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Campus Master Plan

Joliet Junior CollegeFebruary 26, 2008

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JJC Performance

Enrollment

District residents may be choosing other colleges: – Market share is in the bottom third of Illinois Community Colleges

(2002-06)– High school senior market share below national average (2002-06)– 2003-06 enrollment (headcount) changes: JJC: -3%, Lewis: 18%,

St. Francis: -17%, Devry: 26%,

Westwood: 35%, all for-profit: 14%

Happening while population of district increased 20%

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Other Performance Indicators

Transfer rates to other community colleges500 students per year are choosing other

community colleges

Graduation Rate

JJC Graduation rate: 12% State average: 23%

Minority representation and achievement gap

Student success services are disjointed

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Facilities are important“Buildings are a manifestation of what a

college values and what it thinks of its students”

“Space has an integral role in learning”

Data source: American Association of Community College/American Physical Plant Association survey of college students, published as The Impact of Facilities on Recruitment & Retention of Students, Facilities Manager Magazine, March/April 2006.

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Facilities are ImportantOver half of students determine if a campus is right for them upon an initial

visit and impression of the campus.

67% assert that quality facilities are essential when choosing an institution (higher than quality academic advising, prestige, or extracurricular activities).

66% of students agree/strongly agree that facility conditions are extremely important in the college choice decision.

Facilities missing from rejected institutions: major facilities, open space, recreation, technology, and student-friendly space.

Most important facilities to see on a visit: Facilities in a Major, Library, Classrooms, Technology Facilities, Student Space, & Open Space.

Data source(s): American Association of Community College/American Physical Plant Association survey of college students, published as The Impact of Facilities on Recruitment & Retention of Students, Facilities Manager Magazine, March/April 2006.

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Facilities are important

What do JJC students think of our facilities?

Likes: Campus grounds & accessibility.

Dislikes: Parking, smoking, outdated facilities, aesthetically old, form and function.

Data source: JJC Master Plan Survey, Fall 2007

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Experience at JJC

• Natural areas positive asset

• Send closed messages to students – the Purple Door effect

• Little room for students to wait for services, other than in lines

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First Impression

JJC

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J Building Entrance

JJC

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First Interior ImpressionJJC

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JJC Front Door

JJC

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Campus Center at DuPage

DUPAGE

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Model Entry Ways

HARPERHARPER

HARPER

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AdmissionsDUPAGE

JJC

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Registration

DUPAGEJJC

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Financial Aid

MORAINE VALLEY

JJC

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Counseling/Advising

MORAINE VALLEY

JJC

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StAR/Disability Support

MORAINE VALLEY

JJC

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Unwelcome Messages at JJC

FINANCIAL AID

REGISTRATION

SERVICE CENTER

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JJC

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Open Space for Students

HARPER

JJC

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Libraries

DUPAGE MORAINE VALLEY

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JJC Library

JJC

JJC

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Greenhouses

HARPER

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JJC Greenhouse

JJC

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Critical Careers

Nursing/Allied Health

Service industries such as hospitality, culinary and automotive

Occupations leading to Bachelor’s Degrees

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Allied HealthJJC devotes second floor of C building to Nursing

JJC

JJC

JJC

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Competitor programs

• Allied health buildings exist or are being rebuilt right now at all surrounding community colleges

• Most have or are building state of the art facilities in other career areas

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Model Nursing Space

HARPER

HARPER

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SIM Lab at Harper

HARPER

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Model Dental Hygiene

HARPER

HARPER

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Massage Therapy

HARPER

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Science Labs

HARPER

JJC

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Model Culinary Space

CITY COLLEGE OF CHICAGO

WASHBURNE CULINARY INSTITUTEat KENNEDY KING COLLEGE

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Culinary at JJC

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Automotive Lab

JJC

JJC

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JJC Recreational/Open Space

JJC

JJC

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Swimming Pool at DuPage

DUPAGE

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Student Space Taken for Offices

Service Center

Human Resources

Bridge

D-1010

JJC

JJC

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Challenges

• Campus entrance cramped and uninviting• Enrollment services not consolidated• No allied health building

– Reject over 200 Nursing and Radiology students

• 34 year old culinary facility– No dedicated hospitality space

• Cannot teach auto body repair or fix large diesel engines

• Lack of focus at extended sites• No room to respond to emerging careers

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Actions to Move Forward

1. Realignment created organizational foundation for success

2. Strategic plan built with operational objectives that clearly link actions to priorities

3. Campus Master Plan that responds to critical needs at JJC

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Campus Master PlanThe Process

• Master Plan Steering Committee• Campus survey• Assess strengths and challenges• Evaluate utilization of existing space• Determine space needs• Evaluate three options• Community feedback• Propose consensus master plan• Propose workable financing mechanisms

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Steering Committee Members

Susan Block Tony HoustonPete Comanda Sandy MolDick Dystrup Jennifer KloberdanzBob Klein Pam DildayMary Beth Luna Ryan SmithJohn Griffis Judy MitchellPat Van Duyne Jacquelyn Klika

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Campus/Community Survey

LikesNatural AreasOpenness surrounding campusGroundsNatural lightClean buildingsFitness centerModern architectureAccessibility

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Campus/Community Survey

DislikesParkingAestheticsSmokingStudents services spread outNo connection between J and TPoor nursing space; no allied health buildingMonotone color of buildingsBuilding temperatureCity center in disrepairCrowded bridgeUgly restrooms

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Steering Committee Objectives

Natural Areas- preserve

Front Door- clarify

Parking- align with classrooms

Traffic- improve flow

Pedestrian Access- improve throughout

Proposed road- investigate

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Steering Committee Objectives

Campus Center- best locationTemporary Buildings- replaceNursing/Allied Health- need improvementsScience- explore needCulinary- need improvementsLibrary- investigate locationConnectivity- study new bridgeAcoustics- noise reductionPartnerships- explore at City CenterAthletics- improve sitesNorth Campus- explore opportunities

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Existing ConditionsOriginal versus actual front door and center

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Actual Front Door and Center

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Existing Conditions

Growth of district

Development zones

Entry experience

Landscaping

Student Spaces

Space Utilization

Infrastructure conditions

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Utilization

Benchmark is 65% utilizationOverall peak utilization is 62.4%Peak morning utilization is 83%Afternoon/evenings at 55% and 48%Student services over 100%

space half of peers studiedBetter utilization needed through scheduling

in afternoon and evenings

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Key Findings

• JJC needs a “front door”• Student services must be centralized and easily

accessible at the center of campus• The center of campus is between A and C

buildings• Growth over the next thirty years will occur to the

south and west of main campus• Current space cannot be modified for career

programs such as health and culinary

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Key Findings

• Existing space must be better scheduled for general education classes

• The campus should be attractive and inviting• Landscaping well maintained but not defined• Student space is important and should be open• Parking inventory must match demand• Campus roads require better navigation

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Three Options

Bridge Scheme

Front Lawn

Town Square

Extended Campus options

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Campus/Community Feedback

Prefer Town Square

LikesCompact layoutMore parkingCentral front doorAesthetically pleasing

DislikesStill need more parkingPossible negative impact on traffic

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Consensus Master PlanSummary

New front doorCampus center with all servicesLibrary in campus center228,000 additional square footage for academic

career programs23 new classrooms in career areas18 renovated classrooms35 new laboratory spacesFocused satellite campusesRevitalized entries and new landscaping

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Current Front Door

JJC

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New Front Door

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Campus Center

• Located between A and C• All services centralized on first floor• Library on second floor• Student testing and tutoring in Library• B building incorporated into campus center to

save funds• Childcare on first floor• Administrative offices on second floor• Connect A and C buildings

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Benefits

– Inviting first impression– Central location– Double space for Admissions, Financial Aid,

Career Counseling, Multicultural Student Development

– Quadruple space for Counseling and Advising– Keeps library, bookstore and cafeteria close– Greater access to parking

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Necessary Changes

Greenhouses moved to HouboltUtilize old farmstead

Horticulture plants moved to new facility

“Temporary” buildings removed!

Four classrooms transferred to other buildings

New Facility Services building north of J building

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Nursing/Allied Health

• New building north of T building

• Allows access to other academic and student services

• Expands Nursing, Radiology and other health programs

• Adds new programs and certificates

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New Health Programs

Dietetic TechnicianMedical Laboratory Technician

Physical Therapy AssistantOccupational Therapy AssistantFitness TrainerMassage TherapyRecreational Therapy

Dental AssistantDental Hygiene

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New Health Programs

Respiratory TherapySurgical Technician

Ultrasound TechnicianMammographyRadiation TherapyComputerized TomographyMRI

Optometry TechnicianAudiology Technician

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New Health Certificates

Gerontology

Home Health

Asian Medicine

Aesthetics (Skin Care)

Angiography

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J Building

-New enclosed bridge connecting T and J building

-First and Second floors converted to classrooms

-Fine arts studios, labs and classrooms on third floor

-Student Gallery in old Bookstore space

-LSTS consolidated on second floor

-Cafeteria space retained for conference/meeting rooms (connected to T building)

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Existing Bridge

Restore most areas to student space

Small theater space at south end of bridgeOpens to new theater lobby

Remove HR offices

Student Activities moved to D-1010

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Fitness Center/G building

• Partnership with YMCA• 100,000 square foot facility• Larger fitness center• Competition sized gymnasiums• Swimming pools• Family programs• New competition and practice fields• New tennis courts• Athletic administration• Previous fitness center returned to student space• Police Department expanded into G building first floor• Current Gymnasium retained

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E Building

• Addition to south of building

• 8 additional classroom/laboratories

• $500,000 to remodel each of the existing science labs

• Will not be a “gut” rehabilitation

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C Building

• Automotive expanded for body work and diesel engine repair

• Second floor nursing labs renovated to replace vacated classrooms

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North Campus

• North Campus returned to full service

• New focus on large senior market in Weber Rd. corridor

• Community Library on 135th St. north of campus

• Compatible development on 20 acres west of campus

• Funds devoted to North campus

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North Campus

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City Center

Culinary Arts and Hospitality consolidatedRenaissance center remodeledNew building to northHotel demolished!

15 new Culinary/Hospitality labs and classrooms on first floors

Retain Workforce Services and Adult Education

Partner with private developer to save moneyMixed used development and save money

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City Center

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Other Sites

No change to Morris Campus; monitor growth

Lease five classrooms at new Bolingbrook facility

No change to Weitendorf Agriculture Center

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Landscaping

Six new entry upgrades

Landscaping around buildings rejuvenated and unified

Natural areas revitalizedRemove invasive species

Restore native plants

Three maintenance zones

Emphasis on native plants

HARPER

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Lake

HARPERHARPERHARPERHARPERHARPERHARPER

HARPER

HARPER

JJC

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Parking and Site

• Widen Centennial Drive• Greenway to campus center• Retain existing entry/exit roads• New inner ring road and service drive• Reorient existing parking lots for safety and more spaces• Two new parking lots• Paths connecting Arboretum, Lake, Natural Areas,

Forest Preserve bike path and I&M canal trail• Outdoor porches in courtyard• Activity space in courtyard such as graduation

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Other

Bridge to somewhere

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Sustainability

• Green roofs planted on bridges• LEED certification for new buildings• Alternative energy used such as solar and

geo-thermal• Permeable parking lots and pavement• Sustainability educational path• Improved lake and storm water management• Native, drought resistant plantings

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Green Roof

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Future Growth

• Plan allows for growth through 2015

• Requires better utilization of buildings

• Dedicate vacated space for classrooms

• Parking sufficient with two new lots

• Parking may need to expand into open areas and reduce parking space size after 2015

• Parking decks?

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Infrastructure

• Good shape

• No major surprises from Facility Condition Assessment

• Wait to fund J building chiller– Retain place in funding– Prepare for contingencies

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PrioritizationMajor Projects

1. Campus Center/Library-requires new greenhouses, J building remodeling, boiler house expansion, site work

2. Allied Health Building3. Science Expansion and Renovation4. Culinary/Hospitality (City Center)5. Automotive expansion6. Facility Services Building7. Additional Parking8. YMCA Partnership9. LEED Certification, green roofs, solar panels10. Bridge between J and T buildings

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Financing the Plan

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Parameters

Total cost $220 million

Shared responsibility– Students– Community– Private/Not for Profit Sector

Modest amounts

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Shared Responsibility

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Finance Strategy

1. Students support student services

2. Residents support creation of jobs

3. Private and not for profit sector partner to build amenities and save costs

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Student’s Support:

• Campus Center

• Library

• Testing/tutoring

• Childcare

• Relocate displaced classrooms

• Clear temporaries for new parking

• Total cost $57 million

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Detail Budget

• Campus Center/Library $42 million

• Facility Services $5 million

• J Building renovation $3 million

• Greenhouse move $2 million

• Boiler plant expansion $3 million

• Site $2 million

TOTAL $57 million

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Tuition Backed Borrowing

• Tuition increase of $13 per credit hour would be required

• Can creatively use savings from retiring debt

• Layer new debt over existing debt

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Tuition Backed Borrowing

• Two dollar increase in each of the next four years

• Two dollar increase needed for operations in 2011

• 20 year debt certificate• Debt sale as early as June• Horticulture relocation by September• Groundbreaking by December• Completion by 2011

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Affordability

Tuition and fee total will still be in mid-range of peer colleges

FY 2008 FY 2009Harper $99.00 N/ROakton $84.60 N/RLake County $90.00 N/RElgin $91.00 N/RMoraine Valley $74.00 N/RWaubonsee $75.00 $80.00Triton $66.00 N/RJoliet $76.00 $80.00

Average $81.95 N/A

N/R- data not yet reported

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Community Supports:

Academic programs

Job growth

Institutional sustainability

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Community Supports:

• Nursing/Allied Health $45 million

• Science expansion $20 million

• Culinary/Hospitality $15 million

• Automotive expansion $5 million

• New parking/site work $4 million

TOTAL $89 million

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Referendum

• No increase in the total tax rate

• Residents pay more only if values increase

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Why Last Referendum Failed

• Proposed tax rate increase• No shared responsibility• No acknowledgement of taxpayer attitudes

towards higher education• Too large at $251 million• Not focused on high-demand labor market areas• Growth focus• Campaign/Lack of targeting

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Referendum Success

• No increase in total tax rate• Modest dollar amount• Referendum to create jobs, not respond to

growth• Will create 8,000 jobs from new programs

and construction• Sufficient time for campaign• Presidential election turnout likely to be

high; 81% success rate in 2004

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Calendar for a Successful Referendum 07/08/08 08/05/08 08/19/08 08/26/08 09/02/08 09/16/08 09/30/08 10/07/08 10/24/08 11/04/08 11/07/08

ESTABLISH NEED FOR THE BOND ISSUE

Prepare Building Plans

Obtain Professional Assistance

Involve Key Community Leaders and Citizen Support Staff

Disseminate Information to Constituents

Devise Financing Approaches to Incorporating Tax Effects

Build Board and Community Consensus

Determine Ballot Language

PREPARE FOR THE ELECTION

Devise Best Method to Organize and Staff the Election Effort

Develop a Citizen Committee(s) for Marketing and Public Relations Efforts

Research Voter Trends, Turnout and Voting Records

Conduct Pre-Election Pool and Surveys

Target Specific Voters in a Registration Drive

Develop a Referendum Theme

Prepare Campaign Literature

WORKING THE CAMPAIGN

Pass Required Board Resolution Prior to September 2, 2008 to Place the Measureon the November 4, 2008 Ballot

Certify Resolution by the Local Election Official Prior to September 4, 2008

County Clerk Publishes Election Notice Between October 4 and October 24, 2008

County Clerk Posts Copy of Election Notice at its Office No Later Than October 24, 2008

District Posts Copy of Election Notice at its Office No Later Than October 24, 2008

Obtain Media Support

"Kick-off" the Campaign with a Highly Publicized Event

Monitor Staff's Door-to-door Efforts of Precinct Coverage

Follow-up with Voter Registration and Absentee Ballots for Potential YES Voters

ELECTION DAY

Establish Phone Banks

Establish Poll Watchers

Question Voters Prior to Entering the Polls for a Response on Referendum

Update Polling Four Times Daily for Number of Voters Voting YES

Get Out the YES Vote

Monitor Polls and Elections

POST ELECTION DAY

Celebrate with a Post Election Party and Thank All Workers and Voters

Review the Correlation Between Projected Votes and Actual Votes

Update Voter Lists and Prepare for Next Election

Begin Process for the Bond Issue

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Timing

• November 8, 2008 election

• Bond sale in January 2009

• Ground breaking in Summer 2009

• Buildings completed by Summer 2012

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Partnerships

• YMCA/JJC Partnership

• Total cost up to $30 million

• Capital costs funded through donations, grants, and contributions

• Operating costs through memberships

• Potential bond sale

• Groundbreaking 2010; completion 2011

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Partnerships

• City center high rise and renovation

• Total cost $30 million

• Funds from TIF, City of Joliet, leases, grants, other

• $15 million from referendum will be JJC share

• Begin Spring 2009

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Other Items

• Bridge funded with donation ($5 million)

• Paths funded with grants, state funding

• Sustainability elements funded with grants and creative financing such as energy contracts or tax credits

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Summary

• Inviting and reinvigorated campus• 220,000 of added instructional space• 8,000 jobs created over 10 years• Enrollment and retention increased (market

share) by improving services• 37 new or renovated classrooms and

laboratories• Modest finance plan with shared responsibility• JJC becomes college of first choice

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Thank You!

• Steering Committee• Darlene Boyle and Mary Cwikla• Geoff Rusch and Jeff Fisher• Architectural Team of Legat, JJR, KLOA• Finance support from PMA• Institutional Research• Entire campus community for their

feedback

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Questions