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2021-2031 INSTITUTIONAL MASTER PLAN April 1, 2021 WTW ARCHITECTS Timber Court | 127 Anderson Street | Pittsburgh, PA 15212 wtwarchitects.com | 412-321-0550 In association with: TRANS ASSOCIATES ENGINEERING CONSULTANTS, INC. 4955 Steubenville Pike, Suite 400 | Pittsburgh, PA 15205 www.transassociates.com | 412-490-0630 THE GATEWAY ENGINEERS, INC. 100 McMorris Road | Pittsburgh PA 15205 www.gatewayengineers.com | 412-409-2392 UPSTUDIO LANDSCAPES, LLC 606 Liberty Avenue, Suite 209 | Pittsburgh, PA 15222 www.upstudiolandscapes.com | 412-203-3524 COVID-19 IMPACT STATEMENT As expressed by the Allegheny Conference on Community Development, “[t]he coro- navirus pandemic created a seismic economic shift across the country. Pittsburgh is no exception, and as consumers of all types come to terms with the re-opening of the region, it’s critical to understand their perceptions, sentiments and outlooks on the future.” This seismic shift has had and will have, for the foreseeable future, a negative impact on the operations of all institutions of higher education in the United States. On the following page is a chart prepared by the consulting firm Deloitte that enumerates some of those operational challenges. This health crisis has created financial conditions that pose significant challenges for all colleges and universities, including Duquesne University. During the spring semester, the University lost $8.6 million when it transitioned all learning online. This summer, since there will not be a study abroad program, the University forecasts losing $1.3 million in revenue. Unfortunately, the financial prospects for this upcoming fiscal year are frightening. Like universities across the country, Duquesne is anticipating significant revenue losses. Assuming the majority of students return in the fall, which the University fully anticipates, enrollment numbers still are down significantly, as they are at most colleges and universities, because of the uncertainty caused by COVID-19. Numerous published models already are predicting serious declines in enrollment nationally, as high as 20 percent. (At Duquesne, this would translate into a loss of around $50 million, a massive revenue hit.). At this moment, Duquesne is down about 8 percent in freshman deposits at a time of year when, historically, the University has been able to say with some confidence the size of the fall incoming class. On top of that, recurring enrollment—those students returning as sophomores, juniors, seniors, and in years of graduate programs—is down at the moment by around 700 students. On a more positive note, the COVID-19 health pandemic has forced the University to focus its community engagement efforts associated with the health crisis. Ensuring that individuals in underserved communities receive adequate testing has been a chal- lenge. The Center for Integrated Health, in the School of Pharmacy, has partnered with the regions’ federally qualified health centers to help assist with COVID-19 testing in underserved communities throughout the region. To prevent the spread of COVID-19, businesses throughout the commonwealth were temporarily closed. The Small Business Development Center has stepped up and is becoming one of the region’s leading pro- viders of technical assistance to small businesses. While the University is fully committed to executing its master plan, this health crisis might impact its ability to do so. Since this health crisis started, University resources have been and are being fully committed to reopening the campus safely in the fall, adapting to mitigate potential spread of COVID-19, and preparing for any poten- tial resurgence of the virus in the fall and/or winter. At least one signature University project has been materially impacted by COVID-19. The University has extended the opening of its College of Osteopathic Medicine by one year. While the University has been able to prevent significant layoffs because of successful cost containment mea- sures, this might not be the case in the future. Despite the many challenges associated with COVID-19, the University is well positioned to weather this storm. T A B L E O F C O N T E N T S 1. I N T R O D U C T I O N .................................................... 3 1.1 Mission and Objectives 3 1.2 Requirements 12 1.3 Planning Context 13 1.4 Process 18 2. E X I S T I N G C O N D I T I O N S................................... 23 2.1 IMP Boundary 23 2.2 Existing Property and Uses 25 3. N E E D S O F T H E I N S T I T U T I O N ..................... 37 3.1 Expectations for Growth or Change 37 3.2 Current and Future Needs for Facilities 38 3.3 Current and Future Needs for Housing 40 4. L O N G - T E R M V I S I O N A N D G R O W T H ...... 43 4.1 Twenty-Five Year Development Sites 43 5. T E N - Y E A R D E V E L O P M E N T E N V E L O P E ... 45 5.1 Proposed Ten-Year Development 45 5.2 Implementation Plan 54 5.3 Urban Design Guidelines 55 6. M O B I L I T Y P L A N .................................................... 67 6.1 Existing Conditions 67 6.2 Mobility Goals 78 6.3 Proposal 79 7. I N F R A S T R U C T U R E P L A N ................................. 93 7.1 Environmental and Sustainability Goals 93 7.2 Environmental Protection 97 7.3 Campus Energy Planning 116 7.4 Stormwater Management 122 7.5 Green Buildings 132 7.6 Waste Management and Water Conservation 133 7.7 Open Space and Pedestrian Circulation 135 8. N E I G H B O R H O O D E N H A N C E M E N T S T R A T E G Y ................................................................. 141 WTW ARCHITECTS | TABLE OF CONTENTS 1 2 2021-2031 INSTITUTIONAL MASTER PLAN | DUQUESNE UNIVERSITY MISSION & OBJECTIVES 1.1 Duquesne faculty and staff by the Academic Walk fountain Duquesne University is one of the nation’s top Catholic “The identity of Duquesne University is a mod- universities, founded 140 years ago by the Congrega- ern expression of the Spiritan tradition that the tion of the Holy Spirit. As the only Spiritan institution Fathers of the Holy Spirit began here in 1878. of higher education in the United States, Duquesne is Generations of students, faculty and staff deeply committed to: continually reshape the face of the school, but our true identity remains unchanged. Duquesne • Educational excellence University is a community of scholars who live • Moral and spiritual values the Spiritan-led commitment of service to all • An ecumenical atmosphere open to diversity and who share God’s wisdom and academia’s • Service to the Church, the community, the nation knowledge with those who seek it. and the world Our students, faculty and staff are taught how The Spiritan identity encompasses the core concepts of to use all aspects of the distinctly Duquesne the Institution: experience to go from our small corner of Pittsburgh out into the larger world where they can serve all peoples in their professional and personal lives.” The Rev. Raymond French, C.S.Sp. Vice President for Mission and Identity WTW ARCHITECTS | SECTION 1: INTRODUCTION 3 The Mission of Duquesne University Duquesne University of the Holy Spirit is a Catholic University, founded by members of the Congregation of the Holy Spirit, the Spiritans, and sustained through a partnership of laity and religious. Duquesne serves God by serving students through: • Commitment to excellence in liberal and professional education • Profound concern for moral and spiritual values • Maintaining an ecumenical atmosphere open to diversity • Service to the Church, the community, the nation and the world Since its humble beginnings in 1878 as a school for The Catholic commitment to “the integrity of creation,” the children of Pittsburgh’s poor immigrants, Duquesne is a profound respect for and fundamental attitude University has sat atop the Bluff between Downtown of reverence toward the natural world and its inter- Pittsburgh, the Uptown corridor and historic Hill District. dependent realms of plant, animal and human life. Since then, it has grown into a thriving, educational and At Duquesne, we work each day to find new ways to economic powerhouse on approximately 48 acres. Its reduce our consumption of natural resources and to peaceful setting is nestled by a beautiful, safe, self-con- promote sustainable living. Achieving these goals— tained campus with lots of green spaces and a distinc- whether through green operations, construction projects, tive view of the city skyline and nearby attractions like research, academic coursework or community engage- Southside Works and Station Square. Today, it boasts ment initiatives—is one of the principal ways that we nine schools of study offering degree programs at the have been able to transform respect for the integrity of baccalaureate, professional, masters and doctoral creation into action, and honor our Catholic founding in levels. the Spiritan tradition. In keeping with the Catholic-Spiritan vision, the Univer- sity Core Curriculum emphasizes undergraduate stu- dents’ intellectual and ethical development through the liberal arts. Using the modes of inquiry particular to the humanities and the social and natural sciences, students expand their self-understanding and their knowledge of the world. 4 2021-2031 INSTITUTIONAL MASTER PLAN | DUQUESNE UNIVERSITY Duquesne students collaborating RE-IMAGINING DUQUESNE’S SPIRITAN LEGACY FOR A NEW ERA In 2017, Duquesne adopted a strategic plan that came institution of higher education that grew in size and stat- to life as a result of significant involvement of the entire ure to become Duquesne University, educating the campus community: faculty, staff, students, and admin- healthcare professionals, teachers, judges, financiers, istrators.

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