George Mason University West Fairfax Campus Vision June 2017
GEORGE MASON UNIVERSITYWEST FAIRFAX CAMPUS VISIONJUNE 2017
TABLE OF CONTENTS1. EXECUTIVE SUMMARY2. CHARRETTE GOALS3. MASON INNOVATION DISTRICT OPTIONSAND COMMENTARIES4. PREFERRED INNOVATION DISTRICTOPTIONS AND COMMENTARIES5. IMPLEMENTATION STRATEGIES6. WORKSHOP SUMMARIES Campus Life and Student Housing Intercollegiate Athletics and Recreation Transportation and Infrastructure Economic Development and Collaboration Academic, Research, and InnovationA.5. FAIRFAX CIT Y GOALS AND INITIATIVESA.6. FAIRFAX COUNT Y GOALS AND INITIATIVESA.7. INNOVATION DISTRICT PRECEDENTS Brookings Institute Study UCSF China Basin Campus University of Delaware Star Campus Georgia Tech Enterprise Innovation InstituteA.8. WORKSHOP SCHEDULEA.9. COMMUNIT Y WEB COMMENTARYA.10. MEETING NOTESA.11. WORKSHOP TEAM ROSTERA. APPENDIXA.1. UNIVERSIT Y STAKEHOLDER INTERVIEWSA.2. CAMPUS OVERVIEW Fairfax Campus, Sites for Study andSurrounding Districts Campus Masterplans and UniversityStrategic VisionA.3. REGIONAL ECONOMIC DRIVERSA.4. TRANSPORTATION RESEARCHGeorge Mason University 3
1. EXECUTIVE SUMMARYFollowing the completion of the Campus Drive connector below Ox Road (Hwy123), George Mason University recognizes the potential for new Universitydevelopment on its Fairfax West Campus. Concurrently,University President Dr. Angel Cabrera voiced his desire to develop anInnovation District that will offer opportunities for public-privatedevelopment, research collaboration, innovative funding streams, attractivepublic open space, and University amenities. To this end, followinginternal interviews with department staff and administrators, Mason conducted a three-day workshop in which faculty, staff, students, municipal administrators and the general public were asked to participate in envisioning thefuture of Mason over the course of the next thirty years.This document is a summary of those three days of explorations, discussions,participant questions and commentary as well as consultantrecommendations. In order to put this exercise into context, the StrategicVision and masterplans were reviewed, City and County of Fairfaxadministrators spoke of their jurisdiction’s initiatives, community membersat large spoke of their concerns, the architects analyzed the current campus’strengths and current challenges, and several representatives of other universities spoke of their Innovation Districts at both the University of Delawareand Georgia Institute of Technology (Georgia Tech).Transportation and an economic development consultant also discussed thechallenges and opportunities of the region that would benefit or hinder futuredevelopment of the Fairfax Campus.Five main areas of University interest were identified during intial interviewsand discussed at open forums including: Campus Life and Student Housing; Intercollegiate Athletics and Recreation; Transportation and Infrastructure; Economic Development and Collaborations; Academic, Research and Innovation.Issues of student needs, community integration, research areas, corporateand developer participation, transportation, and Mason visibility were all assessed at length during open breakout sessions. With the various ideas anddesires in hand, the design consultants then developed four site options thatutilized areas both to the west and east of Ox Road. They considered proximity to the main campus core, transportation links, phasing and expandability,benefits to the general community, and potential building groupings.Equal to the quantification of the University’s needs and potentialdisposition, implementation strategies were noted as equally important.Various milestones were discussed including short term project development,understanding of University strengths, real estate attractiveness, andestablishment of City, County and development partnerships.Of those four schemes, a final site development plan was endorsed by allof the stakeholders that best represented the potential for an InnovationDistrict that addressed the growing needs of the Fairfax Camus core, accessto transportation, expandability, and potential for a unified Innovation Districtidentity. It would be located on both sides of Ox Rd. and will engage the University core to the east and the athletics and recreation to the west.Building development will border Ox Road in order to increase universityvisibility as well as offer retail and public space engagement to the greatercommunity. The grouping and location of the development will offer the bestpossibility for mixed-use public space, options for various uses, and a builtenvironment that is attractive to researchers, corporate partners, and university faculty, staff, and students. Lastly, the Innovation District would offersignificant economic development opportunity for both the City and County ofFairfax.In closing, George Mason University is very pleased by the outcome of thisinclusive process. The interviews and workshop have generated many strongideas and strategies that establish a plan of action for an Innovation Districtthat will benefit Mason, the greater community, and Northern Virginia (NoVA).George Mason University 5
CHARRETTE GOALS
2. CHARRETTE GOALS Identify site opportunities and constraints. Understanding of the best InnovationDistricts. Reach consensus about objectives. Develop schemes that provide for the needsof Mason’s future. Identify Schemes that solve the problemsMason currently has regarding sense ofplace.facility needs, et al. Create a plan to bring entrepreneurs closerto the student body. Create a campus that becomes known for itsinnovation. Challenges with the campus get addressedto support and enable these successes.George Mason University 9
MASON INNOVATIONDISTRICT OPTIONS ANDCOMMENTARIES
3. MASON INNOVATION DISTRICT OPTIONS AND COMMENTARIES“OXBRIDGE” SCHEME Ox Road becomes “Ox Place”new center Close to existing core Recreation hall becomes“Innovation Hall” Greater number of connectionsacross Ox Road New athletics and recreationcenter(intercollegiate and intramural) New visibility to FairfaxGeorge Mason University 13
“OX-BRAD CORNER” SCHEME 14Campus icon @ Braddock & Ox RoadsReaches across Braddock Rd.Roanoke as major gatewayArts and innovation at Mason PondWest Campus dedicated to athletics
3. MASON INNOVATION DISTRICT OPTIONS AND COMMENTARIES“BRADDOCK NEW TOWN” SCHEME Distinct identity for Innovation DistrictInnovation District linked to wellnessRecreation comes to coreOx Road as academic extension (residential/academic/student services grows west)George Mason University 15
“FAIRFAX CONNECTION” SCHEME 16Direct linkages to FairfaxGateway at University BlvdAthletics presence at Braddock RdInnovation district connects to existing coreAssociated development to northTransform existing publichousing
PREFERRED INNOVATIONDISTRICT OPTIONS ANDCOMMENTARIES
“OXBRIDGE” SCHEME A18
4. PREFERRED INNOVATION DISTRICT OPTIONS AND COMMENTARIES“OXBRIDGE” SCHEME BGeorge Mason University 19
“OXBRIDGE” SCHEME PEDESTRIAN ACCESS20
4. PREFERRED INNOVATION DISTRICT OPTIONS AND COMMENTARIES“OXBRIDGE” SCHEME A AERIALGeorge Mason University 21
VISION IMPLEMENTATIONSTRATEGIES
5. IMPLEMENTATION STRATEGIESIMPLEMENTATION TIME FRAMES: (20-30 YEARS)Short Term: (2-5 years) Identify possible partners (developers, companies, individuals) Develop administration and management structure Campus programming Entitlements Budgeting Infrastructure planning Develop Goal/Mission Statement Recruit Project ChampionPhase one: (5-10 years) Complete first phase Plan and entitle future phase Plan academic “backfill”George Mason University 23
WHAT CAN WE EXPECT TO SEE IN AN INNOVATION NEIGHBORHOOD? 24Research and Collaboration PlacesAcademic SpaceInnovation/Maker PlacesStudent Activities and OrganizationsDiverse Residential OfferingsArts and Culture RetailFlexible Spaces
WORKSHOP SUMMARIES6.1. Campus Life and Student Housing6.2. Intercollegiate Athletics and Recreation6.3. Transportation and Infrastructure6.4. Economic Development and Collaborations6.5. Academic, Research, and Innovation
6. WORKSHOP SUMMARIES1.2.3.4.5.Campus Life and Student HousingIntercollegiate Athletics and RecreationTransportation and InfrastructureEconomic Development and CollaborationsAcademic, Research, and InnovationGeorge Mason University 27
6.1. CAMPUS LIFE AND STUDENT HOUSING0-2 years: Develop a first phase housing and campus life program Identify amenities (dining, etc ) Identify user group(s): Faculty, grad students, undergrads, studentgroups, etc. Identify funding sources Program initial open spaces for campus activities5-10 years: Identify and plan for future housing & campus life needs Re-program campus life initiatives at the Innovation Neighborhood28
6.2. INTERCOLLEGIATE ATHLETICS AND RECREATION0-2 years: Develop first phase “wellness” program for the Neighborhood Review collaboration possibilities between ICA and Rec Review current ICA & Rec facility and fields plan for campus Initial programming for new Field House5-10 years: Reposition ICA and Rec facilities for the University and theNeighborhoodGeorge Mason University 29
6.3. TRANSPORTATION AND INFRASTRUCTUREShort Term (0-2 years): Define street grid layout Update Previous Study Identify transit initiatives and priorities Determine non-motorized transportation strategies/network Identify infrastructure strategies (neighborhood or distributed energy,physical plant, service spines, renewables, LID, etc.) Draft Transportation Demand Management (TDM) guidelines for private-sector employers in the Innovation Neighborhood Re-establish bike share program Study and determine VDOT support for traffic calming/road diet on OxRoad2-5 years: Construct complete multi-modal street block with first phase of buildings to demonstrate atmosphere Work with transit providers to create transit hub to accommodateregional services and interface with Mason shuttles/circulators Ox Road redesign/approvals Extend/connect pedestrian and bicycle facilities in early phases5-10 years: Identify new transit connections (VRE expansion, new activity centers) Evaluate parking requirements for completedphases, Adjust future parking Ox Road reconstruction10-30 years: Re-examine transportation priorities/needs (car-free zones, new transit sevices, autonomous vehicle availability)30
6.4. ECONOMIC DEVELOPMENT AND COLLABORATIONSShort Term (0-2 years):Economic Development: Form a partnership entitybetween university, public economicdevelopment (city, county, and state), and privatesector stakeholders to set the mission and guidebusiness attractionExecution, Planning, and Investment: EstablishUniversity priorities and guidelines relative toproject execution and investments: How is the university willing to transact(sell/lease/partner, etc) with potential privatesector partners? Develop a mission statement and definestructure/roles aroundrecruitment and incentives Evaluate the needs of industry and where theyoverlap with university strengths andopportunities Identify any organizations or entities that thepartnership would jointly create and operate(such as a business incubator or jointinnovation center) to serve both the universityand public needs for an “innovationecosystem” What types of private uses/development areappropriate within the neighborhood? What requirements, if any, are necessary toensure alignment of University goals withfuture private sector partners (both corporateand real estate)? Does a special entity need to be set up toexpedite development decisions to meet theexpectations of the private market? What resources (capital, land, debt capacity,etc) is the university willing to contribute to adevelopment partnership? Analyze university needs and marketopportunities to identify a developmentprogram for “Phase 1” and the businessproposition for a potential private sectordevelopment partner. Conduct a solicitation process to identify amaster development partner.Operations: In conjunction with thepartnership, create an organizational structureand determine who is in charge of theexecution, university programming, business attraction, and operations of the innovationneighborhood.George Mason University 31
Mid Term (2-10 years): Execution, Planning, and Investment: Translate master plan and facilitiesneeds into long-term implementation framework for remainder ofneighborhood Operations: Begin to build out operating entity for innovationneighborhood Economic Development: Build on early successes and refine partnershipand attraction strategy. Evaluate new needs to enhance “innovationecosystem”32
6.5. ACADEMIC, RESEARCH, AND INNOVATION0-2 Years: Identify Phase One university and private sector collaborators Develop 5 year Academic and Research Plan Identify community and industry partnership opportunities Program later phase multidisciplinary opportunities Identify how other Mason campuses/sites are part of a strategic planfor the Innovation NeighborhoodGeorge Mason University 33
APPENDIXA.2. Campus OverviewA.3. Regional Economic DriversA.4. Transportation ResearchA.5. Fairfax City Goals and IntitiativesA.6. Fairfax County Goals and InitiativesA.7. Innovation District PrecedentsA.8. Community Web CommentaryA.9. Meeting NotesA.10. Workshop Team Roster
CAMPUS OVERVIEWA.2.A. Fairfax Campus, Sites for Study and Surrounding DistrictsA.2.B. Campus Master Plans and University Strategic Vision
52
A.2.A. FAIRFAX CAMPUS, SITES FOR STUDY AND SURROUNDING DISTRICTSPOTENTIAL DEVELOPMENT AREAS West Campus Aquia Neighborhood Southwest Sector/Roanoke NeighborhoodGeorge Mason University 53
SURROUNDING DISTRICTS 54City of FairfaxSuburban style retailGolf CourseWooded areaSuburban style residential
A.2.A. FAIRFAX CAMPUS, SITES FOR STUDY AND SURROUNDING DISTRICTSSURROUNDING DISTRICTS Campus core and downtown Fairfax are a 25minute walk. Intermediate area is auto dominated andunfriendly to the pedestrian.1/4 Mile1/4 MileGeorge Mason University 55
Original “George Mason College” CampusBuildings Other Academic Buildings Student Life Buildings Student Housing Athletic Facilities Parking Garages Parking Lots Administration Child Development Center56
A.2.A. FAIRFAX CAMPUS, SITES FOR STUDY AND SURROUNDING DISTRICTSTHE HIDDEN CAMPUSParking LotsForest CoverGeorge Mason University 57
Ox Road Division Pedestrian and vehicular underpass58
A.2.A. FAIRFAX CAMPUS, SITES FOR STUDY AND SURROUNDING DISTRICTS Minimal campus presence on BraddockRoad.George Mason University 59
Campus entrances are auto dominated andlack a sense of arrival.60
A.2.A. FAIRFAX CAMPUS, SITES FOR STUDY AND SURROUNDING DISTRICTS University Drive has become a real campusedge and has created a front door to thecampus from Fairfax City.George Mason University 61
WEST CAMPUS 62216 AcresTwo Points of connection to the EastAdditional point of access to the South WestSubstantial tree bufferParkingTrack and Field practiceSoccer and Track and FieldSoccer Practice Field StadiumSoccer Practice FieldsBaseballSoftballTennisAging Field House90’ Buffer from Adjacent PropertiesCenter of Campus to Far West Campus - 12Minute Walk
A.2.A. FAIRFAX CAMPUS, SITES FOR STUDY AND SURROUNDING DISTRICTSAQUIA NEIGHBORHOOD 39 Acres Connected to campus core along its entireNorthern and Eastern Edges Connection Point to Far West Campus Possible Gateway Feature Athletics Facilities Parking Student Apartments at Aquia are Aging Out 6 Minute Walk to the Center of CampusGeorge Mason University 63
ROANOKE NEIGHBORHOOD 36 AcresDistant from Campus CoreMason Global CenterSuburban Style Strip Mall and 20 Acres ofParking 16 Acres of Surface Parking 7 Minute Walk to Center of Campus64
A.2.A. FAIRFAX CAMPUS, SITES FOR STUDY AND SURROUNDING DISTRICTS Streams in the Pohick-RabbitBranch WatershedGeorge Mason University 65
2002 MASTER PLANMason Master Plan Principles Create a sense of place Foster a vibrant campus community Establish a unifying campus framework Concentrate facilities primarily on the eastcampus Accommodate transportation needs Engage the community Campus framework elements Arrival Main St and Quads Connections Views and Landmarks Natural Systems Compact Core66
A.2.B. CAMPUS MASTER PLANS AND UNIVERSITY STRATEGIC VISION2006 SOUTHWEST SECTOR PLANGeorge Mason University 67
2009 NORTH SECTOR PLAN68
A.2.B. CAMPUS MASTER PLANS AND UNIVERSITY STRATEGIC VISIONVISION FAIRFAX MASON PLANMASON TRANSPORTATION PLAN Enhance connections between Fairfax Cityand Campus Quality coordination and well designedconnections will produce quality outcomesGeorge Mason University 69
MASON TRANSPORTATION MASTER PLAN Bicycle lane and facilities plan Future garage and surface lot locations Signage and way finding plan70
A.2.B. CAMPUS MASTER PLANS AND UNIVERSITY STRATEGIC VISIONGEORGE MASON UNIVERSITY STRATEGIC PLAN OVERVIEWFor Students Innovative learning Accessible pathways Return on investmentFor the Community 100,000 career ready graduates Innovation engine Community builderFor Faculty and Staff Well being Diverse academic community Support teaching and scholarship excellenceFor the World Elevate research Research of consequence Global learning platformGeorge Mason University 71
REGIONAL ECONOMICDRIVERS
INNOVATION ECONOMY LIKELY TO DRIVE FUTURE GROWTH 1/3 of DC Region’s innovation employment is in Fairfax County “Appropriated knowledge, innovation, and entrepreneurship operating within an institutional environment”74
A.3. REGIONAL ECONOMIC DRIVERSLOCAL INNOVATION ECONOMY NEEDS MORE PRIMARY DRIVER In Fairfax, innovation is 45% of total jobs but is responsible for 86% of all jobs created over the last decade.Primary DriversAerospace Vehicles and DefenseBiopharmaceuticalsCommunications Equipment and ServicesDistribution and Electronic CommerceInformation Technology and Analytical InstrumentsMedical DevicesSecondary and Supportive SectorsBusiness ServicesEducation and Knowledge CreationFinancial ServicesMarketing, Design, and PublishingGeorge Mason University 75
CRITICAL SUCCESS FACTORS FOR INNOVATION HUBS76
A.3. REGIONAL ECONOMIC DRIVERSMARKET FORCES ALONE NOT SUFFICIENT Office pipeline focused on locations with transitGeorge Mason University 77
BEGINNINGS OF A HIGHER DENSITY NODE78
A.3. REGIONAL ECONOMIC DRIVERSWHAT IS IMPORTANT TO YOU? Create a public faceEnrich academic experienceEnhance town center/college townInnovation village/creative ecosystemIntegrate the community with GMUGrow the total economic pie to benefit GMU,City, and CountyTarget SolutionHIGH LEGACY,LOW PROFITSHIGH LEGACY,HIGH PROFITSLOW LEGACY,LOW PROFITSLOW LEGACY,HIGH PROFITSGeorge Mason University 79
VARIETY OF PARTNERSHIP OPPORTUNITIES AVAILABLE TO THE UNIVERSITYLowerLower80RISK/REWARDDEVELOPMENT CONTROLHigherHigher
REGIONALTRANSPORTATION
82
A.4. TRANSPORTATION RESEARCHGeorge Mason University 83
84
A.4. TRANSPORTATION RESEARCHGeorge Mason University 85
86
A.4. TRANSPORTATION RESEARCHGeorge Mason University 87
88
A.4. TRANSPORTATION RESEARCHGeorge Mason University 89
90
A.4. TRANSPORTATION RESEARCHGeorge Mason University 91
92
A.4. TRANSPORTATION RESEARCHGeorge Mason University 93
94
A.4. TRANSPORTATION RESEARCHGeorge Mason University 95
96
A.4. TRANSPORTATION RESEARCHGeorge Mason University 97
98
A.4. TRANSPORTATION RESEARCHGeorge Mason University 99
100
A.4. TRANSPORTATION RESEARCHGeorge Mason University 101
102
A.4. TRANSPORTATION RESEARCHGeorge Mason University 103
104
A.4. TRANSPORTATION RESEARCHGeorge Mason University 105
106
A.4. TRANSPORTATION RESEARCHGeorge Mason University 107
108
A.4. TRANSPORTATION RESEARCHGeorge Mason University 109
110
A.4. TRANSPORTATION RESEARCHGeorge Mason University 111
112
A.4. TRANSPORTATION RESEARCHGeorge Mason University 113
114
A.4. TRANSPORTATION RESEARCHGeorge Mason University 115
116
A.4. TRANSPORTATION RESEARCHGeorge Mason University 117
118
A.4. TRANSPORTATION RESEARCHGeorge Mason University 119
120
A.4. TRANSPORTATION RESEARCHGeorge Mason University 121
122
A.4. TRANSPORTATION RESEARCHGeorge Mason University 123
124
A.4. TRANSPORTATION RESEARCHGeorge Mason University 125
126
A.4. TRANSPORTATION RESEARCHGeorge Mason University 127
128
A.4. TRANSPORTATION RESEARCHGeorge Mason University 129
130
A.4. TRANSPORTATION RESEARCHGeorge Mason University 131
132
A.4. TRANSPORTATION RESEARCHGeorge Mason University 133
134
FAIRFAX CITY GOALSAND INITIATIVES
FAIRFAX CITY MULTIMODAL TRANSPORTATION PLAN Provide for efficient flow of vehicles Support regional efforts to enhance vehicleperformance of Braddock Road Relieve congestion on Fairfax Boulevard viaa new bypass Improve signage and safety Control in-bound traffic136
A.5. FAIRFAX CITY GOALS AND INITIATIVESFAIRFAX CITY MULTIMODAL TRANSPORTATION PLAN Enhance Old Town Fairfax Increase bicycle facilities Enhance trail crossing and provide connectionto northern section of trail Create street grid in private projects Provide an intelligent parking managementstrategy Complete sidewalks Widen sidewalks where possible Write design guidelines for downtown streets Restore curbside parking and increaseaccessibility throughout downtownGeorge Mason University 137
FAIRFAX CITY MULTIMODAL TRANSPORTATION PLAN Balance mobility on Chain Bridge Road and University Drive Ensure pedestrian friendly accommodation from I-66 to Fairfax Boulevard and FairfaxCity to Fairfax Boulevard Distribute traffic through South Street extension Make a truly multi-modal Chain Bridge Road Calm traffic on Chain Bridge Road between Judicial Drive and Main Street Extend University Drive to Eaton Place138
A.5. FAIRFAX CITY GOALS AND INITIATIVESFAIRFAX CITY MULTIMODAL TRANSPORTATION PLAN Provide efficient transit services and information Enhance existing network Extend hours and days that system is openGeorge Mason University 139
FAIRFAX COUNTYGOALS AND INITIATIVES
A.6. FAIRFAX COUNTY GOALS AND INITIATIVESLAND USECOMPREHENSIVE LAND USE MAP Residential (dwelling units per acre)Commercial (retail, office)IndustrialOpen Space (public, private)Public Facilities, Institutional, andGovernment Mixed-Use and Alternative-UseTRANSPORTATION Existing/proposed Road improvements Transit corridors/stationsGeorge Mason University 143
144
A.6. FAIRFAX COUNTY GOALS AND INITIATIVESECONOMIC SUCCESS PLANPLAN FACILITATES ECONOMIC SUCCESS BY CHARTING: Vision and goals to guide economic growth and success Focusing on People, Places, Employment, and Governance Specific actions to make the county successfulPLAN FOCUSES ON 6 GOALS: Further diversifying our economy Creating places where people want to be Improving the speed, consistency, and predictability of the county’sdevelopment review process Investing in natural and physical infrastructure Achieving economic success through education and social equity Increasing the agility of county governmentGeorge Mason University 145
CREATING PLACES WHERE PEOPLE WANT TO BE Unique, culturally diverse communities Energize public spaces and communities with arts, events, andactivities Mix of housing types and aggressive affordable housing programLeveraging partnership opportunities Sustain Fairfax County’s reputation as agreat place to live, work, play, learn, and thrive.Focus planning and development around creation of mixed-usecommunities and activity centers.Livable, walkable communities aligned with the transportationinfrastructure146
A.6. FAIRFAX COUNTY GOALS AND INITIATIVESSTRATEGICALLY PLANNING FOR FUTURESUCCESS Innovation ecosystem Leveraging resources for a competitive advantage in key targetedindustries Such as data analytics, cyber security, translational medicine World class research and development Support university efforts to develop and grow Foster relationships and synergies with “superstar” innovators Multiple hubs/districts with different industries of focusPromote and partner in the development of an innovation center orsimilar hubs in communities and/or buildings.Partner with businesses, public and private universities, researchinstitutions, and/or incubators to create places that will spur andstimulate breakthrough collaboration.George Mason University 147
INNOVATION DISTRICTPRECEDENTS7.1. Brookings Institute Study7.2. UCSF China Basin Campus7.3. University of Delaware Star Campus7.4. Georgia Tech Enterprise InnovationInstitute
150
A.7.1. BROOKINGS INSTITUTE STUDYCOMPONENTS OF AN INNOVATION DISTRICT All innovation districts contain economic, physical, andnetworking assets Economic assets - firms, institutions and organizations that drive,cultivate or support an innovation-rich environment Innovation drivers Innovation cultivators Neighborhood-building amenitiesGeorge Mason University 151
COMPONENTS OF AN INNOVATION DISTRICT All innovation districts contain economic, physical, and networkingassets Physical assets - the public and privately-owned spaces—buildings,open spaces, streets and other infrastructure—designed andorganized to stimulate new and higher levels of connectivity,collaboration and innovation Physical assets in the public realm Physical assets in the private realm Physical assets that knit the district together and/or tie it to thebroader metropolis152
A.7.1. BROOKINGS INSTITUTE STUDYCOMPONENTS OF AN INNOVATION DISTRICT All innovation districts contain economic, physical, and networkingassets Networking assets - are the relationships between assets that havethe potential to generate the advancement of ideas Strong ties - occur between people or firms with a working orprofessional history that have higher levels of trust Weak ties - occur between people or firms working within differentcontexts or economic clusters where there is infrequent contactGeorge Mason University 153
PRECEDENT REVIEWS AND OVERLAYSTech and Innovation DistrictsUniversity of California - San FranciscoMission Bay Biological Research Center 15444 AcresBiotechnology hubPublic Private PartnershipMore than 100 bioscience companies attracted back to SF to be partof this PPP50 bioscience startups have sprung up around campus since 20109 established pharmaceutical companies now have a presence nearcampus10 venture capital firms as well289 bed hospital for children women, and cancer patientsFocus on great architecture and a growing art collection as a means toattract interestFour-story recreation centerStill growing
A.7.2. UCSF CHINA BASIN CAMPUSGeorge Mason University 155
PRECEDENT REVIEWS AND OVERLAYSTech and Innovation DistrictsUniversity of Delaware - STAR Campus 272 Acres Public Private Partnership A manufacturer of clean fuel-cell power sources whoseenergy servers provide power to Fortune 500 clientsincluding Google, Wal-Mart, AT&T and Coca-Cola. A test zero-emissions vehicle laboratory supported by the U.S. Department of Energy, the State of Delaware, NRG Energy, Honda and BMW. Local residents can access high quality care and workdirectly with researchers developing advanced ways to treat illnessesand injuries. UD’s world-class physical therapy department, aprogram ranked #1 by U.S. News and World Report. A 10,000 square-foot wet lab that will serve as anincubator for small research companies156
A.7.3. UNIVERSITY OF DELAWARE STAR CAMPUSGeorge Mason University 157
158
A.7.3. UNIVERSITY OF DELAWARE STAR CAMPUSGeorge Mason University 159
160
A.7.3. UNIVERSITY OF DELAWARE STAR CAMPUSGeorge Mason University 161
162
A.7.4. GEORGIA TECH ENTERPRISE INNOVATION e Mason University 163
GEORGIATECH164TECHSQUARE
A.7.4. GEORGIA TECH ENTERPRISE INNOVATION INSTITUTEGeorge Mason University 165
2000BIRTH OF AN INNOVATION DISTRICT In 2000, the roughly 13-acre area now known as TechSquare and anchored by Spring and Fifth streets, waslittle more than a collection of surface lots. The Georgia Tech Foundation invested 180 million tocreate campus facilities and commercial space, and partnered with The University Financing Foundation, and Gateway Development Services to create the entrepreneurialand economic hub that is Tech Square.166TECH SQUARE TODAY 1.4 million square feet of office, research, retail, and hotel space Scheller Business School and GT Global Learning Center 2014 Outstanding Research Park Award winner,Association of University Research Parks 100 technology startups and three accelerator programs 20 Corporate Innovation Centers including Southern Company, Panasonic, and Home Depot2017
A.7.4. GEORGIA TECH ENTERPRISE INNOVATION INSTITUTETECH SQUARE TIMELINE1997GT Foundation Purchases Land2000President Wayne Clough announces Technology Square project.2003Technology Square opens2006Fifth Street Bridge renovations which triples its width and creates a park-likesetting. Panasonic Innovation Center opens.2012ThyssenKrupp Elevator Americas Innovation Center opens.AT&T Foundry opens.2013The Home Depot Technology Center opens.2014Tech Square named “Outstanding Research Park” by the Association ofUniversity Research Parks.2015Worldpay FinTech Accelerator at ATDC launched2016High rise student housing – Square on Fifth opens2017Delta Air Lines innovation Center announced.Phase II Announced to expand Tech Square – Coda ProjectGeorgia Tech Foundation acquires the Biltmore Hotel.Emerson opens the Helix Innovation Center at Georgia Tech.George Mas
George Maso Universit 5 1. EXECUTIVE SUMMARY Following the completion of the Campus Drive connector below Ox Road (Hwy 123), George Mason University recognizes the potential for new University development on its Fairfax West Campus. Concurrently, University President Dr. Angel Cabrera voiced his desire to develop an
at George Mason University A Teacher’s Manual Osher Lifelong Learning Institute Tallwood, 4210 Roberts Road Fairfax, VA 22032-1028 Mason MSN 5C1 Phone: 703-503-3384 Fax: 703-503-2832 Email: olli@gmu.edu Web site: www.olli.gmu.edu Affiliated with George Mason University Sites at Tallwood in Fairfax, Reston, and Mason’s
For a general idea of George Mason’s Admission Standards, below is a blurb by Allen Grove, College Admissions Expert, from the website “About.Com” Discussion of George Mason's Admissions Standards: Over a third of applicants to George Mason University don't get in. Successful app
JANE Shall I have the pleasure of seeing Miss Fairfax tonight? MRS FAIRFAX What did you say, my dear? I am a little deaf. MRS FAIRFAX approaches Jane with the drink. JANE I was asking if I shall see Miss Fairfax tonight? MRS FAIRFAX Miss Fairfax? Oh, you mean Miss Varens! Adele Varens is the name of your pupil. JANE She is not your daughter .
Volunteer Fairfax as of September 2018. Inside, you will find information on contacting nonprofit agencies, starting group projects, and beginning a service- . Shelter Volunteer Fairfax. Fairfax Station. Fairfax Station Railroad Museum. Falls Church. Boat People SOS, Inc. Capital Caring Fairfax County - Neighborhood and Community
DOES THE MAGNA CARTA EMBODY A PROPORTIONALITY PRINCIPLE?. Craig S. Lerner, George Mason University School of Law . George Mason University . Civil Rights Law Journal, Vol. 25, No. 3, Forthcoming 2015 . George Mason University Law and
George Mason University Policy Year: 2022-2023 Policy Number: 724536 www.aetnastudenthealth.com (800) 878‐1945 . George Mason University 2022-2023 Page 2 This is a brief description of the Student Health Plan. The plan is available for the George Mason University
George Mason's Response to Findings We discussed this report with management at an exit conference held on May 9, 2017. George Mason's response to the findings identified in our audit is described in the accompanying section titled "University Response." George Mason's response was not subjected to the auditing procedures applied
Division and 3-505 Parachute Infantry Regiment on 4 August 1990. My company, Charlie 3-505, had been conducting night live-fire exercises at Fort Bragg, North Carolina. Around 2230 hours on the night of 4 August, I received a Warning Order from my commander, Captain Charles Dydasco, to prepare for movement to the Battalion Area. Shortly after midnight, in a torrential downpour, we began .
