Draft submitted by Standard 7 Committee: Charles Salas (chair), Dave Baird, Sun Chyung, Mark Hovey, Chandra Joos, Steve Machuga, Chris Olt, Jan Naegele, Andy Tanaka, Andrew White
STANDARD SEVEN: The institution has sufficient human, financial, information, physical, and technological resources and capacity to support its mission. Through periodic evaluation, the institution demonstrates that its resources are sufficient to sustain the quality of its educational program and to support institutional improvement now and in the foreseeable future. The institution demonstrates, through verifiable internal and external evidence, its financial capacity to graduate its entering class. The institution administers its resources in an ethical manner and assures effective systems of enterprise risk management, regulatory compliance, internal controls, and contingency management.
HUMAN RESOURCES
Description
The Office of Human Resources supports the mission of the University by providing services and programs that attract, develop, and help to retain a highly qualified and diverse workforce. Employment information is located in staff and faculty handbooks and the HR website. All new employees receive an offer confirmation letter that clarifies their terms of employment.
Appraisal
To promote diversity in applicant pools, HR staff work with hiring managers to develop job descriptions that are inclusive (reviewed by OEI) as well as focused on essential functions and qualifications. Metrics on diversity in applicant pools, including availability data, inform searches; and we are hiring a recruitment specialist who will focus primarily on recruiting diversity into applicant pools and implementing strategies to increase outreach to diverse applicant populations. Search teams are intentionally diverse (race, gender, age), and members undergo training in implicit bias. Together with University leaders, HR staff meet with members of the Administrators and Faculty of Color Alliance (broad membership of staff and faculty of color and allies) to review annual employee demographics and trends related to hiring and turnover of employees of color.
Our hiring freeze in 2020-21 led to longer periods for staff vacancies. HR worked with supervisors and cabinet members to prioritize the refilling of vacancies in FY22 – ensuring that key positions were posted early in the fiscal year. On average, posted staff positions are filled within 3 months.
HR policies and processes are reviewed on a regular basis, and information about them is readily available on the HR and General Counsel websites. In 2020, updates were made to the Minors on Campus policy, staff handbook, and the Dependent Tuition policy. The results of a 2021 benefits survey of faculty and staff are being used now to develop a multi-year plan for benefits priorities. To better understand the reasons for turnover at Wesleyan, exiting employees are invited to complete an in-person interview and electronic survey. Staff participate in annual performance reviews through use of an on-line form and in-person interviews with supervisors. For FY21, 97% of eligible staff completed the review process, with 72% rated as top performers (exceptional or exceeds expectations). Supervisors receive training on the review process and on effective strategies for performance management. Cabinet members identify retention strategies for key staff in their respective areas. With respect to professional development, our “Success at WES” program provides learning opportunities for staff in the areas of communication, technology, team development, diversity and inclusion, wellness, supervisory skill building and staff retention. This program was rolled out in 2019, and to date, approximately 40% of staff have participated. In 2021, HR developed a formal salary structure for staff positions and completed a comprehensive review of current staff salaries to market benchmarks. This information was shared with senior leadership in late 2021. Further work is planned to review salaries in relationship to the most recent market data, available in late Spring 2022. Adjustments related to market and compression will be identified and addressed over the next three-year period. HR will share comprehensive information about the process to determine staff salaries and how market data is used in salary administration with the campus community in Spring 2022. The University participates in several compensation and benefits surveys, (CUPA, Educomp, Oberlin, Sullivan Cotter) and uses these data in its salary reviews. Faculty compensation data are discussed in Standard 6.
Projection
HR will continue the salary analysis work to ensure that a minimum of 90% of staff jobs are benchmarked and are aligned with the market midpoints of the benchmark. Goals for recruitment and retention are to keep overall turnover below 15% and regret turnover below 10%. In fall 2022, a university climate survey will be conducted to further identify strengths and challenges of the employee experience, and the data will help us target areas related to retention. The staff performance review process has been revised to include more focus on retention and professional growth for the staff person. The new format will be used beginning Spring 2022.
FINANCIAL RESOURCES
Description
Wesleyan’s recent strategic plans have prioritized the goal of operating on a sustainable economic footing, and since the last self-study in 2012, that footing has improved significantly. For details on that improvement, see k. Response to Area for Special Emphasis – Financial Goals.
With respect to financial planning, the Executive Budget Committee (consisting of the President, Provost and Chief Administrative Officer & Treasurer) is advised by other members of Cabinet and by the Budget Priorities Committee, which is comprised faculty, staff, and students. The University’s long-range projection (its ten-year financial forecast), which serves as both a short-term and long-term planning tool, is reviewed at each Board meeting with the Board’s Finance Committee. At the November meeting, the Finance team presents to this Committee a preliminary view of tuition and fees and follows it up with a recommendation in February. A balance budget is presented annually in May.
Other Board committees directly concerned with the University’s financial resources are the Audit Committee, which oversees the University’s risk management policies and profile, and the Investment Committee responsible for developing, implementing and reporting on specific investment policies and strategies, including those related to asset allocation.
Appraisal
The Financial Planning team models various changes to planning assumptions (both positive and negative) to estimate financial impacts to the University over a long-time horizon. During the pandemic, for example, the team generated various models to project impacts given potential inability to welcome students to campus, various enrollment short-falls, etc.
The pandemic reaffirmed the importance of risk management. The Finance and Administration team maintains an enterprise risk management (ERM) matrix which is regularly updated by Cabinet members. This matrix details the top risks in each division, mitigation strategies, and timelines. The Board’s Audit Committee focuses on risk management annually at its November meeting.
With respect to operations, financial systems are stable and largely meet current needs. During 2020, the University began to evaluate modern cloud-based ERP platforms and engaged a consulting firm in 2021 to assist in evaluating platforms and Wesleyan’s readiness for an ERP implementation.
Wesleyan’s financial statements are audited annually by the accounting firm KPMG, which looks at the University’s compliance with federal grants as well as its GAAP-basis financial statements. Since 2019, Wesleyan has engaged CohnReznick to provide internal audit services. Following a risk-based approach, CohnReznick has completed its work regarding payroll, accounts payable, general IT controls, and workers’ compensation; it is due to complete audits in FY22 with respect to disaster recovery and IT backup and construction monitoring. Both external accounting firms meet regularly with the Board’s Audit Committee.
Financial results and budget variances are monitored regularly, and during the pandemic, the Controller’s Office and Financial Planning teams compiled a set of GAAP basis financial statements as of December 31, 2020 along with a reforecasting of operating results for the year. The Controller’s Office prepares financial statements annually that are audited by KPMG, which has not found significant deficiencies in our internal controls.
Projection
Wesleyan’s success in achieving its financial goals allowed it to address the impact of the pandemic from a position of strength. Wesleyan is rated Aa3/AA by Moody’s Investors Service and Standard & Poors; and both rating agencies have identified credit strengths associated with balance sheet wealth, strong fundraising, consistent operating performance, and solid academic reputation. Credit challenges identified include high financial leverage, intense competition for top students and a moderate dependence on student charges with approximately two-thirds of total revenues coming from students and families. Given our strengths, we are confident that we will rise to these challenges. That will be easier, of course, if the next comprehensive fundraising campaign is successful. That campaign (working goal of $600M) is expected to bring significant resources to advance capital projects, provide academic support, and enhance access.
As indicated in the new strategic plan, the University will look to add an online component to non-traditional learners to expand the reach of the University and to also develop a new revenue stream. Other anticipated changes that bear on our financial condition include reducing the rate of increase on the stated student charges (dropping us out of the top ranking of our peer group); converging the two residential comprehensive fees into a single comprehensive fee; and continuing to add resources to financial aid to reduce the number of applicants impacted by our “need aware” admissions process.
PHYSICAL RESOURCES
Description
Wesleyan University is situated on 316 acres in Middletown, Connecticut. In 2011, Wesleyan’s 297 buildings totaled 2.76 million gross square feet and were valued at approximately $1.2 billion. Approximately 43% of the space is assigned for residential use, 40% for academic and administrative uses, 9% for athletics, 5% for student life, and 3% for support services. Wesleyan’s academic portfolio includes 200 classrooms comprising approximately 94,000 square feet of space and 57,000 square feet of laboratories for teaching and research. The “renovation age” of Wesleyan buildings is relatively old (compared to peers) but is improving as renovation of some of our oldest buildings continues. The Facilities Department is responsible for maintaining the physical plant and for overseeing environmental health and safety, sustainable operations, and construction services.
With respect to capital budget and planning, Wesleyan maintains an inventory of major maintenance needs and reviews the list annually to prioritize the work for the following year. Over the last 4 years the university has increased major maintenance funding by a total of $1M annually to arrive at a current major maintenance annual budget of $9.4M. While Wesleyan’s investment in major maintenance is on par with peers, the deferred maintenance backlog per gross square footage is greater than the peer average. Capital projects are authorized in a 3-step process for conceptual design/planning, design, and construction. Projects greater than $1M require a vote of the trustees, and a progress report is submitted at each Board meeting. The Facilities Planning Committee is responsible for planning and approval for capital projects, space assignments, ADA projects, major maintenance, and a review of real estate proposals for acquisition and disposition. Significant improvements have been made to physical accessibility in campus spaces. Universal access is a cornerstone of both the renovation to the Public Affairs Center and the ongoing design of the new science building. In 2021 the University purchased and installed FM Systems to manage and optimize space utilization for almost 3 million square feet on campus. The system is being used to manage occupancy in rental properties and plans are to expand its use to manage undergraduate housing.
Appraisal
In December 2014, Wesleyan hired the team of Sasaki Associates and Eastley+Partners to develop a framework to guide campus development over the next 10-15 years. Working with a committee of students, staff, and faculty from across the campus, this seven-month planning process yielded five planning principles to guide campus development: Synergy of Residential and Academic Experience, Expand the Network of Informal Learning Spaces, Provide a Spectrum of Formal Learning Spaces, Promote Transparency of Indoor/Outdoor Spaces, Increase Local and Global Engagement opportunities. The Facilities Construction Services webpage highlights completed projects; other projects exemplifying use of the planning principles can be found in the workroom here. A notable project in 2019 was the construction of a new 20-seat maker space/classroom to support the Innovative Design and Engineering and Applied Science program.
In 2017, Wesleyan conducted a classroom utilization study with Sightlines in preparation for a three-year renovation of our largest classroom building, the Public Affairs Center (PAC). The study demonstrated that 25 existing, underutilized classrooms could be improved and absorb the loss of PAC classrooms. This coupled with qualitative evaluations of classrooms from a 2019 faculty survey, helped Facilities develop a multi-year renovation program to improve the condition of classrooms. These revitalized classrooms have proven critical while the Public Affairs Center is offline. These surveys also helped spur the creation of a new 20-seat maker space/classroom to support the Innovative Design and Engineering and Applied Science program.
A form in the electronic employee portal allows faculty to submit classroom requests that will enhance their teaching facilities – including technology, furnishings, finishes, electrical, lighting, and shades. Those requests are reviewed quarterly by the classroom committee. The University also utilized the second of three COVID surveys to identify classroom technology issues in order to improve the student experience of hybrid teaching. There are a number of processes such as theses through which the Facilities team monitors and assesses performance. To name another: a plan developed by a committee of facilities and residential life staff to align the student housing portfolio with enrollment targets. Buildings with excessive gross square footage per bed are evaluated and renovated each summer to optimize the occupancy – allowing for the divestment of beds in less desirable locations or in poor condition, primarily wood-frame houses.
The Class of 2025 is among the largest classes ever enrolled at the University. This has strained the capacity of our residential portfolio, leading to more than 90 triples, mainly in Bennett Hall. The University partnered with the Inn at Middletown to alleviate some of the added housing pressures of this larger class. The Inn was also utilized for COVID quarantine spaces, along with vacant rental property locations as needed. Residential housing is discussed further in Standard 5 Students.
Utility services including energy, waste, water, and sewer bills are monitored monthly for each of 297 University properties using a third-party company, pear.ai. This software also facilitates the electronic payment processing of 1,000 monthly invoices directly to each agency (previously a full-time job). A computerized maintenance management system called School Dude Maintenance Direct is utilized to track work requests and time spent on maintenance. Data is analyzed monthly to monitor the performance of the team and to identify chronic maintenance issues. Janitorial, and grounds services are measured annually. Facilities performance is benchmarked annually by Sightlines against peer schools, and current data suggests that Wesleyan is performing well against peers with lower costs and fewer maintenance staff for our campus size.
Projection
A number of projects are in the works utilizing the 2014 Campus master plan and the sustainable action plan. Hard to miss on campus is the renovation underway of the Public Affairs Center and construction of a new classroom addition and art gallery. The $56M project, scheduled to be completed in spring of 2024, is funded by gifts and debt. This LEED Gold 76,800 gross square foot project will provide right-sized teaching and informal learning spaces in the center of campus and house Government, Economics, Sociology, History and the College of Social Studies.
A new 220,000 gross square foot Science building is being planned to replace the Hall Atwater laboratory building. The $255 million project includes renovations to the Shanklin Laboratory building as well as construction of a new day care center (as the current center is being displaced). Construction will begin in late 2022 and be completed in 2027. The new LEED Gold building will house the departments of Chemistry, Biology, and Molecular Biology & Biochemistry. The adjacent historic Shanklin Hall will be renovated to include several large classrooms and spaces for the College of the Environment and College of Integrative Sciences. In recent years, all completed projects have resulted in improved accessibility, which is also central to the design of the new science facilities.
Wesleyan’s utility infrastructure – including its Central Power Plant (CPP), Vine Street Electrical Substation, and the systems that distribute utilities from these facilities – is in fair to very good condition; and plans are in place to improve its efficiency and reach. Infrastructure maintenance and expansion are supported directly by major maintenance and coincident funding of capital when appropriate. This approach has allowed us to take advantage of incentives and grants that have become available through the statewide deregulation of utilities. Highlights of energy use improvements can be found in the workroom here #2.
Sustainability is a campus-wide concern at Wesleyan, with work efforts concentrated in three main areas: carbon, curriculum, and community. Wesleyan’s Sustainability Office leads these efforts in conjunction with departments, groups, and individuals across campus. The Sustainability Advisory Group for Environmental Stewardship (SAGES) brings together students, faculty, and staff to collaborate on sustainability plans. The current Sustainability Action Plan describes goals, strategies, and action steps to reduce Wesleyan’s carbon footprint as well as integrate broader sustainability measures into academics and the fabric of campus life. A new planning process is in development to set aggressive targets to move Wesleyan closer to carbon neutrality, address broader environmental impacts, weave sustainability and environmental justice into the curriculum, and integrate sustainability into the individual and collective practices of the Wesleyan community. A triennial Sustainability Tracking, Assessment, and Rating System (STARS) evaluation records progress: the University earned silver ratings in 2013, 2016, and 2019.
In 2007, President Roth signed the Second Nature Carbon Commitment with a goal of carbon neutrality by 2050, and since then, Wesleyan has reduced its total carbon emissions by 36%. In Summer 2020, Facilities began to implement a plan to eventually have all campus buildings (heating, cooling, and electricity) powered entirely by renewable energy. Currently, Wesleyan has nearly 1 MW of solar photovoltaic panels installed on campus and purchases 100 percent of its electricity from renewable sources. Energy efficiency and conservation remain a cornerstone of Wesleyan’s progress toward carbon neutrality. Since 2005, through an annual comprehensive energy program, Wesleyan has invested nearly $30 million in energy conservation projects (with $7 million in grants and incentives) that should save $2.5 million in annual energy costs.
By adopting a Building Sustainability Policy in 2017, Wesleyan has committed to aggressive building construction and renovation benchmarks aimed at reducing energy consumption and waste. Discussion of other issues bearing on sustainability can be found in the workroom here#3.
THE LIBRARY
Description
Wesleyan University Library consists of two primary physical facilities, Olin Memorial Library and the Science Library, and an ever-expanding digital presence, accessed via the library web site and associated platforms. Approximately 40 FTE are devoted in myriad ways to the provision and integration of information and knowledge in support of Wesleyan’s mission and to the development and maintenance of spaces and services in support of teaching, learning, and research.
Appraisal
In many ways, the library is playing catch-up to national trends that have transformed many library operations at peer institutions over the last decade, especially the changing landscape of scholarly communications (including open access options), a digital first strategy for circulating collections, reserves, and ILL, and support for digital scholarship. The current library leadership team is nourishing an organizational culture that features a willingness to take risks, question assumptions, embrace ambiguity, and forge new and meaningful connections with the rest of campus to ensure the success of 21st century Wesleyan scholars, teachers, and researchers.
Research librarians have maintained an exceptionally strong and popular Personal Research Session program (PRS) in which they meet with students to guide the development of their research agendas and practices. At the same time, we have seen a continual decline in course-level instruction requests, reference transactions, and overall circulation rates – all of which mirror national trends. However, we have also seen a marked increase in the use of our unique collections – Archaeology/Anthropology, College of East Asian Studies, Special Collections & Archives, World Music Archives, Davison Art Collection – cementing their reputation as key university assets. The curators are now working together to create a more robust and articulated set of services for faculty and students so that these unique collections can be better accessed for coursework and scholarship. For more on the limited assessment regarding the effectiveness of student library engagement, see the Student Learning/Mining section of Standard 8.
The library has continued expanding the reach and impact of a limited collections budget by becoming full members of the Boston Library Consortium, the Center for Research Libraries, Eastern Scholars Academic Trust, and Hathi Trust.
Inclusion of the Science Library in the planning and analysis for the new science complex has resulted in a blueprint for future physical renovation of the library, as well as more proactive collection management. At Olin, improvements are already underway, with a new book conservation lab and technology rich classroom joining the new Davison Art Center facilities.
During the global pandemic, the library pivoted almost overnight from a physical service with a small online component to a fully digital library with a small physical presence. Faculty and students, while lamenting the loss of direct physical access to collections, took to digital materials with great enthusiasm and show no signs of reversing course. The library will need to adjust staffing and budget allocations accordingly. In the wake of the national reckoning with race, the library has identified five operational and strategic foci that will inform our efforts going forward so that we can better contribute to a more equitable and just campus and global community.
Projection
The library is on a positive, forward trajectory, and the current focus on operational excellence and financial prudence should prepare us well to iterate constantly, learn to work within (and adjust) capacity constraints, and advocate for greater support from the university. Challenges include:
- an over dependence on commercial platform vendors for usability and seamless access
- a scholarly communications landscape that favors vendors over scholars
- students less well prepared to engage critically with information and data
- lack of a common set of courses or experiences (due to open curriculum) in which to embed research and data skills
- our obligation to a legacy print collection and maintenance of historic spaces
Over the next 5-10 years, we will be focused on:
- rethinking/refreshing our public presence (including both our physical and virtual spaces)
- determining a long-term storage strategy for general, unique, and digital collections
- developing practical strategies for working with faculty on both proactive collection maintenance and resource renewal
- reviewing our long-standing liaison and personal research support programs with an eye towards sustainability and impact
- harnessing the power of our institutional repository and other online platforms to promote what is unique about the Wesleyan experience by publishing and distributing the work of students, faculty, and alumni
- measuring (in partnership with Institutional Research) the impact of our choices and services on student outcomes
Our library was last designed to reflect the learning styles and preferences of late 20th undergraduates; renewal is overdue. The recent analysis of the Science Library spaces, services, and collections has provided a useful roadmap for such renewal. With respect to Olin, in particular, that renewal will surely include a rethinking of our staff spaces, taking into account an increasingly diverse and flexible work force and focus on digital materials.
INFORMATION TECHNOLOGY RESOURCES
Description
This mission of Information Technology Services (ITS) is to develop and deliver world class computing and digital support to Wesleyan University students, faculty, and staff. Partnering with academic and administrative departments, ITS staff leverage technology to achieve Objectives and Key Results in service of the university’s strategic plan, Wesleyan 2020. A copy of the ITS Strategic Plan is online here. Governance of ITS is provided by an Information Technology Committee and a Security Advisory Group. Both have broad representation from across the institution and are charged with helping ITS leadership prioritize and sequence major projects, and providing guidance on data governance, stewardship, and related security controls. The VP for IT is a liaison to the Finance and Audit Committees of the Board of Trustees to ensure that cyber-security is part of the Enterprise Risk Management strategy.
ITS is comprised of five teams: Academic Technology, Enterprise Systems, Information Security, Technology Support Services, and User Services. In the past ten years, we have moved Web and Video Services from ITS to University Communications, and Mail Services and the Cardinal Technology Store to Auxiliary Services in Finance. A current Org Chart is here.
The Academic Technology team is responsible for the design, installation, and support of all technology equipped spaces on campus, with priority focus given to classrooms and computer labs shared across departments and divisions. They also support the Learning Management System, lecture capture, video recording, academic websites, virtualized software applications, and technology training programs for all the above. Robust collaborations with the libraries and the Center for Pedagogical Innovation, e.g., through the Digital Scholarship Fellows program, provide support for innovative faculty and student technology projects.
The Enterprise Systems team works closely with nearly every administrative department and program, including Admission and Financial Aid, Finance, Human Resources, Advancement, and Academic Affairs. PeopleSoft, which we expect soon to replace, is the current Enterprise Resource and Planning (ERP) system of record; it is fed by numerous cloud-based and on-prem systems (e.g. Slate, PowerFaids, CourseLeaf) and in turn transmits data to other systems (e.g. Affinaquest, Blackboard Analytics, BB-Connect). Best-of-breed solutions, integrated via Application Programming Interfaces enable every aspect of the student experience on their journey from prospective applicant to successful alumni.
Information security, data protection, privacy, and business continuity have emerged as Enterprise Risk Management priorities in the past decade. Beginning in 2016, Wesleyan hired its first Chief Information Security Officer (CISO), a position shared with Trinity College until Fall, 2021 when we transitioned the CISO to be a full-time role for Wesleyan. The CISO works closely with both the Enterprise Systems and Technical Services teams to enable secure access to critical business systems wherever Wesleyan faculty, staff, and students are working and/or studying.
The Technology Support Services (TSS) team manages both on-premises and cloud systems and services to provide faculty, staff, and students with the tools they need to succeed in the classroom, research lab, or administrative realm. All systems are accessible via cloud-hosted Single Sign On, and not reliant on the campus data center. TSS also maintains a High-Performance Computing Cluster (HPCC). Part of the Scientific Computing and Informatics Center, the HPCC is shared by, and supports research computing needs for, faculty across the University, and is also used by students in courses and collaborative research with faculty advisors.
The User Services team provides traditional technology support to faculty, staff, and students, including procurement, deployment, support, and repair. Print services include the Cardinal Print Shop and “print anywhere” functionality where users can print from any computer and pick up their job from any networked printer on campus. The User Services and Academic Technology teams collaborate to train and supervise ~60 student workers who provide front line support for classrooms and help desk (in person and remote). A significant improvement in the provision of ITS services over the past ten years has been the adoption of IT Service Management using ServiceNow, which provides the framework for organizing the IT Service Catalog, powering our website, knowledge base, and ticketing system.
Appraisal
The teams described above collaborate intensely with each other and with campus constituents, leveraging technology in three main areas – Enterprise Risk Management (ERM), Continuous Service Improvement, and Building Future Capabilities.
ERM: Enterprise Risk comes in many forms, with cybersecurity being perhaps the most obvious. University systems are relied upon 24x7x365 and accessed by all employees via Duo Multifactor Authentication. Robust cloud computing infrastructure reduces our dependence on the campus data center and personnel. Business continuity is also enhanced by retiring old technology (e.g. analog phone systems), while flexible communication tools (e.g. MS Teams, O365, Google Apps, and Zoom) enable the Wesleyan community to connect and collaborate around the globe.
Continuous Service Improvement: ITS provides Wesleyan with facilities, technologies, and expertise that energize our distinctive educational experience. In-person consultations, technology training classes, and communication of current projects via the monthly CIO Newsletter contribute to a responsive support environment that activates the potential of the Wesleyan community.
Building Future Capabilities: ITS is always looking forward, preparing now for the University’s needs five to ten years from now. This can mean retiring old systems (reducing support costs) while exploring new capabilities with cloud storage and Software as a Service (SaaS).(See ST 8, p. ?) As we plan for new facilities to support the academic enterprise, we are designing the technology infrastructure to support the next generation of Wesleyan students, faculty, and staff. As an example, when the COVID-19 global pandemic forced classes to go online for three semesters, Wesleyan was able to continue providing quality instruction using an enterprise-wide Zoom license, already in place prior to the need arising. Further investments in virtual application infrastructure enabled use of computer lab software by students from home, or in the dorms as the physical labs were closed for health and safety reasons.
Projection
Recognizing that our PeopleSoft environment (implemented in 2001) is nearing the end of its useful life, we are engaged in a comprehensive assessment of institutional needs and capacity in preparation for migrating to a modern ERP system beginning as soon as Summer, 2023.
Major building projects being undertaken (e.g. Public Affairs Center renovation, new science building) will increase the number of technology-equipped spaces on campus and require an increase in funds allocated to technology replacements within the ITS budget. Further, during the pandemic we learned that all technology-enhanced teaching spaces must be re-designed to support remote learners which will add to the cost of future renovations. New classrooms and teaching modalities will require more complex technical assistance for faculty and students than the traditional AV support of the past. The adoption of and reliance on technology grows steadily.