morven 2025 - UVA Foundation

M O RV E N 2025
OPPORTUNITY ASSESSMENT
© 2010 Hart Howerton
John and Maria Kluge,
Donor
Teresa A. Sullivan,
President
Tim Rose,
Chief Executive Officer
John Simon,
Executive Vice
President and Provost
Jeff Legro,
Vice Provost for
Global Affairs
This assessment builds upon research in previously completed studies and reports:
MORVEN
Event Handbook
MORVEN
Potential Platform for Collaborative Problem-Solving:
An Overview of the Marketplace
MORVEN
2
Grounds
EXPERIMENTAL
MORVEN BARN STUDY
SMBW and University of Virginia Update
June 2013
Highland
Monticello
Montpelier
Morven
College of William & Mary
University of Virginia
TABLE OF CONTENTS
Introduction
Summary
Context & History
Site Analysis
Concept Plan
Operational &
Capital Requirements
Next Steps
3
PREFACE
October 2014
MORVEN 2025 is designed to think about the future. Launched in the fall of 2013, it is a
process specifically intended:
To BUILD upon the first five years of program experience detailed in the Morven @ Five
report. To explore programs that enhance multi-disciplinary initiatives; take advantage of
Morven-based faculty and student research; examine architectural concepts provided by
professional consultants and utilize benchmarks of competitive properties.
This Opportunity Assessment is the result of a 90-day study. It builds on
all the previously completed studies for Morven combined with an analysis
of existing programs, operations, and facilities. It adds new input from
stakeholder and user groups - including the UVA Foundation, the UVA
Office of the Executive Vice President and Provost, Office of the Architect,
the U.S. State Department, and the Virginia Center for the Creative Arts
- on the best ways to move ahead.
To ENGAGE those at the University, in the community, and in the nation’s capital who have
used the property to understand their experience. To ask these participants what is unique,
remarkable, essential and missing at Morven.
The 10 Essential Recommendations of the Assessment comprise an
overall strategy for carrying out an interrelated set of development and
operational opportunities envisioned for Morven.
To CREATE a vision for Morven aligned with the strategic priorities of the University that
reinforces the goals of the Cornerstone Plan. To ask how Morven might strengthen UVA’s
residential and research culture, bringing the world to UVA and UVA to the world.
To undertake a mission of this size and scope Morven needed a professional partner with the
expertise to design and execute a complex planning process.
The HART HOWERTON team, under the direction of UVA alumni David Howerton,
Stuart Siegel and Nicole Emmons, provided the leadership and talent essential to the assignment.
In a remarkable example of corporate responsibility and service to the University, the HART
HOWERTON team provided on a pro bono basis the professional commitment and staff capacity
needed to launch and realize the full potential of MORVEN 2025.
This report presents a collective vision of what MORVEN could become and provokes the essential
questions necessary to reach that future. To more than 100 university, community and national
experts who participated in this process, please accept our deep gratitude. I hope you will read the
results of their work and let us know what you think about MORVEN 2025.
Stewart Gamage
Director
Morven Programs
4
- In the near term, it endorses an initial plan to build on existing
programs, and lays out concepts for new facilities and associated
capital and operating budgets;
- For the longer term, it shows the potential of the overall
landholding and spells out an objective set of evaluation criteria
to add new programs and facilities over time that can directly
contribute to Morven’s continued vitality.
Taken as a whole, the Opportunity Assessment shows how to increase
and sustain the impact and influence of Morven on a global
audience and how to do that in a financially sound way. As such, it
is designed as a tool to help convey the value and strong potential of the
Morven property, and to help realize the shared vision and objectives of
John Kluge and the University of Virginia.
David P. Howerton
Chairman
Hart Howerton
INTRODUCTION
The primary objectives of the Hart Howerton process are to provide UVA and the
UVA Foundation with recommendations regarding existing land and facility use at
Morven and to identify strategies that will facilitate the growth and support of
long-term programmatic initiatives at the property.
I. The Opportunity Assessment
evolved from:
II. The Opportunity Assessment
addresses:
III. The Opportunity Assessment
proposes that:
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values and goals with the vision of the Donor;
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with the extraordinary asset of the University,
distinguishing Morven among its peers;
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programmatic needs while identifying
development and financial requirements;
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establishing proof of concept and a
demonstrated track record;
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stakeholders – the University, the Donor,
program participants and their sponsors –
adding to existing University resources.
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competitive position of the University in the
global arena as a destination for addressing
large ideas in a persuasive and supportive
environment;
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non-political, objective and easily replicated
evaluation process.
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completed studies, planning and stakeholder
interviews, targeting future opportunities.
“Morven is the place for experiential and experimental
learning - where the real world and the academy meet.”
- Jeff Legro, Vice Provost for Global Affairs
5
SUMMARY
10 ESSENTIAL RECOMMENDATIONS:
1. Morven is a farm without silos that offers a unique
environment for the analysis of complex questions
and integrated decision-making through multidisciplinary collaboration.
On-site interaction among
participant groups is a primary
motivation for faculty, students, and
outside visitors to convene at Morven
and should drive development
considerations.
2. Morven requires a robust in-residence
experience to facilitate educational goals. The
majority of Morven users are in agreement: “To
truly optimize the Morven experience, we would
need to stay here.”
We estimate that by developing 30 doubleoccupancy rooms, Morven would reasonably
accommodate a variety of programs and benefit
from revenue and market share. The operations
model required to support this transition should
support an immersive in-residence experience.
In the interim, existing accommodations can
be minimally expanded and upgraded while the
broader initiative is studied and funded.
“Morven represents an opportunity for the University of Virginia to
build and extend upon the legacy and ideas of Thomas Jefferson in ways
not previously possible.”
- Manuel Lerdau, Professor of Environmental Sciences
6
3. Morven and UVA need an objective
evaluation tool to assess the degree to which
prospective programs correlate to the vision
established for the property. Based on stakeholder
feedback, we have provided a tool that could be
used by the University to identify which programs
belong at Morven, directly contributing to the
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4. Morven has the opportunity to
be a broad-shouldered brand that
can effectively accommodate a wide range of
programmatic users. Establishing a hierarchy
of programs based on the evaluation tool will
identify who uses Morven, for how long, and in
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Grounds are fundamental assets of the Morven
brand that should be leveraged and protected.
5. Morven will need a new operations
and financial model that supports in-
residence programming and growth initiatives.
A traditional hospitality model will not work
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sustain a market driven model. User analysis
should balance the capacity of core users, new
program participants, and market-driven revenue
opportunities.
6. Key Performance Indicators should
be developed and managed along with
benchmarking of competitive properties to ensure
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group. Morven must remain nimble in order to
anticipate and exceed the needs of its intended
participants.
7. Meaningful capital investment in
Morven 2025 will be required in
advance of revenue and will present a
significant challenge for the University – a
challenge faced by all investors. While we have
not undertaken a comprehensive calculation, it is
reasonable to assume that hard and soft costs for
the construction of 30 double-occupancy rooms
should be in the range of $4-6 million.
8. Morven Sources of Capital should
come from a variety of funding
sources including asset sales – timber or
9.
To launch Morven 2025, funding
priorities and financial requirements
should be identified and tied to a Phasing
Plan for Implementation.
10. All initiatives must embrace and
promote an ethos of environmental
responsibility and awareness.
There should be a creative synthesis between
programmatic opportunities that require ‘bricks
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maximize agricultural uses.
conservation driven land sales; recruitment
of individual donor support; co-development
strategies and corporate support. If development
costs can be raised in this fashion, program
revenue, tuition dollars, and annual fundraising
can support operational expenses. A financially
independent operating model that does not impact
existing resources should be crafted.
“Morven is an inspiring venue for discourse concerning issues of national and global importance, and a haven
for intellectual thought and discovery. As we plan Morven’s future, we will do so with respect and gratitude
for this wonderful property, and in ways that are consistent with the University’s mission and values.”
- Teresa A. Sullivan, President
7
“Morven is an environment suited to contemplation and discussion, to
‘unplugging’ and elevated inquiry . . . the historical backdrop is a lesson of
our earliest experiences as a democracy. The transformation of the landscape
over time is powerful and inspiring.”
- Tomicah Tillemann,
Senior Advisor for Civil Society and Emerging Democracies,
US Department of State
8
4
4
5
4
5
5
2
3
5
1
3
7
6
LEGEND
1
Program Arrival
2
Main House
3
In-Residence Programs (Core)
4
In-Residence Programs (Satellite)
5
Event Barns & Programs
6
Meeting Barn
7
Entry Drive
5
5 min. Walk
0
1" = 600'
600
7
7
1200'
Morven 2025
9
CONTEXT
Charlottesville
Morven’s location less than ten miles from UVA
and 120 miles from Washington, D.C. is a strategic
asset. It is close enough to be easily accessible to
Washington or UVA and yet provides the distance
needed to facilitate discussions free from distractions.
It is a venue where distinguished international guests
and UVA faculty and students can engage outside of
the hierarchical setting of a classroom or lecture hall.
The potential academic offerings on-site are a key
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capital and resources distinguish Morven programs.
UVA
Morven is a partner in the Presidential Precinct,
along with Monticello and Highland, Montpelier,
the University of Virginia, and the College of William
& Mary. The partnership is committed to advancing
democracy, critical thinking, international dialogue,
and collaborative problem solving both on-site and as
a virtual resource. Proximity to the historic properties
is unique and attracts programs and guests.
Morven
Site Location Diagram
- Jeff Herlitz, Experimental Grounds
“People will come here from around the world – bring their
ideas, their culture. The University needs to decide why they
will come; what they will do while they’re here.”
- John W. Kluge
Morven’s Main House
10
The Rotunda
Charlottesville
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Natural Area
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(approx. 2,500 acres)
University of Virginia Foundation
(approx. 2,800 acres)
College of William and Mary
(approx. 600 acres)
Conservation
Area Map
0
1" = 8000'
8000
16000'
11
CONTEXT
PROGRAMS & INITIATIVES
Morven was reopened in 2008 with a focus on
university programs designed to support UVA leadership
development, provide a platform for faculty and student
research initiatives, and connect Morven to the local
neighborhood.
Morven Programs include more than 200 event days
per year (producing an estimated $85 - $100K in
revenue). The predominantly UVA programs include:
collaboratively-taught courses focused on the history,
culture, and ecological significance of Morven resulting
in the creation of the Morven Summer Institute;
student-led Morven Kitchen Garden and establishment
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Leadership in Academic Matters (LAM) program to
provide leadership training for mid and senior-level
faculty and administrators.
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has successfully hosted 200 emerging leaders from 80
nations, the US-China Legal Dialogue, and a policy
retreat for 44 US Senators at Morven. This spring, the
Presidential Precinct was selected by the White House to
host the Young African Leaders Initiative to bring Young
African Leaders for a six-week intensive leadership
development program.
12
Morven Kitchen Garden
Morven Summer Institute
13
HISTORY
MORVEN
Morven was purchased by Thomas Jefferson on behalf
of his protégé, William Short, in 1795.
The property known as “Indian Camp” was for
centuries a seasonal hunting ground for Native
Americans who occupied the region. Archaeological
research has uncovered evidence of human habitation
dating back to the Later Archaic Period (40001200 BCE).
Jefferson and Short undertook a number of
agricultural experiments, ranging from extensive crop
rotation to the division of the land into 100-acre
tenant farms. Short was particularly interested in
the economic viability of a non-slave based property.
He petitioned Jefferson consistently with regard to
the issue of slavery and advanced the prospect these
tenant farms might ultimately serve as a “way-station”
for emancipation.
The experiment ended in 1813 with the sale of
the property to David Higginbotham, the leading
merchant in Milton, who would rename the farm
“Morven” – a Scottish word meaning “ridge of hills”.
The Stone family purchased Morven in 1926 and
converted Morven into a successful stud farm. During
the Stone era the formal gardens, designed by the
leading New York landscape architect Annette Hoyt
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John Kluge purchased Morven in 1988 and
supervised the building of a remarkable four-acre
Japanese garden designed by Japanese architect,
Koji Tsunoda, and aided locally by Charlottesville
landscape architect, Will Reilly.
John Kluge donated 7,379 acres of Albemarle
County property to the University of Virginia
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the acreage, returning the land to active farming
and creating an endowment that today totals
more than $40 million. Annual proceeds currently
support both property maintenance and university
programming at Morven.
As Morven looks to the future, this endowment
support provides a significant advantage.
"Indian Camp" map of Morven, ca. 1795
- Huntington Library Collection
14
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Site Map
15
SITE ANALYSIS
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SITE ACCESS
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the rise and fall of the landscape along US Route 29,
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west (Staunton), Morven is easily accessed via US
Route 250 and Interstate 64.
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Morven currently has two entries from James Monroe
Parkway, a gated entry to a switchback entry drive that
leads to the Main House and a commercial entry with
a gatehouse controlling access to the property.
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The five miles to Morven from Monticello via the
Thomas Jefferson Parkway and the James Monroe
Parkway are a physical connection to Jefferson and
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arrival experience.
20
A new entry sequence within the property will allow
all visitors to arrive at Morven via a tree-lined drive
that leads to the Main House.
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Site Location Map
James Monroe Parkway
16
Along James Monroe Parkway
Aerial View
17
SITE ANALYSIS
SITE ORGANIZATION
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gathered GIS data available from Albemarle
County to map physical conditions on the property
including hydrology, vegetation, sun exposure, and
topographic data.
Based upon review of Morven maps and recent
studies, together with site visits and an analysis of
current programs, the Hart Howerton team drew
conclusions regarding site planning and future
use patterns.
SLOPE
HYDROLOGY
Watershed
0%-10%
10%-25%
> 25%
Stream
Pond
Water Protection Ordinance
Buffer
100 - Year Floodplain
Wetland
Slope Analysis
Hydrology
VEGETATION
Deciduous Tree
Cover
Evergreen Tree Cover
North
Northeast
Water
East
Impervious
Southeast
Pine Plantation
South
Forest Harvest
Southwest
Orchard/Vineyard
West
Bare Earth
Northwest
Vegetation Study
18
ASPECT
Open Land
Aspect Analysis
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1,680 acres
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ELEVATION
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900 - 1000
800 - 900
700 - 800
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400 - 500
300 - 400
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Elevation Study
4000'
5 ac
19
SITE ANALYSIS
The core of the property is organized around natural
landforms. There are three ridges that run parallel to
Carters Mountain and gradually step the land down
to James Monroe Parkway. On these ridges, the estate,
its formal gardens, and its supporting structures have
been built and organized in a manner that takes
advantage of the views.
The primary ridge is dominated by the formal
buildings and gardens organized around the Main
House. The two secondary ridges create a visual
buffer, shielding the Main House from views of the
working layers of the farm without obstructing the
longer vistas and mountain views. The barns and
service roads are located on the west ridge.
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Main House
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1 Visible
2 Visible
3 Visible
4 Visible
5 Visible
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53
Cre e
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The 1,102 acre “East Parcel” is topographically
distinct and not visible to the core Morven property.
It is at a much lower elevation, and its vegetation is
largely a managed pine forest. As such, its continued
association with the core property is not essential.
20
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LOWLAND
57 acres
LINE
1,680 acres
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UPLAND
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LANDFORMS
Upland
Lowland
el
Steep Slope (>25%)
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Gentle Slope (10%-25%)
Fault
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2000
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Cre e k
Landforms
4000'
5 ac
21
SITE ANALYSIS
OPPORTUNITIES & CONSTRAINTS
LEGEND
Views
The Main House atop the primary ridge has the
advantage of distinctive views in each direction.
Protecting the varied character of these views
reveals opportunities to locate new facilities at the
core. Building locations will optimize access to
views without disrupting the existing pattern of
development on the land and situated to limit the
need for new infrastructure. Conversely, the pattern
of protected views informs an open space structure for
the site, building upon ideas that have been realized
by past owners.
Potential
Development Sites
Main House
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Hand Sketch of Thomas Jefferson Historic District
- Eleanor Gould, Experimental Grounds
22
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Primary Views
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Main
House
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Opportunity Framework Diagram
Section AA
23
CONCEPT PLAN
MORVEN 2025
With a robust in-residence experience, Morven
becomes a destination where big ideas are addressed in
an open and supportive environment.
The breadth of the land should accommodate a wide
range of programmatic users and encourages onsite interaction among participant groups, faculty,
students, and outside visitors. New construction
should be sensitively integrated within the site where
it is subordinate to the existing buildings and gardens
and landscapes – preserving the authenticity and
character of Morven.
The illustrative plans and diagrams depicted within
this study employ a combination of repurposed
existing structures and new construction organized
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An open space network of gardens, paths, and
trails provides connectivity between facilities and
encourages informal gatherings or moments of
solitude and reflection for its visitors.
The concept plan allows multiple user groups to
function on-site simultaneously. Programs that
require dedicated facilities are accommodated as a
future satellite to the core with the potential for an
autonomous presence. Satellite sites should limit the
size and scale of new construction to preserve the
views and the character of Morven.
Morven 2025 Aerial View
24
4
4
5
4
5
5
2
3
5
1
3
7
6
LEGEND
1
Program Arrival
2
Main House
3
In-Residence Programs (Core)
4
In-Residence Programs (Satellite)
5
Event Barns & Programs
6
Meeting Barn
7
Entry Drive
5
5 min. Walk
0
1" = 600'
600
7
7
1200'
Morven 2025
25
FUTURE
PHASE
FRAMEWORK PLAN AND PHASING
FUTURE
PHASE
FUTURE
PHASE
PHASE 1
FUTURE
PHASE
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components creates the framework for planning
future development: the formal organization of
buildings and gardens in the Main House core and
the informal landscape of farm buildings and fields
create a perfect location for the new In-Residence
accommodations. Situated at the intersection
between the existing formal and informal areas, the
new In-Residence accommodations will be easily
accessible from all facilities.
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THE
FARM
AGRICULTURE
FIELD
LEGEND
Core
Program Support
In-Residence Core Parcels
FIELD
In-Residence Satellite Parcels
Views
Primary Entrance
Secondary Entrance
Secondary Roads
26
THE
MAIN
HOUSE
CORE
Phasing Diagram
The preservation of views and minimization of
new infrastructure are primary factors considered
in the development of the site. Environmental
constraints including potential cultural resource
sites and/or archeological sites must be considered
in the development of Morven.
Primary Road
al
rm
o
F
In
CONCEPT PLAN
Framework Plan
0
1" = 800'
800
1600'
ARRIVAL
The preservation and reuse of the formal entry drive
on axis with the Main House is a key element of the
illustrative plan. The proposed entry drive will reveal
Morven slowly to visitors.
The new arrival experience takes visitors
to the formal entry drive by way of the
former Scottsville Road bridle path.
LEGEND
Primary Entrance
ARRIVAL
Secondary Entrance
In-Residence Entry
Road
Secondary Roads
Limited Access Roads
Bus Route
GATE
Access & Parking
0
1" = 800'
800
1600'
Limited Entry Road
Parking - existing
Parking - proposed
27
CONCEPT PLAN
IN-RESIDENCE PROGRAM OPPORTUNITIES
In-residence program accommodations at the Core
TIPVMECFQSPWJEFEJOUIFëSTUQIBTF'PSGVUVSF
phases, multiple satellite sites have been located for
potential in-residence programs.
Phase I: 30 In-Residence accommodations:
t-PDBUFEBUUIF$PSF
t"DDFTTUPBWBSJFUZPGGBDJMJUJFT
t0QQPSUVOJUJFTGPSJOGPSNBMBOEGPSNBM
interaction with other programs and
participants.
4
2
4
ULT
UR
E
2.'VUVSF1IBTF*O3FTJEFODFBDDPNNPEBUJPOT
t4BUFMMJUFMPDBUJPO
t1PUFOUJBMGPSEFEJDBUFEGBDJMJUJFT
t0QQPSUVOJUJFTGPSGPSNBMJOUFSBDUJPO
with other programs and participants;
t-JNJUFEPQQPSUVOJUJFTGPSJOGPSNBM
interaction.
LEGEND
Core
In-Residence Accommodation
(Includes new structures)
Existing Buildings
New Buildings
Arrival
28
4.'VUVSF1IBTF*O3FTJEFODFBDDPNNPEBUJPOT
t4BUFMMJUFMPDBUJPO
t1PUFOUJBMGPSEFEJDBUFEGBDJMJUJFT
t0QQPSUVOJUJFTGPSGPSNBMJOUFSBDUJPO
with other programs and participants;
t-JNJUFEPQQPSUVOJUJFTGPSJOGPSNBMJOUFSBDUJPO
F OR E
ST / WATE
3
AGRIC
1.
3.'VUVSF1IBTF*O3FTJEFODFBDDPNNPEBUJPOT
t4BUFMMJUFMPDBUJPO
t0QQPSUVOJUJFTGPSJOGPSNBMBOEGPSNBM
interaction with other programs and participants;
t"DDFTTUPQSJNBSZSFDSFBUJPOBSFBQPPMMBLF
trails, etc.).
Primary Program Elements
0
1" = 800'
800
1600'
1
R
THE MAIN HOUSE CORE
Programs most closely linked to the Morven core
values are located at the physical core of the site. This
central location is comprised of a combination of 30
new residential accommodations and existing facilities
including: the Main House, the Meeting Barn, the
Stone House, the Old Kitchen, nearby barns, and the
formal gardens.
9
9
6
9
10
8
7
6
3
6
6
10
6
9
5
10
2
Main
House
2
4
1
3
6
4
5
3
LEGEND
6
7
Area of Plan Detail
Core Facilities Plan
0
1" = 300'
300
600'
Existing Building
1
Program Arrival
2
Residential Suites
3
Dining Rooms
4
Residential Guest Rooms
5
Meeting Hall
6
Event Garden
7
(BSEFO8BMM'FODF
8
Classrooms
9
Studio / Labs / Indoor Events
10
Morven Staff
29
CONCEPT PLAN
EXPERIENCING THE SITE
Community is a primary component of the immersive
learning experience of Morven program participants
and is fostered by access to formal and informal
common spaces where unscripted and impromptu
conversations happen. The walks and gardens at
Morven provide a structure for participants to engage
in discussions out-of-doors in a safe and inspiring
environment.
In-residence programs will be supplemented by
a variety of recreational activities and unique
entertainment and dining experiences to encourage
a wide range of conversations and varied interactions.
Many of the activities will be customizable for
JOEJWJEVBMTBOEHSPVQTBOENBLFVTFPG.PSWFOT
open space.
Kitchen Garden
Running /
Jogging
8BUFS'FBUVSF
Picnic
Cook / Prepare
Bar-be-que
Tea House
'JSF1JU
Celebrate
Explore
Ceremonies
Read
Gather / Meet
Reflect
Learning
Preserve /
Conserve
Meditating
Create
Studying
Eat
Viewshed Walk
Admire
Play
Jogging Path
Conference
Chess
Music
Lawn Sports
Theater / Plays
Racquet Sports
Event Gardens
Movies / Cinema
4PDDFS'PPUCBMM
Working Gardens &
Playfields
Walks / Hiking
Swimming
LEGEND
Garden Walk
Hedge
'FODF-JOF
Walks & Gardens
0
1" = 500'
30
500
1000'
The following is a initial list of activities envisioned
to help enrich the experience at Morven:
8BUFS'FBUVSFT
Morven Activity Program
Canoeing &
Water Sports
Recreation
Outdoor Kitchen
Rose Garden
Outdoor Theater
Formal Garden
Event Barns
Japanese Garden
Kitchen
Garden & CSA
Sculpture Garden
Outdoor
Classroom
Supporting Program Elements
Main House
Great Lawn
31
OPERATIONAL AND CAPITAL REQUIREMENTS
Morven is fundamentally an immersion-based
learning center. As such, in the more traditionallydefined hospitality sector the property would be
viewed more as a conference center than a hotel. The
property caters specifically to small groups of less than
60 participants with education-driven programs that
are:
t UVA-sponsored;
t UVA-related;
t Morven-sponsored;
t Third party-hosted or sponsored:
- U. S. State Department;
- Not-for-profit organizations;
- NGOs.
30 rooms for overnight accommodations at double
occupancy would adequately serve these groups,
provide the most immersive experience, and maintain
the character of Morven.
Day-use conferences and programs may still be
considered on a selective basis, though priority
should generally be given to groups requiring
overnight accommodations. While Morven does not
purposefully target social events – dinners, weddings,
reunions, etc. – the property should immediately
develop a policy and operating model about accepting
day-use events. A comprehensive analysis of similar
MPDBMWFOVFTFH,FTXJDL)BMM'BSNJOHUPO$PVOUSZ
Club, Clifton Inn) will provide confirmation of
market pricing and operational standards. The
immediate revenue impact could be meaningful and
not adversely impacted by incremental operating
expenses since all associated event expenses are
covered by fees.
32
Facilities
Existing Morven facilities, with particular focus on the
Meeting Barn, should be used for program activities.
The Main House, the Old Kitchen, the Stone House,
the two Gardens, as well as the barns and grounds,
should also continue to be used for programs.
Phase I required new facilities for overnight
accommodations include:
t Expanded arrival/reception area
t Guest rooms – approximately 30 new rooms
(“keys”) with 2 beds per room (minimum double
queens):
- 350-450 square feet including individual
bathrooms;
- Appropriate scale – “cottage-like” – not a
dormitory but more equivalent to select
service hotel room standards;
- Rooms include a desk, appropriate
lighting
and ergonomic chairs;
- Wireless internet access and cell service;
t Program Arrival – Basic check-in/check-out
function approximately 2,000 sf with small
lounge, offices, work stations, and limited backof-house facilities;
t 'JUOFTTDFOUFS
t Swimming (lap) pool and other recreational
amenities.
Phase II facilities would then include:
t Gathering area, bar (could be honor bar or
“hosted bar” service);
t Work stations (“business center”) where
participants can use space other than their guest
room (particularly important if two conferees per
room and one desk);
t Back-of-house area including laundry,
housekeeping and staff break area;
t Basic work facilities (could be in one of the
barns).
Phase III and other possible future facilities include:
t Learning-friendly meeting space (tables, chairs,
lighting, AV equipment, etc.).
Design & Brand Standards
In keeping with the overall character of Morven,
new facilities should consider the site, landscape, and
existing architectural qualities of the property as well
as modern facilities standards, including:
t Green/sustainable systems and design;
t Architectural finish and specifications equivalent
to new, full-service commercial hotels;
t Construction standards and specifications (fire
and life safety, etc.) per UVA standards.
Even though Morven will operate “independent”
accommodations, the design of the facilities would
incorporate guest service, back-of-house, and other
requirements necessary for operating quality levels
equivalent to Starwood, Hyatt, or other national
brands. As such, the property should consider Brand
Standards with these hotel operating brands in mind.
Main House
8 In-Residence
Accommodations
Program Arrival
22 In-Residence
Accommodations
Meeting Barn
Phase 1 new construction:
30 “In-Residence” rooms
with double occupancy
2,000 sf Program Arrival
Phase 1 potential
buildings for renovation
To be used for classrooms,
studios, work spaces, food
and beverage, etc.
Morven 2025: Phase I
33
OPERATIONAL AND CAPITAL REQUIREMENTS
Investment
The estimated budget below is conceptual and
requires considerable additional design, development
and scoping. Actual budgets could vary materially and
could be further affected by entitlement and UVA
requirements not considered within the current study.
The Phase I conceptual budget is estimated
between $4 - $6 million, including infrastructure
JNQSPWFNFOUTPVUMJOFECFMPX'VUVSFQIBTFTNBZ
include renovation of existing buildings for
In-Residence Program work spaces (studios,
classrooms, etc.).
The Phase I conceptual budget includes items such as:
t Construction of new buildings (site work directly
related to building construction only);
t 'VSOJUVSF'JYUVSFT&RVJQNFOU''&
t Operating supplies and equipment;
t Professional fees – architecture, engineering and
specialty consultants;
t Zoning Review;
t Permitting, Legal & Insurance;
t Project Management;
t Limited renovation or modification of existing
facilities in service of Phase I.
A Phase I conceptual infrastructure budget may
include:
t Major site work or new infrastructure e.g. roads,
parking, lighting, grounds, etc;
t Utilities: water, sewer, electric, natural gas,
telecom.
34
Meeting Barn
OPERATING PERFORMANCE
In order to successfully provide overnight
accommodations, the Morven policies should provide
for:
Overnight Rates
t Revenue and profit-loss models need to be
developed based on government and University
rates in the range of $125 - $150/night;
t All UVA users to pay university rates for use of
the facilities and guest rooms.
dates is a desirable goal (mixing of artists and
young, future world leaders) then the number of
new rooms and facilities to be added would need
to be larger;
t Programs sponsored by the Presidential Precinct
could provide multi-year commitments.
Day Rates
t Daily use facility fees including special pricing
for government and university related use;
t Meeting barn currently $1,500 - $2,250
per day.
Hospitality Standards
t 'PPETFSWJDFDPNQFUJUJWFMZQSJDFEXJUIBSFB
hotels;
t Service standards equivalent for a brand-operated
hotel or small international conference center.
Anticipated Occupancy
t Target occupancy levels of 40-45% annually;
t Lower occupancy due to limited ability to take
simultaneous and overlapping groups.
Users
t Predominant use by UVA and government
groups;
t Market-based use (by policy) for social events
(weddings, reunions, leisure unaffiliated
individual reservations);
t Morven-sponsored signature events;
t A long-term user who could partner with
Morven and provide regular occupancy at
certain times during the year e.g. the U.S.
State Department, Morven Summer Institute,
Darden-sponsored executive learning programs;
t A financially stable user for an “in-residence”
program that would provide a base level of
annual funding to support operations;
t If accommodating multiple users on the same
35
OPERATIONAL AND CAPITAL REQUIREMENTS
OPERATING PERFORMANCE (continued)
Revenue, Expenses, & Subsidies
t Business model assumptions of gross revenues of
$650-$750,000 per year;
t Minimal incremental operating expenses added
to service in-house groups and daily use;
t No reduction in Morven current operating
subsidies from the endowment i.e. management,
accounting, security, farm and grounds
maintenance, utilities and the like continue to be
provided through the endowment subsidy;
t Develop zero-based expenses budget to support
minimum services within the pad of the cottages,
aggressively pursuing outsourcing for laundry,
housekeeping, and other service providers.
t Other revenue resources could include:
- Corporate sponsor;
- Major annual program commitments
such as the U.S. State Department;
- Corporate programs;
- Successful UVA or Morven sponsored
programs – “Morven Institute”;
- Partnership with a Not-for-profit
“content” or “program” provider e.g.
Aspen Institute-Wye River Conference
Center, the Brookings Institution;
- More open use for social events and
leisure individual travelers;
- Outside management contract (e.g. Wye
River Conference Center - Marriott
Conference Centers).
36
The Claim House, 1796
t Land Divestment:
The 1,102 acre “East Parcel” is topographically
distinct and not visible to the core Morven
property. In addition to its lower elevation, its
vegetation is largely a managed pine forest. As
such, its continued association with the core
property is not essential.
el
c
r
a
tP
es
W
There are several potential scenarios for realizing
the value of the land on the east side of James
Monroe Parkway should be analyzed. However,
the future use of the “East Parcel” should not
dilute or compromise the core values of Morven.
Options for the “East Parcel” may include:
-
Outright sale with a conservation
easement strategy in place whose benefits
can be realized by the purchaser(s);
Co-development with an experienced and
sympathetic fee developer or builder;
Structural or phased parcel sales to the
neighboring estates.
1,102 acres
el
arc
P
st
Ea
Parcel Location Map
37
NEXT STEPS
DECISION MAKING PROCESS & EVALUATION TOOL
The University should employ an objective evaluation
tool to assess future uses for Morven.
'VOEBNFOUBMRVFTUJPOTBSFUJFEUPUIFFTTFOUJBM
ingredients including:
Role & Mission:
Does the proposal enhance the role and mission of
UVA and reinforce the goals of the strategic plan?
Kluge Gift:
Is the proposal congruent with the gift agreement
and donor expectations?
Champions:
Does the proposal build on current UVA academic
strengths? Are faculty leaders and students
engaged?
Comparables:
Does the project enhance the relative position of
Morven with regard to a peer group?
Site & Space:
What are the facility requirements and are they
consistent with the character of Morven? Does the
program require exclusive use of Morven for the
QSPHSBNTEVSBUJPOPSBMMPXGPSNVMUJQMFVTFST
The University would then develop a hierarchy of uses
for Morven driven by the values assigned to the results
of the evaluation tool.
Morven Farm
38
OVATIVE MINDS
N
N
I
-I
ER
TT ESIDENCE | AFFORDABLE | INTEGRATED | A DEAS
A
CCE
M
N -R
ESSENTIAL
INGREDIENTS
CO
LL
AB
ROLE & MISSION
E
IV
T
RA
O
TH
AT
CH
AR
A
CT
KLUGE GIFT
ER
W
O
|S
IM
Y
IT
IC
PL
IS
S
SSIB
LE
|
RK
U
E
T NABLE | I
A
H USTAI
T
|S
S
CHAMPIONS
COMPARABLES
Single
Structure
Multiple
LandStructures Based Use
Existing
Facilities
Scale of New Infrastructure
or
Improvements to Existing Infrastructure
FUNDING
REQUIREMENTS &
SOURCES
PHYSICAL
NEEDS
SITE & SPACE
DEDICATED FUNDING
SPONSOR PROFILE
status, fundraising capacity, access to new
donors and/or sponsor base?
“The Decision Tree”
39
NEXT STEPS
ESTABLISHING A PEER GROUP
Majority
Academic
6OEFSTUBOEJOH.PSWFOTQFFSHSPVQBOEJUTQPTJUJPO
in the competitive landscape is an essential business
metric that will enable the:
t Creation of consistent programming and
pricing models;
t Development of key marketing messages and
brand value statements;
t Identification of core target users.
In 2010 Morven Programs conducted a comprehensive
review of potentially competitive sites followed by
a more detailed examination of four destinations
#FMMBHJPPQFSBUFECZUIF3PDLFGFMMFS'PVOEBUJPOJO
Lake Como, Italy, Salzburg Global Seminar in Austria,
ɨF"TQFO*OTUJUVUFT8ZF3JWFSDBNQVTJO.BSZMBOE
and Airlie in Warrenton, Virginia) to better understand
.PSWFOTQPUFOUJBMDPNQFUJUJWFOFTTXJUIJOUIF
marketplace. A detailed report summary can be found
in the Appendix to this document.
BREAD LOAF
MORVEN
BELLAGIO
SALZBURG
Rural
Urban
MACDOWELL
AIRLIE
GREENTREE
WYE RIVER
ARDEN
Majority
Professional
40
HOOVER
INSTITUTION
BELLAGIO CENTER
Lake Como, Italy
This comparative study indicates that Morven has
the essential elements for successful development
as a retreat destination with the exception of
residential capacity. Residential capability is critical
to offering competitive program options and critical
to building a community among participants.
.PSWFOTQSPYJNJUZUP8BTIJOHUPO%$BOEJUT
location within the Presidential Precinct are powerful
market advantages. Academic resources from UVA
also set Morven apart from the other destinations
while several have collaborated with universities
on an ad hoc basis, none can boast the intellectual
QPXFSBWBJMBCMFUP.PSWFOTQSPHSBNTCZWJSUVFPGJUT
relationship to the University. Programs more closely
linked to a University, such as Bread Loaf and the
Hoover Institution, should be included in ongoing
assessments.
WYERIVER
RIVERPLANTATION
PLANTATION
WYE
Queenstown, MD
Queenstown, MD
AIRLIE
AIRLIECENTER
CENTER
Terrace view of theWarrenton,
Bellagio
Center
VA
Warrenton,
VA
HISTORY
Property traces its history to Romanization of Como region in the first A.D. Relationship with the
Rockefeller Foundation began in 1959 when Ella Holbrook Walker offered her Italian estate, Villa
Serbelloni, “for purposes connected with the promotion of international understanding.” Dean Rusk was
Overhead view
of the Wye River Houghton House
Chair of Rockefellar Foundation when the agreement
was negotiated.
SALZBURG GLOBAL SEMINAR
HISTORY
Austria
to Morven,
the site
has a richonhistory
– Salzburg,
owned initially
by William Paca, signer of the Declaration of
The Bellagio Center sitsSimilar
on 53 acres
in the town
of Bellagio
Lake Como.
Independence. Aspen received the property in 1979 from the Houghton family, a wealthy NY philanthropist
who
founded
Corning
Glass
Works.
MISSION
To promote the well-being of humanity through technological, social and economic growth devoted to
MISSION
creative thinking, problem
solving, and artistic endeavors.
As a subsidiary of the Aspen Institute, Wye River provides
accommodations
for conferences
and retreats, as
Natural views
of Airlie’s 1,200-acre
campus
well as a place for the Aspen Institute to engage in long-range planning.
PROGRAM LEADERSHIP
HISTORY
Pilar Palacia, Managing Director at Bellagio; Rob Garris, Managing Director, Bellagio in New York.
Founded by Dr. Murdock Head in 1956, Airlie has served as a retreat destination for more than five
PROGRAM LEADERSHIP
decades. The property is also home for Airlie Productions, a film company producing documentaries on a
CORE INITIATIVESCindy Buniski, Vice President, Administration and Executive Director
wide range of issues.
Conferences: Programs traditionally run for five days housed in a small conference center/hotel
PROGRAMS
with 23 guests. Applications
submitted by organizations to Foundation; those accepted receive significant
MISSION
Aspen Institute
Executive
Seminars
– Approx.
leadersinfrom
a variety
come together
financial support. US universities
are frequent
applicants.
Pres.
Sullivantwenty
participated
a program
onof fields Lakefront
view ofto
thelearn
‘Schloss’
“A center where individuals and organizations can meet in a distraction-free
and
neutral environment to
from
each other
variety of topics.
Recent
include:
financing higher education
organized
by on
theaUniversity
of Chicago
in issues
August,
2011. corporate responsibility, ethical leadership,
exchange ideas on issues,HISTORY
ignite thought, and inspire collective action around shared interests, purpose and
Asian cultures, and the policy impact of the digital age.
value.”
The Salzburg Global Seminar is headquatered in a rococo palace commissioned in 1736 for the
Residences: Limited to 15 participants; residents include scholars, creative artists, and practitioners. Spouses
Archbishop of Salzburg. The ‘Schloss’ was purchased and restored by Max Reinhardt in 1918. In 1947 it
Faculty
and Deans’
Seminar
Series –28Provosts
may accompany the resident.
Residential
stays
are typically
days. and academic deans may apply to Wye Seminars that focus on
CENTER LEADERSHIP
became home to the first Salzburg Global Seminar. The Schloss was also the birthplace of Salzburg Music
a range of higher-ed topics.
Kevin Carter, General Manager
Festival and film location for “The Sound of Music”.
PROGRAM THEMES
Institute Custom Seminars – Targeted seminars that address specific business growth and leadership
• Basic Survival Aspen
Safeguards
CONFERENCE ANDMISSION
SEMINAR FACILITIES
• Global Healthdevelopment issues designed for 12-24 people.
With 150 guest rooms and
cottages
on aSeminar
1,200-acre
Airlie
can accommodate
upwhich
to
Theeight
Salzburg
Global
is a campus,
non-profi
t, independent
institution
brings together policy
• Climate and Environment
200 people for a multi-day
conference.
Airliefrom
hostsaround
approximately
600
year.issues
Airlieof
accepts
leaders
and scholars
the world
to groups
addressper
critical
global concern. Over 26,000
• Urbanization Aspen Institute Sponsored Conferences – Subject-specific conferences for 25 people or more on important
weddings on a selective basis.
participants from over 150 countries have taken part in Salzburg programs.
subjectsSecurity
where business and policy issues intersect.
• Social and Economic
PRESIDENT AND CEO
FINANCE
ALUMNI NETWORK
Stephen
L. Salyer
goal isconference
essentiallyparticipants
to break even;
notresident
viewed
as a profiPost-conference
t center.
Since 1957, Bellagio hasFinancial
hosted 30,000
andWye
4,500
scholars.
follow-up is recent area of interest. Bellagio competes with other Rockefeller Foundation initiative for
PROGRAM
THEMES
CONFERENCE AND SEMINAR FACILITIES
support.
• ArtsPrograms
& Culture
The Wye River has been in business approximately 30 years.
are developed through the Aspen
Innovation and Sustainability
Institute, thru policy staff located in Morven
DC. Programs |•Benchmarking
Report 2012
• Media & Citizenship
Peace, Justice
& Security
Wye River caters to a wide range of audiences and price• points.
Wye Woods
is the most rustic facility, while
• World experience:
Stability & Wye
Development
the other two facilities are more expensive and offer a high-end
hosted the Palestian-Israeli
Peace talks during the Clinton Administration.
CONFERENCE AND SEMINAR FACILITIES
Eight seminarMorven
rooms,Programs
accommodating
10-150 participants
| Benchmarking
Report 2012 with state of the art technology
EVENTS AND WEDDINGS
Historic chapel available for weddings on select weekends; in-house catering
RESIDENTIAL CAPACITY
The Main House at Airlie
Twelve suites in the Schloss (Main House). Adjacent historic Meierhof has fifty-five rooms, including
Morven
Programs
| Benchmarking
Reportand
2012
some suites with a kitchenette. Additional
facilities:
Max
Reinhardt Library
Whitman Fitness
Center
FINANCE, BUDGET, GOVERNANCE
‘09 revenue $7.7M; $7.6M in expenses. High-level board with administrative offices in Vienna and
Washington, DC
Morven Programs | Benchmarking Report 2012
41
42
POSTSCRIPT
Morven 2025 was designed as a planning process to
think collectively about the future of Morven. And
that was exactly what happened.
In May 2014 Hart Howerton presented its
recommendations to the Provost of the University.
The following week John Simon convened 26 senior
faculty to discuss the draft report, solicit comment
and recruit additional suggestions.
'PMMPXJOH$PNNFODFNFOUUIF1SPWPTUBOE1SFTJEFOU
met to discuss the report.
As a result of these deliberations, there is basic
agreement that Morven:
t Represents a significant strategic asset of the
University;
t Provides a multi-disciplinary platform for an
“immersion experience” difficult to duplicate
on Grounds;
t Needs residential capacity to serve faculty,
students and other program participants and
requires a business model to provide a financial
framework for successful operation; and
t Requires a University-led process for evaluating
proposals that have a significant impact upon
the use of property.
In early June the Provost appointed a University
committee to evaluate major program proposals,
chaired by Vice Provost Jeff Legro, and a Committee
on Residential Use of Morven, chaired by Morven
Programs Director Stewart Gamage. Both committees
are organized and have begun work.
During this planning process the work of Morven
has continued. In conjunction with the Presidential
Precinct, Morven Programs most recently hosted the
4UBUF%FQBSUNFOUT:PVOH"GSJDBO-FBEFST*OJUJBUJWF
(YALI) bringing 25 remarkable emerging leaders from
18 nations to Virginia for an intensive leadership
development program. UVA faculty and students
have been deeply involved in the development and
execution of the YALI program.
This program suggests the potential that Morven
Programs and the property offer the University and
those who study here.
'JOBMMZUIFGBDVMUZTUBêTUVEFOUTBOEBDBEFNJD
leadership of UVA are deeply grateful to Hart
Howerton - especially to David Howerton, Stuart
Siegel, and Nicole Emmons - who have provided the
PQQPSUVOJUZUPPSHBOJ[FUIF6OJWFSTJUZTCFTUUIJOLJOH
in planning for future of Morven.
As the University prepares for its next century of
leadership, Morven has the opportunity to make a
significant contribution as a global destination for
critical thinking and complex problem-solving.
This report lays the foundation for that proposition.
43
CONTRIBUTORS
Hart Howerton and the University would like to thank the following
individuals for their generous contributions to the discussion:
Milton Adams
Sara Lee Barnes
Sara Bon-Harper
Antoinette Brewster
Benjamin Brewster
Bill Cromwell
Dean Dass
Rebecca Dillingham
Emma Dinapoli
'SBOL%VLFT
Terry Dunmire
(SFH'BJSDIJME
'SBODFTDB'JPSBOJ
%PSPUIZ'POUBJOF
1BVM'SFFENBO
Neal Halvorson-Taylor
Harry Harding
Sharon Hostler
Robert Hull
Gregoris Kalai
Jody Keilbasa
Jane Kelly
Maria Kluge
Jeff Legro
Manuel Lerdau
Garrick Louis
Maurie McInnis
Dick Minturn
'SFE.JTTFM
Julia Monteith
With a special thanks to the
leadership and staff at Morven:
The Hart Howerton team,
Stewart Gamage
Rebecca Deeds
8IJUOFZ'BSNFS
Elton Oliver
.FH'BJTPO
Photography provided by:
Dan Addison
David Howerton
Stuart Siegel
Paul Milana
Michel Dionne
Nicole Emmons
Christina Calabrese
Xuemei Luo
Jim Murray
Louis Nelson
David Newkirk
4FBO0#SJFO
Laura Pence
Neal Piper
Shelia Pleasants
Drew Precious
Tim Rose
Marie Schacht
Will Scribner
Bill Sherman
Hank Shugart
John Simon
Tom Skalak
“What little difference you
can make, you should make.”
- John W. Kluge
44
Greg Smith
Margo Smith
Teresa Sullivan
Emily Sydnor
Diane Szaflarski
Sam Taggart
Ann Taylor
Russell Taylor
Chris Tilghman
Tomicah Tillemann
Tamara Van Meter
Richard Will
Emily Willey
Bill Wylie
45
© 2010 Hart Howerton
/&8:03,4"/'3"/$*4$0