Inquirer: Chestnut Hill College outlines $500 million expansion

Inquirer: Chestnut Hill College outlines $500 million expansion

Chestnut Hill College - once a small women-only institution wrestling with a deficit and a shrinking student body - has more than doubled its enrollment since going coed in 2003 and operates well in the black today.
Now, the school is preparing to make another major leap. It is planning a multi-decade, $500 million development project, including 10 new buildings on a 32-acre property known as Sugarloaf, near its 45-acre main campus. The college purchased the property, at Bells Mill Road and Germantown Avenue, across from the Woodmere Museum, from the Albert M. Greenfield Foundation in 2006.
Under the master plan, several years in the making, the college would grow from about 900 undergraduate students to 1,500 during the next four to six years and add a second doctoral program and several other new programs.
Calling it "the European city on two hills," the college's president, Sister Carol Jean Vale, said the terra cotta roofs, gray stone buildings, open courtyards, and walkways would give the new campus the same feel as the current one - much like a French hillside town.

About the author

Andrew Goodman, Community Engagement Director, New Kensington Community Development Corporation

Goodman is currently the Community Engagement Director at the New Kensington Community Development Corporation.

Previously, Goodman worked as a city planner and project manager for PennPraxis. His focus was on projects that combined community engagement and public space design, including the Central Delaware Waterfront Planning Process, the Green2015 initiative for Philadelphia Parks and Recreation, and the Bartram’s Mile project in Southwest Philadelphia.  Goodman was an early contributor to PlanPhilly and helped shape the site in its first iteration.  As PlanPhilly grew, Goodman represented the publisher and provided professional planning input and project management support as the site expanded its beat coverage, went through multiple redesigns, conducted an internal strategic plan, and researched revenue generation opportunities.

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