Strategic Planning

The Facilities Framework Committee

As the College’s comprehensive strategic planning process begins, framing aspirational questions will serve as the foundation of this process and will be one of the most critical early steps.  The goals and objectives that emerge from the responses to these questions will necessitate enhanced, reconfigured, or new physical campus resources. The Facilities working group (FWG) will perform a campus assessment and develop a framework plan that will guide future facilities projects that will emerge from the institutional strategic planning process.

BACKGROUND

Since the mid-90’s the College has invested significantly in its facilities and has renovated, adaptively re-purposed or built new approximately 50% of its footprint.  Investment over this period, which is estimated at approximately $300 million, focused across a broad range of projects including athletics, the arts, academic buildings and dormitories.  These projects were guided by a series of individual focused campus studies, e.g., the Residential Master Plan, but were not performed in the context of an overall traditional campus master plan.  Despite this significant investment over the past two decades there is a clear bifurcation of the campus with many buildings still in need of significant renovation.  As the College looks to the future there are numerous programmatic initiatives that will be necessary for the College to adapt to current and future pedagogical models and student living/learning needs.

CAMPUS ASSESSMENT AND FRAMEWORK PLAN VERUS THE MASTERPLAN

A traditional campus master plan seeks to define a detailed roadmap to achieve specific built environment outcomes associated with clearly defined projects.  Often, campus master plans are performed and then shelved as the ever-evolving influences on a campus change and invalidate the assumptions that defined specific projects.  Alternatively, a campus assessment and framework plan seeks to identify the key characteristics, systems and influences operating within and around the campus.  A framework provides a comprehensive vision of how the campus can work in the future and flexibly respond to a range of programmatic strategic visions that emerge from the strategic planning process.  Unlike a traditional master plan the framework will be a living document that guides the College and informs facilities strategies as influence on the campus changes over time. 

CRITICAL QUESTIONS

The assessment and framework plan will identify key development sites within the core campus and perhaps beyond to perimeter land holdings.  Critical issues that can be reasonably anticipated or are likely outcomes of the overall strategic planning process such as the size of the College, new academic programs or centers, student life initiatives, staffing goals and technology enhancements will be examined and factored into the assessment and framework.  The architectural planner will work with the College to facilitate a process that addresses, but is not be limited, to the following:

  • Core and perimeter campus evaluation to identify opportunities for expansion or redevelopment
  • Identification of sacred and non-sacred campus buildings
  • Evaluation of non-contiguous land holdings to determine if they hold strategic value in development scenarios
  • Assessment of existing buildings to determine adequacy for current programs and uses 
  • Sensitivity analysis to determine how the campus would respond to changing enrollment scenarios
  • Identification of general strategies to respond to an increasing the number of faculty and staff
  • Parking and vehicle circulation strategies
  • Potential for adaptive reuse of existing buildings
  • Enhancement of campus cohesion and strengthening campus connections
  • Creation of social and academic spaces that foster cohesion of a diverse community
  • Development strategies for the east campus defined by the new Science Center and identification of a site for a new dormitory that addresses the short term urgency caused by the degraded Social Dorms
  • Ability of the campus to accommodate new buildings with assumed programs, size and purpose
  • Identification of campus development strategies that both enhances the key characteristics of the current Olmstead influenced landscape while responding to a potentially new course afforded by the Science Center
  • General utility infrastructure strategies required by various campus development scenarios

 

 

 

Johnson Chapel