Golden Gate University is undergoing a remodeling project for its San Francisco campus. Three key updates were provided in the document:
1) A workshop was held to discuss two conceptual organization models for the remodeled space.
2) An initial survey of GGU students found some preliminary results.
3) A preliminary benchmarking report compared GGU's current space to other universities.
The document also noted there would be no meeting the following week and an upcoming progress report on objectives 4-6 of the remodeling project.
The document summarizes two conceptual organizational models for remodeling phases at Golden Gate University's San Francisco campus. Model 1 separates noisy and quiet activities and brings together faculty from different schools while giving each school a distinct space. Model 2 prioritizes individual school identity by grouping functions like faculty activities and social spaces together for each school in the remodeling. The document notes opportunities and challenges of each approach.
The document discusses plans for remodeling the library at Golden Gate University's San Francisco campus. Phase 7 involves master planning and programming for the library. A conceptual organizational model is proposed that includes various study spaces, a learning commons, quiet study areas, and library staff work areas. A diagram shows the university's location relative to nearby transportation options within a one-block radius. The objective is to plan the library space layout and organization.
The 3-day S.T.A.R. Summer Institute provided professional development for teachers, with the goal of increasing academic performance for low-performing students. Day 1 focused on program overview and breakout sessions. Day 2 provided Corrective Reading training and math development. Day 3 continued Corrective Reading and math training, and covered incorporating technology in the classroom. S.T.A.R. aimed to increase student advocacy, technology use, academic coaching, and the academic performance of S.T.A.R. students compared to similar low-performing students not in the program.
This document provides materials and design inspiration for various rooms in a town school for boys project consisting of two phases. It lists materials for an art room, science room, classroom, public areas, theater/cafeteria, and restroom. It also provides inspiration photos for darker floors, lighter floors, classroom lighting, science rooms, and fun furniture.
The document summarizes a steering committee meeting for Golden Gate University's SF remodel project. Key points discussed include:
- The project vision is to enhance student, faculty, and staff well-being and productivity while promoting pedagogical shifts and an integrated community.
- A conceptual organizational model was presented, showing proposed consolidation of instructional space to the West Wing and provision of a central "HUB" student space.
- Emerging themes include opportunities to connect to Ecker Place for identity, consolidate instructional space, add specialized law spaces, and provide more group study rooms.
- Physical planning concepts show the urban design employing social spaces to connect the campus and buildings organized with schools of business
5/21/12 Administrative and Support Areas Kick-OffMKThink Strategy
The document outlines an agenda for a meeting to discuss the administrative and support areas of Golden Gate University's SF remodel project. The meeting will include an introduction to MKThink, an overview of project objectives and progress, and a review of the existing conditions report. It will also provide an opportunity for open discussion and strategic guidance on administrative and support areas.
The document provides floor plans and proposed uses for different areas of a building for Golden Gate University. It includes summaries of proposed study spaces, including 78 individual study seats and 8 group study seats on the basement level. The 1st floor plans include 303 total library seats, with 58 group study seats for the law library. Across six floors, the plans allocate space for offices, classrooms of various sizes, library and study areas, lounges, and support spaces.
The document summarizes two conceptual organizational models for remodeling phases at Golden Gate University's San Francisco campus. Model 1 separates noisy and quiet activities and brings together faculty from different schools while giving each school a distinct space. Model 2 prioritizes individual school identity by grouping functions like faculty activities and social spaces together for each school in the remodeling. The document notes opportunities and challenges of each approach.
The document discusses plans for remodeling the library at Golden Gate University's San Francisco campus. Phase 7 involves master planning and programming for the library. A conceptual organizational model is proposed that includes various study spaces, a learning commons, quiet study areas, and library staff work areas. A diagram shows the university's location relative to nearby transportation options within a one-block radius. The objective is to plan the library space layout and organization.
The 3-day S.T.A.R. Summer Institute provided professional development for teachers, with the goal of increasing academic performance for low-performing students. Day 1 focused on program overview and breakout sessions. Day 2 provided Corrective Reading training and math development. Day 3 continued Corrective Reading and math training, and covered incorporating technology in the classroom. S.T.A.R. aimed to increase student advocacy, technology use, academic coaching, and the academic performance of S.T.A.R. students compared to similar low-performing students not in the program.
This document provides materials and design inspiration for various rooms in a town school for boys project consisting of two phases. It lists materials for an art room, science room, classroom, public areas, theater/cafeteria, and restroom. It also provides inspiration photos for darker floors, lighter floors, classroom lighting, science rooms, and fun furniture.
The document summarizes a steering committee meeting for Golden Gate University's SF remodel project. Key points discussed include:
- The project vision is to enhance student, faculty, and staff well-being and productivity while promoting pedagogical shifts and an integrated community.
- A conceptual organizational model was presented, showing proposed consolidation of instructional space to the West Wing and provision of a central "HUB" student space.
- Emerging themes include opportunities to connect to Ecker Place for identity, consolidate instructional space, add specialized law spaces, and provide more group study rooms.
- Physical planning concepts show the urban design employing social spaces to connect the campus and buildings organized with schools of business
5/21/12 Administrative and Support Areas Kick-OffMKThink Strategy
The document outlines an agenda for a meeting to discuss the administrative and support areas of Golden Gate University's SF remodel project. The meeting will include an introduction to MKThink, an overview of project objectives and progress, and a review of the existing conditions report. It will also provide an opportunity for open discussion and strategic guidance on administrative and support areas.
The document provides floor plans and proposed uses for different areas of a building for Golden Gate University. It includes summaries of proposed study spaces, including 78 individual study seats and 8 group study seats on the basement level. The 1st floor plans include 303 total library seats, with 58 group study seats for the law library. Across six floors, the plans allocate space for offices, classrooms of various sizes, library and study areas, lounges, and support spaces.
The document discusses five conceptual organizational models for restructuring the space at Golden Gate University's San Francisco campus. Option 1 groups all programs together under one university identity. Option 2 separates spaces by activity level from quiet to noisy. Option 3 prioritizes school identity and includes shared academic spaces. Option 4 also prioritizes school identity but gives the law school its own space. Option 5 further separates each school and program into distinct spaces with minimal shared areas.
The document summarizes a meeting agenda for a focus group of deans at Golden Gate University. The agenda covers remembering the project scope and objectives, conceptual organization models for the university, high impact areas like the university library and one-stop-shop, and next steps. It provides context on master planning and programming for remodeling phases at GGU to foster a superior environment for students, faculty, and staff.
This document summarizes research and conceptual planning for redesigning the Golden Gate University library space. It examines options for incorporating individual and collaborative study areas, seating arrangements, high-density book storage solutions, and circulation data to inform a future conceptual organizational model. Key considerations included providing adequate study spaces for average class loads, consolidating print volumes through compact shelving, and balancing quiet and noisy areas to accommodate different student needs.
ACRL Poster Indiana University RPS LibrariesWillie Miller
- The document describes Indiana University Bloomington's Residence Hall Libraries system which consists of 12 libraries and media centers located in campus housing.
- The system is operated by the university's Division of Residential Programs and Services and managed by a librarian, with centers supervised by graduate students.
- The total collection size is 65,000 volumes and had over 160,000 visitors in 2009-2010. Operating hours are evenings and weekends during the academic year.
The document discusses plans for renovating Golden Gate University's library. It provides an agenda for a steering committee meeting that includes debriefing a workshop, updating plans for the university library, and reviewing a conceptual organizational model. The model proposes organizing the library's space into layers from most interactive areas to more quiet study spaces. It also references a case study of another university library's floor-by-floor division of space between study, browsing, and gathering areas.
The document provides information on conceptual programming scenarios for Golden Gate University's library remodel project. It includes examples of how other university libraries organize space, such as grouping spaces by noise level, layers of activity, or functional requirements. Floor plans and descriptions of study space, collaborative space, book browsing areas, and staff spaces at sample libraries like Loyola Marymount University are presented. Services and facilities information for the sample libraries is also given.
The document is a campus map of Metropolitan State University of Denver showing various buildings labeled with their names and square footages. It includes designations for areas of campus like the academic core, social core, housing, and greenspace. Buildings range in size from the Tivoli Student Union at 292,003 square feet to houses of around 1,000 square feet. Future developments are marked like a wellness center and aerospace building.
The document describes a typical day for a student named Jamie:
1) Jamie takes public transportation to campus early in the morning to study on the way. They arrive early for class and visit the writing center for help with a term paper.
2) After class, Jamie does research at the Auraria Library, getting coffee and a smoothie along the way. They work individually at the library until meeting with classmates to further develop a class project.
3) Jamie participates actively in class but notes potential technology issues. Furniture needs to accommodate wheelchair access. After class, Jamie takes public transportation home and goes straight to work with only an hour for lunch on campus.
This empathy map summarizes the experiences of two individuals - Jamie, a first generation part-time student, and Sherman B., an adjunct/full-time faculty member in his late 50s. For Jamie, the map describes feelings of being overwhelmed by the new college experience and wondering around campus trying to find resources like food and computer labs. For Sherman, it describes the challenges of getting around campus in a wheelchair, wishing for more opportunities for full-time positions and feeling the campus is not accessible and does not value adjunct faculty.
141008_Kane Hall Programming and Planning MeetingMKThink Strategy
This document summarizes a meeting to discuss the space blocking and program layout for University of California Hastings College of the Law. It reviews the proposed conceptual organizational model which groups clinics, centers, and other program spaces. Requirements for enclosed spaces like offices are also reviewed, noting additional walls, electrical, lighting, HVAC, and other systems needed. Standard office sizes are established for different user types. A breakdown of proposed square footage allocations is also provided.
The document summarizes a meeting for a digital signage programming project at Golden Gate University. It discusses personas that have been developed for different types of users on campus. It also reviews the project schedule and agenda for an upcoming journey mapping workshop. Additional personas were added to represent more user groups like international students, undergraduates, and prospective students. Guiding principles for the content and functions of the digital signs were presented.
The document summarizes three potential scenarios for blocking space in Kane Hall at UC Hastings College of the Law. Scenario 1 prioritizes flexibility and clear delineation between programs but limits identity development. Scenario 2 optimizes identity development but could limit expansion. Scenario 3 relocates journals and most classrooms to the first floor to activate the space and follow campus planning goals, but reserves the first floor for future uses. The scenarios are compared based on pros and cons related to flexibility, identity, traffic flow, and responsiveness to the long range campus plan.
The document outlines five scenarios for blocking out space for programs relocating to the 1st and 6th floors of 200 McAllister Hall at UC Hastings College of the Law. Scenarios 1 and 2 prioritize directly translating the conceptual organizational model, while Scenarios 3 and 4 aim to maximize flexibility. Scenario 5 works around existing infrastructure. Floor plans are provided for the different scenarios, which were discussed at a space blocking meeting to help finalize the relocation program.
This document outlines an agenda and materials for a meeting regarding the development of digital signage at Golden Gate University. It includes a schedule, guiding principles for content on the signs, and the beginning of persona profiles to help define needs and functions for different types of signage users. Next steps are to further develop requirements and select appropriate vendors.
The document provides an agenda and overview for a meeting to discuss programming and planning for Kane Hall at UC Hastings College of the Law. It includes an introduction of the consulting firm MKTHINK, an overview of the project goals and engagement process, and an assessment of existing conditions including space plans and inventories of current uses in 100 and 200 McAllister buildings. The discovery phase involves understanding the existing space allocation and constraints to inform future planning scenarios.
The document outlines an initial meeting to kick off the development of a digital signage program for Golden Gate University, including an overview of the process, context on the university's current analog signage and how digital signage can provide additional engagement and content, developing personas to represent key audiences, and next steps to refine guiding principles and requirements.
This document summarizes a meeting to discuss renovations and upgrades to the 5th floor west wing at Golden Gate University. The meeting agenda covers the project scope, classroom inventory, finalized test fit layout, space program, and auditorium configuration options. Renovations will include right-sizing classrooms, general upgrades to the west wing, and creating a new auditorium. Two test fit options were presented that layout the classrooms in different configurations to meet the university's classroom needs.
This document summarizes a meeting between Golden Gate University and a design firm regarding renovations to the university's 5th floor and other areas. The meeting agenda included reviewing the project scope, test fits of classroom layouts, a space program, and digital signage plans. For the 5th floor, the scope involves right-sizing classrooms, creating a new auditorium, and building infrastructure upgrades. Two test fit options were presented to optimize classroom sizes. The space program compared existing and proposed areas for instructional, common, office and support spaces. Digital signage concepts and precedents from other universities were also reviewed.
The document discusses Phase 7D of a remodeling project at Golden Gate University. It includes an agenda for a kick-off meeting covering an overview of the process, project schedule and scope, classrooms, and a mapping exercise for a new 5th floor auditorium. The project involves right-sizing classrooms, upgrading HVAC, electrical, and IT systems, and potentially repurposing existing auditorium and moot court spaces. Classroom renovations aim to improve flexibility, technology, acoustics, and lighting.
This document summarizes plans to renovate classroom and office spaces at Golden Gate University's 536 Mission St location in San Francisco over several phases. Phase 7D involves renovating the 5th floor west wing, including relocating the existing auditorium space to create larger classrooms with movable walls that can also function as an event space. The renovation aims to optimize classroom sizes to match enrollment data and create more study areas for students.
The document provides an agenda and materials for a UC Hastings Kane Hall Programming & Planning Committee meeting. The agenda includes updates on timelines and space planning, a review of conceptual organizational models, and proposed conceptual organizational models. Key details include a space program test-fit showing existing space needs exceed available relocation space, and conceptual organizational models proposing different layouts of offices, workstations, resources, and meeting spaces for faculty, clinics, journals, and students.
Conceptual Organizational Model Presentation - 140407MKThink Strategy
The document discusses plans for programming and planning the use of space in UC Hastings Kane Hall. It includes an agenda for an upcoming meeting that will discuss updates to the timeline, a test-fit of program space, and review of conceptual organizational models and potential shared resources. Three conceptual organizational models - Main Street, Spectrum, and Clustered - are proposed and diagrammed to show different approaches to organizing clinics, centers, journals, and other functions within the available space.
More Related Content
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The document discusses five conceptual organizational models for restructuring the space at Golden Gate University's San Francisco campus. Option 1 groups all programs together under one university identity. Option 2 separates spaces by activity level from quiet to noisy. Option 3 prioritizes school identity and includes shared academic spaces. Option 4 also prioritizes school identity but gives the law school its own space. Option 5 further separates each school and program into distinct spaces with minimal shared areas.
The document summarizes a meeting agenda for a focus group of deans at Golden Gate University. The agenda covers remembering the project scope and objectives, conceptual organization models for the university, high impact areas like the university library and one-stop-shop, and next steps. It provides context on master planning and programming for remodeling phases at GGU to foster a superior environment for students, faculty, and staff.
This document summarizes research and conceptual planning for redesigning the Golden Gate University library space. It examines options for incorporating individual and collaborative study areas, seating arrangements, high-density book storage solutions, and circulation data to inform a future conceptual organizational model. Key considerations included providing adequate study spaces for average class loads, consolidating print volumes through compact shelving, and balancing quiet and noisy areas to accommodate different student needs.
ACRL Poster Indiana University RPS LibrariesWillie Miller
- The document describes Indiana University Bloomington's Residence Hall Libraries system which consists of 12 libraries and media centers located in campus housing.
- The system is operated by the university's Division of Residential Programs and Services and managed by a librarian, with centers supervised by graduate students.
- The total collection size is 65,000 volumes and had over 160,000 visitors in 2009-2010. Operating hours are evenings and weekends during the academic year.
The document discusses plans for renovating Golden Gate University's library. It provides an agenda for a steering committee meeting that includes debriefing a workshop, updating plans for the university library, and reviewing a conceptual organizational model. The model proposes organizing the library's space into layers from most interactive areas to more quiet study spaces. It also references a case study of another university library's floor-by-floor division of space between study, browsing, and gathering areas.
The document provides information on conceptual programming scenarios for Golden Gate University's library remodel project. It includes examples of how other university libraries organize space, such as grouping spaces by noise level, layers of activity, or functional requirements. Floor plans and descriptions of study space, collaborative space, book browsing areas, and staff spaces at sample libraries like Loyola Marymount University are presented. Services and facilities information for the sample libraries is also given.
Similar to 6/25/12 Future COM Round 2 & Survey Findings (6)
The document is a campus map of Metropolitan State University of Denver showing various buildings labeled with their names and square footages. It includes designations for areas of campus like the academic core, social core, housing, and greenspace. Buildings range in size from the Tivoli Student Union at 292,003 square feet to houses of around 1,000 square feet. Future developments are marked like a wellness center and aerospace building.
The document describes a typical day for a student named Jamie:
1) Jamie takes public transportation to campus early in the morning to study on the way. They arrive early for class and visit the writing center for help with a term paper.
2) After class, Jamie does research at the Auraria Library, getting coffee and a smoothie along the way. They work individually at the library until meeting with classmates to further develop a class project.
3) Jamie participates actively in class but notes potential technology issues. Furniture needs to accommodate wheelchair access. After class, Jamie takes public transportation home and goes straight to work with only an hour for lunch on campus.
This empathy map summarizes the experiences of two individuals - Jamie, a first generation part-time student, and Sherman B., an adjunct/full-time faculty member in his late 50s. For Jamie, the map describes feelings of being overwhelmed by the new college experience and wondering around campus trying to find resources like food and computer labs. For Sherman, it describes the challenges of getting around campus in a wheelchair, wishing for more opportunities for full-time positions and feeling the campus is not accessible and does not value adjunct faculty.
141008_Kane Hall Programming and Planning MeetingMKThink Strategy
This document summarizes a meeting to discuss the space blocking and program layout for University of California Hastings College of the Law. It reviews the proposed conceptual organizational model which groups clinics, centers, and other program spaces. Requirements for enclosed spaces like offices are also reviewed, noting additional walls, electrical, lighting, HVAC, and other systems needed. Standard office sizes are established for different user types. A breakdown of proposed square footage allocations is also provided.
The document summarizes a meeting for a digital signage programming project at Golden Gate University. It discusses personas that have been developed for different types of users on campus. It also reviews the project schedule and agenda for an upcoming journey mapping workshop. Additional personas were added to represent more user groups like international students, undergraduates, and prospective students. Guiding principles for the content and functions of the digital signs were presented.
The document summarizes three potential scenarios for blocking space in Kane Hall at UC Hastings College of the Law. Scenario 1 prioritizes flexibility and clear delineation between programs but limits identity development. Scenario 2 optimizes identity development but could limit expansion. Scenario 3 relocates journals and most classrooms to the first floor to activate the space and follow campus planning goals, but reserves the first floor for future uses. The scenarios are compared based on pros and cons related to flexibility, identity, traffic flow, and responsiveness to the long range campus plan.
The document outlines five scenarios for blocking out space for programs relocating to the 1st and 6th floors of 200 McAllister Hall at UC Hastings College of the Law. Scenarios 1 and 2 prioritize directly translating the conceptual organizational model, while Scenarios 3 and 4 aim to maximize flexibility. Scenario 5 works around existing infrastructure. Floor plans are provided for the different scenarios, which were discussed at a space blocking meeting to help finalize the relocation program.
This document outlines an agenda and materials for a meeting regarding the development of digital signage at Golden Gate University. It includes a schedule, guiding principles for content on the signs, and the beginning of persona profiles to help define needs and functions for different types of signage users. Next steps are to further develop requirements and select appropriate vendors.
The document provides an agenda and overview for a meeting to discuss programming and planning for Kane Hall at UC Hastings College of the Law. It includes an introduction of the consulting firm MKTHINK, an overview of the project goals and engagement process, and an assessment of existing conditions including space plans and inventories of current uses in 100 and 200 McAllister buildings. The discovery phase involves understanding the existing space allocation and constraints to inform future planning scenarios.
The document outlines an initial meeting to kick off the development of a digital signage program for Golden Gate University, including an overview of the process, context on the university's current analog signage and how digital signage can provide additional engagement and content, developing personas to represent key audiences, and next steps to refine guiding principles and requirements.
This document summarizes a meeting to discuss renovations and upgrades to the 5th floor west wing at Golden Gate University. The meeting agenda covers the project scope, classroom inventory, finalized test fit layout, space program, and auditorium configuration options. Renovations will include right-sizing classrooms, general upgrades to the west wing, and creating a new auditorium. Two test fit options were presented that layout the classrooms in different configurations to meet the university's classroom needs.
This document summarizes a meeting between Golden Gate University and a design firm regarding renovations to the university's 5th floor and other areas. The meeting agenda included reviewing the project scope, test fits of classroom layouts, a space program, and digital signage plans. For the 5th floor, the scope involves right-sizing classrooms, creating a new auditorium, and building infrastructure upgrades. Two test fit options were presented to optimize classroom sizes. The space program compared existing and proposed areas for instructional, common, office and support spaces. Digital signage concepts and precedents from other universities were also reviewed.
The document discusses Phase 7D of a remodeling project at Golden Gate University. It includes an agenda for a kick-off meeting covering an overview of the process, project schedule and scope, classrooms, and a mapping exercise for a new 5th floor auditorium. The project involves right-sizing classrooms, upgrading HVAC, electrical, and IT systems, and potentially repurposing existing auditorium and moot court spaces. Classroom renovations aim to improve flexibility, technology, acoustics, and lighting.
This document summarizes plans to renovate classroom and office spaces at Golden Gate University's 536 Mission St location in San Francisco over several phases. Phase 7D involves renovating the 5th floor west wing, including relocating the existing auditorium space to create larger classrooms with movable walls that can also function as an event space. The renovation aims to optimize classroom sizes to match enrollment data and create more study areas for students.
The document provides an agenda and materials for a UC Hastings Kane Hall Programming & Planning Committee meeting. The agenda includes updates on timelines and space planning, a review of conceptual organizational models, and proposed conceptual organizational models. Key details include a space program test-fit showing existing space needs exceed available relocation space, and conceptual organizational models proposing different layouts of offices, workstations, resources, and meeting spaces for faculty, clinics, journals, and students.
Conceptual Organizational Model Presentation - 140407MKThink Strategy
The document discusses plans for programming and planning the use of space in UC Hastings Kane Hall. It includes an agenda for an upcoming meeting that will discuss updates to the timeline, a test-fit of program space, and review of conceptual organizational models and potential shared resources. Three conceptual organizational models - Main Street, Spectrum, and Clustered - are proposed and diagrammed to show different approaches to organizing clinics, centers, journals, and other functions within the available space.
The document discusses initial findings from a survey on the programming and planning of UC Hastings Kane Hall. It presents results on preferences for working alone or with others, lighting, meeting locations and frequencies, and top activities and places to work. It also outlines existing conceptual organizational models for Kane Hall, including independent, co-located, clustered and scattered models. Variations on these models are discussed to address critical program areas and adjacencies.
This document summarizes MKThink's process for developing a relocation strategy for UC Hastings programs currently located on the 3rd and 4th floors of 100 McAllister. It will involve assessing current space utilization, developing scenarios to improve efficiencies and collaboration, and designing a new space for the relocated programs. A stakeholder group will provide input bi-monthly. The process will establish guiding principles and involve extensive stakeholder engagement from January to March 2014. A final design will be completed in October 2014 and construction will begin in April 2015 for occupancy in Fall 2015.
This document outlines a 3-phase renovation plan for Woodside Priory School over 3 years from 2014-2016. Phase 1 involves renovating the Church and Benedictine squares and removing portables. Phase 2 adds a new Benedictine square and 2nd floor. Phase 3 adds a new science square and assigns faculty to new and existing buildings. The plan provides building assignments for staff each phase.
131002 woodside priory programming fall 2015 spring 2016MKThink Strategy
This document provides a floor plan layout for Woodside Priory School showing the assignment of classrooms and portables to faculty for the 2015-2016 school year. Key areas include the new Benedictine Square, Church Square, and the Student Center. Specific faculty names are assigned to classrooms labeled B1 through B24 as well as rooms C2 through C12.
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Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
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Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
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Answers about how you can do more with Walmart!"
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
1. Golden Gate University
SF Remodel Project - Phase 7: Master Planning & Programming 06.25.12
2. Conceptual Organizational Models, Survey, and Benchmarking
• Conceptual Organization Model Workshop, part II
• GGU Survey 1 Initial Findings
• Preliminary Benchmarking Report
• Administrative updates
• No meeting next week, July 2
• July 9 meeting will include a progress report and new content for Objectives 4-6
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 2
3. Conceptual Organizational Model: Option 1
Layers of Activity
Opportunities
• Noisy and quiet activities naturally separated
• Collocating activities with natural “buzz”
creates pulse and energy for culture and
community, boosting the identity of the
University at large Instruction
• Schools have distinct identities for student- Instruction
facing and staff activities
• Faculty are collocated with
colleagues from their Instruction
school while being Relaxation
Quiet/
Administration Relaxatio
proximate to faculty from Scheduled
SGA
other schools; a central Casual LAW
Lounge Study LIBRARY Book Storage
faculty lounge provides Study
opportunities for Learning Learning Gathering(loud, informal)
collaboration among all Library Support Support Interaction Book
Services Front-
faculty
Staff Staff Dining (Café) Browsing
facing
• Adjacent faculty offices Books Student
UNIVERSITY Casual tore Services
allow easy LIBRARY Book Library
Study
accommodation of shifting Browsing (loud, informal) Informal Back-of- Staff
“Drop-In” House LAW
head counts Meeting Student SCHOOL
Quiet/ Services
• Law School has distinct
space Scheduled
Law
Book Storage Study Formal Hub Faculty
“Scheduled” Activitie
Meetings AGENO
Hub s
Tax
Hub Accounting U.G. Faculty
Hub PLUS Hub
Hub Activitie
Faculty s
Faculty
Activitie Faculty Activitie
Faculty
Activitie Activities
Faculty SCHOOLS
s Lounge
Challenges
• Slightly less identification with schools and programs
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 3
4. Conceptual Organizational Model: Option 2
Law School School Focus
Book
Storage Staff AGENO Opportunities
Activitie School of Business • School identity prioritized
Faculty
Activities • Central social/service hub creates
Quiet/ community and encourages informal
Scheduled Gathering interaction
Study Meeting Gathering Staff
• Shared academic quarter promotes
(includes SBA) Meeting Activitie efficient use of space
• Autonomy for schools to create unique
Academic Quarter Social & Service Hub atmospheres for faculty, staff, and
interaction activities
Quiet/ Student
Book Scheduled Casual • Distinct space for the Law School
Storage Services
Study Study (loud,
informal)
SGA
Lounge Faculty
Library & Learning Challenges
Activities
Learning
Support Gathering Book • Less identification with the University at
Support large
Staff Services Interaction Store
• Potential for redundancies in some
space spaces
Student Relaxation Undergraduate • Reduced ability to accommodate
Programs faculty / staff growth
Services
Instruction
Gathering Staff
School of Meeting Activities
Tax and Accounting Student Services in the Hub could
include:
Faculty
Activities •Accounts Payable
Gathering •Alumni Services
Meeting •Financial Aid
PLUS •International Admissions & Advising
Faculty Services
Gathering Staff
University Activities Meeting Activities
•Office of Student Affairs
Administratio Staff •Wellness
Activitie •Counseling
Faculty
Activities
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 4
5. Qualitative Investigation: GGU Survey 1 Initial Findings
Overview
Near-term timeline for survey interpretation & future engagement
• 7/23: Deeper dive into GGU Survey 1 findings
• August: Based on Survey 1 results, generate Survey 2
• Mid-September: GGU Survey 2 launch
GGU Survey 2: Potential Content Areas
• Office inventory & utilization patterns
• Classrooms preferences & pedagogical approaches
• Computer labs
• Deeper dive into student feedback
Communication Strategies
• Inform GGU community of Master Planning & Programming project
scope – discuss timing and delivery approach
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 5
6. GGU Student Survey Responses
Demographics Overview
School/Department Affiliation International/Domestic In Person/Online Program
Undergraduate Programs
4% Online
School of Taxation International Student 7%
Combination of online and in person program
11% 22%
School of Business 27%
36%
School of Law
33%
Domestic Student In Person
School of Accounting 78% 66%
16%
Full-time/Part-time Undergraduate/Graduate
Undergraduate
10%
Part-time
34%
Full-time
66%
Graduate
N = 213
90%
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 6
7. GGU Faculty/Staff Survey Responses
Demographics Overview
Primary Affiliation School/Department Affiliation Length of Affiliation
Undergraduate Programs
4% Less than 1 year
Part-Time Staff
Full-Time Faculty School of Taxation 14%
9%
19% 2%
School of Accounting 10 years or more
3% 30%
Ageno School of Business 1 – 2 years
19% 11%
Adjunct Faculty Other*
11% 47%
2 – 4 years
8 – 10 years 13%
Full-Time Staff 9%
61% School of Law 6 – 8 years 4 – 6 years
25% 8% 16%
*Response rates from other departments
had an equal distribution of 0.5%-6.6%
N = 196
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 7
8. GGU Student Survey Responses
What do you typically do when you are on campus?
Attend classes 92%
Use various aspects of Student Services 23%
Work with my study groups 33%
Study 73%
Meet with Faculty 20%
Engage in extra curricular activities 14%
Eat 36%
0% 25% 50% 75% 100%
N = 213
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 8
9. GGU Student Survey Responses
How frequently do you study in the GGU Libraries?
N = 213
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 9
10. GGU Student Survey Responses
Top 3 Restaurants, Businesses, & Outdoor Spaces
Do you frequent any restaurants, businesses, or outdoor spaces within close proximity to GGU?
Portico Restaurant 10%
Restaurants
No
Neetos 7%
36%
Chipotle 7%
Yes
64% 0% 3% 5% 8% 10%
Walgreens 32%
Businesses
7 Eleven 6%
Chase Bank 6%
0% 10% 20% 30% 40%
Outdoor Spaces
Chase Building Plaza 14%
536 Mission entrance 9%
Yerba Buena Gardens 9%
N = 213 0% 4% 8% 11% 15%
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 10
11. GGU Faculty/Staff Survey Responses
Top 3 Restaurants, Businesses, & Outdoor Spaces
Do you frequent any restaurants, businesses, or outdoor spaces within close proximity to GGU?
Chipotle 13%
Restaurants
No
21%
Starbucks 10%
Peet's Coffee 7%
0% 3% 7% 10% 13%
Yes
79%
Walgreens 32%
Businesses
Patrick & Co. 6%
Alexander Book Co. 4%
0% 10% 20% 30% 40%
Outdoor Spaces
555 Mission rooftop garden 17%
Yerba Buena Gardens 14%
Chase Building Plaza 10%
N = 196 0% 5% 9% 14% 18%
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 11
12. GGU Student Survey Responses
What are your top 3 most frequented places at GGU?
Library 28%
classrooms 12%
6th floor student lounge 10%
Law Library 9%
Café, 40 Jessie 6%
elevator lobbies 5%
NA 2%
Room 4218 Computer Lab 2%
student lounge 2%
Bookstore 2%
5th floor elevator lobby 1%
Plaza courtyard 1%
>3* 18%
0% 8% 15% 23% 30%
N = 213
*less than 3 respondents for other choices
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 12
13. GGU Faculty/Staff Survey Responses
What are your top 3 most frequented places at GGU?
Office 30%
cube/desk 6%
GGU Café 6%
classrooms 4%
Library 4%
Law Library 3%
Plaza courtyard 3%
elevator lobbies 2%
ASOB Offices 2%
NA 2%
Room 4218 Computer Lab 2%
University Library 2%
>3* 36%
0% 10% 20% 30% 40%
N = 196
*less than 3 respondents for other choices
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 13
14. GGU Student Survey Responses
In what type of space do you work most effectively?
Totally quiet in a private space (e.g., carrels) 27%
Totally quiet in a community-oriented space (e.g., reading room, library) 33%
Some ambient noise in a private space (e.g., cubicle, playing music in your private space) 19%
Some ambient noise in a small group space (e.g., elevator lobbies, tables in hallways) 12%
Buzzing noise and action in a community-oriented space (e.g., Café) 4%
Other 5%
0% 10% 20% 30%
N = 213
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 14
15. GGU Faculty/Staff Survey Responses
In what type of space do you work most effectively?
Totally quiet in a private space (e.g., office) 61%
Totally quiet in a community-oriented space (e.g., conference room, library) 8%
Some ambient noise in a private space (e.g., cubicle, playing music in your private space) 28%
Some ambient noise in a small group space (e.g., elevator lobbies, tables in hallways) 2%
Buzzing noise and action in a community-oriented space (e.g., Café)1%
Other 5%
0% 18% 35% 53%
N = 196
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 15
16. GGU Student Survey Responses
What work space amenities are most important to you?
N = 213
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 16
17. GGU Faculty/Staff Survey Responses
What work space amenities are most important to you?
Qualitative additions
• Restrooms
• Air circulation
• Soundproofing
• Security
N = 196
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 17
18. GGU Student Survey Responses
When you are on campus, where do you source your food?
The Café 14%
Bring food from home 28%
Student Lounge vending machines 10%
Walk to a restaurant near campus 40%
Other 7%
0% 13% 25% 38% 50%
N = 213
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 18
19. GGU Faculty/Staff Survey Responses
When you are on campus, where do you source your food?
The Café 7%
Bring food from home 38%
Student Lounge vending machines 1%
Walk to a restaurant near campus 45%
Other 9%
0% 13% 25% 38% 50%
N = 196
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 19
20. GGU Faculty/Staff Survey Responses
Where do you typically eat while on campus?
At my desk 60%
The Café 3%
Local restaurant 11%
Staff/Faculty lounge 8%
Outside 6%
Student lounge (6th floor) 2%
Other 10%
0% 18% 35% 53% 70%
N = 196
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 20
21. GGU Faculty/Staff Survey Responses
How frequently do you use a conference room?
Daily 9%
Several times per week 35%
One time per week 18%
Monthly 21%
Almost never 17%
0% 10% 20% 30% 40%
N = 196
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 21
22. GGU Faculty/Staff Survey Responses
For what purposes do you use a conference room?
Formally scheduled meetings 87%
Impromptu meetings 55%
Conference calls 31%
Social events 30%
Confidential meetings (e.g., interviews, reviews, students meetings) 44%
Other 13%
0% 23% 45% 68% 90%
• Large work surface; production area for work projects
N = 196
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 22
23. GGU Faculty/Staff Survey Responses
What is the total number of people you typically meet with in a conference
room?
1–2 15%
3–5 35%
6–9 36%
10 – 15 9%
15 or more 4%
0% 10% 20% 30% 40%
N = 196
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 23
24. Qualitative Investigation: GGU Survey 1
Additional Questions: Results Forthcoming (Late July)
• What time did you typically arrive at/leave GGU?
• What is your primary mode of transportation to and from campus?
• Where are you typically coming from/going to when you arrive on/leave campus?
• What space on campus allows you to be the most productive while learning/
working?
• When moving between floors, which path do you take most often?
• How often do you frequent the outdoor plaza patio?
• Students: With which student group(s) are you affiliated?
• Students: Do you use a locker at GGU?
• Faculty/Staff: What additions and/or changes to existing spaces on campus would
allow you to improve your productivity and overall effectiveness?
proprietary and confidential
Golden Gate University SF Remodel Project - Phase 7: Master Planning & Programming MKTHINK 24
Editor's Notes
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Benchmarking the structure and performance of GGU reveals it’s niche in a larger system of educational options for prospective Business and Law students. GGU has a number of qualities that allow it to stand out among a field of its peers, and can be used to build its profile as a unique and rewarding institution. The following metrics represent the current standing of several GGU programs as they compare to a selection of similar offerings at other Universities, and can be used as a baseline from which to grow in deliberate ways in the future.\n