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Campus Master Plan Update. Campus Master Plan. Task Force Reports March 8, 2010. Task Forces. There were eight task forces in this phase: Academic Needs and Space Utilization Community Partnerships East Campus Vision North of Boulder Creek Living-Learning Environments

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campus master plan update

Campus Master Plan Update

Campus Master Plan

Task Force Reports

March 8, 2010

task forces
Task Forces
  • There were eight task forces in this phase:
    • Academic Needs and Space Utilization
    • Community Partnerships
    • East Campus Vision
    • North of Boulder Creek
    • Living-Learning Environments
    • Recreation, Open Space and Athletics
    • Transportation
    • Sustainability

Campus Master Plan

task forces3
Task Forces
  • Nearly 120 people participated
  • Composed of faculty, students, staff, City representatives, and community representatives
  • Worked October 2009 to January 2010
  • Final reports are nearly ready
    • 4 reports are on web site, the rest will be up by the end of the week.

Campus Master Plan

task forces4
Task Forces
  • Charged with
    • Examining their areas in light of Flagship 2030 Strategic Plan goals
    • Looking for areas of cooperation and potential partnerships
    • Improving the utilization of our resources
    • Studying specific issues of their focus area

Campus Master Plan

planning assumptions
Planning Assumptions
  • Growth Drivers
    • Enrollment – historic rates vs. state rate
      • Undergraduate – small increase
      • Graduate – moderate increase
planning assumptions8
Planning Assumptions
  • Growth Drivers
    • Enrollment – historic rates
      • Undergraduate – small increase
      • Graduate – moderate increase
    • Research – continued strong growth
      • 2004 to 2008 expenditures of $1.29B
      • Growth of between 3% and 6% per year
    • Employment
      • Employee loss is not sustainable
      • 300 employees lost between 2001 and 2009
planning assumptions9
Planning Assumptions
  • International students
    • Increase 900 to 1800 more students
  • Housing
    • Freshmen live-in rule is retained
    • Raising upper division undergraduate (Soph., Jr., Sr.) residents from less than 5% to 20%.
    • Greater emphasis on family housing for graduate and international students
    • Address the demand for faculty and staff housing
planning assumptions10
Planning Assumptions
  • Housing (cont.)
    • Unmet demand of 1500 undergraduate beds after 1000 beds are brought on line in 2011
    • Family housing stock is at the end of its life
  • 300 Tenure and tenure-track (TTT) faculty will be hired between 2007 and 2020.
    • Increased research facilities
    • Increased research staff (assume 3 professional, 3 student)
academic needs space utilization
Academic Needs & Space Utilization
  • UG enrollment growth from 25,408 to 26,951 by 2030
  • GRAD enrollment growth from 4,788 to 7,100 by 2030
  • International students up 900 to 1800 by 2016
  • Sensible plan for 250 new TTT faculty by 2020

Campus Master Plan

academic needs space utilization12
Academic Needs & Space Utilization
  • Facilities Improvements
    • Large Classroom (600 to 750 seats)
    • 1,000 seat performance venues (Music and Theater)
    • 3 additional science buildings (Geosciences, Chemistry 2, NREL)
    • Library welcome / Information Center
    • Science Museum
    • As facilities as provided, allow for instructor needs; Consider use of former IBS buildings & other backfill space for instructors
    • Convert vacated Henderson Museum/ MCOL and ENVD
    • Convert underutilized, obsolete space on MC for faculty and graduate student offices with partitions

Campus Master Plan

community partnerships
Community Partnerships
  • Key Principles
    • Institutional relations & cooperative planning
      • Regular meetings of leadership
      • Commitment to transparency, shared information
      • Provide incentives and broaden the definition of faculty teaching, service, and research to encourage community engagement
      • Create an affiliate culture that supports diversity and mutual understanding
    • Resource leveraging
    • Move the city and university toward a creative economy

Campus Master Plan

community partnerships14
Community Partnerships

Creative Economy:

“We propose that campus planning draw from the tenets of a “creative economy” as a “hybrid” model for economic growth, one premised upon technology, the arts, information, culture, the environment and entrepreneurialism.”

-Community Partnerships Task Force Report

community partnerships15
Community Partnerships
  • Design Elements
    • Seek common values that sustain economic, social & environmental growth and responsibility
    • Sensitivity to proximity
    • Develop common areas that promote public safety, functionality and a Boulder “aesthetic.”
    • Reserve space for future development
    • Infill and density planning that supports decongestion and efficient economic development
    • Promote alternative transportation

Campus Master Plan

east campus vision
East Campus Vision
  • Five Academic-Research Cores
    • Life Sciences (CIMB, Biochemistry, ChBE, IPHY, etc.)
    • Geosciences (ENVS, ATOC, INSTAAR, USGS, CIRES, etc.)
    • Energy (RASIE, NREL)
    • Astrophysical & Space Sciences (LASP, CASA)
    • Social Sciences and Humanities (SLHS, Linguistics, Philosophy)
  • Engineering and Federal partnerships integrated into Academic-Research Clusters

Campus Master Plan

east campus vision17
East Campus Vision

Campus Master Plan

north of boulder creek
North of Boulder Creek
  • Partner with UDFCD and City on flood mitigation

Campus Master Plan

north of boulder creek20
North of Boulder Creek
  • Partner with UDFCD and City on flood mitigation
  • Create partnerships to replace affordable family housing in higher density development
    • Graduate students
    • International students
    • Faculty/staff
    • Retired campus constituents
    • Alumni
  • Active and passive recreation and athletic fields in floodway
  • Strengthen pedestrian linkages to the campus
  • Childcare
  • Conference Center

Campus Master Plan

living learning environments
Living-Learning Environments
  • Implement plan to increase the number of RAPs from 9 to up to 30 by 2030 (Flagship 2030 goal)
    • Developing programs (discipline specific, honors, thematic, common interest)
    • Identifying faculty leadership
    • Creating adequate facilities
    • Developing new financial model

Campus Master Plan

recreation open space athletics
Recreation, Open Space & Athletics
  • Investing resources in recreation centers, athletic facilities and open space will result in powerful recruitment and retention tools.
  • Existing facilities condition, combined with 20% growth in student enrollment over the past two decades, have placed extreme pressures upon facilities which now require immediate attention
  • Demand cannot be met without both renovated and new facilities
  • Geographical distribution of facilities cause operational difficulties
  • Floodway/floodplain ground remains desirable for facilities 
  • Preservation of existing open space

Campus Master Plan

recreation open space athletics23
Recreation, Open Space & Athletics
  • Indoor
    • Minimum of 160,000 asf new (standard 12 sf per student)
    • Renovate Student Recreation Center (220,000 gsf)
    • Construct indoor practice facility with track
    • Expand Dal Ward
  • Outdoor
    • 6 lighted natural turf multi-purpose fields (or 4 lighted synthetic)
    • Minimum of 4 lighted, natural turf softball fields; 1 lighted baseball field
    • Ancillary facilities for athletics and recreation
    • Sustainable landscape/grounds
  • Partner with City and school district
    • Indoor tennis
    • Competition swimming pool
    • Indoor/Outdoor running tracks
    • Ice rink

Campus Master Plan

transportation
Transportation

Campus Master Plan

sustainability
Sustainability

Campus Master Plan

smart growth principles
Smart Growth Principles
  • Smart Growth strategies:
    • Mix of land uses
    • Take advantage of compact building design
    • Create a range of housing opportunities and choices
    • Create walkable neighborhoods
    • Foster distinctive, attractive communities with a strong sense of place
    • Preserve open space, farmland, natural beauty and critical environmental areas
    • Strengthen and direct development toward existing communities
    • Provide a variety of transportation choices
    • Make development decisions predictable, fair and cost-effective
    • Encourage community and stakeholder collaboration in development decisions
sustainability27
Sustainability

Campus Master Plan

next steps
Next Steps
  • Scenario Plans to help decide direction over the next 45 days.
  • Framework plans for North of Boulder Creek
next steps29
Next Steps
  • Scenario Plans to help decide direction over the next 45 days.
  • Framework plans for North of Boulder Creek
  • Formal Space Need Assessment
  • Detail study for East Campus with programs
  • Undergraduate housing analysis
  • Area updates for WV, MRS and misc. properties
next steps30
Next Steps
  • Results shown at a public open house in late May.
  • Draft plan over the summer
  • Public open house in late September
  • Formal adoption process begins in November
  • CCHE approval in March 2011
campus master plan update http www colorado edu masterplan

Campus Master Plan Updatehttp://www.colorado.edu/masterplan/

Campus Master Plan

Office of Facilities Planning

March 8, 2010