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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v2

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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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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

3Ia

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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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3Ic

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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

3Id

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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

3Id

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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

3IId

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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

3IIe

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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