• Design for the future faculty, staff, and students of GGU • Enhance and celebrate the unique specialization of GGU on Law, Taxation, Accounting, and Business education
Acknowledge the unique identity of each school and program as the primary affiliation, identifier, and differentiator for students
Create a singular identity for the entire university as the cultural “whole” that is greater than the sum of its parts
Reinforce educational values and student professional development through communications and experiences
• Acknowledge and provide for the distinct needs of each and every student group/program cluster:
Full-time in-person international students of business, tax, and accounting
Part-time in-person domestic students of business, tax, and accounting (some online)
Part-time online students of business, tax, and accounting (some in-person)
On-line only business, tax, and accounting students
Full-time in-person domestic students
Full-time in-person law students (day/twilight)
Part-time in-person law students (twilight/evening)
Part-time, Full-time, online and in-person Undergraduate Programs students
Technology and Relationships
• Maintain technology as an integral element of the learning environment
Embrace use of technology as a means to deliver a high-quality education and related support services to students
Be inspired by industry advances and remain at the forefront of technological innovation while minimizing the potential of technology to distract from learning
At the Ageno School of Business and elsewhere as applicable, continue to serve the student population through a blended approach, which combines in-person and online formats
• Engage in an inquiry about the relevancy of the “work anywhere” concept for GGU faculty, staff, and administration and the “learn anywhere” concept for GGU students
Prioritize the quality of human relationships (in-person interactions) within the university; define the characteristics of a high-quality relationship
Embrace use of technology as one means to connect faculty, staff, and students
Physical Space
• Leverage the excellent physical location of GGU to maximize student attraction and retention • Understand and define pedagogical and operational goals and priorities; then use them to answer questions about physical space
Optimize the use of physical assets of the University through shared use and flexible spaces
Serve students first; then leverage physical assets as a means to enhance connections with professional associations, partner businesses, and the community at large
Consider expanding the number of hours per day students have access to secured facilities (such as group meeting and study space)
Boundaries
• Where possible, reduce costs • Campus must be urban and proximate to Embarcadero and Montgomery BART and Muni stations, and the Transbay Terminal • Programmatic needs must be accommodated within current building envelopes • Design space for flexibility, shared use, and a feeling of openness and transparency while accommodating the need for confidentiality • Enable the facilities to accommodate a variable range of faculty, staff, and students
Plan for 2% annual growth in enrollment overall
Refer to the 3 and 5 year plans for planned change in faculty, staff, and administration
• Provide classrooms to accommodate a range of class sizes (50 - 80 for lecture classes, an average of 22 for most, and as small as 10 for seminars) • Maintain diversity of student population • Provide space for adjunct faculty • Remain true to the criterion established in the San Francisco Remodel Plan Phases 1through 10:
Establish and employ space standards; remain mindful of the very finite space envelope
Prioritize sensible functionality and adjacencies
Offer a collaborative environment
Instill the sense that GGU is a professional business and legal institution
Provide aesthetically pleasing designs while continuing to embrace the existing brutalist architecture