II. Planning Context
Campus Master Planning: Facilities Utilization
Draft-11/23/98, REV. 7/10/1999, 1/18/2000, 2/7/2000

This plan is developed in a context or environment. Implementation of the plan will over time influence the context. As the context changes it is necessary that the plan be periodically reassessed. Following are indicators of the planning context.

A. Campus Strategic Plan Initiative

The University wide strategic plan is based on a vision and mission that has resulted in five themes for advancement. The following sections discuss these elements and their impact on the Facilities Strategic Plan.

1. Mission Statement
The mission that springs from this vision gives greater definition and begins to identify areas where efforts are concentrated. The following was adopted in 1994:

St. Cloud State University is the largest of the Minnesota State Universities. It is committed to excellence in teaching and learning; to fostering scholarship, research, and artistic and creative endeavors; and to enhancing community service and collaborative working relationships. As a comprehensive university it serves primarily the citizens of Minnesota; it also functions as a regional university for the upper mid-west and attracts students from other states and nations.
As an educational community of students, faculty and staff, SCSU provides a full range of undergraduate and selected graduate programs to prepare students for living and working as responsible citizens. It supports intellectual and scholarly achievement, recognizes the diversity of scholarship of women and various cultural groups, instills a sensitivity to the values of multicultural and ever changing world, and provides access to life-long learning experiences.

The mission concentrates on the academic and service characteristics of the University it assumes the need for facilities. The judgements of "excellence" in part hinge on the excellence of the facilities that serve as a venue for the University's activities.

2. Vision
The following is the University's shared vision, which underpins the Facilities Plan:

With students as its focus, St. Cloud State University will be a leader and driving force in developing a quality educational environment by identifying, creating and providing intellectual, cultural and economic opportunities that anticipate the needs of a rapidly changing environment in a global society.

Facilities provide the armature or frame for the vision and the physical manifestation of the educational environment. The key elements are that leadership is not hobbled by inadequate facilities, opportunities are expanded by available facilities and that flexibility is retained.

3. Themes
The strategic planning committee in concert with various campus constituencies and the administration has developed five key themes that when realized would assure the university was achieving its mission. Goal by goal the strategic plan can be advanced through a prudent facility plan. Following each theme is a discussion of how this theme as currently developed influences the facilities plan.

Academic Distinction
At the most fundamental level facilities must provide an appropriate and high quality venue for academic pursuits consistent with academic department plans. There must also be special attention paid to having flexibility to meet emerging needs.

Service Community
Similar to the academic pursuits of the University the service functions are supported by facilities or venues. Certainly the Service Community would be enhanced be developing student service centers.

Inventories, future initiatives, standards and condition assessments were reviewed for these functions in the same manner as for the academic facilities.

Diversity and Justice
While diversity and justice may at first blush seem issues not inherent to bricks and mortar in fact the spaces, condition and location of functions speak to the commitment of the University. Diversity and Justice is inherent to suitable distribution of facilities use among various interests. Further enhancement would be provided by additional space for the cultural center.

The quality, quantity and character of space need to be considered not just for the University as a whole or an average but with a particular eye toward disciplines and programs that serve disadvantaged groups.

Information Technology
The Teaching and Learning Technology Report represented a comprehensive plan for technology on campus. Methods have been developed to incorporate new technologies into existing buildings. When new construction or significant renovations are anticipated information technology is among the determinants of the project plan and scope.

University External Relationships
Relationships are developed through outreach from campus to various constituencies. These initial contacts can be nearly independent of the facilities on campus. However, the University's external relationships will be enhanced when contacts on campus are in convenient and welcoming facilities.

These on campus contacts can be casual visits, conferences or events, as invited guests or in the course of doing business with the University. These interactions need to be perceived as in appropriate space that enhance the relationship. Many of the issues surrounding this perception are dealt with in the campus Physical Master Plan. That Plan addressed the issues of orientation of visitors to campus and the overall aesthetic of campus. This plan, dealing with the capacity and functional issues of the various academic and service spaces on campus, should confirm and enhance relationships.

B. Enrollment History and Projections

Enrollment varied the last several years around a long term increasing trend. Following are the enrollment projections for the University for the next 6 years:

Headcount FY1999 FY2000 FY2001 FY2002 FY2003 FY2004 FY2005

Freshmen

3,907

3,985

4,130

4,198

4,241

4,275

4,310

Sophmore

2,728

2,884

2,932

3,038

3,044

3,077

3,102

Junior

2,677

2,621

2,756

2,843

2,933

2,939

2,976

Senior

2,289

2,441

2,395

2,519

2,590

2,672

2,674

Other

1,205

1,205

1,205

1,205

1,205

1,205

1,205

Subtotal

12,416

13,096

13,419

13,803

14,013

14,168

14,267

The trend of a 15% increase in enrollment in six years suggests that there will be increased use of present resources, and a need for additional class offerings. This would include more faculty and their associated offices and research space, more classrooms and teaching labs and more space for student support services.

C. Inventory and Standards

Each Department and unit on campus verified the University's inventory of use and assignment of existing space in 1997. The various departments were also solicited for standards or utilization measures that could be used as a guide when accessing our facilities inventory. All departments responded to the inventory verification and appropriate adjustments were made. Few were able to provide definitive standards for space allocation or use.

The inventory information provided was used to calculate various utilization and capacity measures for comparison to published standards and empirical data.

(Currently MnSCU is involved in a process of making an assessment of inventory, utilization and quantity of types of space as compared to standards they are developing across the system. This information will be used to inform the plan, as it becomes available.)

The following graph shows the proportion Net Available Square Footage (NASF) for major room use codes, as defined by the Higher Education Facilities Commission, in the Spring of 1998 for SCSU compared to the proportional norms established in the 1974 HEGIS survey conducted by the National Center for Educational Statistics.

It is inferred from this comparison that SCSU is a little strong in the proportion of classrooms and very strong in the proportion of residence halls and special space. (The special space is attributable to having not only a gymnasium and field house, as is typical of most universities, but also having two ice rinks one of which with seating for 6000.) The University was under the typical proportion of offices, support space and health service

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