation (Bowdon Renovation) 0 #DIV/0!



Plant/Aux Director/PPV/IT/Police Allocation 13,000 13,390 13,792 14,206 14,632 127,520 980.9% Excel Tutors


Equipment 0



Surplus/(Deficit) (161,242) (166,080) (171,063) (176,195) (181,480) (146,126) 1

% Margin -100.0% -100.0% -100.0% -100.0% -100.0%


Surplus/(Deficit)



Notes:

1. If the operation is in the red, what is the plan to offset the deficit? Transfer to UPD for UPD support of the overall HRL opeartions. No revenue to offset the cost. Deficits will be covered by incomes from the individual halls.



13



Housing Security


5011120

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE


Less: Vacany Loss


Interest Income

Other rents #DIV/0!

Other misc revenue




Returning fee



EXPENDITURES


Travel 0 #DIV/0!

Supplies & Materials 2,868 (2,868) -100.0% Eqpt for New UPD Officers

Repair and Maintenance 300 (300) -100.0% Eqpt for New UPD Officers

Utilities 0 #DIV/0!

Insurance 0 #DIV/0!

Operating Expenses 0 #DIV/0! Eqpt for New UPD Officers



Telecommunication 0 #DIV/0! Eqpt for New UPD Officers

Plant/Aux Director/PPV/IT/Police Allocation 169,854 169,854 169,854 169,854 169,854 0 0.0% FY13-on: $110k + 1/4 of cost of 5 Add'l UPD officers


Equipment 0


Total Expenditures 173,022 169,854 169,854 169,854 169,854 (3,168) -1.8%

Surplus/(Deficit) (173,022) (169,854) (169,854) (169,854) (169,854) 3,168 (0)

% Margin -100.0% -100.0% -100.0% -100.0% -100.0%


Surplus/(Deficit)



Notes:

1. If the operation is in the red, what is the plan to offset the deficit? Transfer to UPD for UPD support of the overall HRL opeartions. No revenue to offset the cost. Deficits will be covered by incomes from the individual halls.



14



Nework Support


5011121

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE


Less: Vacany Loss


Interest Income

Other rents #DIV/0!

Other misc revenue




Returning fee



EXPENDITURES


Travel 0 #DIV/0!



Utilities 0 #DIV/0!

Insurance 0 #DIV/0!





Plant/Aux Director/PPV/IT/Police Allocation 67,084 67,084 67,084 67,084 67,084 0 0.0%


Equipment 0


Total Expenditures 67,084 67,084 67,084 67,084 67,084 0 0.0%

Surplus/(Deficit) (67,084) (67,084) (67,084) (67,084) (67,084) 0 0

% Margin -100.0% -100.0% -100.0% -100.0% -100.0%


Surplus/(Deficit)



Notes:

1. If the operation is in the red, what is the plan to offset the deficit? Transfer to IT for IT support of the overall HRL opeartions. No revenue to offset the cost. Deficits will be covered by incomes from the individual halls.



15



UNIVERSITY SUITES


5011115, 5011116

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE




Interest income

Other rents 540

Other misc revenue

Other revenue (Summer Camps & Conferences) 95,897 100,000 101,000 102,010 103,030 7,134

Other revenue (Application Fees)


Returning fee


Total Revenue 3,242,012 3,403,262 3,564,681 3,729,503 3,843,331 601,859 18.6%

EXPENDITURES

Salaries and fringe benefits 31,323 32,260 33,228 34,225 35,252 3,929 12.5% FY14 Changed RA compensation, incl. Housing & Meal plan

Travel 0 #DIV/0!

Supplies & Materials 46,966 48,375 49,826 51,321 52,861 5,895 12.6% Costs are increasing at 3%

Repair and Maintenance 70,000 72,100 74,263 76,491 78,786 8,786 12.6% Costs are increasing at 3%


Insurance 40,000 41,200 42,436 43,709 45,020 5,020 12.6% Costs are increasing at 3%


Rental Payments to Foundation 1,222,766 1,247,222 1,272,166 1,297,609 1,323,562 100,796 8.2% Pro-Forma schedule

Contracted Services 110,000 113,300 116,699 120,200 123,806 13,806 12.6% Costs are increasing at 3%


Plant/Aux Director/PPV/IT/Police Allocation 397,238 409,155 421,430 434,072 447,093 49,855 12.6% Costs are increasing at 3%, FY14 increase was 7.8%


Equipment



Surplus/(Deficit) 930,941 1,012,140 1,110,655 1,210,680 1,257,753 56,928 0

% Margin 40.3% 42.3% 45.3% 48.1% 48.6%

Beginning Reserves (July 1) 957,998 1,888,939 2,901,079 4,011,734 5,222,414

Surplus/(Deficit) 930,941 1,012,140 1,110,655 1,210,680 1,257,753 56,928



Notes:




16



ARBOR VIEW APARTMENTS


5011119, 5011122

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE




Interest income

Other rents 785

Other misc revenue


Other revenue (Application Fee)


Returning fee


Total Revenue 3,187,555 3,468,708 3,575,854 3,684,228 3,811,835 625,065 19.6%

EXPENDITURES


Travel

Supplies & Materials 40,000 41,200 42,436 43,709 45,020 5,020 12.6% Costs are increasing at 3%

Repair and Maintenance 85,000 87,550 90,177 92,882 95,668 10,668 12.6% Costs are increasing at 3%, FY13 had one-time YE projects


Insurance 41,200 42,436 43,709 45,020 46,371 5,171 12.6% Costs are increasing at 3%


Rental Payments to Foundation 1,674,584 1,679,591 1,684,627 1,691,069 1,697,192 22,608 1.4% Pro-Forma schedule

Contracted Services 218,090 224,633 231,372 238,313 245,462 27,372 12.6% FY13 had Large Year-End Projects


Plant/Aux Director/PPV/IT/Police Allocation 427,249 440,067 453,268 466,866 480,873 53,624 12.6% Costs are increasing at 3%


Equipment



Surplus/(Deficit) 129,799 358,369 411,071 461,705 529,920 400,907 3

% Margin 4.2% 11.5% 13.0% 14.3% 16.1%

Beginning Reserves (July 1) (412,794) (282,995) 75,374 486,444 948,150

Surplus/(Deficit) 129,799 358,369 411,071 461,705 529,920 400,907


Total Reserves (June 30) (282,995) 75,374 486,444 948,150 1,478,070 400,907

Notes:




17



GREEK VILLAGE


5011123, 5011124

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE

Student fees collected (Housing Rentals) 1,485,794 1,494,708 1,657,208 1,711,328 1,765,804 280,010 18.8% Sigma Kappa in FY15, new house built in FY16

Less: Vacany Loss 0 #DIV/0!

Less: discounts, returns, allowances, waivers, etc. 0 #DIV/0!

Interest Income

Other rents 3,208 5,000 5,100 5,200 5,300

Other misc revenue 806

Other revenue (Parlor Fee) 333,000 361,000 371,830 382,985 394,474 61,474 18.5% Sigma Kappa in FY15, new house built in FY16

Other revenue (Application Fees)


Returning fee

Other revenue (Equity Contribution to PPVs) 6,000 (6,000) -100.0% No equity contributions after FY14

Total Revenue 1,828,808 1,860,708 2,034,138 2,099,513 2,165,578 335,484 18.3%

EXPENDITURES

Salaries and fringe benefits 68,915 68,876 72,205 73,997 75,843 6,928 10.1% FY14-on: Add'l GV Logistics Crew

Travel 0 #DIV/0!

Supplies & Materials 10,274 10,582 11,640 11,989 12,349 2,075 20.2% FY13: Year-End Projects

Repair and Maintenance 20,600 21,218 23,340 24,040 24,761 4,161 20.2% Costs are increasing @ 3%, FY16 on -new house costs

Utilities 221,969 233,067 256,374 269,193 282,653 60,684 27.3% Utilities increasing @ 5%, FY16 on new House costs

Insurance 0 #DIV/0!

Operating Expenses 19,493 20,078 22,086 22,749 23,431 3,938 20.2% Additional M&R needs as GV gets older

Rental Payments to Foundation 1,224,351 1,256,525 1,287,630 1,322,445 1,355,803 131,452 10.7% Pro-Forma

Contracted Services 22,000 22,660 24,926 25,674 26,444 4,444 20.2% Costs are increasing @ 3%, FY16 on -new house costs


Plant/Aux Director/PPV/IT/Police Allocation 182,605 188,083 193,725 199,536 205,523 22,918 12.6% Costs are increasing @ 3%

Other Expenses (breakout source & amount if significant) 20,000 20,000 20,000 Telecom bundled with cable and internet contract

Equipment



Surplus/(Deficit) 38,601 19,619 122,213 129,890 138,772 118,885 3

% Margin 2.2% 1.1% 6.4% 6.6% 6.8%

Beginning Reserves (July 1) 17,613 56,214 75,833 198,046 327,936

Surplus/(Deficit) 38,601 19,619 122,213 129,890 138,772 118,885


Total Reserves (June 30) 56,214 75,833 198,046 327,936 466,708 118,885

Notes:




18



Greek Village Capital Expenditures


FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change

From FY 2014

To FY 2018

% Change

From FY 2014

To FY 2018 Comments



Renovations 0 1,000,000 0 #DIV/0! Building a new 20-bed House




Total Capital Expenditures 0 1,000,000 0 0 0 0 #DIV/0!


Cash 1,000,000 0 #DIV/0! Building a new 20-bed House





Total Capital Expenditure Financing 0 1,000,000 0 0 0 0 #DIV/0!

19



CENTER POINTE SUITES


5011125, 5011126

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE


Less: allowances, waivers, etc. (Vacancy Loss) 0

Less: discounts, returns, allowances, waivers, etc. (RA Discount) 0

Interest income 0

Other rents 0

Other misc revenue 0 FY13 incl Quasi Distr of Costs & Lock-out/damage fees


Other revenue (Application Fee) 85,785 85,785 85,785 85,785 85,785 0


Returning fee

Other revenue (Equity Contribution) 0

Total Revenue 3,361,224 3,428,715 3,534,693 3,640,677 3,747,825 386,601 11.5%

EXPENDITURES


Travel

Supplies & Materials 47,421 48,844 50,309 51,818 53,373 5,952 12.6% Costs are increasing @ 3%

Repair and Maintenance 119,934 123,532 127,238 131,055 134,987 15,053 12.6% Costs are increasing @ 3%


Insurance 46,350 47,741 49,173 50,648 52,167 5,817 12.6% Costs are increasing @ 3%


Changed RA compensation, incl. Housing & Meal plan, Over-

budgeted due to unknown costs of maintaining “stick-built”

properties

Rental Payments to Foundation 1,675,745 1,687,503 1,704,265 1,737,388 1,777,085 101,340 6.0% Pro-Forma

Contracted Services 99,200 99,200 99,200 99,200 99,200 0 0.0% Costs are increasing @ 3%


Plant/Aux Director/PPV/IT/Police Allocation 397,107 409,019 421,290 433,929 446,947 49,840 12.6% Costs are increasing @ 3%, FY14 increase was 41%


Equipment



Surplus/(Deficit) 553,512 535,116 589,419 626,168 656,263 147,376 0

% Margin 19.7% 18.5% 20.0% 20.8% 21.2%


Surplus/(Deficit) 553,512 535,116 589,419 626,168 656,263 147,376



Notes:




20



CENTER POINTE SUITES Capital Expenditures


FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change

From FY 2014

To FY 2018

% Change

From FY 2014

To FY 2018 Comments







Total Capital Expenditures 0 0 0 0 0 0 #DIV/0!


Cash 0 #DIV/0!



Long term debt (New Construction) 0 #DIV/0!


Total Capital Expenditure Financing 0 0 0 0 0 0 #DIV/0!

21



The Oaks


5011129, 5011130

FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change From FY

2014 To FY 2018

% Change

From FY 2014

To FY 2018 Comments

REVENUE




Interest income

Other rents

Other misc revenue

Other revenue (Summer Revenue) 50,000 77,750 77,750 77,750 77,750 27,750 55.5%

Other revenue (Application Fee) 65,835 88,320 88,320 88,320 88,320 22,485 34.2% FY14-on: ProForma, FY14-65%, FY15-on 70%


Total Revenue 2,552,907 2,696,024 2,777,232 2,858,441 2,940,541 365,149 14.3%

EXPENDITURES

Salaries and fringe benefits 40,563 41,777 43,030 44,321 45,650 5,087 12.5% Costs are increasing @3%

Travel 0 #DIV/0!

Supplies & Materials 47,000 48,410 49,862 51,358 52,899 5,899 12.6% Costs are increasing @ 3%

Repair and Maintenance 19,000 19,570 20,157 20,762 21,385 2,385 12.6% Costs are increasing @ 3%


Insurance 50,000 51,500 53,045 54,636 56,275 6,275 12.6% Costs are increasing @ 3%


Over-budgeted due to unknown costs of maintaining “stick-

built” properties

Rental Payments to Foundation 435,192 1,525,164 1,526,340 1,529,823 1,535,193 1,100,001 252.8% FY14-on: ProForma, FY14-65%, FY15-on 70%

Contracted Services 39,000 40,170 41,375 42,616 43,894 4,894 12.5% Costs are increasing @ 3%


Plant/Aux Director/PPV/IT/Police Allocation 374,072 385,293 396,852 408,758 421,020 46,948 12.6% Costs are increasing @ 3%


Equipment 30,000 5,000 5,150 5,305 5,464 (24,536) -81.8% Start-up Costs


Total Expenditures 1,363,473 2,479,802 2,511,708 2,547,006 2,585,312 1,183,897 86.8%

Surplus/(Deficit) 1,189,434 216,222 265,524 311,435 355,229 (834,205) (1)

% Margin 87.2% 8.7% 10.6% 12.2% 13.7%

Beginning Reserves (July 1) 0 0 216,222 481,746 793,181

Surplus/(Deficit) 216,222 265,524 311,435 355,229 (834,205)


Total Reserves (June 30) 0 216,222 481,746 793,181 1,148,410 (834,205)

Notes:

1. If the operation is in the red, what is the plan to offset the deficit?Operation wil remain in the black.



22



The Oaks- Capital Expenditures


FY 2014

Budgeted

FY 2015

Projected

FY 2016

Projected

FY 2017

Projected

FY 2018

Projected

$ Change

From FY 2014

To FY 2018

% Change

From FY 2014

To FY 2018 Comments


Student fees collected (Housing Rentals) 20,239,245 (20,239,245) -100.0%





Total Capital Expenditures 20,239,245 0 0 0 0 (20,239,245) -100.0%


Cash 0 #DIV/0!



Long term debt (New Construction) 26,865,000 (26,865,000) -100.0%


Total Capital Expenditure Financing 26,865,000 0 0 0 0 (26,865,000) -100.0%

23

HOUSING & RESIDENCE LIFE AUXILIARY ENTERPRISE BUSINESS ... · Housing and Residence Life Auxiliary...

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Transcript of HOUSING & RESIDENCE LIFE AUXILIARY ENTERPRISE BUSINESS ... · Housing and Residence Life Auxiliary...