hnson c unty c mmunity c llege · 2020-06-11 · deans and faculty. athletic department. library...
TRANSCRIPT
HNSON
UNTY
MMUNITY
LLEGEFACILITIES MASTER PLAN BOARD WORKSHOPAugust 13, 2016
CCC
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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
AnalysisReview
04/18
AlternativesReview
05/09 TBD
PreliminaryPlan
Board Workshop
JAN FEB MAR APR MAY JUN
In-Person Milestone Visit
Interim Steering CommitteeVideo Conference
Board Interface
PLAN SCHEDULE
JUL AUG SEPT
Board Action
DRAFT Board
08/13 10/13
OCT
Board of TrusteesSteering Committee
Advisory Teams
Focus Groups
Core PM Team
ENGAGEMENT
Facilities Master Plan Steering Committee
President’s CabinetCareer & Technical Education Task ForceAcademic Spaces Committee Task Force
Instructional Deans’ CouncilStudent Success & Engagement Leadership Team
Vice Presidents and Division DirectorsDeans and Faculty
Athletic DepartmentLibrary Services
Institutional Effectiveness / ResearchJCCC 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. 4
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1 (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
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LEC
SF
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 ConceptReinforce 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 Strategies3I a
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I d
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IId
IIe
(The sequencing of future projects does not represent priority order.)
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Visionary and Implementable Strategies3New Construction
Interior Renovation
Athletic Improvements
Campus Improvements
Sustainability Initiatives
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Establish Centers of Excellence for CTE and Arts3Ia
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 Excellence3Ia
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CC
RCGYM
ITC
LIB
HCA
SCI
OCBGEB
COMSC
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
4 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 3Ib
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Active Learning ClassroomsArchitectural 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 ClassroomsFurnishing 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 Centers3Ic
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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
3Id Reinforce the Student Center as the Main Campus Front Door
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Transform the First Floor of the Student Center3Id
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Transform the First Floor of the Student Center3Id
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Reinforce the Campus Front Door3Id
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Reinforce the Campus Front Door3Id
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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 Spaces3IIa
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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 or 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 Environment3IIb
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OfficeActivate the First Floor
Current Condition of GEB building
• Admin offices occupy prominent locations on the first floor
• Challenged wayfinding
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OfficeActivate 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 SpaceMajor Strategies3IIc
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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
RCGYM
ITCATB
LIB
HCA
SCI
OCBGEB
COMSC
CSB
CLB
NMOCA
HCDC
HSC
PA
WLB
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• 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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3IIe
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3 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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3 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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3 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
3 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
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• Documentation• Submit Draft Report to Staff for Review
• Revise and Submit Final Report
• Board Action (October 13th)
4 Next Steps