Master Plan

SUBMITTED BY:

HARDY HOLZMAN PFEIFFER ASSOCIATES LLPNEW YORK, NEW YORK

BARNARD COLLEGENEW YORK, NEW YORK

ArchitecturalCampus

Master Plan

EXECUTIVESUMMARY

November 2002

Barnard College holds a unique place in the world of academia as a competitive women's liberalarts college offering a residential campus, the resources of a major research university, and thebenefits of a New York City location. In recent years the College has witnessed extraordinarygrowth in its applicant pool and forged stronger relationships with both Columbia University and thecity at large. To further its commitment to the advancement of women and continue to attract thebest and brightest undergraduates, Barnard has developed a Strategic Plan for its future , towhich it is steadfastly committed. Among the necessary initiatives is the provision of state-of-the-art facilities to support the intellectual, social and cultural aspirations of the institution.

Since 1995 the College has been actively engaged in a number of major long-term planning efforts.These have resulted in a Facilities Needs Assessment, a Space Utilization Study, a Report on Long-Range Capital Planning, and a Residence Halls Master Plan, among others. While many buildingand infrastructure improvements have already been implemented, a vision for the future of thecampus is required to achieve distinction in all aspects of the physical environment.

A veritable urban oasis, Barnard's four-and-a-half acre campus in Morningside Heights is treasuredby students and faculty alike for its open green spaces and many distinguished structures datingback to the turn of the 20th century. Buildings are complemented by an array of plazas and court-yards: informal, formal, semi-private, green, and paved, which together afford an intimate collegiatesetting, just removed from the bustle of city life.

The challenge for the future is to maintain a unified campus environment that does not feel overlycongested nor detract from the open space character that makes Barnard so attractive. At thesame time, a recognized space deficit must be addressed as does the need for new types of placesthat promote interaction and build community.

While the quality of Barnard's academic programs is exceptionally high, many of the existing phys-ical facilities in which students receive instruction, conduct research, or gather together are notemblematic of its stature. The same may be said of its administrative operations, many of whichhave out-grown their workplace. The campus too has shortcomings, particularly in regard to over-all accessibility and wayfinding.

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Overview

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The Barnard College Architectural Campus Master Plan outlines a set of long-term physicalgrowth recommendations in support of the Strategic Plan. This document provides a frame-work for future development phased over a period of fifteen to twenty years, depending on the avail-ability of financial resources. New learning, assembly, dining, administrative, and program supportfacilities can be achieved through new construction, infill, and renovation projects on campus. Siteimprovements, open space and landscape development are also proposed.

A preliminary concept for a new facility, the “Nexus,” has been developed along with those for indi-vidual existing building renovations and outdoor space improvements. An illustrative Master Plandenotes building locations, landscape and open space areas, pedestrian circulation paths, andaccess points. A preliminary project budget outlines costs for each of the proposed phases toenable the College to embark upon a fundraising campaign, while understanding the costs of incre-mental implementation. The report further includes a plan for the implementation and staging ofeach construction effort.

Realization of the phased improvements will provide advantages to the College consistent with itsmission. They will: (1) create a physical environment commensurate with its top-notch liberalarts programs; (2) underscore its commitment to communal life on campus; and (3) assist theCollege in assuring a more competitive position as one of the nation's best-ranked, privateeducational institutions.

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The Campus Master Plan

Located in the Morningside Heights neighborhood of Manhattan's upper west side, Barnard's cam-pus is bounded by Broadway to the east, Claremont Avenue to the west, 116th Street to the southand 120th Street to the north. Though over time the College has acquired additional properties with-in the Heights, the contiguous four-block area constitutes the physical parameters of the main cam-pus and includes all of Barnard's academic buildings as well as some of its residence halls.

Overall, Barnard's campus is an intimate collegiate environment that has become a welcome placeof respite from the whirl of city life. Despite the fact that development of the campus has not beenguided by a master plan over the past century, it resulted in a plan that is clearly organized and suc-cessfully weaves together built structures with generous open space. At the same time, the aes-thetic unity that characterized the campus up until the 1950s became less cohesive by the addi-tions of Lehman, McIntosh and Altschul. Architecturally, these buildings are considered unsympa-thetic in the context of their immediate surroundings. Furthermore, with McIntosh only one storyabove grade, and Altschul towering at fourteen, these buildings represented a radical departure inscale, within a campus characterized by four and five-story buildings. Sulzberger Hall, whichopened in 1989, begins to bridge different eras of construction, with a high-rise dormitory thatacknowledges the varied stylistic qualities of earlier structures.

The College's care and attention in maintaining its campus, both the landscape and in the build-ing's themselves, were clear to the Planning Team during its assessment.

Good intentions and good practices resulted in conditions throughout the campus that are gener-ally quite favorable. Moving forward, however, Barnard could benefit from future renovations andimprovements focused on, and coordinated for, campus-wide consistency and modernization.Even those facilities that are architecturally harmonious on the exterior show great variety in interi-or treatments, from color palettes, to furniture, lighting, finishes and graphic identity. At the sametime, finish and infrastructure improvements have occurred that demonstrate the College's com-mitment to preserving the architectural heritage of its older buildings, while integrating the technol-ogy required of a highly competitive college.

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Campus Analysis

MILBANK HALL

VIEW TOWARD ALTSCHUL HALL, WITH LEHMAN HALL ANDLAWN IN FOREGROUND

In the fall of 2000, Barnard College completed a Space Management Study for its five academicand administrative buildings. The findings of this study were incorporated into the report preparedby the Task Force on Long Range Capital Planning and showed that improvements and expansionwere necessary in the following areas:

• Classroom, conference, seminar and meeting rooms• Library• Student life facilities• Dining facilities• Administrative and faculty spaces

The academic departments that represented the greatest space deficits included Architecture,Dance, and Theater. In addition to their existing offices and teaching facilities lacking in numberand size, some are also in need of upgrades and modernization.

Among a prospective student's principal considerations in determining selection of a college is thequality of its facilities. In particular, the library and student center are important determinates inranking one institution above another. At Barnard, neither of these environments exemplifies theCollege's commitment to excellence. Wollman Library, located in Lehman Hall, is undersized forcontemporary research and study needs of the College. It is also dated in terms of its physical envi-ronment and the types of learning spaces it offers.

Existing places for student life in McIntosh Center are not considered either welcoming or memo-rable, in part because of inaccessibility, limited views, inadequate space available for events andstudent organization activities, and their overall spatial characteristics. Equally important to stu-dents are the facilities available for food service. In addition to the dining hall in Hewitt, many stu-dents and faculty alike purchase meals in the lower level of McIntosh. Food service here is bothlimited in hours of operation and in choice of cuisine. Furthermore, patrons are sometimes uncer-tain if the dining area will be open for general seating, or programmed for a special event due tothe multipurpose nature of this space.

Embarking upon the Architectural Campus Master Plan, the Planning Team began its efforts with aconfirmation of the space needs as identified in the previous study. Conversations with faculty,administrators and students made clear that additional space was required to meet the present

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Statement of Need

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Statement of Need

needs of the aforementioned academic departments and the administrative offices noted in thestudy. Discussions also supported the study's recommendations for improvements to the library,food service and student gathering spaces on campus. The need for new meeting places was alsoconsistent with these findings.

These elements became the starting point for the Master Plan development. It was evident from ananalysis of the campus, that no open site existed for new development. The existing Lawn andcourtyards cannot accommodate the needed square footage without significantly compromising theattractive, open space quality of the campus. As a result, options were explored for the demolitionof an existing building. Two buildings, Lehman Hall and the McIntosh Center, were evaluated; bothhad been suggested as potential candidates in the Space Management Study.

Ultimately McIntosh Center was selected as the site for short-term future development. It is a rela-tively inefficient building given space constraints on campus (one story above grade); it has excel-lent visibility along Broadway; and it would allow the Library to remain operational in its currentLehman location during construction. However, demolition requires that all the program facilitiescurrently in McIntosh be replaced. This, in addition to the space deficit, would result in a buildingwhose size is fully out of scale with its context. Therefore, a phased developed concept is proposedthat achieves the required space of the key programs identified in the study and replaces the func-tions within the existing building through both renovation and new construction.

To alleviate space shortages, a master plan strategy is proposed that would not only create a newfacility, but in doing so would free up space for academic and administrative departments to expandin Barnard Hall, Lehman Hall, and Milbank Hall. At the same time, the Architectural Master Plan isphased to allow the College to meet its goals as financial resources are made available.

In a later phase, perhaps fifteen to twenty years out, Lehman Hall and the Barnard Annex might alsobe considered as potential sites for new development.

MCINTOSH CENTER

LEHMAN HALL

To support the Strategic Plan, the Architectural Master Plan has as its focus the following aspira-tions, which were enumerated by the College.

• Build facilities that foster a stronger sense of community;• Maintain the campus as a beautiful retreat while providing additional space to carry out the

College's educational mission;• Construct a new center for study and social life; and• Provide physical spaces that encourage interactions

In establishing the concept plan for new and renovated facilities at Barnard, the concept of build-ings that accommodate a mix of activities was of primary importance. Creating places that allowfor shared experience will support and encourage meaningful interaction among all members of thecampus community.

While a substantial increase in enrollment is not envisioned, both renovation and expansion arerequired to meet current space needs and satisfy long-term programmatic objectives.Reorganization of existing spaces is recommended as well to achieve greater efficiencies andimprove adjacencies between activities. As student demand for services at Barnard increase, exist-ing facilities such as the library, lounge spaces, dining areas, and instructional studios must beupdated, and in some instances, replaced.

In addition to providing for the physical spaces necessary to meet Strategic Planning goals, themaster plan addresses improvements to the campus landscape, including streetscape enhance-ments along the campus perimeter, lighting both on and around campus, and wayfinding systemsthrough new signage and graphics. Together these recommendations present a unified, accessi-ble and attractive campus environment that can be realized over time as financial resourcesbecome available.

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The Master Plan Concept

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INITIAL PHASE ILLUSTRATIVE MASTER PLAN

FUTURE PHASE ILLUSTRATIVE MASTER PLAN

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THE NEXUS

In keeping with Barnard's desire to provide common experiences that bring together its diverse cam-pus population, the Master Plan for the College seeks to address a variety of space needs within asingular complex. The "Nexus" combines new construction, renovation and infill to accommodate abroad range of programmed activities that facilitate interaction among students, faculty and admin-istrators. Located at the physical heart of the campus, this new complex offers an opportunity tobecome the symbolic heart of the campus as well, with abundant spaces planned for events andactivities that build community.

Two existing buildings, Lehman Hall and Altschul Hall, join together at plaza level with a new free-standing structure on the former site of the McIntosh Center to create the Nexus. Conceptually thiszone is the pulse of the campus, where student life is manifest day and night, weekdays and week-ends. Public life on campus is also encouraged, with open access to dining, cultural, and meetingplaces. Academic programs and various administrative departments housed within the complexmake staff and faculty an intrinsic part of the experience as well.

Though each of the three buildings retains its own identity, the first floor of each is linked togethervia a glass-enclosed atrium. This affords contiguous public spaces, including retail food service inthe new building, the recently renovated auditorium in Altschul, and new student lounge areas, meet-ing room, and a café/art gallery in Lehman. The enclosed three-story atrium has site furnishings andlandscaping, which make it a memorable, yet flexible space that can host a range of public uses.

As proposed, the new component of the Nexus building will house four major program activities:Library/Information Resource Center, Food Service, Academic Departments, and a MultipurposeRoom.

Inside, the new servery is able to offer patrons a choice of freshly prepared foods. Patrons have avariety of places to sit and eat, including along the periphery of the Broadway facade, facing theLehman Lawn, or in the atrium. The southern wall of the room has maximum transparency to affordviews of the campus. Passage from the food service area to the auditorium in Altschul and the stu-dent social areas in Lehman occurs with ease through the atrium. This link becomes both a gath-ering place and a pedestrian-way that maintains the flow of foot traffic between the central and north-ern parts of campus. A grand stair provides access from the newly landscaped Milbank Courtyard


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at the lower level of the Nexus, to the first floor above, which is at plaza level. A second stair locat-ed within the the atrium enables visitors to the Library/Information Resource Center to access themain entry at the second floor. Elevator service is also available at the northern terminus of theNexus.

From Milbank Courtyard, visitors to the Nexus have direct access to Student Mail Service and OfficeServices, including Administrative and Faculty Mail Service. The lower level is at grade to the north,where views of the courtyard are possible. It is in this location that Mail Service is located. AlongBroadway, where views are minimal as a result of the grade change, programs that don't requireextensive natural light are situated, such as library collections.

Whereas some of the technical library services and collections are at the lower level, the majority ofthe library services are housed on the second and third floors of the Nexus. Both offer views toBroadway, to the Lawn, to Milbank, and into the atrium. On both floors the southwest corner is des-ignated as a special place; on the second floor this is the information commons, on the third floor itis a reading room.

To bring the full spectrum of Barnard's academic community into the building, the language depart-ments have been consolidated on the fourth floor. Modeling the program on the success of newlyrenovated academic departments in Milbank, each of the language departments is housed in a mod-ule that clusters together faculty offices, seminar space, and administrative support.

At the top of the building, set back from the lower floors, is a double-height Multipurpose Room. Thisflexible space can seat close to 900 in a lecture configuration, or fewer for banquets. A wrap-aroundmezzanine can be used for seating when desired. Smaller events can be accommodated as well,as the main room is divisible into three with the aid of movable acoustical walls. Spacious pre-func-tion space on the fifth floor and at the Mezzanine allow guests to congregate before being seated,or during breaks. They can also be used as reception areas. A terrace takes advantage of therooftop location.

To maximize investment in Lehman Hall, spaces vacated by the Wollman Library are renovated fornew uses that do not require special building systems. At the first floor, the area beneath the sec-ond floor overhang has been infilled to provide more floor area for student activities. A bustling

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café/gallery, active lounge areas and a public meeting room makes this a welcome spot for all of thecampus community. A new computer lab is available for student use, separate from the computerfacilities supported by library services.

In addition to a variety of lounge areas on the first floor, a quiet lounge is available on the secondfloor, next to the new Media Center. This room is a place for study and rest between classes, andis a particularly good complement to the architecture and visual arts studios across the hall. A bridgeconnection at this level links Lehman and the new building, facilitating access to all library services.

The Lehman Lawn remains the outdoor heart of campus. Improvements that render the major cir-culation paths from Barnard Hall to the Nexus fully accessible, also reshape the Lawn to provide aneven more intimate space. Broad, low steps transform the Lawn into a moderately sunken oasiswhere students can sit on the grass, steps, benches or movable chairs, just removed from the busypedestrian way. With the expansion of Lehman and the new building, the Lawn is surrounded bystudent activity.

The integration of food and beverage service, library/information resources, and teaching and officespaces within each structure, and united into a singular complex, recognizes that these programsare tremendous generators of activity, and together bring people to the core of the campus.Moreover, the visibility of these activities, both on and off campus, becomes testament to Barnard'svitality and commitment to community. The Nexus epitomizes the College's best assets, its belief inclose interaction among students, faculty and administrators; in the acquisition of knowledge wellbeyond the classroom; and in the power of common experiences to forge leadership. Innovativeprogramming provides the state-of-the-art facilities necessary to compete for the best and brighteststudents. Tradition provides the precedent for beautiful outdoor places and inspiring architecture.

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NEXUS, LOWER LEVEL

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NEXUS, LEVEL ONE

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NEXUS, LEVEL TWO

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NEXUS, LEVEL THREE

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NEXUS, LEVEL FOUR

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NEXUS, LEVEL FIVE

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NEXUS, MEZZANINE LEVEL

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MILBANK HALL

The relocation of the language departments, Anthropology and Office Services to the Nexus makeavailable space for the expansion and reorganization of existing academic and administrative pro-grams within Milbank Hall. Facilities for the Theater department are consolidated and expanded.Other significant modifications include the expansion of Career Development to accommodate theinterview rooms displaced from the lower level of McIntosh, the relocation of Financial Aid from thelower level to new office space directly adjacent to Admissions, and the relocation of the GeneralCounsel and Vice President of Planning and Research to the second floor, in proximity to other vicepresidential offices, including that of Development, which is consolidated at this location.

BARNARD HALL

Barnard Hall undergoes modest renovation, mostly to meet the needs of the Dance department.With the relocation of Architecture and Visual Arts to Lehman Hall, two sizable studios and severalfaculty offices are made available for Dance on the third floor of the building. In occupying threecontiguous studios, Dance is now able to share its existing studio in the lower level for recreationaland student physical education use.

ELLIOTT HALL

Space vacated by Administrative Computing at the Lower Level of Elliot Hall is converted for studentcultural activities, including dark rooms, piano practice rooms, and the clay collective.

FUTURE PHASE FACILITY

It is anticipated that once Lehman is renovated as part of the Nexus, it will serve the College well forthe next fifteen or more years. However, seeing as the building will be approximately sixty years oldat that point, and the College will be in need of new facilities, replacement of this building will likelybe considered. It is suggested that the Lehman replacement also include the demolition of theBarnard Annex.

In addition to housing all of the programs that will be in the renovated Lehman, such as student serv-ices, academic departments, and administrative offices, the new building has an opportunity toinclude an even greater variety of facilities. What is proposed is an eight-story mixed-use building

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with a residential tower rising to the height of Altschul. New programs beyond those accommodat-ed in the renovated Lehman as part of phase one, are new public-oriented spaces, including a multi-purpose theater, a black box theater, and a student store. Upper levels of the tower are envisionedto include 60 units of 3- and 4-person private room suites, 12 single occupancy rooms, floor lounges,study rooms, laundry and other facilities to support residential living. Such a variety of facilities inone structure promotes the continued concept of mixed-use buildings on the Barnard campus, whilealso meeting the need for additional housing.

THE CAMPUS LANDSCAPE

A basic goal underlying the Master Plan has been to preserve and enhance Barnard's graceful openspaces, whether lawn areas, plazas, courtyards or pedestrian corridors, and to recognize the rolethey now play - or might play in the future - in the life of the campus. The character of the majorexisting open spaces has been respected, while new design proposals will invigorate such spacesfor even better future use.

The proposed addition of the Nexus building, which will transform some outdoor areas into indooratrium spaces, has been planned to have a minimal impact on the central lawn. Great care will beneeded to ensure the preservation of mature trees on Lehman lawn, as several long-lived speciesare highly valuable and not easily replaced. Other smaller trees may be transplanted.

The Master Plan also addresses accessibility for those with disabilities and, wherever possible,ensures access throughout in ways that enhance the outdoor spaces. Regraded walkways in sev-eral areas will reduce the number and location of steps campus-wide, making these open spacesaccessible to all for the first time.

LIGHTING

The Master Plan recommends retaining the existing overall light quality of the interior Barnard cam-pus - its play of light and shadow. In conjunction with the high level of nighttime security supervi-sion, the current lighting gives the campus an appealing, protected garden feeling that is rare in NewYork City. As long as the current high security standards and level of informal observation contin-ues, new lighting should contribute to the park-like environment created by the unusual dappledquality of the light.

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The visual quality of the campus lighting could be improved by addressing areas where the contrastbetween dark and light is too great. A more desirable overall nighttime experience can be achievedby limiting the range of illumination levels. Using suitable and uniform lamps will immediatelyimprove the visual nighttime environment. It is recommended that the College institute a relampingprogram as part of its maintenance plan. Illumination along the public sidewalks at the perimeter ofthe campus also needs improvement. The Master Plan proposes redesigning the perimeter areaswith fixtures that provide a quality of light more appropriate to a residential neighborhood.

WAYFINDING

The Master Plan proposes improvements that would allow Barnard to take better advantage ofopportunities to identify itself to the community. One way is to use the Barnard logotype on the cor-ners of 116th Street at Broadway and Claremont Avenue and on the corners of 120th Street atBroadway and Claremont Avenue. This will help establish the outer boundaries of the campus andintroduce users to the campus signage. Along with these exterior corners of the campus, the Barnardidentity should be present at each of the three major entrances into the campus.

Not all of the buildings on campus are clearly marked, nor is there is consistent fabrication style ortypeface for building identifications. It is recommended that all buildings use a campus-wide build-ing identification style where typestyle, layout, materials and placement on buildings is consistent.Overall, the interior room sign system for the campus is inconsistent in color, material, typestyle andsizes. For each building's interior, a new system of ADA compliant room identification signs shouldbe implemented.

To improve circulation and to ease navigation, building and floor directories should be placed at vis-ible locations on floors, such as stairs or elevators, and interior directionals should be added at majorlocations on floors to direct visitors and students to rooms on other floor destinations. The tunnelsbelow ground are well traversed by users, but there are too few directional aids. Overhead buildingidentifications should be added at the thresholds of each building entrance and sign panels withmaps should be positioned properly so that users have a clearer understanding of the space.

Implementation of the initial master plan will occur in phases, minimizing disruption to ongoing pro-grams and activities on campus. The first phase (Phase 1A) will include the demolition of the exist-ing McIntosh Center and the construction of the new Nexus building. This will allow for thelibrary/technology services to remain operational at all times. Once the Nexus is completed, theseactivities will be relocated from the Wollman Library to the new building. During the construction ofthe Nexus, several activities will need to be temporarily relocated, including Java City and the din-ing services currently located at the lower level of McIntosh, as well as student organization offices,lounge space, student mail, the campus radio station, Purchasing and Receiving, the CollegeActivities Office, Multicultural Affairs, and Special Events/Summer Program.

Associated with this initial phase of development will be site improvements (Phase 1B) including there-grading and re-landscaping of the pedestrian thoroughfare from Claremont Avenue to Broadwayat 119th Street to make it fully accessible, new stairs from the Milbank Courtyard to the landing infront of Altschul Hall, the creation of a new plaza/atrium connecting the Nexus with Altschul, and thedemolition of the small plaza on the north side of this building. Construction of these combined phas-es of work (Phase 1A and 1B) is estimated to take approximately 24 - 30 months.

The second phase of the master plan will be the renovation and expansion of Lehman Hall. Thiswill begin with Phase 2A that encloses the area under the existing overhang. This will also allowfor a new architectural skin to the building, creating a renewed image and identity for Lehman, onethat will be in keeping with the architecture of the newly constructed Nexus. Once this space isenclosed, the renovation of the entirety of Lehman (except for the fourth floor that remainsuntouched) can proceed. This constitutes Phase 2B. Since the majority of the activities currentlyin Lehman will be housed in the Nexus, few if any programs will need to be temporarily relocated.

Phase 2C includes the reworking of the pedestrian path in front of Lehman Hall to eliminate thestairs, making this portion of the campus between Barnard Hall and the Nexus fully accessible.Additional work will include modifications and enhancements to the landscape at Lehman Lawn andthe addition of site furniture, lighting and signage. It is estimated that construction of Phase 2 willtake approximately 12-14 months.

The final phase will be the renovation and expansion of spaces within Barnard Hall and MilbankHall, made possible by the relocation of activities from these two buildings into the Nexus and therenovated Lehman. All of these phases are of course dependent on the availability of financialresources.

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Phasing and Staging

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Phasing and Staging

PHASING DIAGRAM

The accompanying matrix on the following page illustrates the estimated construction costs forimplementation of Phases 1 and 2 of the initial master plan. It does not include costs for the reno-vation of either Milbank Hall or Barnard Hall. The costs are based on the square footage current-ly proposed for both new and renovated construction, HHPA's experience on similar projects and adetailed cost estimate prepared by Atkins Hanscomb Faithful & Gould. Landscape costs have beenprovided by Quennell Rothschild & Partners and are illustrated on a separate matrix. Constructioncosts are shown escalated two years to the mid-point of construction at a rate of 3.5% per annum.Should construction occur later than this, the escalation factor will need to be adjusted appropri-ately.

The cost model is for construction only and includes site preparation, demolition, new construction,renovation, contractors' general conditions, overhead and profit, and a design contingency of 15%.In addition, a premium of 1% has been added to account for phased construction. The model doesnot include furniture, fixtures and equipment (with the exception of kitchen equipment in the Nexus),computers, permits, architect’s/engineers professional fees, moving allowance or the College'sconstruction contingency. These typically represent an additional 25% above the constructioncosts.

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Construction Costs

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Construction Costs

SF Total $/SF $

NEW NEXUS BUILDING117,314 SF

SUBTOTAL DIRECT COST 27,358,780

General Conditions 12% 3,283,054 Overhead and Profit 5% 1,532,092 Design Contingency 20% 6,434,785 Escalation to mid-point (2 yrs @ 3.5% p.a.) 6% 2,316,523 Phasing 1% 409,252

TOTAL CONSTRUCTION COST 41,334,485$ $352

RENOVATED LEHMAN HALL EAST16,965 SF

SUBTOTAL DIRECT COST 3,974,159 General Conditions 12% 476,899 Overhead and Profit 5% 222,553 Design Contingency 20% 934,722 Escalation to mid-point (2 yrs @ 3.5% p.a.) 6% 336,500 Phasing 1% 59,448


RENOVATED LEHMAN HALL WEST37,000 SF

SUBTOTAL DIRECT COST 3,267,589 General Conditions 10% 326,759 Overhead and Profit 15% 539,152 Design Contingency 20% 826,700 Escalation to mid-point (2 yrs @ 3.5% p.a.) 6% 297,612 Phasing 1% 52,578


SITEWORK171,279 SF

SUBTOTAL DIRECT COST 831,163 General Conditions 10% 83,116 Overhead and Profit 15% 137,142 Design Contingency 20% 210,284 Escalation to mid-point (2 yrs @ 3.5% p.a.) 6% 75,702 Phasing 1% 13,374


TOTAL PROJECT COST 171,279 GSF 53,999,938$ $315

Description

ESTIMATE NOTES:

01. The estimate is based on HHPA drawings dated September 23, 2002, Barnard College Campus Architectural Master Plan (Integrated Option)

02. The estimate does not include the following:Furniture, fixtures or equipmentComputers or computer networkTelephonesConstruction contingenciesArchitectural fees and permitsSpecial technology

03. The estimate does not include additional telephone and data conduit for wireless or broadbandtechnologies, extra electrical capacity for dedicated circuits, fiber optic cabling, or isolated grounding of electrical outlets.

CONSTRUCTION COST ESTIMATE

The cost estimate summary shown here is cate-gorized as per the different components of theNexus, including the new building; the renova-tion of the east side of Lehman Hall; the renova-tion of the west side of Lehman Hall, whichincludes a new building facade and first floorexpansion; and sitework. Sitework does notinclude landscape costs, which are provided onthe following page.

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Construction Costs

Description Total $

BARNARD WALK RENOVATION Removals 8,544 Planting 9,764 Paving, Curbs & Walls 91,532 Furnishings 5,600

BARNARD WALK TOTAL COST 115,441$

LEHMAN LAWN REFURBISHMENT Removals 24,680 Earthwork 18,280 Planting 19,064 Paving, Curbs & Walls 864,350 Furnishings 9,780

LEHMAN LAWN TOTAL COST 936,153$

119TH STREET CORRIDOR STREETSCAPE Removals 9,306 Earthwork 5,000 Planting 40,520 Paving, Curbs & Walls 156,715 Furnishings 6,000

119TH STREET CORRIDOR TOTAL COST 217,541$

MILBANK COURTYARD RENOVATION Removals 15,846 Planting 56,518 Paving, Curbs & Walls 149,370 Furnishings 32,000

MILBANK COURTYARD TOTAL COST 253,734$

SUBTOTAL LANDSCAPE COST 1,522,869$ Design Contingency at 20% 304,574

TOTAL LANDSCAPE COST 1,827,443$

LANDSCAPE COST ESTIMATE

The cost estimate for landscape improvementsprepared by Quennell Rothschild & Partners isbased on the overall Master Plan landscape con-cept presented in Chapter 5 of this report.

Barnard College3009 BroadwayNew York, New York 10027

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Participants

Steering CommitteeJudith Shapiro, PresidentElizabeth Boylan, ProvostAndrew Manshel, VP for Finance and AdministrationDorothy Denburg, Dean of the CollegeConstance Krueger, Barnard TrusteeGayle Robinson, Barnard Trustee ChairVirginia Wright, Barnard TrusteeCynthia Bennett, Development & Alumnae AffairsCheryl Glicker Milstein, Barnard TrusteeRobert Remez, PsychologyKaren Fairbanks, ArchitectureTim Mohrmann, Director of Facilities ServicesTerrance Harrigan, District Manager AramarkLaurinda Spear, ArquitectonicaBernardo Fort-Brescia, ArquitectonicaAmy Brown, Barnard StudentRaven Hardison, Barnard Student

Additional ParticipantsJanet Soares, DanceSandra Genter, DanceRhonda Rubinson, DanceJoan Snitzer, Visual ArtsJohn Miller, Visual ArtsJanet Jakobsen, Women’s CenterCarol Falcione, Library and Information ServicesAl Sorbera, Dining ServicesPolly Wheat, Health ServicesShobha Krishnan, Health ServicesGiselle Harrington, Health ServicesRhonda Garnett, Health ServicesTerry O'Rourke, Health ServicesJoseph Bertolino, Dean’s OfficeKaren Blank, Dean’s OfficeJennifer Gill Fondiller, AdmissionsSuzanne Guard, Financial AidJane Celwyn, Career DevelopmentJean McCurry, Special Events/Summer ProgramsCherie Sheridan, College Activities OfficeWill Simpkins, College Activities OfficeJack Chen, Administrative ComputingAlan Anderson, Office ServicesSharon Everson, Physical EducationAlexis George-Owen, Physical EducationTavius Cheatham, Physical EducationGeorge Padilla, Physical Education Luci Rosalia, Physical Education

Special thanks to Kathy Wecht for coordinating allof the meetings and presentations over the pastnine months.

The information and findings presented in this reportwere made possible by a highly focused client andconsultant team. We take this opportunity to thank allthose who participated in this effort by offering theirtime and contributing suggestions over the course ofour investigation.

BARNARD COLLEGE 27

Participants

Architect/PlannerHardy Holzman Pfeiffer Associates, LLP902 Broadway, 19th FloorNew York, New York 10010

Landscape ArchitectQuennell Rothschild & Partners, LLP118 West 22nd StreetNew York, New York 10011

Signage and Graphic DesignerTwo Twelve Associates, Inc.902 Broadway, 20th FloorNew York, New York 10010

Lighting DesignerTillett Lighting Design Inc.170 E. 80th StreetNew York, New York 10021

Cost EstimatorAtkins Hanscomb Faithful & Gould11 East 26th Street, 18th FloorNew York, New York 10010

Jean Marie Gath, PrincipalJohn Fontillas, Project Manager/ArchitectDebbi Waters, Project Planner/ProgrammerJames Neville, Planner

Mr. Nicholas QuennellMs. Beth Franz

Mr. David GibsonMr. Anthony FerraraMr. Chris Dina

Ms. Linnaea TillettMr. Chadwick Carswell

Mr. Jason QuinnMr. Brendan Boylan Mr. Don Patterson

Master Plan

Documents

Transcript of Master Plan