C UNTY C MMUNITY C LLEGE FACILITIES MASTER PLAN BOARD WORKSHOP - - PowerPoint PPT Presentation

HNSON UNTY MMUNITY LLEGE

FACILITIES MASTER PLAN BOARD WORKSHOP August 13, 2016

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TODAY’S AGENDA

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Discovery Analysis Idea Generation Refinement Documentation

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11/23 01/12

Steering Kick Off Campus Kick Off

02/11 04/01

Space Needs Analysis and Board Workshop Analysis Review

04/18

Alternatives Review

05/09 TBD

Preliminary Plan Board Workshop

JAN FEB MAR APR MAY JUN In-Person Milestone Visit Interim Steering Committee Video Conference Board Interface

PLAN SCHEDULE

JUL AUG SEPT

Board Action DRAFT Board

08/13 10/13 OCT

Board of Trustees Steering Committee Advisory Teams Focus Groups Core PM Team ENGAGEMENT

Facilities Master Plan Steering Committee President’s Cabinet Career & Technical Education Task Force Academic Spaces Committee Task Force Instructional Deans’ Council Student Success & Engagement Leadership Team Vice Presidents and Division Directors Deans and Faculty Athletic Department Library Services Institutional Effectiveness / Research JCCC Foundation Exec. Board Student Senate

• Our students will be more diverse and require more financial aid and

academic support.

• There will be a greater number of online students that will not need to

come to campus, more tutoring and coaching will take place online.

• Technology will be more prevalent and will impact how courses are taught

and delivered.

• Promote better utilization of facilities and activate the first floor.
• Achieve 40%-50% of total classrooms as active learning spaces.
• Accommodate the student of the future: more collaborative areas, maker

spaces, fab labs, and informal spaces to engage one another and interact more with faculty.

• Enhance student success. Align academic success and resource centers.
• Accommodate a future student pathways model.
• Develop spaces that focus on career training workforce programs and

align with BNSF programs.

• Cluster programs to emphasize centers of excellence.
• Establish a new front door at the Student Center.
• Increase flexibility of offices.
• Integrate wellness goals as part of future plans.
• Consider existing and future sustainability initiatives as a driver.

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(Assignable Square Feet)

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[QUALITY] Provide 21st century spaces to teach, learn, study, work, collaborate [UTILIZATION] Improve the utilization of campus space throughout the day

[TYPE] Align facilities with college/program goals

[LOCATION] Develop appropriate programmatic adjacencies [EXPERIENCE] Make the campus more welcoming, navigable and attractive [COMMUNITY] Encourage community engagement [SUSTAINABILITY] Achieve a more sustainable campus [FEASIBILITY] Optimize cost and implementation feasibility [ADAPTABILITY] Maximize flexibility for future growth Q U T L E C S F

Master Plan Guiding Principles

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• Align campus space with

projected populations

• Renovate the core interior

campus

• Activate the first two

floors

• Reinforce 21st century

learning objectives

• Embrace common

space

• Brand a new CTE (Career &

Technical Education) center of excellence

• Emphasize the student center

as the front door and improve intuitive wayfinding

• Improve connections

between vehicular open space and pedestrian courtyards

• Consolidate competitive

athletics at campus frontage

• Reinforce a new Arts

neighborhood

Master Plan Concept

Reinforce Centers of Excellence to Support a Robust Interdisciplinary Campus

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Establish Centers of Excellence for CTE and Arts Prioritize Active Learning Classrooms Realign Academic Resource Centers Enhance Campus Front Door and Wayfinding Activate Collaboration Spaces Optimize Offices Create Maker Spaces Incorporate Sustainability Strengthen Athletic Facilities Visionary and Implementable Strategies

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I a I b I c I d IIa IIb IIc IId IIe

(The sequencing of future projects does not represent priority order.)

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Visionary and Implementable Strategies

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New Construction Interior Renovation Athletic Improvements Campus Improvements Sustainability Initiatives

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Establish Centers of Excellence for CTE and Arts

3Ia

Space Planning Guidelines

• CTE (Combined Welding) ASF: 84,430
• Arts ASF: 19,620

Construct a New CTE Building and a New Arts Building

• Create Ideal Program Adjacency for both CTE and Arts
• Allow Future Development Flexibility

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Promoting Centers of Excellence

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CC RC GYM ITC LIB HCA SCI OCB GEB COM SC CSB CLB NMOCA HCDC HSC PA WH

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Construct a New CTE Building and a New Arts Building

1. Construct a new CTE building (excluding welding) on existing Tennis Courts 2. Construct a new Arts building on the eastern campus 3. Renovate ATB for combined welding, grounds, transportation and other campus uses 4. Renovate and expand WLB for BNSF specialty labs

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New Building: 84,959 ASF Demolition: 27,647 ASF Net Gain: 57,312 ASF

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Space Planning Guidelines

• 50% of Classrooms
• Assignable Square Feet (ASF)/Station: 30-34
• Number of Stations: 24-32

Strategy 1: Architectural Renovation

• Target Space: Adjoining Smaller Low Efficiency Classrooms
• Recommendation: Merge and Expand Classroom Space and

Enhance Furnishing Strategy 2: Furnishing Adjustment

• Target Space: Larger Low Efficiency Classrooms (720 – 1088 sf)
• Recommendation: Adjust Furnishing and Operation

Prioritize Active Learning Classrooms

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Active Learning Classrooms

Architectural Renovation

Identify or Create Larger Spaces for Flexible Furnishing and Collaboration

Existing Condition Furnishing Adjustment

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Small, Traditional Classroom

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Active Learning Classrooms

Furnishing and Operational Adjustments

Seating Promote flexibility for both larger classes and smaller groups Boards/Surface Create more flexible surface for writing and projection

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Space Planning Guidelines

• 2025 Target ASF: 13,244

Strategies: Promote Spatial Synergy and Improve Visibility

• Cluster Writing, Language, and Academic Achievement Centers in

Library

• Establish a Math and Science Resource Center in CLB

Realign Academic Resource Centers

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Academic Resource Centers

Realignment Strategies

New Math & Science New Achievement, Language & Writing Centers

• Current Condition: Five Resource Centers in 4 different buildings on 3 different floors
• Proposed Condition: Centrally-located at the first floor of library and the second floor of CLB

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Academic Resource Centers

Realignment Strategies

New Achievement, Language & Writing Centers New Math & Science

• Current Condition: Some centers are

located at higher levels that are difficult to find

• Proposed Condition: Relocated to the

first and second levels adjacent to major circulation corridors

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Academic Resource Centers

2nd Floor of LIB, 3rd Floor of GEB

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Expanded Space to Meet 2025 Target Need

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Academic Resource Centers

Co-locate Academic Achievement, Language and Writing Centers to the 1st Floor of the Library

Relocate existing offices and media stations to 2nd floor open stack space and other locations (future consolidated marketing & publication space) Relocate Writing Center, Language Center, and Academic Achievement Center to vacated 1st floor space Move 1st floor office to the vacated 2nd and 3rd floor space Create “maker space” in vacated 1st floor space Create student lounge in 1st floor space

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Academic Resource Centers

Establish a Math and Science Resource Center in CLB (2nd Floor)

Relocate Math offices into renovated space on level 4 adjacent to existing science offices, and add new shared space for adjunct faculty Relocate Science Resource Center to be collocated with Math Resource Center in renovated / updated space Expand Health Sciences space into space vacated by Science Resource Center renovate classrooms on level 3 to accommodate flexible active learning

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• Improve visitor experience
• Realign the Campus Drive and improve campus gateway experience
• Optimize parking distribution
• Enhance campus “front door”
• Connect inside and outside
• Strengthen major pedestrian circulation
• Connect interior and exterior space
• Improve visual corridors
• Enhance campus courtyards
• Integrate new buildings to campus courtyards
• Reinforce campus integrity and create memorable landscapes

3Id

Enhance Campus Front Door and Wayfinding

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Vehicular Wayfinding

• Campus Gateway
• Strengthen College Image at

the Quivira Rd and College Blvd Intersection

• Enhance the College Blvd main

entrance through improved landscape and signage

• Campus Front Door
• Reinforce Student Center as the

main campus front door

• Maintain Carlsen Center as an

important community front door Vehicular Gateway Drop Off Vehicular Circulation View Corridor

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Pedestrian Wayfinding

• Pedestrian Experience
• Enhance the College Blvd main

entrance through improved visual and pedestrian connection to the core campus

• Connect core campus

courtyards

• Create Signature Pedestrian

Spaces to Reinforce Campus Front Doors

• Extend to outlying facilities and

community Pedestrian Front Door to Buildings Pedestrian Front Door to Courtyards Enhanced Inside-Outside Connection

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• Create a transparent and welcoming façade for the Student

Center frontage

• Expand entry corridor and elevate the lobby ceiling to enhance

visitor experience

• Optimize exterior parking, circulation and landscape to

reinforce the “front door” image

• Integrate JCCC branding to the architecture
• Improve visual connection through the front door to the

campus courtyard

• Integrate “one stop” welcome center to the “front door” space
• Relocate bursar office to the Student Center
• Enhance the linkage to the Commons
• Consider memorable and welcoming furnishing and amenities

to strengthen JCCC identity

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Reinforce the Student Center as the Main Campus Front Door

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Transform the First Floor of the Student Center

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Transform the First Floor of the Student Center

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Reinforce the Campus Front Door

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Reinforce the Campus Front Door

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Space Planning Guidelines

• Target ASF: 56,130 - 80,186 (7%-10% of total ASF)

Strategy 1: Open Collaboration Space

• Target Space: Lobby, Gathering Space and Wide Corridor (>10’)
• Recommendation: Enhance Furnishing and Create Alcoves/Openings

for Active Collaboration Strategy 2: Enclosed Study Space

• Target Space: Study, Assembly, Lounge, Meeting, and Other Surplus Space
• Recommendation: Architectural Renovation and Furnishing Enhancement

Activate Collaboration Spaces

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Open Collaboration Space

Furnishing Adjustment Provide Seating and Writable Surface in Break Out Space for Social Interaction

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Enclosed Study Space

Interior Renovation Offer Opportunities for Informal Collaboration and Learning

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Existing space at OCB

Space Planning Guidelines

• Office space needs will stay balanced in the next decade
• 5% - 15% of office spaces will be candidates for renovation
• r realignment

Strategy 3: Optimize Full-time Faculty Offices

• Promote collaborative and shared space

Strategy 2: Reorganize Adjunct Faculty Offices

• Encourage hotel office or hot desk
• Centralized location?

Optimize Offices

Strategy 1: Realign Admin Offices

• Move admin offices to upper levels to activate the first floor
• Improve space utilization & efficiency

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Office

Existing space at CHA

Effective + Efficient Office Environment

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Office

Activate the First Floor

Current Condition of GEB building

• Admin offices occupy prominent locations on the first floor
• Challenged wayfinding

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Office

Activate the First Floor

Renovation Recommendations

• Move first floor admin offices to upper floors or other buildings
• Create open and transparent collaborative learning space on the first floor
• Renovate the stairs to improve student experience and wayfinding

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Strategy 1: Department Specific

• CTE
• Art + Design

Create Maker Spaces

Space Planning Guidelines

• Target ASF: 12,400
• High Bay Space with Adjacency to Loading is Preferable

Strategy 2: Campus-Dedicated and Community-Oriented

• Central campus location that allows for interdisciplinary creativity
• “Membership” or Open Public

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Disperse Maker Spaces to Promote Collaboration

• Integrate maker spaces in the new CTE and Arts buildings
• Establish a community-oriented maker space on the first floor of library

CTE Arts Community

Maker Space

Major Strategies

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Incorporate Sustainability

JCCC Sustainability Goals

• Zero-waste-to-landfill campus by 2025, with 50% waste diverted by 2016
• 100% renewable campus by 2050, with 15% achieved by 2020
• Reduce carbon footprint through sustainable energy initiatives
• Support continued energy and water use reduction
• Increase student and engagement and community partnerships
• Develop and implement a sustainable transportation plan
• Integrate sustainability throughout curriculum and campus experience
• Develop green workforce training and internship/collaboration opportunities
• Engage campus and community on food and wellness issues

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CC RC GYM ITC ATB LIB HCA SCI OCB GEB COM SC CSB CLB NMOCA HCDC HSC PA WLB WH

• Sustainable Energy
• Solar
• Wind
• Geothermal
• Sustainable Water
• Low Maintenance Landscape
• Stormwater Detention /

Raingarden

• Water Score
• Water Reuse
• Energy Efficient Buildings
• Alternative Transportation

Opportunity for Stormwater Management Opportunity for Low Maintenance Landscape Opportunity for Solar Panels on Building Roof Opportunity for Solar Panels on Parking Lots Opportunity for Connection to Trails

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Strengthen Athletic Facilities

Space Planning Guidelines

• New Athletic Building ASF: 8,898
• New Soccer, Softball, and Track Facilities SF: 284,000
• New Parking: 220 Spaces

Major Strategies

• Create an Athletic Frontage on College Blvd
• Cluster Track and Cross Country Facilities in the Southwestern Side

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1. Improve site grading 2. Relocate softball and soccer to the north, and relocate track to the south 3. Construct new road and parking 4. Build public restrooms

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Initial Priorities

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* Tier II priorities are more likely to be unbundled and/or phased in as funds are identified.

Tier II Initiatives

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Financing Consideration

• For informational purposes, PiperJaffray prepared two financing

scenarios for a $40 million bond issue.

• Interest rate assumptions are 3.5% for the 15-year term, and 3.75% for

the 20-year term, above current market rates.

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Total of All Debt – 15 Year $40 Million New Financing Scenario*

Total debt service paid on new financing: $53,733,950

Period Ending Projected New Debt Service Existing Total Net Debt Service New Total Net Debt Service 6/30/2017 6,281,294 6,281,294 6/30/2018 710,675 5,419,576 6,130,251 6/30/2019 2,045,238 5,415,240 7,460,477 6/30/2020 2,052,488 5,414,315 7,466,803 6/30/2021 3,763,325 3,726,025 7,489,350 6/30/2022 3,761,788 1,747,600 5,509,388 6/30/2023 3,762,188 1,849,825 5,612,013 6/30/2024 3,764,350 1,848,050 5,612,400 6/30/2025 3,763,188 1,853,300 5,616,488 6/30/2026 3,763,613 1,846,200 5,609,813 6/30/2027 3,765,450 1,846,650 5,612,100 6/30/2028 3,763,613 1,854,350 5,617,963 6/30/2029 3,763,013 3,763,013 6/30/2030 3,763,475 3,763,475 6/30/2031 3,764,825 3,764,825 6/30/2032 3,761,975 3,761,975 6/30/2033 3,764,750 3,764,750 Total Net Debt Service 53,733,950 39,102,425 92,836,375 49

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Total of All Debt – 20 Year $40 Million New Financing Scenario*

Total debt service paid on new financing: $59,649,500

Period Ending Projected New Debt Service Existing Total Net Debt Service New Total Net Debt Service 6/30/2017 6,281,294 6,281,294 6/30/2018 761,438 5,419,576 6,181,013 6/30/2019 1,522,875 5,415,240 6,938,115 6/30/2020 1,522,875 5,414,315 6,937,190 6/30/2021 3,102,688 3,726,025 6,828,713 6/30/2022 3,101,188 1,747,600 4,848,788 6/30/2023 3,102,344 1,849,825 4,952,169 6/30/2024 3,101,063 1,848,050 4,949,113 6/30/2025 3,102,250 1,853,300 4,955,550 6/30/2026 3,100,813 1,846,200 4,947,013 6/30/2027 3,101,656 1,846,650 4,948,306 6/30/2028 3,104,594 1,854,350 4,958,944 6/30/2029 3,104,531 3,104,531 6/30/2030 3,101,469 3,101,469 6/30/2031 3,105,219 3,105,219 6/30/2032 3,100,688 3,100,688 6/30/2033 3,102,781 3,102,781 6/30/2034 3,101,313 3,101,313 6/30/2035 3,101,188 3,101,188 6/30/2036 3,102,219 3,102,219 6/30/2037 3,104,219 3,104,219 6/30/2038 3,102,094 3,102,094 Total Net Debt Service 59,649,500 39,102,425 98,751,925 50

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• Documentation
• Submit Draft Report to Staff for Review
• Revise and Submit Final Report
• Board Action (October 13th)

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Next Steps