hu campus plan - draft exec. summary

8/7/2019 HU Campus Plan - Draft Exec. Summary

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H a d u e | D a Ce a Ca ma e p a

x C u t i v s u m m A r y


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x C u t i v s u m m A r y( C o n t in u e d )

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INTRODUCTIONThis summary provides an overview of Howard University

and the scope and purpose of the Central Campus MasterPlan.

UNIVERSITY PROFILEFounded in 1867, Howard University (HU) is anindependent, co-educational institution offering a full arrayof undergraduate, graduate, and professional programs. Apremiere Historically Black College and University (HBCU),Howard University combines the best elements of a liberalarts and sciences-based undergraduate core curriculum,with selected graduate and professional programs. Sinceits founding, Howard has awarded more than 100,000diplomas in the professions, the arts, the sciences, and thehumanities.

In 2009 Howard was approved for reaccreditation bythe Middle States Commission on Higher Education(MSCHE). Among the benchmarks for reaccreditation are:compliance with federal requirements, compliance withaccreditation standards, institutional resources, leadershipand governance, administration, integrity, institutionalassessment, student admission and retention, studentsupport services, faculty and educational offerings. Thereport cited HU for many distinctions and recognized theimportant legacy of the university:

Howard University occupies a unique niche in higher education both in terms of its remarkable legacy and

future potential. It is quite literally a national treasure as the foremost research university ensuring the educationof African American leaders for the nation and the world.

Middle States Commission on Higher Education

HU produces the largest pool of African Americanstudents in the nation who go on to pursue a Ph.D. in thescience, technology, mathematics and engineering (STEM)fields. The MSCHE report also recognizes the rich legacyin the arts and cultural studies that opens the eyes of theworld to the contributions of African Americans and theAfrican Diaspora to global culture.

There are 12 schools and colleges at Howard University:College of Arts and Sciences, College of Engineering,Architecture, and Computer Sciences, School of Education,School of Social Work, School of Business, School ofCommunications, College of Medicine, College of Dentistry,College of Pharmacy, Nursing, and Allied Health Sciences,The Graduate School of Arts and Sciences, School ofDivinity and the School of Law. The schools and collegessupport 58 categories of degree offerings and a totalof 181 majors (2010 Facts). Over the past ten years, 51academic programs have been accredited.

.


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ACADEMIC UNITF/T

LOAD

FULL-TIME PART-TIME F.T.E. TOTAL

m f t m f t m f t m f t

UNDERGRADUATES

Arts and Sciences 12 Hrs. 917 2,139 3,056 215 396 611 989 2,271 3,260 1,132 2,536 3,667

Business 12 Hrs. 447 634 1,081 109 97 206 483 667 1,150 556 731 1,287

Communications 12 Hrs. 244 686 930 46 116 162 259 725 984 290 802 1,092

Education 12 Hrs. 10 53 63 3 28 31 11 62 73 13 81 94

Engineering/Arch/Comp Sci 12 Hrs. 281 176 457 71 30 101 305 186 491 352 206 558

Pharmacy/Nursing/AHS 12 Hrs. 112 365 477 36 142 178 124 412 536 148 507 655

Dental Hygiene 12 Hrs. 3 21 24 0 1 1 3 21 24 3 22 22

Exchange Program 12 Hrs. 0 0 0 3 9 12 1 3 4 3 9 12

Continuing Education 12 Hrs. 0 0 0 2 13 15 1 4 5 2 13 15

TOTAL UNDERGRADUATE 2,014 4,074 6,088 485 832 1,317 2,176 4,351 6,527 2,499 4,906 7,405

GRADUATE & PROFESSIONAL

Graduate School 9 H . 201 92 59 184 09 49 262 495 757 85 701 1,086

Medicine 9 H . 204 2 9 44 7 2 9 206 240 446 211 241 452

Dentistry 9 H . 157 174 1 14 4 18 162 175 7 171 178 49

Law 9 H . 182 274 456 7 18 25 184 280 464 189 292 481

Arts and Sciences 9 H . 1 14 27 8 4 12 16 15 1 21 18 9

Business 9 H . 44 48 92 22 14 6 51 5 104 66 62 128

Communications 9 H . 7 5 12 6 15 21 9 10 19 19 20

Divinity 9 H . 4 41 84 51 61 112 60 61 121 94 102 196

Education 9 H . 16 47 6 9 68 107 29 70 99 55 115 170

Pharmacy/Nursing/AHS 9 H . 1 2 20 5 24 47 71 140 219 59 156 250 406

Social Work 9 H . 40 148 188 11 69 80 44 171 215 51 217 268

Continuing Education 9 H . 0 0 0 11 1 24 4 4 8 8 8 24

TOTAL GRAD. & PROF. 1,0 9 1,585 2,624 84 624 1,008 1,167 1,79 2,960 1,42 2,209 ,6 2

GRAND TOTAL ,05 5,659 8,712 869 1,456 2, 25 , 4 6,144 9,487 ,922 7,115 11,0 7

7,405 3,632TOTALUNDERGRADUATES TOTAL GRADUATESAND PROFESSIONALS

ENROLLMENT AT A GLANCE

Source: Howard University Annual Report, Fall 2010


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Students come to Howard University from virtually everystate, the District of Columbia, and 108 countries. Asof 2010, the Universitys enrollment was approximately11,000, with an estimated 67 percent comprised ofundergraduate students. Howard University foreseesa stable total enrollment remaining, with a cap ofapproximately 12,000 students.

Howard Universitys employee base is currently comprisedof 5,330 individuals (full and part time) - 1,276 faculty and

4,054 staff. (The total staff number includes Hospital staff.University staff is approximatley 2,000.)

The existing number of full-time faculty (960) results ina faculty to student ratio of 1:10.76. This is a reductionin the faculty to student ratio from years past, but is stillhigh. For example, faculty to student ratio at Stanfordis 1:6, University of California Berkeley is 1:15.1, andPennsylvania State University is 1:17.

INNOVATIVE RESEARCHHoward University is categorized by the Carnegie

Foundation for the Advancement of Teaching as a RU/Hresearch institution, a designation for universities withhigh research activity. A high priority academic goal forthe University is the ability to rank within the highestcategory of research institutions, that of RU/VH forresearch universities with very high research activity. Todo this, contemporary facilities need to be constructedthat will attract scholar/researchers, students and fundingto support groundbreaking research in STEM and thebiomedical sciences where the University has alreadybegun to distinguish itself.

The Universitys Health Sciences Enterprise (HSE) iscomprised of the College of Pharmacy, Nursing and AlliedHealth Sciences, the College of Medicine, the College ofDentistry, Howard University Hospital, the Louis StokesHealth Science Library, and the Family Practice Plan.

fACulty to stuD nt rAtio

The HSE is implementing a vision known as convergencescience, a new integrated approach to innovativeresearch. Following on the revolution that has occurred inmolecular biology and subsequent advances in genomics, convergence science facilitates the innovative influenceof the physical sciences on the biomedical sciences andvice versa. The strategic planning process in which theHSE has been engaged positions Howard University totake advantage of this new wave of innovation by focusingprecious resources on the core competencies of the HSE.

Based on current strengths, the focus areas identifiedare as follows: obesity; cardiovascular disease; mentaldisorders; HIV/AIDS; cancer; renal diseases; diabetes andstroke. These areas will build upon the basic buildingblocks of genomics and computational biology, as HowardUniversity joins forces with other universities engaged inclinical translational research and convergence science.It is anticipated that the strong research collaborationbetween the physical sciences and health science scholarswill allow for the emergence of new discoveries and anenriched experience for students and scholars.


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View of Fredrick Douglass Hall


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CAMPUSESHoward Universitys historic Central Campus is the focusof this master plan report. The campus is located innorthwest Washington, D.C., in Ward 1 within five miles ofthe Nations Capitol. The northwestern quadrant is locatednorth of the National Mall and west of North Capitol Street.The Central Campus is made up of 118 acres and containsmost of the Universitys academic and administrativeactivities.

The Central Campus is surrounded by urban residentialneighborhoods. The neighborhoods of Shaw, LeDroitPark, and Bloomingdale lie to the south and east; PleasantPlains, Park View and Columbia Heights lie to the north andwest. All of these neighborhoods have a rich and notablehistory with LeDroit Park awarded a place on the NationalRegister of Historic Places in 1974. The north and easternboundaries of the campus include the McMillan Reservoir ,the Old Soldiers Home and the Washington Hospital centercomplex.

The Central Campus has several historic landmarks, such

as Andrew Rankin Memorial Chapel, Fredrick DouglassMemorial Hall, and the Founders Library.

Since 1974, the University has grown to include threeother campuses - the West Campus and the EastCampus are located in proximity to Central Campus in theWashington D.C. Metropolitan area. The West Campushouses the Law School on its 19.6 acre site and the EastCampus houses the Divinity School on 26 acres.

The Beltsville Campus is located in Prince Georges County,Maryland and currently houses the atmospheric researchprogram that is being conducted in partnership with the

National Aeronautic and Space Administration (NASA) onits 108 acre site.

MISSION

Howard University, a culturally diverse,comprehensive, research intensive and historically Bla private university, provides an educational experienceof exceptional quality at the undergraduate, graduate,and professional levels to students of high academic

standing and potential, with particular emphasis uponeducational opportunities for Black students. Moreovethe University is dedicated to attracting and sustaininga cadre of faculty who are, through their teaching,research and service, committed to the development ofdistinguished, historically aware, and compassionate graduates and to the discovery of solutions to human problems in the United States and throughout the world. With an abiding interest in both domestic and international affairs, the University is committed tocontinuing to produce leaders for America and the globcommunity.


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PRESIDENTS VISION

Dr. Sidney Ribeau was named the 16th President ofHoward University and assumed leadership on August 1,2008, with a strong commitment to renewing Howardsacademic legacy by expanding the Universitys proveninfluence in the fields of science, technology, engineeringand mathematics (STEM). These areas have potentialfor the highest levels of research activity and fundingopportunities from institutions such as the NationalInstitutes of Health (NIH) and the National ScienceFoundation (NSF). Howard University aspires to be thefirst HBCU to become a top-50 research university, whileit continues its traditions of leadership and service tounderserved communities nationally and abroad. ThePresidents vision includes:

Enhancing status as a major comprehensivemetropolitan research university (with competitiveundergraduate, graduate, and professional programs);

Increasing excellence in teaching and learning;

Expanding the international footprint and role in worldaffairs;

Providing an environment of open discourse (Think Tankfor the Nation); and

Extending the public service role through expandedengagement with local, national and internationalcommunities.

One of the first steps in the process was the establishmentof the Presidential Commission on Academic Renewal(PCAR). The Commission conducted a full review andevaluation of the Universitys academic programs andassessed each program with respect to six criteria: (1)Tie to the Universitys mission/vision (2) Academic quality(3) Research (4) Academic centrality and necessity (5)Enrollment and (6) Sustainability. The Commissions54 members were divided into four Working Groups forundergraduate programs, health sciences programs,professional programs not in health sciences, and graduateacademic programs.

The program reviews evaluated all 171 undergraduate,graduate and professional program offerings andrecommended the elimination, restructuring orconsolidation of 71 of these programs.

Dr. Ribeau began the Students First Campaign (SFC)in January 2009, to improve the overall experience atHoward and to fully integrate students in University

operations. Phase I of the initiative involved an assessmentof immediate and long-term organizational changesneeded to enhance the student experience. In the spring of2010, SFC entered Phase II with several key appointmentsin the area of student affairs. These appointments willhelp Howard Universitys student affairs division listen tostudents and work together to achieve the Universitysobjectives.


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SCOPE OF THE CENTRAL CAMPUSMASTER PLANH a d u e de ed e e a aj bjec e

h e :

Align space needs with the priorities of the academic plan;

Recommend optimal uses for various campusparcels and the identification of sites for newconstruction;

Identify and acknowledge campus historic resources,both its buildings and its landscape;

Promote the continued contributions of the Universitytoward the economic and cultural vitality of the localcommunity and the city;

Structure a process by which the Universitys goalsare met in an environmentally sustainable mannerand through which the awareness of the need for thisapproach is heightened in its students, alumni, facultyand staff; and

Ensure compliance with the Comprehensive Plan of

the Nations Capital that requires the preparationand the approval of master plans to reduce adverseneighborhood impacts, alleviate uncertaintyover future institutional activities, and promoteneighborhood stability.

THE PROCESSThe approach to the design of the Master Plan for HowardUniversity is based on the premise that architecture,planning, landscape, historic preservation and urban designare critically connected disciplines which must functiontogether if lasting quality and value are to be achieved.

The phased approach included: analysis, the testing offramework plans and options and finally plan developmentbased upon preferred options. The analytical first phaseidentified key characteristics of the campus, includinghistoric legacy, buildings, landscape, infrastructure,transportation systems, design, developmentopportunities and existing problems. Also addressedwere campus facilities, space utilization and assessmentof needs. Based on the preferred options Plan a programof capital construction and appropriate funding wasdeveloped to take the University through the ten yearplanning horizon and beyond with the identification offuture capacity for new facilities.

The information for the Master Plan study was gathered

and collected during interviews with numerous participantsfrom Howard Universitys schools, colleges, leadership,and service organizations. Additional information wasgathered from Enrollment Management, Real EstateDevelopment and Asset Management, and PhysicalFacilities Management.

Over 50 interviews with various Howard Universitystakeholders were held to ensure that the Master PlanProgram accurately reflect the needs of this complexorganization. More than 20 additional interviews were heldwith community leaders from neighborhoods surroundingthe Central Campus, and 166 area stakeholders

responded to the Campus Plan Neighbors Survey.


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THE USE OF THE CENTRAL CAMPUSMASTER PLANThe master plan reflects the findings andrecommendations of the planning team and theresulting master plan is based upon: the planning teamrecommendations; Universitys leadership review andconsensus; the input of a University-wide SteeringCommittee of Key Stakeholders; and an initial review bythe Universitys Community Advisory Committee and

Community Campus Master Plan Task Force.

This plan is a strategic tool and guide for the physicaldevelopment of the campus over the next ten years. In thiscoming period, all universities must carefully apportiontheir means to remain ahead of expectations in the qualityof teaching, technological innovation and amenities for thelife of the campus community. Physical planning and therelationship to the mission of the university are also criticalto success.

The full scale reexamination of Howards educationalpolicies and priorities as part of the PresidentsCommission for Academic Renewal (PCAR) will likelyresult in refinements and adjustments to the needs andthe objectives of Howard University. The Master Plan isa framework for change and is flexible enough as both aprocess and a design to accommodate change.

The plan assumes the existing reality of the urban settingand the historic legacy of the campus. It seeks to enhancethe physical condition of the campus and to create newopportunities for excellence in the future developmentof the landscape and buildings and provide the physicalframework within which the University can achieve its

academic mission.All of the facilities planned, both in the near term and thelonger term are designed to fulfill these objectives. Theresult will be a University significantly repositioned withrespect to winning research grant awards and attractingand retaining the best and brightest students, faculty andstaff from throughout the nation and around the world.


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STRATEGIC GOALS, PRINCIPLESAND VISION

The Central Campus Master Plan is guided by thegoals, planning principles and design criteria developedthroughout the planning process. The Academic StrategicPlans areas of focus were developed by Howard University,and the planning principles and development criteria weregenerated in response to the analysis findings and throughthe collaboration of Howards administration, faculty, staff,students and steering committee with the design team.

ACADEMIC STRATEGIC DIRECTIONS

The University has been engaged in a comprehensiveprocess of self-examination that makes the decision toundergo major transformational change imperative. TheUniversitys self-study exercise undertaken in preparationfor the Middle States reaccreditation process, calls foran alignment of its resources and budget with academicpriorities that result from program reviews and portfolioassessments. Strategic directions include:

Expansion of Graduate Programs

Attainment of RU/VH status: Research Universities (veryhigh research activity)

Promotion of STEM Research

Improvement of Housing Inventory

Implementation of Students First Initiatives

Improvement in the Physical Condition of the Campusand Technology

Associated with this new environment is the needfor greater self-sufficiency, and diversification in theUniversitys endowment resources and the need to moreclosely relate to a surrounding community that is lookingto Howard for leadership, sensitivity and partnership in therevitalization of its neighborhood.

These dramatic changes have created an ambitious visionfor the University that enables the efficient and effectivedelivery of an outstanding educational experience forHowards students.


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PLANNING PRINCIPLES

Support Howard Universitys Academic Mission Develop campus facilities with a level of quality consistentwith the strong academic values of the Howard traditionthat serve an increasingly diverse population of students,faculty and staff.

p e e e a d p ec H c legacRespect historic landscapes and structures by building at ascale comparable with surrounding buildings and enhancestrong symbolic elements of the campus.

f e C gage eSupport the collaboration with representatives fromneighboring residential areas, as well as those from theDistrict of Columbia and Federal governments for thepurpose of enhancing the quality of life within the greatercampus community.

i e e G d a d s a u ba De gContinue a strong composition of building densityand mixed use, especially along Georgia Avenue withappropriate urban setbacks and strong streetscapedesign.

ha ce C ec a d wa abEmphasize a network of high quality walkable spacesand strong pedestrian connections throughout thecampus, on both the east-west and north-south axes andconnectivity to public transportation.

i e he p b c reaEnhance the physical setting of the campus cultural

landscape to reinforce a unique sense of place that hasmemory and meaning for the campus community.

De e he Ca dgeBalance a sense of internal security with a welcomingpresence to create a clear and well defined sense of arrivaland perimeter for a safe and thriving urban campus.

b ace s a abAdopt a physical plan, identify a process for itsadministration and stewardship, and establish a designculture that embodies and advocates the aims ofsustainability to ensure the most cost-effective use offinancial resources available to the university.


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CENTRAL CAMPUSDEVELOPMENT PLAN

FUTURE CAPITAL NEEDS IDENTIFIED INTHE CAMPUS MASTER PLAN

The campus master plan takes a comprehensive look atthe overall physical plant of the University, and identifiesthe universe of upgrades and new facilities deemed

desirable. The vision of Howard as a world-class researchpresence reflects an ambitious investment in its academicprogram, its physical plant and the community thatsurrounds it, including: the construction of new researchfacilities; the construction of two new schools andcolleges; the redevelopment of the Howard UniversityHospital and its expansion to include new research andambulatory care facilities; the modernization and/or newconstruction of student housing and student activitycenters; the development of new athletic, recreation, andperforming arts complexes; the adaptive reuse of twolarge buildings of historic significance; major upgrades inexisting academic buildings; the construction of workforce-affordable housing; the construction of the new publiccharter middle school; and the redevelopment of theGeorgia Avenue corridor with a new University faade,a mix of commercial and neighborhood-serving retail,housing and parking facilities.

PHASING OF DEVELOPMENT PROJECTS

The University will develop its new and expanded facilitiesin three phases over the next ten years. Phase One willinclude bond-financed projects research facilities thatwill reflect the Universitys commitment to dramatically

expand its research capacity and upgrade key physicalfacilities. This first phase also includes student qualityof life projects, housing and the campus wellness andrecreation center.

Phases Two and Three continue the development ofthe Universitys research capacity, the enhancementof student quality of life improvements, and theredevelopment and upgrading of academic instructionalspaces and athletic facilities. Two of the major renovationsinclude the Blackburn Center renovation and additionand the renovation of Miner Hall. Throughout each of the

phases, critical facility renovations and upgrades will takeplace in existing buildings.

A fourth category is identified in the plan as FutureCapacity to illustrate those areas of the campus thatcould be developed within the current campus boundary.

NEW ACADEMIC AND RESEARCHFACILITIES

A high priority academic goal for the University is theability to rank among the highest category of researchinstitutions, that of RU/VH for research universities withvery high research activity. To do this, contemporaryfacilities need to be constructed that will attract scholar/researchers, students and funding to support ground-breaking research in STEM and the biomedical scienceswhere the University has already begun to distinguishitself.

Two research buildings that will house a STEM researchfacility and a computational sciences program areenvisioned for development over the next three years.These facilities were anticipated in the 1998 campusmaster plan as part of the Interdisciplinary Science andEngineering Center.

They are intended to accommodate the kind ofcollaborative research activity between the physical andhealth sciences academic zones that is standard withincontemporary scientific research. Critical in determiningthe location of these new facilities is the importance ofclinical translational science and the adjacency of these

new interdisciplinary research facilities to the clinicalenterprise, i.e. the Howard University Hospital and facilitiesthat house the Faculty Practice Plan.

The new buildings will be located within the CentralCampus area that adjoins both the physical science andthe health science academic clusters. The facilitiesproximity to one another is deliberate and will facilitatethe interdisciplinary cross-fertilization that enhancesthe research of all of the participating scholars and thedisciplines they represent.


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In Phase Two of development, research facilities thatwill house life sciences, biomedical engineering andnanotechnology will be developed.

A new high profile location is planned on the lower endof Georgia Avenue at Bryant Street for the School ofCommunications. This location shares adjacency to otherplanned developments for Support Services that mightinclude a Visitor Center , Public Safety facilities andAcademic uses along with ground level retail.

NEW RESIDENTIAL HOUSING

The first student quality of life initiative is the developmentof the Underclassmen Housing within the first three years.Phase Two will bring the development and enhancementof additional facilities that include the renovation of thestudent activity center, the convenient co-location ofstudent administrative services and additional housing forupperclassmen.

The location of the Underclassmen Housing will be on theeastern edge of the campus adjacent to similar studenthousing for the same population. The housing will be

provided in two buildings that will create a total of 1,250new beds. These initial residence hall projects will allowthe University to accommodate more sophomores onCentral Campus. Additionally, male undergraduates willbe moved from halls located beyond the edge of campusinto a secure nurturing environment designed to enhancetheir personal development and suppor t their academicprogress. The design of the new housing is likely to beprogrammed with faculty-in-residence to support theliving-learning initiative.

This initial housing will be the first in the implementation

of a five year plan that will create new residences, upgradeexisting residences and re-purpose other properties thatare currently used for student housing. The goal is toeventually generate 2,300 new beds with a net increaseof approximately 1,100 beds that are adequate in number,typology and location, and are able to accommodatea larger percentage of the eligible Howard studentpopulation compared to the 44% currently housed.

View of C.B. Powell and Founders Library beyond


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WELLNESS AND RECREATION CENTER

Among the quality of life projects planned within PhaseOne is a new Campus Wellness and Recreation Centerthat will be located within the mixed use cluster ofactivities between Georgia Avenue on the east, EighthStreet on the west, Bryant Street on the north and WStreet on the south. This location is within easy walkingdistance of the undergraduate and upperclassmenneighborhoods and the Howard Plaza Towers, whichcurrently houses 38% of all Howard students inresidence.

The Center will anchor the new residential communityon the west side of Georgia Avenue, and will stimulatethe retail functions that will be housed in the HowardTown Center. This location is also across the streetfrom the Health Sciences Enterprise and can supportthe priority of encouraging healthy, active lifestyles. TheRecreation and Wellness Centers location in this area isalso intended to enliven the southern end of the GeorgiaAvenue corridor and increase the patronage of the retailoutlets within the Howard Town Center and at the groundlevel within the rest of the mixed use zone. Undergroundparking will support other uses that will be located withinthe building.

ATHLETICS

Howard Universitys athletics and recreation programscurrently operate in shared facilities that are inadequateand functionally obsolete. The new Campus Wellnessand Recreation Center will remedy part of this problem.However, Burr Gymnasium was built in 1964 and isoutdated. Its 134,356 GSF serves multiple functions,

including: athletics and recreational sports, healthand fitness-related academic programs, and openfitness activities. These facilities contribute to lowlevels of recreation participation by students and poorperformance by athletic teams. Athletic facilities and team

performance at Howard should convey an institutionalcommitment to excellence, especially to potentialstudents, student athletes, and coaches.

The new proposed Intercollegiate Athletic Complexproposed in Phase Three will provide several benefits: allowthe Athletic Program to attract dedicated administrators,coaches and staff; recruit promising student-athletes;maximize efficiency and effectiveness of NCAA regulatedcoaching contact hours; and provide a high level of

service to both team learning and experiential learning foraffiliated academic majors with new athletic training andrehabilitation units.

BUILDING KEY:

PHASE ONE (1-3 YEARS)INTERDISCIPLINARY SCIENCE +ENGINEERING BUILDINGJOINT COMPUTATIONAL SCIENCE + RETAIL

UNDERCLASSMEN RESIDENTIAL HALL #1


CAMPUS WELLNESS / RECREATION / UPPERCLASSMEN RESIDENTIAL + RETAIL

1

2

3

PHASE THREE (5-7 YEARS)INTERCOLLEGIATE ATHLETICS COMPLEX

GRADUATE / WORK FORCE HOUSING

UPPERCLASSMEN RESIDENTIAL HALL #2

14

15

16

TEACHING AND LEARNING BUILDING17

4

5

PHASE TWO (3-5 YEARS)BLEXPANSION

ACKBURN CENTER RENOVATION AND

SCHOOL OF COMMUNICATIONS + RETAILACADEMIC / SUPPORT SERVICE / PUBLICSAFETY BUILDING + RETAILNURSING ALLIED HEALTH + PHARMACY

NANOTECHNOLOGY BUILDING

6

7

8

9

10

BIO MEDICAL ENGINEERING BUILDING + RETAIL11UPPERCLASSMEN RESIDENTIAL HALL #1AND RETAIL

12

MINER BUILDING RENOVATION13

18

19

20

21 25

FUTURE PHASE CAPACITYACADEMIC / RESIDENTIAL

INSTITUTIONAL INFILL

MIDDLE SCHOOL

ACADEMIC/RESEARCH__


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HOWARD UNIVERSITY

DRAFT BUILDING PHASING PLANAPRIL 2011

PHASE 1BUILDING

PHASE 2BUILDING

PHASE 3BUILDING

FUTUREPHASEBUILDING

McMILLAN RESERVOIR

G E O R G I A A V E N U E

S H E R M A N A V E N U E



W S TR E E T

B R YA N T S T R E E T

C O L L E G E S T R E E T

BA R R Y P LAC E

HO WA R D P LAC E

6 T H S T R E E T

4 T H S T R E E T

5 T H S T R E E T

5 T H S T R E E T

LEGEND:

1

2

3

14

18

12

13

4

5

6

7

89

10

11

19

20

15

21

2223

2417

25

16


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HOWARD UNIVERSITY

DRAFT EXISTING AND PROPOSED BUILDINGS BY TYPE OF USEAPRIL 2011

ACADEMIC

LIBRARIES

RESEARCH

ADMINISTRATION

MEDICAL

RESIDENTIAL

NON-CORE

SERVICES /NON-UNIVERSITY

ATHLETIC VENUES /STUDENT SERVICES

LEGEND:

McMILLAN RESERVOIR

1

2

3

14

13

4

5

6

7

89

10

11

19

18

20

15

21

22 23

2417

25





W S TR E E T



BA R R Y P LAC E

HO WA R D P LAC E

6 T H S T R E E T

4 T H S T R E E T

5 T H S T R E E T

5 T H S T R E E T

12

16


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USES ALONG GEORGIA AVENUECORRIDOR

The master plan defines how Howard University willengage physically with its internal academic priorities aswell as with the external community around it. As partof this plan, the University has asked for a real estatestrategy for its main commercial corridor along GeorgiaAvenue.

A vibrant mix of uses is key to creating an urbancommercial corridor around a university. Students, faculty,staff, and the community come together to activate avariety of residential, academic, retail and other programsthat in turn attract visitors, entrepreneurs, and investors tothe area.

The proposed commercial development of this corridoris supported by market analyses that suggest a robustdemand for residential units student, workforce andmarket rate as well as for retail. The realities of todayscapital markets insure that without the Universitys direct

intervention, development projects along Georgia Avenueare highly unlikely in the short term.

One of the few project types being viewed favorably by thecapital markets is student housing. Given the Universityssignificant demand, there is the opportunity to move theseprojects forward which in turn will incubate the marketand make the surrounding parcels more attractive forprivate investment in the future.

The proposed real estate strategy treats Georgia Avenueas a major, diverse commercial corridor but one with a setof uses that creates vibrancy and amenities as well as a

clear set of gateways to campus.

The major components of the real estate strategy arebased on the following:

Given current residential patterns, the University has thepotential to attract an increasing number of students,faculty and staff to live closer to campus. These newresidents will add vibrancy to the area and support thedevelopment of retail, recreation, entertainment andother urban amenities that create a bustling University-town feel to the campus edge, especially the Georgia

Avenue corridor. There is a diversity of uses and ownership present along

Georgia Avenue. The real estate development programshould not fight but rather embrace this. By planningthe Universitys frontage on the Avenue as three corridors, a development program emerges that canbalance potential historic, modern, academic, residential,recreational and retail uses.

Lower Georgia Avenue Between Florida Avenue andBarry Place NW: This corridor has the potential tobecome Howards core retail and mixed-use district. Adynamic mix of University and privately-funded projects

can come together here to incubate a vibrant real estatemarket comprised of housing, retail, and other amenitiesserving the campus and community.

Mid Georgia Avenue Between Barry Place NWand Euclid Street NW: This corridor affords theopportunity to create an improved Campus edge anddevelop a partnership with the City to create a vibrantand welcoming green space that benefits both thecampus community and the surrounding residentialneighborhood.

Upper Georgia Avenue Between Euclid Street NWand Columbia Road NW: This corridor affords the

opportunity for new University faculty and staff housinginitiatives and an improved frontage for the Universitysathletic facilities.


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VISION DIAGRAM


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LOWER GEORGIA AVENUE BETWEENFLORIDA AVENUE AND BARRY PLACE NW

The southern stretch of Georgia Avenue between FloridaAvenue and Barry Place NW has the potential to becomeHowards core commercial district becoming a centrallocation for uses such as residential, general retail,entrepreneurial storefronts, housing, and fitness services.

Lower Georgia Avenue should be developed in a way thatattracts regular foot traffic along the east-west axis fromcampus across the Avenue to clusters of Howard facilities.Improved East-West connections are crucial to thesuccess of this corridor, helping to connect the campus tothe U Street Metro stop and the residential developmentsto the West. This part of Georgia Avenue is also a naturallocation for the placement of University uses that generateheavy pedestrian foot-traffic, particularly in the evenings.

HOWARD TOWN CENTER

The Howard Town Center is a developer-financed mixeduse project planned for Georgia Avenue between WStreet on the north, V Street on the south and 8th Streeton the west. The project will anchor the northeast cornerof the Uptown Destination District described in the DUKEPlan. It is expected to have: 445 units of rental housing,32 of which will be workforce-affordable units; a 35,000sq. ft. grocery store; an additional 75,000 sq. ft. of groundfloor retail space; and 2 levels of parking.

This project will create a critical mass of retail, along withthe retail proposed for the ground floor of newly developedhousing, academic and recreational uses in the blocks tothe north of the site.

MID GEORGIA AVENUE BETWEEN BARRYPLACE NW AND EUCLID STREET NW:

The central stretch of Georgia Avenue between BarryPlace NW and Euclid Street NW is comprised of severalHoward University academic and administration buildingsand historic Banneker Recreational Park. This sectionof Georgia Avenue affords the opportunity to create animproved campus edge and develop a partnership withthe City to create a more vibrant and welcoming greenspace that benefits both the campus community and thesurrounding residential neighborhood.

The academic and administration buildings along thisstretch of Georgia Avenue focus their entrances inside thecampus proper. These include the School of Business, theMiner Building, the Johnson Administration Building, andthe School of Social Work. The Georgia Avenue frontage ofmany of these buildings include parking lots, loading docks,and back entrances. The University can focus on creatingnew front doors for these buildings and developing creativesolutions to service uses on Georgia Avenue. It can also

consider changes of uses in these buildings that putprograms with a more public face closest to its most publiclocations. These interventions improve the Universitysfrontage on the corridor and bring increased foot traffic.


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Georgia Avenue looking north at Bryant Street

Mid Georgia Avenue


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The public recreation center and public school also offeran opportunity to create partnerships with the City tomaximize the potential of these useful assets. The largerecreation and green space, instead of being a barrier tothe western neighborhood, can be seen as a central parkwith improved pedestrian connections through the space.Additional student , workforce or market-rate housingcould front the western edge of this park on 9th Street.Improvements to landscaping and fences could make thespace feel more open and part of the corridor. This likely

requires an investment by the University but the resultingspace can have multiple public benefits.

UPPER GEORGIA AVENUE BETWEENEUCLID STREET NW AND COLUMBIAROAD NW

The northern stretch of Georgia Avenue between EuclidStreet NW and Columbia Road NW affords the opportunityfor new University faculty and staff housing initiatives andan improved frontage for the Universitys athletic facilities.

The residential neighborhood between Georgia Avenueand Sherman Avenue represents an opportunity to partnerwith the community to promote home ownership for facultyand staff through housing incentives such as mortgageassistance and matching grant programs.

The eastern side of this stretch of Georgia Avenue couldbookend the development proposed for the southern edgeof campus and become the new gateway to Howardsmajor event facilities for athletics, performing arts, andstudent center activities. Various options exist to enhancethe athletic facilities for improved game day experiences,including integrated underground parking, ticketing,pre-event staging, and a general celebration of Howardfeatures.


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Lower Georgia Avenue - Looking NE

G E O R G I A AV E .

B R Y A

N T S T

R E E T

G E O R G IA A

V E.

Upper Georgia Avenue - Looking SE


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THE ROLE OF THE LANDSCAPE INA SUSTAINABLE CAMPUS

Significant landscape improvements are proposed toimprove the quality, the functionality and the impressionof the campus. The landscape plan reinforces the principalorganizing elements of the campus - the Main, Lower andSouthern Quad. The campus setting also provides theopportunity for learning about, restoring and improvingthe environment. Creating an environmentally responsiblecampus and demonstrating better resource managementprovides the University with an opportunity to showcaseprogressive principles, lower maintenance and operationscosts and serve as a model for the community at large.

Every project should be considered an opportunity toimplement non-traditional stormwater managementtechniques that infiltrate, store, capture, and reuserainwater which results in less runoff, and which in turnreduces maintenance and energy costs, and will morelikely comply with current regulations. Sustainable designtechniques produce real benefits in ecological, social and

economic terms.

Key Landscape Recommendations include:

1. Renovate The Main Quad with the removal of theservice road in front of Blackburn Center. This will allowfor a renewed central plaza and gathering area adjacentto Blackburn that will include new seating and shadearbors. New paving materials and the planting of largenative shade trees are also a part of the restoration planthat will respect the historic nature of this significantcultural landscape.

2. Renovate the Lower Quad by removing non-essentialturf and installing a series of rain gardens to improvecampus drainage and create a distinct and beautifulcharacter for this underutilized campus space. Therenovated space would be an ideal locations for anoutdoor classroom. Renovations include new pavingmaterials and an appropriate palette of trees, shrubs,perennials and grasses.

3. Develop a new gateway at Howard Place and GeorgiaAvenue to reinforce the universitys presence onGeorgia Avenue and to provide seating and a safewaiting area for public transportation users.

4. Improve the East-West pedestrian connection atHoward Place across Georgia Avenue to ShermanAvenue with new paving, an arbor designed to defineand frame the gateway, eliminate conflicts with cars andplant native shade trees to line the walkway.

5. Improve Streetscapes throughout the campus withwidened sidewalks, defined crosswalks and ramps anda variety of native shade trees that will thrive in theDistrict. All tree trenches should include Low ImpactDevelopment (LIDs) techniques to capture and infiltratestormwater runoff.

6. Renovate the rooftop of the Undergraduate Librarywith a new green roof garden, arbor and seating areas.Maximize the implementation of LIDs such as infiltrationbeds, rain gardens, pervious paving and green roofs asappropriate where the opportunity occurs with eachnew development project. The master plan study hasidentified opportunities to treat and mitigate over 1million gallons of stormwater using these measures.View of Green Roof at ASLA Headquarters in Washington, D.C.


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HOWARD UNIVERSITY

PROPOSEDGREEN ROOF

LEGEND:

McMILLAN RESERVOIR





W S TR E E T



BA R R Y P LAC E

HO WA R D P LAC E

6 T H S T R E E T

4 T H S T R E E T

5 T H S T R E E T

5 T H S T R E E T

1

2

3

4

56

LANDSCAPE PLAN


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View of the Main Quad looking south toward Founders Library

Plan View of proposed Main Quad Renovation

G E O R G I A

A V E N U E

H O W A R D P L A C E

6 T H

S T R E E T

5 T H

S T R E

E T


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Perspective of proposed Main Quad


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Existing view of Georgia Avenue and Howard Place

Opposite: Plan view of proposed Gateway atHoward Place and Georgia Avenue

G E O R G IA A V E N U E


B A R R Y P L A C E

Perspective drawing of proposed gateway at Howard Place


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Existing view of the west side of Georgia Avenue looking over the parkingarea and the future sites for the proposed Wellness and RecreationCenter and New Upperclassmen Housing

Plan view of proposed improvements on the west side of Georgia Avenue

G E O

C

B A R R Y P L A C E

Perspective drawing of proposed Residential Quad at 8th and Bryant Street

Georgia A venue B r y a n t

s t r e e t


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Existing view of Georgia Avenue and Bryant Street Plan view of Georgia Avenue and Bryant Street

C O L

P L A C E

Perspective of Georgia Avenue and proposed School of Communications

Georgia A venue B r y a n t

s t r e e t


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Existing view of 6th and Bryant Streets Plan view of 6th and Bryant Street


Perspective of Bryant Street renovation and proposed Teaching and Learning Center(right foreground) with Allied Health, Nursing and Pharmacy Building (adjacent )

B r y a n t

s t r e e t

6 th s tree t


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TRANSPORTATION SYSTEMS

TRAFFIC

The Central Campus is accessed from many locationsdue to the large amount of small parking lots and roadsintersecting with Georgia Avenue. Gated access tothe campus core is located on Howard Place. The mainhospital entrance is located on Georgia Avenue northof Florida Avenue. Georgia Avenue is a major arterial inthe District and serves as the primary route to and fromcampus. Adjacent to campus, Georgia Avenue operatesat acceptable levels of congestion, even during commuterrush hours. A study of roadway accident rates on oradjacent to campus shows that the Campus Plan needsto include measures to reduce the amount of conflictswherever possible.

HU SHUTTLE

The HU shuttle system operates up to four routes at asingle time, with over one million riders in 2009. The

routes include both circulatory routes to major places oncampus, residence halls and the Metrorail station, anddirect routes to and from other campuses, such as the Lawand Divinity Schools.

Several enhancements to the shuttle service areplanned. Amenities can be provided to riders, such asenhanced waiting areas at stops including shelters. Inaddition, better route maps and marketing materialscan be provided at stops and on the campus website.The circulatory shuttles can be more efficiently routedwith fewer loops and turns. A separate study of shuttleoperations can be conducted to determine alternativeshuttle routes.

TRANSIT

HU is well served by public transit with several Metrorailstations in walking distance or connected by the campusshuttle. In addition, Georgia Avenue is a major Metrobuscorridor and is designated by the District as a future rapidtransit corridor. It may be beneficial to HU to designatea stop adjacent to campus on Georgia Avenue, as the campus stop, and make improvements, such as addingshelters and transit information.

BICYCLES

Other than campus police, no bicycling activity wasobserved on campus during multiple site visits. Bicyclingfrom campus is difficult, due to topography, narrow lanewidths and vehicle speeds (especially on Georgia Avenue).Most campus buildings do not have visibly prominentbicycle parking provided. The University can add DDOTstandard bicycle racks to major locations on campus tobegin to encourage more bicycling on campus.

Pervious brick pavers


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PARKING

HU has an existing parking inventory of approximately2,200 surface parking spaces on the Central Campuswith approximately 1,700 more provided for the hospital.During the existing conditions assessment, several areasof concern were found regarding the parking supply oncampus:

Solutions to these concerns could take several forms,including an extensive study of parking policies andoperations to develop recommendations on pricing,operations, and enforcement. More efficiency could beprovided by consolidating many of the smaller parking lotsinto new underground parking structures, including somedesignated visitor parking. Removing on-street parkingfrom the campus core could also help reduce traffic oncampus streets and reduce the amount of people driving tocampus.

The existing demand of approximately 1,750 spacesrequires a supply of 1,925 spaces to meet it, given a properdistribution of demand to the lots on campus. If there wereno changes in demand over the life of the Campus MasterPlan, a supply of 1,925 spaces would be the recommendedparking supply. The observed demand at the Hospitalparking facilities is over 90%, indicating a parking supplyoperating over capacity.

TRANSPORTATION DEMAND MANAGEMENT

A Transportation Demand Management (TDM) plan is a setof infrastructure improvements, management practicesand policies with the goal of reducing vehicular demand tocampus. Implementation of an extensive TDM plan could

reduce campus parking demand significantly. Given thesignificantly high cost of structured parking, the costs ofthe TDM program could be offset through the savings fromnot having to add to the parking supply on campus.

A TDM program for Howard includes the followingprograms:

Significantly increasing the price of parking. Currently,faculty/staff parking at Howard University costs28%, 25%, and 15% of the faculty/staff parking atAmerican University, Georgetown University, and GeorgeWashington University, respectively. Combining anincrease in parking pricing, with providing benefits forother modes can help reduce demand significantly.

Increasing the attractiveness of transit by enhancingcampus shuttle routes and enhancing marketing ofMetroBus and MetroRail options.

Implementing a carpooling program.

Increasing ease of use of car-sharing by faculty/staff andstudents.

Upgrading the campus bicycling programs through:(1) the addition of bicycle parking on street, (2) addinglong-term bike storage within residence halls, (3) addingcommuter-based secured and enclosed parking withshower access, (4) providing for room for Capital

Bikeshare expansion, and (5) providing for pre-taxbenefits for bicycle commuters.

Encouraging telecommuting for faculty and staff whereappropriate and for intervals that do not compromisework performance.


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HOWARD UNIVERSITY

PHASE 1PARKING

PHASE 2PARKING

PHASE 3PARKING

3 LEVELS255 SPACES

3 LEVELS255 SPACES

3 LEVELS255 SPACES

2 LEVELS155 SPACES

2 LEVELS190 SPACES

3 LEVELS150 SPACES

3 LEVELS150 SPACES

3 LEVELS345 SPACES

2 LEVELS240 SPACES

*

*

*

*

**

12

3

4

5

6

7

8

9

LEGEND:

McMILLAN RESERVOIR





W S TR E E T



BA R R Y P LAC E

H O WA R D P LAC E

6 T H S T R E E T

4 T H S T R E E T

5 T H S T R E E T

5 T H S T R E E T

PAR ING DIAGRAM


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HOWARD UNIVERSITY

PROPOSEDGREEN ROOF

EXISTINGBUILDING

PROPOSEDBUILDING

LEGEND:

McMILLAN RESERVOIR





W S T R E E T



BA R R Y P LAC E

HO WA R D P LAC E

6 T H S T R E E T

4 T H S T R E E T

5 T H S T R E E T

5 T H S T R E E T

1

2

3

14

18

12

13

4

5

6

7

89

10

11

19

20

15

21

2223

2417

25

16

ILLUSTRATIVE MASTER PLAN


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BUILDING KEY:

PHASE ONE (1-3 YEARS)INTERDISCIPLINARY SCIENCE +ENGINEERING BUILDINGJOINT COMPUTATIONAL SCIENCE + RETAIL



CAMPUS WELLNESS / RECREATION / UPPERCLASSMEN RESIDENTIAL + RETAIL

1

2

3

PHASE THREE (5-7 YEARS)INTERCOLLEGIATE ATHLETICS COMPLEX

GRADUATE / WORK FORCE HOUSING

UPPERCLASSMEN RESIDENTIAL HALL #2

14

15

16

TEACHING AND LEARNING BUILDING17

4

5

PHASE TWO (3-5 YEARS)BLEXPANSION

ACKBURN CENTER RENOVATION AND

SCHOOL OF COMMUNICATIONS + RETAIL

ACADEMIC / SUPPORT SERVICE / PUBLICSAFETY BUILDING + RETAILNURSING ALLIED HEALTH + PHARMACY

NANOTECHNOLOGY BUILDING

6

7

8

9

10

BIO MEDICAL ENGINEERING BUILDING + RETAIL11UPPERCLASSMEN RESIDENTIAL HALL #1AND RETAIL12

MINER BUILDING RENOVATION13

18

19

20

21 25

FUTURE PHASE CAPACITYACADEMIC / RESIDENTIAL

INSTITUTIONAL INFILL

MIDDLE SCHOOL

ACADEMIC/RESEARCH__


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hu campus plan - draft exec. summary

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