Figure 49 Districts across Campus

PROJECT ROLLOUT

With the 20-year time horizon of the master plan to 2039, the roll out has been divided into five categories, each focusing on a programmatic theme or timeframe. While the program blend is modified within each of these focus areas depending upon the intent, there remains a strategic sequencing for the rollout based on achieving the stated goals of the Physical Master Plan. The following program descriptions outline the considerations for each of the individual program typologies:

Academic Space: The demand

for additional academic space is driven by FTES growth, defined at a constant 1 percent annual increase. The Immediate focus is assumed to accommodate the current shortfall of entitled academic space on campus. The progressive addition of academic space over time is calculated for all Colleges and the Physical Master Plan does not define which academic function should be located in any one particular location. This strategy is important since it provides flexibility to the University in determining how, when and where additional pedagogical spaces are added.

Nonacademic Facilities: The

timing and addition of nonacademic space is not regulated by FTES entitlements, allowing for greater flexibility in timing. The University will have the ability to build these facilities as funding becomes available, supporting the campus life vision of the plan, rather than being driven by FTES. The implementation plan should, however, consider adding the requisite amounts of nonacademic space consistently throughout the plan duration in line with academic space growth, to ensure that a balanced blend of program functions are provided for the campus community.

Housing: With the move towards a residential campus supporting academic persistence, the sequencing considers the addition of housing as a major driver to achieving many of the plan goals. Incremental growth and housing additions are anticipated so that housing absorption rates can be monitored and coordinated with the required additional campus life programs that are critical to developing a well-balanced campus community.

Open Space and Circulation:

It is important the proposed open space components and connectivity needs are implemented as part of the site work for each building project and beyond. Leveraging external spaces for informal learning will play a crucial role towards achieving student success and identity creation.

Transportation Demand Management Programs:

Several elements of a strong TDM program are currently in place, but the strategies suggested in this Physical Master Plan focus on formalizing a TDM program, bringing all the pieces under one vision, and building upon existing strengths. Fundamental to success is ensuring there is staffing to initiate, implement, and manage these efforts. Also, key is using communications tools to get people interested in all the other programs and initiatives. Measuring results carefully and consistently will help to track progress and refine approaches as travel behavior changes.

TDM and mobility infrastructure improvements are interrelated, and both should be considered in coordination with decisions about parking investments. Over the long-term, TDM and mobility improvements can reduce parking demand and parking pricing and management can create more open parking spaces as well as fund TDM programs. Lastly, creating parking spaces is surprisingly expensive – where and when those dollars can be better spent on TDM measures, they should – in support of campus goals and CSU climate mandates.

A full TDM program that combines physical improvements, incentives, outcome tracking, and scales consistently over time is most effective. Implementation does not occur overnight, but rather takes thoughtful phasing, managed by a consistent owner/tracker, and can find cost efficiency with ongoing capital and infrastructure investment suggested in this Physical Master Plan.

Good TDM programs do not succeed without long-term organization commitment, as the most effective measures require ongoing operations and management, and the multimodal vision must be consistently integrated into future infrastructure projects around campus.

IMPLEMENTATION OF FOCUS AREAS

Implementing the Physical Master Plan should be governed by making incremental improvements to the campus, aligning with the goals of the current Campus Strategic Plan, The Academic Plan and Physical Master Plan.

The five key focus areas are:

Focus A : Immediate Projects Focus B : 5-Year Capital Plan Focus C : Residency Focus D : Community Focus E : Pedagogy

Figure 98. Proposed Implementation Focus Areas

Combination of state and non state funding is required to achieve the full visions of this master plan.

44% Non State Funding 56% State Funding

The projects that have attained funding and approvals and can be implemented immediately to further the academic mission of the university.

The primary objective of the Five-Year Plan is to provide facilities appropriate to the CSU’s approved educational programs to create environments conducive to learning.

A key initiative for success is student persistence and support of the Graduation Initiative 2025. A fundamental component to this is to move the campus from a commuter to a residential campus.

Providing facilities that create opportunities for town and gown interactions on-campus activities such as commencement, cultural events, exhibits and trade shows will all contribute to creating a sense of place.

Central to the University’s mission is how to academically engage students, creating opportunities and preparing them for the future. 63% 37%

97% 3%

74% 26%

65% 35%

51% 49%

Funding Sources per Focus Area Major Renovations

Academic Spaces + Student Life Major Housing Development

Academic Spaces + Student Life Event Center

Academic Spaces + Student Life Innovation Center

$- $200,000,000 $400,000,000 $600,000,000 $800,000,000 $1,000,000,000 $1,200,000,000 $1,400,000,000 $1,600,000,000

Cost by Land Use per Focus Area