As a precursor to space programming and design, Strategy+ was tasked with creating a roadmap for the future of the research and learning enterprise centered on the university chancellor’s Strategic Plan.
The integrated plan aligns growth and change in organizational structure and processes with programs, pedagogies, and partnerships in order to optimize future facilities and operational investments.
Through an engaging in-person and online visioning process with stakeholders from across the university, Strategy+ identified and developed a six-point roadmap that would drive the development of future academic performance in alignment with facility investment.
- Future Demographics
Anticipating shifts in the needs of an increasingly diverse student, faculty and staff population through demographic change and enrollment growth predictions led to new insights not only in overall space demand but also in the provision of student services, academic support, housing and wellness.
- Federated Flexibility
The development of a shared services and space model positions interdisciplinary student and auxiliary services teams directly at the focus of need.
- Research Ecosystem
The growth of a broad-spectrum portfolio of research and funding types, with emphasis on inter disciplinary, translational, community and industry partnerships
- Portfolio of Pedagogy
Assessment and analysis of existing learning and community environments. Alignment of a blended portfolio of learning methods integrated with standards for increased productivity, efficiency and utilization, class sizes and space provision.
- Integrated Facilities
The creation of mixed-use building typologies that integrate residential, student life, auxiliary services with learning and research to enhance the campus culture.
- Resilient / Sustainable Asset Management
Integration of investments in basic, mission critical and non anticipated events infrastructure into the capital planning of every future facilities project
Engagement was undertaken with 28 academic and business units comprising over 200 stakeholders, including:
Surveys and Website: Surveys of faculty, staff and students provided valuable data on unit strategic plans, goals and future initiatives. Information was relayed and feedback received through a project website.
Deep Dive and Scenario Planning Workshops: Key priorities and drivers, as well as data sets were established through a series of over 30 deep dive workshops. 24 Scenario planning workshops developed these into distinct directions for university initiatives across all its campus locations.
A GIS-based capital planning tool was also developed to synchronize datasets formatted from the six points of the plan.The tool has three modules:
- Rolling Current State
Continuously updated visualizations of current population densities, space condition, utilization and areas by space typology at each campus and sub campus location.
- Future Trajectory
Using population change as a driver, space metrics and intensity ratios predict a trajectory of future real estate infrastructure and resiliency requirements.
- Option Appraisal
Enabling opportunity assessment of future policy changes, new buildings, initiatives and investments based on population growth, organizational change and performance improvement.
University of Colorado, Boulder
- Strategic planning
- Business/governance/operations analysis
- Capital planning
- Stakeholder engagement
- Change management