Blinn College Resource Planning. February 13, 2014

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1 Blinn College Resource Planning February 13, 2014

2 Planning Goals Organize a master planning approach based on integration of strategic planning goals, existing studies, and identified d needs. Model and evaluate existing facilities utilization and scheduling capacities to determine opportunities for optimal utilization of existing campus. Develop a phased set of opportunities and scenarios that t allows Blinn to build economic viability for future long term growth.

3 Today s Review Campus Master Planning Planning Goals & Progress Blinn s Position Growth/ Funding Sources Immediate Space Needs Related to improvements at the existing campus to provide additional classroom space for Fall 2014 Short Term Space Needs Related to improvements at the existing campus and other locations to accommodate student growth projections through the fall of Long Term Space Needs Related to Brazos County campuses accommodation of student projections, 2022 and beyond

4 Planning Progress Our focus to date has been on the Blinn Bryan campus 1 - to complete due diligence required to develop recommendations for future physical requirements and 2 to make short term recommendations to alleviate the pressure and accommodate immediate growth. Planning Progress: % Complete Interviews Data Collection Utilization & Capacities Assessment Opportunities & Needs Identification Future Scenario Planning 0% 20% 95% 90% 80% 70% 60% 40% 60% 5% 10% 15% 20% 30% 80% 100% 14-Jan 4-Feb

5 Blinn s Expected Growth Influencers A&M s goal is to increase access for 25,000 engineering students by a transformational program to Projected Metro Area Growth increase access for qualified students to pursue engineering education at Texas A&M University.. The Research Valley is fast becoming the innovation capital of Texas.. Recognized as one of the top U.S. metropolitan areas for doing business. Bryan-College Station #5 Best Small Places for Businesses & Careers San Antonio +8.5% Austin +11.5% D/FW +8.6% Bryan/ College Station +7.2% Houston +8.7% #8 Job Growth #23 Education Projected Growth : 2019: State of Texas: 7.6% USA: 3.5%

6 Accommodating Growth Workforce/ Technical Education Blinn s importance as a community resource is part of its mission and will continue to gain emphasis. There is an opportunity for Brazos County to be a Center of Excellence for Advanced Manufacturing There is an increasing need for technical education to support developing industry & employers in Brazos County. The Texas Triangle Regional Center of Innovation and Commercialization launched in October 2013 to support and fund emerging technology ventures in Brazos County and Central Texas. Focused on advanced manufacturing, international trade/ logistics and energy research and development, Texas Triangle Park - Inland Port is a state-of-the-art 1,100 acre master-planned development located in the Research Valley, Texas.

7 Accommodating Growth Workforce/ Technical Education Despite significant progress toward state higher education goals, Texas must do better, faster. According to the Center on Education and the Workforce 4 of 5 jobs lost over the last few years affected workers with a high school diploma or less and most economists agree these jobs will not return. In fact, by 2020 about 2 of every 3 jobs will require some form of postsecondary education or training, including 13 of the top 20 fastest growing career fields with the best potential for earnings growth. Even jobs in advanced manufacturing, once considered low-skill, are now increasingly specialized and technologically sophisticated in ways that demand education or training beyond high school. *Texas Higher Education Coordinating Board (THECB)

8 Accommodating Growth Academic Transfer It is critical that Blinn maintains its relationships with these colleges which are essentially partners in Blinn s future growth. 49% of Blinn students transfer to 4-year colleges. The state average is 27% The majority, 65% of Blinn s transfer students go to Texas A&M. University of Texas Texas State San Marcos Texas A&M Sam Houston State University of Houston

9 Accommodating Growth Academic Transfer Blinn Academic Leadership is supportive of growth and focused on quality of education and student engagement. Primary focus is for students to succeed; faculty is open to new teaching/ operational methods Faculty at Blinn Bryan Campus is more entrepreneurial/ innovative than a benchmark of their peers Texas A&M University is planning for growth, focusing on increasing engineering enrollment by 25,000 students by 2025.The Texas Workforce Commission is projecting a 19 percent growth in engineering jobs in the next 12 years. This equates to more than 43,000 jobs. Texas A&M values its ongoing alignment with Blinn and, overall, the quality of student coming out of Blinn. Opportunities Blinn could be training ground for future University faculty Blinn to adapt to University teaching methods which emphasize practical learning & problem solving Blinn s focus on internships is important; universities in general do not focus as heavily on this. Heightened focus on Math, which can be a bottleneck to a student s engineering education and requires a one-on-one teaching focus.

10 Enrollment Projections An additional: 2,400 students by ,180 students by ,503 students by 2025

11 Space Projections* CEFPI CALCULATIONS Summary of Requirements by 2017* Actual Forecasted Forecasted Forecasted Forecasted Fall 2013 Fall Room Type Enrollment Enrollment 12,883 12,883 Enrollment 15,284 Enrollment 17,464 Enrollment 19,967 Classroom Facilities 86,601 89, , , ,098 Laboratory Facilities 35,477 58,000 SF 61,831 of Classrooms/ 73,352 Labs 83,819 95,830 Office Facilities 48, , , , ,948 Study Facilities (Including Library) 16,370 40,075 47,457 53,830 61,479 Special Use Facilities ,000 19,278 SF of offices 22,218 24,888 27,953 General Use 20,390 70,100 86,110 82,934 93,300 Support Facilities 5,916 22,894 26,425 28,585 31,896 Total ASF 214,03631,000 SF 404,463 of informal study 466,843 areas 504, ,504 Total GSF (At 65%) 329, , , , , ,000 SF of other Special/ General/ Support The model proposes 292,192 ASF/449,525 GSF of classroom, laboratory, office and study facilities, the current total GSF for Villa Maria Campus is 290,000 GSF which excludes the Health Science Center, Storage Buildings and the Physical Plant (approximately 5/7 of the model). The classroom ASF includes 10 classrooms NOT currently being used as classrooms * Projections are based on benchmark factors taken from other community colleges, and is a starting point for understanding how Blinn ranks against its peers. The planning process is taking into consideration the uniqueness of Blinn College and considering a variety of avenues for achieving the desired growth. 11

12 Utilization Summary Assumptions Classrooms are highly utilized on Villa Maria campus 41 hours per week in classrooms (typical target is 32 hours) 38 hours per week in labs (typical target is 25 hours) Average section fill is 80% (typical target is 67%) Low Utilization on Fridays Improved scheduling and sizing of classrooms can improve utilization Renovation and repurposing of existing study and general use space can accommodate other needed spaces Non-student functions can be relocated outside of existing buildings

13 Recommendations Immediate Term (6 months) Phased Opportunities Central scheduling software can reduce hidden classroom hours Reclaim up to 10 classrooms currently used for other purposes* Right sizing ing of large classrooms in CPC building can result in up to additional 5 classrooms Repurpose student center space for informal study and food service* Implement temporary buildings for relocation of non-student functions Begin due diligence for potential big box lease Short Term (24 months) Renovate retail center or similar substantial lease space for additional capacity Additional building on campus to expand capacity Master Plan existing campus Long Term (36+ months) Build new buildings on existing campus OR off campus on new land *Relocate displaced functions

14 Blinn Strategic Priorities Community Enhancement Be an economic resource Provide cultural enrichment Promote educational opportunities Student Success Improve processes for seamless student experience Enhance student skills Prep students for workforce Foster personal, social responsibility, teamwork Human Capital Recognition Enhancement Awareness

15 Immediate Term Solutions Implement Centralized Scheduling Software Renovate / Right-Sizing CPC Classrooms Utilize up to 10 Rooms as Classrooms Currently Allocated for Other Functions Relocate Non-Classroom Functions to Temporary Buildings Renovate Student Center Space to Improve Utilization/ Create Informal Learning Environment Begin Due Diligence on Retail Center or other Location for Additional Capacity

16 Centralized Scheduling An effective approach to addressing today s challenges centers on efficiently aligning academic resources (faculty and facilities) with student need. *The outcomes are schedules that t (1) allow students to get more of the courses they need at registration thereby accelerating time-to-completion, (+5% increase in completion velocity) (2) mitigate capacity bottlenecks that have caused enrollment caps, (reduce meeting pattern overlap from 15% to 5%, freeing up 10% of capacity & add 5% of capacity by aligning courses with student needs) and/or (3) trim unneeded offerings from a schedule that would otherwise drive up adjunct costs and clog prime classrooms during prime hours. * Source: Ad Astra Information Systems; information provided Jan 2014; Data Metrics and Measurement are Keys to Improving Higher Education

17 Classroom Rightsizing College Park Center Building Capacity increase*: Up to 390 students Estimated Capital Cost* of Implementation: $1.3 Million $30K (technology cost estimate) Option: Renovation for Flexible Classrooms and Informal Study Option: Renovation for Informal Study *Concept diagram Potential Tuition Impact* due to estimated increase in student enrollment: $900K *The estimates above are demonstrations to show order of magnitude for planning purposes; construction/ renovation costs have not been fully vetted and additional due diligence is required to finalize actual expected cost and tuition impacts.

18 Increase Classroom Utilization/ Relocate Other Functions Estimated Capacity increase: Up to 1,222 students Estimated Cost of Implementation: $250K to fit out CRs* $105K per year for temporary building lease Estimated Tuition Impact* of student increase: $2.8 M *The estimates above are demonstrations to show order of magnitude for planning purposes; construction/ renovation costs have not been fully vetted and additional due diligence is required to finalize actual expected cost and tuition impacts. *Assumes $26,500 per classroom for technology costs

19 Increase Classroom Utilization/ Temporary Building Lease *Purchase: $55-$60 per SF Includes basic finishes, delivery and assembly on site Lease: $985 per month for each 24x56 unit (1,344 SF) Potential lease cost: per 10,000 SF of lease space, lease cost per 12 month period can be estimated at about $100,000. *Quote based on estimate from ModSpace

20 Repurpose Student Center Space Accommodates: Informal Study Space Requirements Cost of Implementation: $1.5M $150K* (Technology cost estimate) *The estimates above are demonstrations to show order of magnitude for planning purposes; construction/ renovation costs have not been fully vetted and additional due diligence is required to finalize actual expected cost and tuition impacts.

21 Repurpose Student Center Space Informal Sticky Spaces

22 Immediate Term Solutions 6 months Schedule Utilization Software Renovate CPC Classrooms Use Classrooms for Course Scheduling/ Relocate other Functions Accommodate Students in Sticky Space Immediate Term Solutions StudentsAccommodated Implementation Capital/ Technology/Lease Tuition Impact in year one Schedule Utilization Software TBD TBD TBD Renovate CPC Classrooms Up to 390 students $1.4M (includes $100 K of technology fit-out)* $900K* Use Classrooms for Course Scheduling/ Relocate other Functions Up to 1,222 students $250K for classroom fit-out* $105K per year for 3 year lease of 10,500 SF * Student Center Renovation $1.6M (includes allowance for technology costs) NA $2.8M* Begin Due Diligence for Future Retail TBD TBD TBD Center Expansion Location Total Projects Up to 1,612 students + scheduling efficiencies with software implementation $3.4M* $3.7M* *The estimates above are demonstrations to show order of magnitude for planning purposes; construction/ renovation costs have not been fully vetted and additional due diligence is required to finalize actual expected cost and tuition impacts.

23 Short Term Solution months Master Plan existing campus for long term growth Retail Center Renovation for additional capacity Additional building on campus to expand capacity

24 Retail Center Renovation

25 Retail Center Renovation Xerox Corporation s decision to consolidate their Customer Support Center from Las Colinas office buildings to an existing warehouse in Lewisville, Texas affected six divisions of the corporation, 160,000 square feet of building area and a total of 650 people. BOKA Powell provided complete planning, programming, architecture and interior design services, while implementing fast track construction procedures. Renovating the Lewisville facility required site improvements, new windows, a new entrance and canopy, and the addition of restroom and other core areas. The vast open warehouse becomes an internal city composed of elements that operate at three successive scales. At the large scale, a town center accommodates centralized functions such as building entry, reception and large group meetings. Beginning at the town center, a primary circulation route, the boulevard winds through a series of multidepartmental areas or neighborhoods. Gridded main streets intersect the boulevard and lead to intermediate scale neighborhood centers which house shared multidepartmental support areas.

26 Retail Center Renovation Hoover s Online engaged BOKA Powell to adapt theformerbutterkrustbakeryinaustin,texas into a contemporary corporate headquarters. The existing 78,000 square foot facility posed many challenges that the design team successfully overcame. Today, it is home to more than 200 employees who enjoy many amenities and the openness of the space. Unique building features include inflatable ductwork, an outdoor terrace, a café with coffee service from a former bread delivery truck, and a work area with computer-friendly lighting.

27 Retail Center Renovation months BOKA Powell s challenge has been to translate the extraordinarily large floor plates (1.3 million square feet) of a retail mall into a seriously capable work environment to support a fun team attitude. Utilizing raised floors with power, data and HVAC distribution below allows unlimited space flexibility for Rackspace s Rackers to build their teams around their talent. Amenities such as a full-service cafeteria, fitness center, fueling stations and open escalators for vertical transportation and communication allow different configurations of physical space to be immediately responsive to changes in organizational structure. This high-technology firm has directed the conversion of an entire existing shopping mall into office space to integrate the best technologies and practices in the most collaborative, flexible, highenergy work environment possible.

28 Retail Center Renovation

29 Master Planning VISIBILITY FUTURE BUILDINGS FUTURE PARKING CIRCULATION

30 Long Term Solution 36+ months New Building/ Campus Expansion Off Campus Opportunities

31 Phasing Growth Develop a phased set of opportunities and scenarios that allows Blinn to build economic viability for future long term growth. Immediate Term (6-12 months) Increase Utilization & Renovate Existing Spaces Short Term (12-36 months) Implement Single Facility for Additional Capacity & Complete Master Plan Long Term (36+ months) Implement New Building(s) on or off Campus for Future Expansion

32 Next Steps: Evaluate Future Planning Options Growth/ Affordability/ Availability Complete Bryan Campus Master Plan Translate Strategic Findings into Options for Long Term Physical Growth Evaluate Future Programming and Location Scenarios Continue to Evaluate Market Financial Capacity Operational Challenges Development & Foundation Support Existing Debt Roll-off New Operational Impact Capital Costs/ Roll-offs Evaluation of Location Options & Components

33 Discussion

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