PROPOSAL FOR A KNOWLEDGE COMMUNITY UTB 2.0

CHOICE

The University of Texas system will determine the futurelocation of the University of Texas at Brownsville and thecurrent choices appear to be either an URBAN or GREENFIELDcontext. These two markedly diff erent futures for securingthe mission of UTB must consider both short- and long- term interests of the institution.

For the purposes of this proposal, three categories of infl uenceare used to evaluate a plan to expand UTB within [greater]Downtown Brownsville. These include: Form, Economics, & the UTB 2.0 model for student, regional, and institutional success.

PROBLEM STATEMENT

To develop a design program and economic model for establishing [greater] Downtown Brownsville as a knowledgeneighborhood leveraging the economic and social impact of the local academic institutions to 1) meet UTB’s short-term and long-term needs and mission, 2) develop connectionsbetween the existing Texas Southmost College campus,Historic Downtown, and future UTB Academic Village, 3) support the entrepreneurship of local businesses, and 4)steward the success of students and well-being of the region.

BCWORKSHOPCANNON DESIGNCDC BROWNSVILLEPUBLIC ARCHITECTUREU3 VENTURES

SYSTEM OBJECTIVES

The UT System has established a clear set of objectives guidingthe activity of the institution. UTB’s future campus growthoff ers a unique opportunity to create a physical environment that can support and signifi cantly advance these objectives.

ENHANCING STUDENT SUCCESS

RESEARCH, COMPETITIVENESS + TECH TRANSFER

IMPROVING HEALTH IN TEXAS

ARTS AND CULTURAL CONTRIBUTIONS

IMPROVING PRODUCTIVITY AND EFFICIENCY

INTEGRITY, ACCOUNTABILITY, + PUBLIC TRUST

[GREATER] DOWNTOWN VILLAGE

Cultural identity of the urban city attracts and retains students and faculty.Students and faculty engage and contribute to the culture of Brownsville.Music program is enriched by local arts culture through community attendance and participation.

Urban presence increases public understanding of the UT system.City and University partnership positions UTB as a national model of leadership.UTB further invests in its home-base city.

Cyclical relationships between health care and education increase community health care knowledge base.Green spaces, bikeability, and public transit encourage student health.Community provides readily available patient populations and health access for the community improves.

Access to existing resources within Brownsville increases research capabilities. City is an urban laboratory for public health research and practices.UTB provides civic leadership to Brownsville/Lower Rio Grande Valley.A regional/global healthcare competitor is supported by an integrated working environment.

Proximity of student residences to campus reduces travel time and expenses.Connection to local economy provides access to competitive workforce.Urban presence closes the gap between primary education and the University.International and non-local students are supported by diversity of housing, walkable neighborhoods, community resources, and cultural institutions.

UT STRATEGIC PLAN

Shared services between the city and University promote dynamic interaction.Reuse of buildings and previously developed land preserves open/farm land.Minimized redundancy of existing systems, physical assets, and transportation infrastructure decreases development cost.Flexible campus that avoids monofunctional spaces and is used year round.

CONTEXT

HHHHHHIHIHHHHHHHHHHIHHHIIIHHHHHHHHHHIISTSSSSSSTSTTTTSTTTTTSTSSSSSSSSSSSSTTTTTTTSTTTTTSSSSSSSSTTTTTTTTTTTOOOOOOORRRRROOOOOOOOOOOOOOORRRRRRRRRROROOOOOOOOOOOOOORRRICCCCCCCCIIICCCCCCCCCCCCCCCIIIICCCCCCCC DDDDODDDOOOOOOOOODOOODDDDDDDDDDDDDDDODDDOOOOOOOOOOOODDDDDDDDDDDDOOOOOOOOOOOOOOWNWWNWWWNWNWNWNNNNNNNNWWWWNWNWNWWWNWNNWWNWWNWWWWWWWWWWWWWNNNNNNTTTTOTTTOOOOTOOOOOOTOTOOOTTTTTTTTTTTOOOOOOOOTTTTTTTTOOOOOOOOOOOWWNWNWWNWWWNWWWWWWNNNNNNNWWWNWWWWWWWWWWWWWWWWWWWNNNNNNNNNNNWWWWWWWWWWWWWWWWWWWWNNNNNNNNNNHISTORIC DOWNTOWN

UTUUTUTUUUUUUUUUUUUTUUUTUUUTTUTTTTTTTTTTTTTTTTUUUUUUUUUUUUUTTTTTTTTTTTTTTTTTTUUUUUUUU BBBBBBBBBBBBBBBBBBBBBBBBBB +++++++++++++++++++++ + +++++++++++ TTTTTTTSTTSTTTSSSSSSSTSSSSSSSSTTTTTTSSSSSSSSSSSSSSSSSSSSSSSSSSSSCCCCCCCCCC CCCCCCC CCCCCCCCCCCCCCC CCCCCCCCCCCCCCCCC CACCCCACCACACCACCACCCCCACACCCAAAACAAAAAAAAAAAAAACCACACCCCCCACCCCCCCAAACAAAAAAAAAAACCCCCCCCCCCC MMMMMMMMMMMMMMPMPMMMMMMMMMPPPPPPPPPPPPPPMPMPMMMMMMMMMMMMMMMMPMMMMMPPPPPPPPPPPPPUUUUUUUUUUUUUUUUUUUSSSUSSSSSSSSSSSSUUUUUUUUUUUUUUUUUUUSSSUSSSSSSSSSUUUUUUUUUUSUUUUUUUSSSSSSUTB + TSC CAMPUS

WWEWWWWWEEEEEEEWWWWWWWWEWWWWWWWWWWWWEWWWWWEEEEEEESSSTSTTTSTSSSSSSSSSTTTTTTTTTTTTTTTTSSSSSSS BBBBBBBBBBBBBBBBBBB ORRORORRROOROORRRRRRRRROOOROOOOOOOOOOOOOOOOOOOOOOOOOOOOOOWWWWWWWWNWNWWWWNNNNWNWNNNWWWWWWWWNWWWWNNNNNNNNSSSSVVVVVVVSSSSSSSSSSSSVVVVVVVVVVVVVSVSSSSSSSSSSSS ILLLIIIILLLLLLLLLLLLLLLLLEEEELLLLLLLLLLELLLEEEEEEEEEEWEST BROWNSVILLE

MMMMMMMMMMMIMMMMMMMMMMMMMMMIIIITTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTTEEEEEEEEEEEEEEE CUUUUUUCCCCCCCCCCCCCCCUCCCCCCCUUUUUCUUUUUUUUUUCCCCCCCCCCCCCCUUUUUUUUUUUUULTTTTLLLLLLLTLLLLLTLTLTLTTTTTTTTTTTTTUUUUUUUURRRUUUUUUUUUURUURRRRRRRRRRRUUUUUUUUUUU AALLLLLAAAAAAAAAAAAAAAAAAAALLLLLLLL DDDDDDDDDDDDDDDDDDDD SSISSSSSIIIISSSSSSSSSSSSSSSSSSSSSTTTRTRRRTTTTTTTTRTRTTRTTTRRRRRRRRICCCCCIIICICCCCCCCCCCCCCCCCCCCCCCCCCCCTTTTTTTTTTTTTTTTTTTTMITTE CULTURAL DISTRICT

SSSSOOOOOOSOOOOSSSSSSSSSSSOSOOOOOOOOOOOSSSSSSSSSSOOOOOOOOOOOOOOUUUUTUUUTUTUTUUUUUUTUUUUTUUTTTTTTTTTTTTTTTTUUUUUUUUUUUUU HHMHMHMMMHMHMHMHHHHHMHHMHHHHHHHMMMMMMMMMMHMOSOOSSSOOSSSSSSSOOOOOOOOOOOOOOOOOOSOSSSSOOSOOOOOOOOOOOSSSSSSSSTTTTTTTTTTTTTTTTSOUTHMOST

BBBBUUUUBBBUUBBBBBBUBBUBBBUBBBBBBUBUBBUBUUBBBUUBBUBBBUBBBBBUBBUBBUUU NNENENNENNNENNNEEENEEEENEEEENNNNNENNEEEE A AAAAAAAAAAAA AAAAAAAAAA VVVVVVVIVVIVIVIVVVVVVV DDAADADAADADDDDDADDDDADDADDDDDDADDADAAADAAAAAADAAABUENA VIDA

VVVVVVVVVVVVVVVVVVVVVVVVVIIIVIVVVVVVVVVVVVVVIIIIILLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA VEEVVVVEVEEEEEVEVEVEVVVVVVVVVEEEEEEEEEEEEEVVVVVVVVVVVVVVVVVEEEEEEEE DRDRRDDDRDDDDDDRRRRRRRRDRRDDDDDDDDDDDDDDDDDRRRRRRRRRRRRRRRDDDDDDDRDDDDDDDRDDDDDDDDDDDDDDDDDDDEEEEEEEEEEEEEEEEEEEEEEEEEEEEEVILLA VERDE

UTB will grow to a 20,000-student university of national and international prestige. The way in which the physical characteristics of the institution are created will be directly related to the context where the institution resides. Thechoices available include both opportunities and challenges.

If we evaluate the choices based upon short- and long-term RGV development patterns, the dynamic requirementsnecessary to create an innovative learning environment, as well as student success, there is a very strong argument toremain in [greater] Downtown Brownsville.

In order to achieve UTB’s mission, the choice to remain in[greater] Downtown Brownsville will:

HAHAHAHAHAHAAHAHAAHAAAHHAHAAHAA LRLLRLRLLLRLLRRLLRRLRLRLLIINININNIININNNNINNINNNINNGGEGEGEEEGEEGEGEGEGEGGGGEEGG NNNNNNNNNNNNNNNNNNNNNNHARLINGEN

ASASASASASASSAAASSAAAS NNNNNNNNN BEBBEBEBEBBBEBBEBEBENNINNINNNNINNINNINIITTOTOTOTTTOTOTOTOTOTOTOTOOTOTTTOTTOSAN BENITO

MAMAMAAAMAMAMMAMAMAMAMAM TATATATAATATATAATAATAATAAAMOMMMOMOOOOOMOMMMOMOMOMOMOMOORORROROOOOROROOROOROSSSSSSSSSSSSSSMATAMOROS

OLOLOLOLOOLOLOLOLOOLOLLLLLOOLOOS SSSSSSSSSSS SSS FFRFRFRFRFFRFRRRRFRFFRFRESSEESESEESESSSESEESESESESESSSSNONONOOOONNOOONONOOONOONNONNONNOOSSSSSSSSSSSSLOS FRESNOS

TEXAS

HISPANICWHITEBLACK

AM. INDIANASIANOTHER

TEXAS

BROWNSVILLE

AVERAGE PER CAPITA INCOMEMEDIAN HOUSEHOLD INCOME

$45K $30K$15K

POVERTY RATE

TEXAS16.8%

secure long-term needs of 300+ acres of land while also securing the short-term functional needs of 500,000 sqft of existing, new, and renovated space;

generate local economic investment in UTB jobs, public space, & transportation systems;

continue proximity to feeder schools and maximum number of projected college age attendees, as well as continue to reduce student burden associated with transportation.

BBBBRRRRRRRBBBBBBBBRRRRRROOOOOOOOOOWWWOWWWWWWWWWWOWWWWWOOOOOOOOOOWWWWWWNNNNNSSNNNNSNSSSSSSNNSNNNSSSSSSSSVVVVVVIVIIVVVVVVVVIVVV LLLLLLLLLLLLLLLLLLLLLLLLLLLLEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEBROWNSVILLE

[[GGGGGGGGGGGG[[[[G[G[GGGGGGGGGGGG[[[[[ ERREREREEEERRRRERRRRREEEEEEATTAATATAAAATTTTTAATAATATAATTTTTT REEREEEEERERRREEEEEEEERRRRRRRRR]]]]]]]]]]]]]]]] DDDODODOODODODODOODOODOOODDDDDDODODDDDOOOOOOOODOOWWWWWWWNNWWNWNWNNNWNNWWWWWWWWWNWWWWWWWWWWWWNNNNNNNNTTOOTOTOTOTOTOTOTOTOTOOTOTTTTTTOTOOOTOTOWWNNWNWNWNWWWWWWWNNNWWWWWWWWWWNWWWWNNNNNNNN][ ][GREATER] DOWNTOWN

USA

MEXICO

ETHNICITY INCOME

BROWNSVILLE

31%12%12%4%4%

12%12%

40%40%

9%9%

7%7%

82%

BROWNSVILLE35.8%

FORM

ACADEMIC VILLAGE

EEEEURUURBABAN VIVIVVILLLLLLLAGGGAGEURBAN VILLAGE

AAAAAAAAAAAAAAAAAVAVAVAVAVAVAVAVAVAVAVAVAVAVAVAVAVVAILILILILILILLILLILILLIILLABABABABABABABBBBBLELELELELELELELELELELELEL LLLLLLLLLLLLAANANANANANANANANANAANAND_D_DD_D_DD____1313131313131313131333333 AAAAAAAAAAAAAAAAACRCRCRCRCRCRCRCRCRCRCRRCRCRC ESESESESESESESESESESESE BBBBBBBBBBBBBBUIUIUIUIUIUIUIUUIUUU LDLDLDLDLDLDLDLDLDLDDLDLDDDLLL INININININININNINNNGGGGGGGGGGGGGGG SQSQSSQSQSQSQSQQQFTFTFTFTFTFTFTFTFTFTFFFTFT_4_44_4_4_ 10101010101010100001 ,1,1,1,1,1,1,1,1,1,1,11,1282828282828282828282828228282882 SSSSSSSSSSSSSSSSQFQFQFQFQFQFQFQFQFQFQFQFQQQ T T T T T T T T TTTT ONONONONONONONONONOONONONOONON-S-S-S-S-S-S-SSSSS-S-SSITITITITITITITTTITEEEEEEEEE PAPAPAPAPAPAPAPAPAPAPAPAPPP RKRKRKRKRKRKRKRKRKKKINININININNINNG_G_G_G_G_G_G_G___G_5252525252525252525225252229 9 99 9 9 9 99 9999 9 SPSPSPSPSPSPSPSPSPSPSPSPSPSPSPSPACACACACACACACACACACACACAAACESESESESESESESESESEESES

ONONONONONO -S-SSS-STRTRTRTRTRTRTRTRTRTRTRTRTRTTRT EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEET TTTTTTTTTTT PAPAPAPAPAPAPAPAAAAARKRKRKRKRKRKRKR INININININNINNNNG_G_G_G_G_G_G_G_G_GGG_GG 242424242424242424242424422488 8 8 88 8 8 888 88888 SPSPSPSPSPSPSPSPSPSPSPSPSPSPPPACACACACACACACACACACAACCACACESESESESESESESESESESESESEES

AVAVAVAVAVAVAVAVAVAVAVVAVAVAA AIAIAIAIAIAIAIAIAIAIAAAIA LALALALALALALALALALAALALAAAAAABLBLBLBLBLBLBLBLBLBLBLBLBLBLBLBLBLEEE E E E E E E E EE E E E LALALALALALALALALALALALALALAALALANDNDNDNDNDNDNDNDNDNDNDNDNDNDNDNDNDN _3_3_3_3_3_3_3_3_3_3_3_33_3_33_3348484848484848484848484848448848 AAAAAAAAAAAAAAAAACRCRCRCRCRCRCRCCRCRCRCRCRCRCRCRCRESESESESESESESESESESESESESESESSEUTUTUTUTUTUTUTUTUTUTUTUTUTUTUTUTBBBBBBBBBBBBBBB EXEXEXEEXEXEXEXEXEXEXEXEEE ISISISISISISISISISISISISISISISIISISTITITITITITITITITTITITITITTIINGNGNGNGNGNGNGNGNGNGNGNGNGNGNNGNG BBBBBBBBBBBBBBBBBUIUIUIUIUIUIUIUIUUIUIUUIUIUIUIU LDLDLDLDLDLDLDLDLDLDLDLDLDLDLDLDDINININININININININNININININININININGGGGGGGGGGGGGGGG SQSQSQSQSQSQSQSQSQSQSQSQSQSQSQSQSQFTFTFTFTFTFTFTFTFTFTFTFTFTFTFFT_5_5_5_5_555_55_555556060606060606060606060606060606 ,9,9,9,9,9,9,9,9,9,9,9,9,99,99911111111111111111111111111111111 SSSSSSSSSSSSSSSSSQFQFQFQFQFQQFQFQFQFQFQFQFQFQFQFQFQFFT T T T T TT T TT TT TTT T T

URBAN FORM

For the fi rst time ever, the majority of humanity lives inan urban setting. This fact, coupled with projections of population growth has forced the issues of urbanism to theforefront of future opportunities and challenges.

The [greater] Downtown Brownsville urban form off ers thepotential to maximize the UT System and UTB’ s resourcesby capitalizing on existing systems and physical assets,anticipated population growth, contemporary settlement patterns, and sustainable practices.

Additionally, the volatility of academic learning must alsoconsider a traditional strategy while allowing for the potential discovery of new models. The single most important asset toaccomplish this objective is LAND.

[Greater] Downtown Brownsville has the land necessary for traditional development in proximity to UTB’s existing assetsand within a larger urban form.

CITY OWNEDACRESLAND_119 9 ND

74 SQFT_ , 74 SQFTBLDG _114,47777 OPEN MARKET_43 ACRESLAND_4__43_ ,_ ,G _298,654 SQFTBLDG TG TDG _298,654 SQFT

URBAN VILLAGEACADEMIC VILLAGE

CITY OWNEDUTB OWNED

CITY NEGOTIATEDOPEN MARKET

360 ACRES 971,039 SQFT

AVAILABLE LAND AVAILABLE BUILDINGS LAND OWNERSHIP BUILDING OWNERSHIP

96%4%

58%

42%

360 ACRES 971,039 SQFT

33%

12%12%

23%23%32%

12%

30%30%

58%

FORM

EEEEEEEEEEEEUUURURUURRURRUURUU BABABBABABANN VVVVIVIVIV LLLLLLLLLLLLLLLLAGAGAGAGAGAGAGGAGA EEEEEEEURBAN VILLAGE

7_7_7_7_7_7_77_ACACACACACAACACACACACACAA ADADADADADADADADAADADADADADDA EMEMEMEMEMEMEMEMEMEMEMEMMEMEMMICICICICICICICICICICICCCCC CCCCCCCENENENENENENENENENNENENNTETETETETETETETETETET RR_R_R_R_R_R_R_RR_R__161616161600,0,0,0,0,0,0,0,0 000000000000000000000000000 0S0S0S0S0S0S0S0S0S0S0S0S00 QFQFQFQFQFQFQFQFQFQFQFQQ TTTTTTTTTTT8_8_88_8_8_88_8_88_8_8_BUBUBUBUBUBUBUUBUBUUUUBUSISISISSISSSISISISISSS NENENENENENENENENENENENNEN SSSSSSSSSSSSSSSSSSSSSSSSSSS SSSSSSSSSCHCHCHCHCHCHCHCHCCHCHCHOOOOOOOOOOOOOOOOOOOL_L_L_L_L_LLLLL 12121222222227,7,7,7,7,7,7,7,7,7,7,0000000000000000000000000000S0S0S0S0S0S0S0SSS0S0SSQFQFQFQFQFQFQFQFQFQFQQFQQ TTTTTTTTTTT

9_9_99_9_9_9_99 MUMUMUMUMUMUMUMUMUMUMUMUUUUUSISISISISISISISISISIS C C C C CCCCCCC PRPRPRPRPRPRPRPRPRRPRPRROGOGOGOGOGOGOGOOGOGOGO RARARARARRARARRRR M_M_MM_M_M_M_M_M___6060606060606060606060600,0,0,0,0,0,0,0,0,0,0,0000000000000000000000000000SQSQSQSQSQSQSQSQSQSQSQSQS FTFTFTFTFTFTTFTFTFTFT101010101010101010101010_KK_K_K_KK__ INNININESESESSSESSSIOIOIOIOIOIOIOIOIOOIOIOIOOIOLOLOLOLOLOLOLOLOLOLOLOLOLOOGYGYGYGYGYGYGYGYGYGYGY ++++ GGGGGGGYMYMYMYMYMYMYMYMYMMYMM_4_4_44_4_4_4_4_4_4_4_4441,1,1,11,1,1,1,1,,11,1 0000000000000000000000000000 0S0S0S0S0S0S0S0S0S0S0S0SSQFQFQFQFQFQFQFQFQFQFQFQFQ TTTTTTTTT

|||||||||ACADEMIC VILLAGE | NEW FACILITIES666_6_6_6_6_6_6_6_6_6_6_6__66_666__LILILLILILLILLLILIILIL BBBRBRBRBRBRBRBRBRBRBRBRBRBRBRBRBBBB ARARARARARARARARARARRARARAARARRY YYY Y Y Y Y YY INININININNINNNNFOFOFOFOFOFOFOFOOOFOFOOOFOOOOFOFOOORMRMRMRMRMRMRMRMRMRMMRMRMRMRRRRRMAAATATATATATATATATATATATATAATTATTTATIOIOIOIIOIOIOIOOIOOIOOOOOOONNNNNNNNNNNNN TTTETETTETTTETTETTT CHCHCHCHHCHHCHHHHHHNONONONONONONONONONOONOONOOONONOOOOOLOLOLOLOLOLOLOLOLOLOLOLOOLOLOLOLOLLOLOLOLOOLOGYGGYGYGYGYGYGYGYGYGYGYGYGYGYGYGYGYGYGYGYGYGYGYGYGGG 11111111111220220202020202020020202020202020220200200,0,0,0,0,0,0,000,0,0,0,0,00,0,00,0,,,0000000000000000000000000000000000000SQSQSQSQSQSQSQSQSQSQSQSQQSQSQQSSQQSSQSQSQQQQQQFTFTFTFTFTFTFTFTFTFTFTFTFTFTTFTFTFTTFTFTFTT6666666666666 LILILILILILILLILILILL BRBRBRBRBRBRBRBRBBRBBB ARARARARARARARARARARARARARAAA YYYYYYYYYY INININININININININNNININFOFOFOFOFOFOFOFOFOOFOORMRMRMRMRMRMRMRMRMRMRMRMATATATATATATATATATATATATIOIOIOIOIOIOIOIOIOIOOIOOONNNNNNNNNNNN TETTETTETTTETETTTTTT CHCHCHCHHHCHHHHHHNONONONONONONONONONONONOLOLOLOLOLOLOLOLOLOOLOOLOLOLOLOL GYGYGYGYGYGYGYGYGYGYGYGYGYGYGYYY 111111111111111202020202020202020202020202000,0,0,0,0,0,0,0,000,0,0,0000000000000000000000000000000000SQSQSQSQSQSQSQSQSQSQSQSQSQSQQSQFTFTFTFTFTFTFTFTFTFTFTFTTTFTT

VILLAGE CAMPUS

ITECH

MITTE

CITY CORE

||||ACADEMIC VILLAGE | EXISTING UTB ASSETS1_1_1_1_1_1111 BIBBBIBBBB OMOMOMOMOMOMOMOMOOMOO EDEDEDEDEDEDEDEDEDEDDDICICICICICICCICICICICICCCALALALALALALALALALALALALAA RRRRRRRRRRRRRESESESESESESESESESESESESSESSEAEAAEAEAEAEAEAEAEAEAEAEAEAEAEARCRCRCRCRCRCRCRCRCRCRCRCRCRCRCRR H_H_H_H_H_H_HHHH_H_H_HHHH 5858585858588588858585 ,5,5,5,55,5,588888888888888888SQSQSQSQSQSQSQSQSQSQSQSQFTFTFTFTFTFTFTFTFT2_2_22_2_22_2_STSTSTSTSTSTSTTSTTUDUDUDUDUDUDUDUDUDUDUDUDUDDUDENENENENENENENENNENEENENNNTTTT T T T TTT +++++++++++ ADADADADADADADADADADAAADA MIMIMIMIMIMIMIMIMIMIMIMIMIMIMM NININININININNININIININNNISTSTSSTSTSTSTSTSTSTSTSSTS RRARRARARARARARARARARARARATITITITITITITIVEVEVEVEVEVEVEVEVEVEEE SSSSSSSSSSSERERERERERERERERRRRERE VIVIVIVIVIVIVIVIVIVICECECECECECECECECEEEES_S_S_S_S_S_S_S_S_S_S_S_1212121212212121228,8,8,8,8,8,8,888 000000000000000000S0S0S00S0S0S0S0S00SS0 QFQFQFQFQFQFQFQFQFFQFQFQFT TTTTT T TTTT3_3_3_3_3_3_33_LILILILILILILILILILIL FEFEFEFEFEFEFEEEEEFEFEEEFE +++++++++++ HHHHHHHHHHHHHHEAEAEAEAEAEAEAEAEAEEAAEAAEAALTLTLTLTLTLTLTLTLTLTLTLTLTTTH H H HH HH HHH HH HH SCSCSCSCSCSCSCSCSCSCSCSSSS IEIEIEIEIEIEIEEEIEEEEENCNCNCNNCNNNNNNCNCESESESESESESESSSS_1_1_1_1_1__11030303030303030003,7,7,77,7,7,7,76060660060000600606 SQSQSQSQSQSQSQSQSQFTFTFTFTFTFTFTFTFTFTFTTT4_4_4_4_4_4_4_4_4__ SSSSSSSSSSSCICICICICICCCICC ENENENENENENENENENENENENENENENNENCECCECECECECECECECECEECEECECE EEEEEEEEEEEEENGNGNGNGNGNGNGNGNGNGNGNGGGINININININININNINININNEEEEEEEEEEEEEEEERIRIRIRIIRIRIRIRINGNGNGNGNGNGNGNGNG ++++++++ TTTTTTTTTECECECECECECECECHNHNHNHNNHNHNHNHNNNH OOOOOLOLOLOLOLOLOLOLO OGOGOGOGOGOGOGOGOGY_Y_Y_Y_YY_Y_YY_1414141414141144445,5,5,5,5,5,5,5,5,5,555 0303030303030300030303039S9S9S9S9S9S9S9S9S9S9S9 FQFQFQFQFQFQFQFQFQFQFQQFQQQFTFTFTFTFTFTFTFTFTTFTFT5_5_5_5_55_5_5_CACACACACACACACACACACACAAACACAASASASASASASASASASASASASASASASASAS BBBBBBBBBBBELELELELELELELELELELELELELELELELLALALALALALALALALALALA OOOOOOON-N-N-N-N-N-N-N--CACACACACACACACACACACACAMPMPMPMPMPMPMPMPMMMMM USUSUSUSSUSUSSSSS RRRRRRRRRESESESESESESESESIDIDIDIDIDIDII ENENENENENEEEENENENE CECECECEEECECECEECEEC _____ 111212121212122126,6,6,6,6,6,6,6,66,6,6,,66 52525252525252525252255 4S4S4S4S4S4S4S4S4S4SS4SSQFQFQFQFQFQFQFQFQFQFQFQFQFTTTTTTTTTTTTT

RESIDEN

TIAL N

EIGH

BORH

OO

DS

TRANSIT

RESIDEN

TIAL

4

3

15

2

7

6

810

9

STRATEGY

Two time periods must be considered in positioning the futureUTB form as an institutional anchor in [greater] DowntownBrownsville.

URBAN CAMPUS

PUBLIC HEALTH

RESID

ENCES

RESIDENCES

= 1 CITY BLOCK (10,000 SQFT) PARKING AREA (ACRES)

5,344,267 SF PROGRAM* BUILABLE AREA (ACRES)

INFRASTRUCTURE (ACRES)PUBLIC SPACE (ACRES)

7.5

LAND BUILD OUT BUILDABLE AREA USE

EXISTING UTB ASSETS

LIBRARY + INFO TECH

KINESIOLOGY + GYM

STUDENT SERVICES

BUSINESS SCHOOL

MUSIC PROGRAM

PROGRAM AREA

43

15

2

78

109

6

49

19

3232

17

BUILDING AREA (ACRES)

*ASSUMING A FLOOR AREA RATIO OF 1:2.5

1,645SPACES

75.5 ACRES

Short-term _ 2015Employing a two-part model: with the urban campusand the academic village, UTB 2.0 is established within atraditional campus format with necessary instructional and support space. The Urban Campus is integrated withinHistoric Downtown, centered on business and the cultural arts. The Academic Village begins with new constructionof a Knowledge Space anchoring historic and future spacesfor learning. Existing facilities are used for public health,engineering, and sciences, with administrative offi cesplaced in the current business building.

Long-term _ 2030The assets secured in short-term provide fl exibility to develop the future environment for learning over time, whether that is several million square feet of traditional classrooms or new, technologically-driven virtual spaces. The Urban Campus and Academic Village provide an environment for thousands to live, work, and play while also continuing the direct service model of practical learning.

ECONOMICS

CITY OF BROWNSVILLE

CITY OF BROWNSVILLE NEGOTIATED

$5,000 FOR EVERY JOB ASSOCIATED WITH THE [GREATER] DOWNTOWN VILLAGE. APPROXIMATELY 1,000 JOBS ARE ESTIMATED TO BE CREATED.

TO PAY FOR OR SUBSIDIZE “QUALITY OF LIFE PROJECTS, INCLUDING CULTURAL AND ATHLETIC AMENITIES

ECONOMIC DEVELOPMENT TAX

2% INCREASE ON THE 2010-2011 SALES TAX

APPROXIMATELY $48,000 PER YEAR IS EXPECTED TO BE GENERATED.

PARKING METERS RAISED FROM $0.25 PER HOUR TO $0.50 PER HOUR. APPROXIMATELY $300,000 PER YEAR IS EXPECTED TO BE GENERATED.

TAX INCREMENT FINANCING(20 YEAR PROJECTION)

$6MM

VALUE OF LAND CONVEYED TO UTB$1.5MM

$7.8MM

119 ACRES OF LAND OWNED BY THE CITY OF BROWNSVILLE TO BE DEEDED TO THE UNIVERSITY

83 ACRES OF LAND FROM OUTSIDE ENTITIES PURCHASED OR TRADED BY THE CITY OF BROWNSVILLE AND DEEDED TO THE UNIVERSITY

$441,791

$1,105,351

GREATER BROWNSVILLE INCENTIVE CORPORATION (GBIC)$1MM

BROWNSVILLE COMMUNITY IMPROVEMENT CORPORATION$5MM

PARKING METER TAX GROWTH

MIXED BEVERAGE TAX GROWTH

SALES TAX GROWTH$560,000

$48,000

$7,300,000

ECONOMICS

It is in the direct interest of the City of Brownsville to maximizeits resources and position its geography competitively whilealso continuing its historical leadership role for the RioGrande Valley region. The University of Texas at Brownsvillemust select a geography that both allows for future potential growth and provides the highest potential gain from aknowledge community.

UTB as an institutional anchor off ers Brownsville a catalyst for unparalleled vibrancy and opportunity. The gains are symbiotic, as being in [greater] Downtown Brownsville allowsthe City to provide economic tools and methods that canonly be used in the urban core. The investment by the City togenerate a competitive urban choice has brought economic development, utilities, transportation, and planning together within a unifi ed approach in order to advance the UT Systemand UTB mission.

[GREATER] DOWNTOWN VILLAGE:ACADEMIC VILLAGE + URBAN VILLAGE

OFFSITE UTILITIES + INFRASTRUCTUREOFFSITE UTILITIESELECTRICAL SUBSTATIONWATER TOWER

CENTRAL PLANT

BUILDINGS + GROUNDS

RENOVATED BUILDINGS [$245/SQFT]NEW CONSTRUCTION [$245/SQFT]

LAND

SOFT COSTS

OPERATIONAL BURDEN

0_SQFT500,000 SQFT

0_ACRES

10,000_SQFT

2 LOCATIONS

GREENFIELD CONTEXT

115_ACRES

383,128_SQFT120,000SQFT

68_ACRES

N/A

1 LOCATION

115_ACRES

$93,900,000$29,400,000

$7,800,000

$0

UNKNOWN

$ 0

$0$120,000,000

$0

$1,250,000

$2,500,000

$0

$1,000,000$1,250,000

$36,000,000

UTB ASSETCONVEYEDACQUIRED

177_ACRES $ 0

UNKNOWN

EXISTING BUILDINGS [$0/SQFT] 560,911_SQFT560,911_SQFT $0 $0

300_ACRES $20,000,000

N/A $0N/A $0N/A $0

$36,000,000

TOTAL $167MM $182MM

AREA COST AREA COST

UTB 2.0UTB 2.0UTB 2.0

CIVIC ENGAGEMENT

CULTURAL IDENTITY

SERVICE LEARNING

BUSINESS INCUBATORS

HEALTH + WELLNESS

TRANSIT HUB

COMMUNITY

COMMUNITY

NSB

LN

TTHE SHIFTING UNIVERSITY

UTB’s future off ers a unique opportunity to strategically positionl the University as a leader in progressive higher educational

y thought by addressing the challenges of contemporarysociety, relevant to today’s changing world. These challenges

l are largely civic and require a comprehensive developmentald approach. Twenty-fi rst century institutions around the worldr are approaching learning from a holistic perspective, further

integrating their educational model within the communitieswhich they serve.

l Providing an ambitious and forward-thinking strategy willl necessitate a careful balance of: 1) embracing trends in digital

learning, 2) addressing systemic challenges of deliveringstudents from cradle to diploma, 3) promoting a thrivingcampus life and unique sense of place, 4) connecting education

l theory to real life application, and 5) maintaining structuralfl exibility to embrace future changes.

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l healthcare education cultural history incubators transit hub bike linkage synergies walkable collaborative development

pp gpNEW MODELS OF MENTORSHIP + COLLABORATION

PERMEABLE CLASSROOMSAPPLIED LEARNING

ACCESS TO KNOWLEDGE

“The fundamental mission of universities is to educate students. And there is no better way to teach students than to involve them directly in real-world problem solving.”

-Partnerships For Smart Growth

“We are in the midst of a transfer in our economy from an industrial economy to sophisticated service industry...With most of our people living in cities, a diverse new population, it is the urban university that is on the cutting edge of change.”

-Marguerite Barnett, president of the University of Houston

UTB 2.0

[[[[[[G[GG[GRERERRRRER ATATATATATEREERE ]]] DODODOWNWNWNTOTOTOOTOWWNWNWWWNW VVVVVVIIIILLLLLLALALALALAALALALAGEGEGEGEEG[GREATER] DOWNTOWN VILLAGEURURURURURURURURRRBABABABABABABAANNNNNNN LLLLLLLLLLLLLLANANANANANAAAAA DDDDDDDDDDDDEDEDEDEDEDEDEDDED VEVEVEVEVEVEVVVV LOLOLOLOLOLOOLOOOOOOOOPEPEPEPEPEPEPEPEPEEDDDDDDDDDD

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“The Board of Regents of the University of Texas system is committed to stewardship of the environment and promotion of the principles of energy effi ciency and sustainability. The Systems commitment to energy savings goals, reductions in carbon emissions, and sustainable design is evident in existing practices, and the institutions will continue to implement well thought-out initiatives that increase effi ciencies, reduce emissions, and promote sustainability practices that contribute meaningfully to the environment, while still achieving excellence in higher education.”

- UT System Sustainability Practices, Policy Statement, August 20th 2009

SMART GROWTH

The [greater] Downtown Brownsville urban form off ers thepotential to maximize the UT System and UTB’s resourcesby capitalizing on existing systems and physical assets,population growth, contemporary settlement patterns, and sustainable practices. The two potential campus contexts,Urban and Greenfi eld, inherently create signifi cantly diff erent environmental impacts based on their locations and development histories alone.

Building in an urban context off ers several sustainable, smart growth benefi ts that are absent in greenfi eld development,including: 1) access to pre-developed land, preservingfarmland, green space, and the natural watershed, 2) relianceon existing city transportation and utility infrastructure, 3)access to mixed-use buildings and land, creating fl exibility for cost eff ective future expansion and reducing redundancies inUniversity programming, 4) proximity to housing choice and historic walkable neighborhoods, and 5) contributing to abalanced regional development plan.

“Increasingly, universities are taking up the role of providingcivic leadership in cities and regions...The challenge for theseurban institutions is to understand that their sustainability depends on the long-term health of their city -- as aneconomy, as a labor market, as a housing market, and as ahuman ecological system.”

-Rosalind Greenstein, Urban Anchors

SILV

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18 40 60

CERT

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50

SITE

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26

250 - 999 PERSONS PER SQ. MILE

1000 - 4999 PERSONS PER SQ. MILE

> 5000 PERSONS PER SQ. MILE

60 - 249 PERSONS PER SQ. MILE

< 60 PERSONS PER SQ. MILE

POPULATION DENSITY

1 MILE5 MILES10 MILES

1 MILE

5 MILES

10 MILES

SOURCES OF EMISSIONS

AVERAGE COMMUTER

COLLEGE

OTHERSTATIONARY COMBUSTION

ELECTRICITYCUSTOM SOURCES

COMMUTE

LOCATION-BASED LEED POINTS

*SOURCE: ASSOC. FOR THE ADVANCEMENT OF SUSTAINABILITY IN HIGHER EDUCATION

6%

9%

6%

GREENFIELD CAMPUS

[GREATER] DOWNTOWN VILLAGE

UTB 2.0

UTB STUDENT ADDRESSES

[GREATER] DOWNTOWN VILLAGE

1 MILE5 MILES10 MILES

1 MILE

5 MILES

10 MILES

GREENFIELD CAMPUS

EMPLOYEE + STUDENT POPULATION BASE

UTB 2.0 must develop in tandem with the [greater]Downtown Brownsville population and in close proximity to UTB students and faculty in order to minimize the burdenassociated with extended commutes as well as to capitalizeon long-term student recruitment. Today, over 50% of UTB students reside within a fi ve-mile radius of the current Fort Brown campus. Area demographic projections show that the majority of future college-age students will also live inthis same area. Proximity increases the likelihood of student success by decreasing an individual’s fi nancial expendituresand allowing for greater fl exibility in one’s daily schedule.In addition, [greater] Downtown Brownsville is positioned with immediate access to multi-modal transit, maximizingregional connectivity without isolating the local student body.

1 MILE

UTB FACULTY ADDRESSES

[GREATER] DOWNTOWN VILLAGE STUDENTS (18-24)GREENFIELD CAMPUS STUDENTS (18-24)

5 MILES 10 MILES

15K10K5K1200800400 15K10K5K 20K

FUTURE STUDENT POPULATION

2015

2020

2025

GREENFIELD CAMPUS

[GREATER] DOWNTOWN VILLAGE

*SOURCE: ESRI COMMUNITY ANALYST

UTB 2.0

PUBLIC EDUCATIONAL FACILITES

GREENFIELD CAMPUS

[GREATER] DOWNTOWN VILLAGE

1 MILE5 MILES10 MILES

1 MILE

5 MILES

10 MILES

STUDENT PREPAREDNESS

UTB student success is dependent on the quality of education a student receives before University matriculation and on theability of a student to secure employment after graduation.[Greater] Downtown Brownsville off ers an opportunity for UTB 2.0 to inclusively integrate its academic programs within complementary programs that already exist inthe community. These partnerships will elevate student achievement at all levels and will contribute to the creation of a knowledge neighborhood.

Proximity to feeder schoolsUTB is already invested in local programs that addressprimary student achievement and secondary educationpreparedness through early learning success centers and quality of life/public health research partnerships withthe City. Continuing these eff orts, [greater] DowntownBrownsville feeder schools can serve as laboratories in whicheducation and health science students can begin to infl uence the trajectory of future UTB attendees.

Proximity to jobsJob preparedness and placement are crucial to the success of a university. [Greater] Downtown Brownsville off ers studentsimmediate access to internships, work-study programs,business incubators, and post-graduate jobs.

50%

25%

0%

JOBS TO POPULATION RATIO

75%

100%

1 MILE RADIUS5 MILE RADIUS10 MILE RADIUS GOVERNMENT

EDUCATION INST.HEALTH SERVICES

FINANCERETAIL /TRADE

MANUFACTURINGCONSTRUCTION

[GREATER] DOWNTOWN VILLAGE GREENFIELD CAMPUS

30,00020,00010,000 20,00010,000

NUMBER OF JOBS

GREENFIELD CAMPUS

[GREATER] DOWNTOWN VILLAGE

*SOURCE: INFOGROUP - ESRI COMMUNITY ANALYST; TEXAS EDUCATION AGENCY

UTB 2.0

REGIONAL BUS NETWORK

LOCAL BUS NETWORK

GREENFIELD CAMPUS

[GREATER] DOWNTOWN VILLAGE

1 MILE5 MILES10 MILES

1 MILE

5 MILES

10 MILES

LOCAL BUS NETWORK

PLANNED BROWNVILLE BIKE TRAILS

PROPOSED URBAN + ACADEMIC VILLAGE CONNECTOR

PUBLIC TRANSPORTATION

UNIVERSITY AVENUE

GREENFIELD CAMPUS

[GREATER] DOWNTOWN VILLAGE

BUS ROUTES WITHIN 1 MILE RADIUS

REGIONAL BUSLOCAL BUSPRIVATE BUS

ACCESSIBILITY

WALK/BIKE

PUBLIC/SHUTTLE

CARPOOL

DRIVE

SAN ANTONIO [SUBURBAN]

UT CAMPUS COMMUTER COMPARISION

AUSTIN [URBAN]$743 ADDITIONAL ANNUAL COST TO STUDENTS COMMUTING BETWEEN GREENFIELD AND [GREATER] DOWNTOWN

ACADEMIC VILLAGE

URBAN VILLAGE

TRANSIT HUB

*SOURCE: ASSOCIATION FOR THE ADVANCEMENT OF SUSTAINABILITY IN HIGHER EDUCATION

28%

5%

32%

35%

0%

3%

23%

74%

CONNECTIVITY

In order for students and faculty to take advantage of thebenefi ts that a [greater] Downtown Brownsville Village of-fers, transportation to and from UTB as well as transporta-tion between UTB and surrounding city amenities must beeffi cient.

A [greater] Downtown Brownsville location is fortunate tobenefi t from Brownsville’s existing position as a regional hub.In addition to proximity to Route 4 and Route 77, [Greater]Downtown Brownsville and existing UTB assets are at theheart of an extensive public bus network that services all of Brownsville, the Lower Rio Grande Valley, and parts of Mexico.The newly built La Plaza Station is within walking distance tomuch of the [greater] Downtown area and connects to mul-tiple city-wide bus, bicycle, and pedestrian routes. Becauseof this, UTB 2.0 is inherently accessible to safe and aff ordableoptions for regional and local commuters and is able of link riders to work and play destinations throughout the city. Ad-ditional connections- designated bike lanes, shuttles, and pedestrian paths-between UTB Urban and Academic Villageswill only strengthen the existing strong network.

UTB 2.0

ACADEMIC VILLAGE

URBAN VILLAGE

MUSIC + CULTURE

EDUCATION

COMMERCE

HEALTH

RESIDENTIAL HISTORIC DISTRICTS

POPULATION DENSITY

AMENITIES + ACADEMIC STRENGTHS

As universities compete for academic standing, location and identity play an increasingly important role in shaping acompetitive edge. Urban universities especially benefi t fromthis trend, as downtown settings off er greater accessibility,cultural resources, and a more lively campus community.

The future growth of UTB will be linked to its ability to uti-lize the dynamic environment that exists in DowntownBrownsville to enrich its academic programs and to attract and retain top students, researchers, faculty, and staff . UTB’sposition as an international border university paired with itsability to utilize the diverse community and rich Downtownculture as an urban laboratory for learning, increases UTB’sdesirability as a forward- thinking educational model.

Health: The great public health challenges of this century are concentrated in urban areas, and students need a variety of patient populations and settings for study and work to tackle global epidemics. Brownsville’s historic core is rich with potential to develop relationships and healthy living strategies through bike lanes, walking trails, parks, quick access to nature reserves, and resacas. The UT Public Health department is already actively engaged with local studies and health centers.

Music and Culture: The intersection of the campus and the city energizes the cultural life of both, providing increased performance and learning opportunities for students and faculty while building a vibrant regional arts destination. Existing infrastructure available is easily converted or returned to the purpose of supporting the arts. Adjacency to the city’s music events and Mexico’s rich music history is an added benefi t for students to build upon the rich history of Brownsville.

Education: Elementary, middle, and high schools are within direct proximity of UTB and demonstrate the mutually benefi cial outcomes of embedding a university within communities that are historically underserved and underrepresented in higher education. Physical proximity provides a diversity of teacher training settings and close connection to local school systems.

Commerce: Close connection to the local economy provides increased internship, job placement, and work-study opportunities as well as experiential learning and real-life case study situations. The City of Brownsville off ers many internships and training opportunities for students in the [greater] Downtown Brownsville area.

HEALTH | WASHINGTON PK CULTURE | HISTORIC MUS. EDUCATION | TSC BUSINESS | MARKET HALL

UTB 2.0

UNIVERSITY AVE

7TH ST

INTERNATIONAL AVE

ACADEMIC VILLAGE

URBAN VILLAGE

ENHANCED LIGHTINGCALL BOXES

VILLAGE SHUTTLEDESIGNATED BIKE PATHS

PATROLS

VILLAGE LINK

SWIPE CARD BUILDING ACCESSACTIVE PUBLIC SPACE

STUDENT/PUBLIC DENSITYPATROLS

SWIPE CARD BUILDING ACCESSACTIVE PUBLIC SPACESTUDENT DENSITYENHANCED LIGHTINGPATROLS

CAMPUS AND COMMUNITY

UTB’s investment in [greater] Downtown Brownsville will at-tract economic development funds generated by tax incre-ment fi nancing to areas surrounding the Academic Village.Mutually benefi cial investment will fund improvement pro-jects that elevate the quality, safety, and attractiveness of the public realm, such as redesigned complete streets alongUniversity, International, and other primary north-south con-nectors.

In addition to funding, the 24- hour presence of UTB studentsdowntown will bolster street life, retail, and other amenitiesas well as community interactions that occur in the most suc-cessful university districts and college towns. This virtuouscycle of economic development is what Judith Rodin, former President of the University of Pennsylvania, described as “en-lightened self-interest.” By focusing its campus Downtown,UTB can anchor a vibrant urban district, provide greater ac-cess to Brownsville’s economically challenged population,and meet its current and future needs while benefi tting the city and the greater Rio Grande Valley.

Fort BrownElizabeth St

Intl BridgeMexico

WALK BUFFER LANE LANE LANE LANE PARK BIKEWALK WALK MEDIAN

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CURR

ENT

USE

ACRE

AGE

LAN

D C

OST

IMPR

OVE

MEN

T CO

ST

PARK 21.5 N/A $62,350 N/A

CURR

ENT

USEE

ACRE

AGE

LAN

D C

OST

N1

N2

S1

S2

CURR

ENT

USE

ACRE

AGE

LAN

D C

OST

IMPR

OVE

MEN

T CO

ST

V. LANDV. LANDO. BLDGV. BLDG

3.231.001.001.41

N/AN/A

4,754N/A

$492,446$217,800$392,949$582,687

N/AN/A

$292,933N/A

CURR

ENT

USE

ACRE

AGE

LAN

D C

OST

IMPR

OVE

MEN

T SF

IMPR

OVE

MEN

TSF

IMPR

OVE

MEN

T SF

IMPR

OVE

MEN

TSF

IMMMMPPRRR

OOOOVVVEEE

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/$6 ,350N/A21.5KKRRRAAAPP11NNN

/$ 9 , 6$N/A3.23V. LANDV11NNN

//$ ,$N/A00000.0.11DDDNNNAAALALLV.VVV22NNN

$ ,$$ ,$4,754400000.0.11GGGDDDLLLBB. O.OOO11SSS

//$ ,$N/A1144.4.11GGGDDDLLLBB. V.VV222SSS

BLOCK 12J

BLOCK 11J

N1 N2 N3

N1

2J

6J4J3J 5J

11J

12J

13J 14J15J

19J

20J21J

FORM ACADEMIC VILLAGE

N1

N2

N3

V. LANDV. LANDV. LAND

23.02.66

.71

N/AN/AN/A

$990,999$463,544

$100

N/AN/AN/A

N1 V. LAND 80.2 N/A $1,604,020 N/A

CURR

ENT

USE

ACRE

AGE

IMPR

OVE

MEN

T SQ

FT

LAN

D C

OST

IMPR

OVE

MEN

T CO

ST

CURR

ENT

USE

ACRE

AGEE

MPR

OVE

MEN

TSQ

FT

LAN

D C

OST

MPR

OVE

MEN

TCO

ST

CURR

ENT

USE

ACRE

AGE

IMPR

OVE

MEN

T SF

LAN

D C

OST

IMPR

OVE

MEN

T CO

ST

CURR

ENT

USEE

ACRE

AGE

IMPR

OVE

MEN

TSF

LAN

D C

OST

AAAAAAAAAAAA

IMPR

OVE

MEN

T CO

ST

N/A$463,544$N/A66666.222DDDNNNAAALL V.VV222NNNN

N/A$100$N/A1177.DDDNNNAAALL V.VV333NNNN

BLOCK 14J

BLOCK 13J

N1 N2N3-A

N3-B

S2S1

N1N2

N3

C1-A

C1-B

S1

C2

S2 S4

C3-A

C3-B

S5S3

N1

N2

N3

C1A

C1B

C2

C3A

C3B

S1

S2

S3

V. LANDV. LANDO. BLDGV. LAND

PRKG LOTPRKG LOTPRKG LOTPRKG LOT

O. BLDGPRKG LOT

O. BLDG

.991.531.13

.641.561.301.131.19

.61

.61

.61

N/AN/AN/AN/AN/AN/AN/AN/A

1,248N/A450

$128,757$99,874$74,078$83,531$90,492

$184,181$59,262$62,370$99,317$88,633

$133,031

N/AN/AN/AN/AN/AN/AN/AN/A

$96,422$2,275

$28,460

N1

N2

N3A

S3B

S1

S2

PRKG LOTPRKG LOTPRKG LOTPRKG LOTPRKG LOTPRKG LOT

1.631.04

.781.022.86

.98

N/AN/AN/AN/AN/AN/A

$637,452$58,785$44,142$22,219

$111,963$21,429

$361$230

N/AN/AN/AN/A

CURR

ENT

USE

ACRE

AGE

LAN

D C

OST

IMPR

OVE

MEN

T CO

ST

CURR

ENT

USEE

ACRE

AGE

LAN

D C

OST

CURR

ENT

USE

ACRE

AGE

LAN

D C

OST

IMPR

OVE

MEN

T CO

ST

CURR

ENT

USE

ACRE

AGE

LAN

D C

OST

IMPR

OVE

MEN

T SF

IMPR

OVE

MEN

TSF

IMPR

OVE

MEN

T SF

IMPR

OVE

MEN

TSF

IMMMMPPPRRR

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TTT CCCOOO

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/$ 8, 5$N/A.99.V. LANDV11NNN

$36$63 , 5$N/A1.631PRKG LOTP11NNN

$$ ,N/A44400.0.11TTOTOOLOLLGGGKKKRRPPP22NNN

//$ ,N/A88877.7.TTOTOOLOLLGGGKKKRRPPPAAAA33NNN

//$ ,N/A22200.0.11TTOTOOLOLLGGGKKKRRPPPBBB333SSS

//$ ,$/66688.8.OOOOGGGSSS

//$ ,/88899.9.OOOOGGGSSS

//$ ,N/A3355.5.11DDDNNNAAALALLV.VVV22NNN

//$ ,N/A331..11GGGDDDLLLBB. O.OOO33NNN

//$ ,N/A44466.6.DDDNNNAAALALLV.VVVAAA11CCC

//$ ,/66655.5.OOOOGGGBBBCCC

//$ ,$/00033.3.OOOOGGGCCC

//$ ,/33..OOOO333CCC

$ ,//$ ,$ ,,

$ ,$$ ,//$ ,$ ,$

BLOCK 19J

BLOCK 15J

N1 N2 N3 N4 N5

N1

S1

2J

6J4J3J 5J

11J

12J

13J 14J15J

19J

20J21J

FORM ACADEMIC VILLAGE

N1

S1

V. LANDV. LAND

2.273.79

N/AN/A

$63,368$105,576

N/AN/A

N1

N2

N3

N4

N5

V. LANDV. LANDO. BLDGO. BLDGO. BLDG

3.102.022.022.022.69

N/AN/A

40,50040,50060,685

$134,992$44,053$61,674$61,674$82,075

N/AN/A

$914,922$851,656

$1,038,933

CURR

ENT

USE

ACRE

AGE

IMPR

OVE

MEN

T SF

LAN

D C

OST

IMPR

OVE

MEN

T CO

ST

CURR

ENT

USE

ACRE

AGE

IMPR

OVE

MEN

TSF

LAN

D C

OST

AA

IMPR

OVE

MEN

T CO

ST

CURR

ENT

USE

ACRE

AGE

IMPR

OVE

MEN

T SF

LAN

D C

OST

IMPR

OVE

MEN

T CO

ST

CURR

ENT

USEE

ACRE

AGEE

MPR

OVE

MEN

TSF

LAN

D C

OST

MPR

OVE

MEN

T CO

ST

/$ 3 ,99$N/A3.103V. LAND11NNNN

//$ ,N/A22200.222DDDNNNAAALL V.VV222NNNN

$ ,$$ ,40,50022200.222GGGDDDLLBB. OOOO33NNNN

$ ,$$ ,40,50022200.222GGGDDDLLBB. OOOO444NNNN

$ , ,$ ,60,68599966.GGGDDDBB.OOOO555

AAN/AN$63,368N/A2.272V. LAND11NNNN

S1 V. LAND 3.79 N/A $105,576 N/A

BLOCK 21J

BLOCK 20J

N1

N1

N1 V. LAND 60.7 N/A $189,070 N/A

N1 V. LAND 37.1 N/A $371,200 $8,241

CURR

ENT

USE

ACRE

AGE

LAN

D C

OST

IMPR

OVE

MEN

T CO

ST

CURR

ENT

USEE

ACRE

AGE

LAN

D C

OST

CURR

ENT

USE

ACRE

AGE

LAN

D C

OST

IMPR

OVE

MEN

T CO

ST

CURR

ENT

USE

ACRE

AGE

LAN

D C

OST

IMPR

OVE

MEN

T SF

IMPR

OVE

MEN

TSF

IMPR

OVE

MEN

T SF

IMPR

OVE

MEN

TSF

IMMMMPPRRR

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/$ 89,0 0$N/A60.7V. LANDV11NNN

$8,$$3 , 00$N/A37.1V. LANDV11NNN