uc berkeley · 15/07/2020 · uc berkeley has a range of architectural eras and styles represented...

UC BerkeleyLong Range Development Plan

LRDP Community Advisory Group Meeting –July 15, 2020

Administrative Draft – for review only

Agenda

01Process &

EngagementLRDP Frameworks Draft Principles

and Goals

03 04Next Steps

05Proposed

Development Program

02


TOD

AY

Open House and Survey

LRDP Community Engagement Process

LRDP Document Development

| 3

* Project schedule updated June 2020 and is subject to change.

Long Range Development Plan – Project Schedule

LRDP Document Development

Public Hearing

Virtual Open House

Public Meeting

Engagement Opportunity

Engagement Opportunity

2020 2021 2021

Begin: April 2019 / Complete: January 2020

Discovery & Analysis

2019 2020

LRDP Framework

Tabling, Poster Sessions and Workshops Tabling

Begin: December 2019 / Complete: Mid-2020

Begin: March 2020 / Complete: Mid-2021

LRDP Environmental Impact Report (EIR) Analysis & Draft EIRBegin: January 2020 / Complete: Mid-2021

Final EIR & Approval

Summer 2021

Community Advisory Group Meetings

Administrative Draft – for review only4 Virtual Town Hall Preview! Administrative Draft – for review only

lrdp.berkeley.edu/get-involved


02 Proposed Development Program


698,000

3,040,000

1,555,250621,000

997,000

997,000

3,354,000

4,806,000

4,080,000

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

10,000,000

Current Deficit (GSF) Future Deficit (GSF) Future Option 4 - ReduceAcademic Space and Provide Mid-

Point of Future Housing Need

GSF

6 How much space do we need now and in the future?

Baseline Need

Preferred Scenario(GSF)

4,673,000 gsf

8,843,000 gsf

6,632,250 gsf

HousingCampus LifeAcademic*

* Academic space includes academic, administrative, and research space


Current Deficit (GSF)

Future Deficit (GSF)

Other Scenario Evaluated:

• Reduce All Space Categories

• Reduce Academic Space

• Reduce Academic + Min Housing

• No Reduction (Full Program)

8,000 student beds300 faculty units



Administrative Draft – for internal review only

850

1,410

85 250

300

90

-

500

1,000

1,500

2,000

2,500

3,000

3,500

Spaces

7 Update: Parking Need Assessment

New demand generated by population growth.

Existing parking displaced by potential LRDP development.

Elimination of existing weekday attended parking operations.

Existing parking eliminated by proposed mobility enhancements.Existing parking displaced by current pending projects.

Potential future demand met by non-university parking.

Note: Does not account for future Transportation Demand Management Program (TDM) changes


03 LRDP Frameworks


0 400 800ft

SMYTHFERNWALD

CLARK KERRCAMPUS

MemorialGlade

Eucalyptus Grove

West Oval

Faculty Glade

Mining Circle

North Gate

Upper Sproul Plaza

Lower Sproul Plaza

Gathering greenRecreation fieldNatural landscapeActive Edge

9 Open Space• Defines the major

campus open space structure

• Identifies several open space typologies:‐ Natural‐ Riparian‐ Woodland‐ Upland Meadow‐ Classical Core



• LRDP mobility element addresses major pedestrian, bicycle, vehicular and transit networks

• LRDP only addresses systems within campus boundaries, but shows intended connections with city networks

• Pedestrian network focuses on enhanced north-south and east-west connections

0 400 800ft

SMYTHFERNWALD

CLARK KERRCAMPUS

Primary Pedestrian CirculationSecondary Pedestrian CirculationGateways

10 Mobility – Pedestrian network

*Allowing service, emergency, and transit access



0 400 800ft

SMYTHFERNWALD

CLARK KERRCAMPUS

Primary Bike CirculationSecondary Bike CirculationDismount Zone

11 Mobility – Bike network

*Allowing service, emergency, and transit access


• LRDP addresses primary bicycle network within campus boundaries

• Strengthens north-south and east-west connections

• Emphasizes connections with city bicycle network Upper Sproul

Plaza

Administrative Draft – for review only12 Mobility – Transit

0 400 800ft

SMYTHFERNWALD

CLARK KERRCAMPUS

Existing Transit/Stops

Proposed Connectors

• Illustrates planned improvements to the transit network

• Includes connections to adjacent systems

• LRDP describes intent of system, not specific routes


Administrative Draft – for review only13 Mobility – Vehicular

0 400 800ft

SMYTHFERNWALD

CLARK KERRCAMPUSPrimary/Public access

Secondary/Public accessLimited accessControl point

• Vehicular routes include primary and secondary vehicular routes, and service routes

• Does not identify new parking locations


Administrative Draft – for internal review only

• Land Use/Housing:‐ Housing incentives near transit

• Transit Services:‐ Collaborate w/ AC Transit bus service‐ Collaborate w/ West Contra Costa bus service‐ Long-haul shuttles

• Incentives and Programs‐ Transportation allowance program ‐ Free or heavily discounted AC Transit Pass Program

(faculty and staff)‐ Increased subsidy for BART commuters‐ Vanpool incentives ‐ Subsidies for transportation network companies

(TNC) ‐ Electric bicycle program ‐ First mile bike/scooter share incentives

14 Transportation Demand Management Strategies & Enhancements

• Parking Management:‐ Remote/satellite parking ‐ Parking management strategies (i.e., cost and

eligibility) ‐ Revise parking policies (e.g., income-based) ‐ Continue to upgrade parking garage technology ‐ Manage and provide improved parking

infrastructure, including advanced parking management systems

• Local Infrastructure Collaboration:‐ Bike enhancements, improvements and gap

closures ‐ Street projects in Southside and Downtown‐ Mobility hubs

Administrative Draft – for review onlyAdministrative Draft – for review onlyInfrastructure

• Utilities and infrastructure improvements would be in direct support of campus operational needs. New/improved system solutions are informed by long-term resiliency, sustainability, and climate change planning efforts.

• Cogeneration plant:‐ Near term operational changes include --

o Prepare for PG&E public safety power shutoff events by increasing electrical capacity of the current cogeneration plant (install a larger capacity turbine).

o Install solar PV power installations at up to 6 campus-owned locations to increase electricity produced by the campus and lower the impacts of future PG&E PSPS events.

‐ Long term planning –o Campus is currently reviewing options to address the life-span and operational limitations posed by the existing

plant functions. These would also address campus greenhouse gas emissions reduction strategies.• Stormwater and non-potable water:

‐ An update to the campus stormwater management program will identify "catalytic" stormwater/creek restoration projects.

‐ Potential projects – to be implemented on campus over time – would result in easing stress on existing on- and off-campus infrastructure and reduce peak flood flows of the creek to increase the resilience of the watershed.

‐ The updated plan would address potential impacts of climate change to water resources.• Fire Risk Reduction - Hill Campus Wildland Vegetative Fuel Management Plan: CALFIRE awarded the

university $3.6M to treat vegetation that could become fire fuel within the 800-acre Hill Campus. Campus is implementing emergency evacuation projects along Centennial Drive and Claremont Avenue in 2020-21 as Phase 1.

Administrative Draft – for review only16 Land Use Administrative Draft – for review only


0 400 800ft

SMYTHFERNWALD

CLARK KERRCAMPUS

17 Land Use

Academics*HousingCampus Life and Recreation


* Academic space includes academic, administrative, and research space


04 Draft LRDP Principles and Goals


• Principle:‐ Describes the values that inform decision making during implementation of the plan

• Goal:‐ Describes the end-state of the plan ‐ Benchmarks to evaluate projects

• Strategy:‐ Recommended actions to achieve goals (physical, policy, etc.)‐ Criteria to assess projects‐ Will be developed in future phases

19 Definitions Administrative Draft – for review only


• Vibrant and Inclusive Campus Experience for All

• Discovery, Innovation, and Interdisciplinary Collaboration

• Intuitive and Connected Campus (Wayfinding and Connectivity)

• Cultivate a Diverse and Beautiful Campus Setting

• Sustainable and Resilient Campus

• Efficient and Strategic Use of Resources

20 Summary of Draft Principles Administrative Draft – for review only

Administrative Draft – for review only21 Draft Goals and Principles

Vibrant and Inclusive Campus Experience for All

PrincipleGoalsAnalysis Findings

Provide accessible and inclusive indoor and outdoor campus life spaces and services to create a shared sense of community, promote comprehensive wellness, and enliven the public realm.

Improve the existing housing stock and add student and faculty housing units/beds to better meet housing needs.

Enhance the connectivity between UC Berkeley and surrounding areas through continued support of community partnerships and public programming in areas of shared interest, and the design of campus edges.

Space per campus constituent has decreased over time.

The space needs analysis identified significant deficits of campus life space types.

Identified a need for 11,725 student beds and 385 faculty and staff units based upon the Chancellor's Housing Initiative and future growth.

Student residences are dispersed throughout the Southside and lack a greater sense of community.

The campus and its community comprise many narratives, and the actual physical environment could better reflect those narratives.

Administrative Draft – for review only22 Draft Goals and Principles Administrative Draft – for review only

Innovation and Interdisciplinary Collaboration

Provide a range of contemporary academic and research space to accommodate campus growth, support the university's public mission and Strategic Plan, support a holistic approach to teaching, learning, and innovation.

Site academic and research facilities to foster interdisciplinary collaboration, and moments of discovery.

Maintain the Hill Campus as a resource for research, education and recreation, focusing potential development on suitable sites and integrating resilience strategies to mitigate risks from wildfires.

The space needs analysis identified a need for 1.35M GSF of instructional and research space to support the future campus population.

Qualitative deficiencies, deferred maintenance, and accessibility needs also exist.

Interdisciplinary collaboration has occurred despite a lack of intentional facilities and a physically distributed campus organization.



Intuitive and Connected Campus

Take advantage of Berkeley’s urban location and surrounding transit networks, and prioritize mobility system improvements to make the campus more accessible, efficient, and safe.

Promote multi-modal transportation to campus to decrease carbon emissions, congestion, and parking demand.

Minimize private vehicle access within the Campus Park and Clark Kerr Campus.

Prioritize improvements and create clearly defined routes for bicycle, pedestrian, transit, and micro-mobility networks to enhance campus connectivity.

Apply principles of universal design and enhance the wayfinding to make navigation more intuitive, accessible, and inclusive.

The campus can be difficult to navigate for visitors and community members.

The Hill Campus, Clark Kerr, and Smyth Fernwaldfunction as distinct campus areas.

Pedestrians, bicycles, cars, shuttles, and delivery/service vehicles share roadways within the Campus Park, which increases the potential for mobility conflicts.

150,000+ trips enter and leave the Campus Park on a typical weekday, (~88% of the trips by pedestrians). Sproul Plaza is the most frequently used gateway.

Many routes through campus exceed 5% grade. The presence of retaining walls, blank facades, and steep

slopes contribute to the perception of less welcoming edges across the campus.

The percentage of people driving alone to campus decreased over the past 30 years.

Parking occupancy is at or near capacity within the Campus Park.

More consistency is needed across sign types.



Cultivate a Diverse and Beautiful Campus Setting

Strengthen the cohesion between buildings and landscapes to create inviting and memorable places.

Promote a variety of architecture and landscape styles that reflect campus history and culture as they evolve.

Restore landscape features to enhance natural systems and reveal key view sheds.

Provide a range of outdoor spaces to create opportunities for respite, social interactions, and expression.

There is a strong legacy of planning on campus; successive plans have built on past framework. This tradition is visible in the rich heritage of campus architecture and landscapes.

Campus structure is defined by the balance of the picturesque and formal.

Preservation of open space was the most clearly communicated desire from the LRDP and Campus Master Plan online survey.

UC Berkeley has a range of architectural eras and styles represented on campus.

As the oldest campus in the UC system, Berkeley has a significant proportion of historic buildings within its building stock.



Sustainable and Resilient Campus

Adapt campus landscapes to improve environmental function and create educational opportunities.

Upgrade and modernize infrastructure to address deferred maintenance, respond to growth, and strive to exceed UC system and campus sustainability goals and policies and UC seismic policy.

Plan for a more resilient campus to protect human health and safety, maintain essential infrastructure services, cultivate thriving natural systems, and manage risks.

Infrastructure is aging, carbon-intensive, and does not have capacity to support growth.

Berkeley is known for innovation and this plan is an opportunity to consider how the campus design and planning can innovate in climate change science and adaptation.

The campus faces a diversity of threats from natural hazards and related infrastructure disruptions.

Although campus water demands have steadily decreased since 2005, future climate trends and additional development will put pressure on existing systems.

California live oak, Tasmanian blue gum, and California redwood dominate the tree canopy, limiting its resilience to drought and disease.



Efficient and Strategic Use of Resources

Apply the highest and best use of campus land to serve the university’s mission and support optimal campus organization.

Plan every new project—including choosing between renovation, strategic infill/additions, and new construction—to support the optimal investment of resources, meet space needs, address deferred maintenance, and reduce seismic risks.

Balance new investments with renewal of existing facilities to ensure that all campus spaces are functional and well maintained.

Design spaces to meet immediate needs and functionality, while incorporating adaptable and multi-purpose spaces to provide future flexibility.

Building needs are varied and significant, including seismic considerations, building condition, deferred maintenance backlog, and accessibility issues.

Over 77 campus buildings, totaling over 5,800,000 GSF will require seismic strengthening prior to 2030, as part of the campus’s ongoing seismic assessment initiative and implementation of UCOP’s Seismic Safety Policy.



05 Next Steps


LRDPRefine the LRDP Frameworks• Building/Land Use• Open Space• Mobility • InfrastructureFall Engagement• Through August 31: Virtual Open House• October 24: LRDP CAG Meeting #5• Fall semester: Virtual tabling activities

‐ Short videos‐ Q&A Sessions

• For engagement updates, visit: lrdp.berkeley.edu/get-involved

28 Next Steps

LRDP EIR• Publish Draft EIR – Winter 2020/2021


• Chapter 1. Introduction and Overall Context

• Chapter 2. LRDP Framework: Principles and Goals, Key Drivers

• Chapter 3. LRDP Elements: Land Use, Open Space, Mobility, Infrastructure

• Chapter 4. Community Collaboration

• Chapter 5. Implementation: General Approval Processes

29 Draft LRDP Document Outline Administrative Draft – for review only

uc berkeley · 15/07/2020 · uc berkeley has a range of architectural eras and styles represented...

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