Facilities Master Plan - Genesee Community College

Transcription

Facilities Master Plan
12 November, 2012
November 2012
Genesee Community College
One College Road
Batavia, New York 14020-9704
Board of Trustees
Maureen T. Marshall, Chairman
Diane Torcello, Vice-Chairman
Laura J. Bohm, Secretary
Benjamin J. Bonarigo Sr.
Donna M. Ferry
Laurie Miller
Glenn R. Morton
Dr. Melvin J. Wentland
Peter R. Call
Phyllis Washburn, Student Trustee
Charles Ruffino, Trustee Emeritus
Dr. James Sunser, President
Michael Stoll, Interim Executive Vice President of Academic
Affairs and Chief Academic Officer
William Emm, Executive Vice President of Planning and Institutional Effectiveness
Kevin Hamilton, Vice President for Finance and Operations
Dr. Virginia Taylor, Vice President of Student and Enrollment Services
Richard Ensman, Director of Development and External Affairs
Timothy Landers, Director of Buildings and Grounds
Prepared by:
JMZ Architects and Planners, P.C.
190 Glen Street - P.O. Box 725
Glens Falls, NY 12801
(518) 793-0786
www.JMZarchitects.com
Robert J. Joy, AIA
Nina L. Oldenquist LEED® AP
Table of Contents
Introduction
The Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Program and Facility Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Space Use
Campus Space Use Comparison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
SUNY Genesee Space Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Enrollment
The Impact of Declining Population . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Enrollment Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
The Importance of Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Program Needs
Input from Campus Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Existing Conditions
Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
System-wide Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Results for SUNY Genesee. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Consultant’s Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
15
16
16
16
17
The Master Plan
The Student Success Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Planning Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Figure 1- Summary of Initiatives
Proposed Projects
Master Plan Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Figure 2- Wellness and Events Center: Main Entrance
Figure 3- Wellness and Events Center: Looking North
Figure 4- Student Success Center: Looking South
Figure 5- Student Success Center: Looking North
Figure 6- Buildings Concept Plan
Figure 7- Site Concept Plan
Project Budget
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Master Plan Budget Estimate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
SUNY Genesee
i
Introduction
Introduction
SUNY Genesee has a long and excellent legacy of
planning. This Facilities Master Plan is the fourth
that JMZ has had the privilege to complete. The
2007 Facilities Master Plan Update identified
$38 million in potential projects. Since then, the
Zambito Gymnasium has been renovated, a new
women’s locker room was created on the third
floor, the College constructed a new turf field, the
baseball and softball fields have been brought up
to NCAA standards, the tennis courts have been
renovated, the College has relocated the growing
nursing program to leased space in the Med & Tech
Park across Hawley Drive, the Polysomnographic
Technology program has a new lab, the west entry
plaza and the patio between the Main Building and
Conable were developed, and in April of 2011
the College opened the Rosalie “Roz” Steiner Art
Gallery.
“There are more than 900+
people earning their degree
this school year. I think that is
a pretty awesome stat because
I, myself, am a part of the GCC
Class of 2012, and we are
going down in [the] history of
GCC.”
- Campus Blog, May 14, 2012
Other projects, such as updates to the Main Building mechanical system, a Community
Wellness Center, and parking lot improvements have not been completed and remain
priorities. In addition, initiatives that were identified as emerging issues in the previous
Master Plan have come to the forefront in this plan, including a “one-stop” center and
“learning commons.”
The Strategic Plan
The challenge with this, or any master plan, is to craft a facilities program that aligns the
physical space with the values and vision of the college. A facilities master plan should
follow, not lead. To be effective, a master plan must be linked to a college’s mission and
vision, to an ongoing strategic planning process, and to its academic, marketing, and
technology initiatives.
One goal of SUNY Genesee’s 2011-2013 Strategic Plan is to “continue to be an important
SUNY Genesee Campus in 1994
SUNY Genesee
SUNY Genesee Campus in 2012
1
Introduction
partner in the economic success of our region.” Some of the key intended outcomes in the
College’s strategic plan include:
• Support and expand workforce development and training efforts and continue to focus
on key strategic industries
• Expand outreach to the GLOW community
• Remove barriers to educational services
• Improve student readiness by streamlining student enrollment and business processes
• Maximize the College’s ability to facilitate student success after graduation
• Become the highest ranked community college in the nation in student completion
(Associate and Certificate degree completions)
The College is already striving to meet these goals. In November 2011, SUNY Genesee
graduated 24 students from a new Advanced Manufacturing and Nano Technology
Certificate Training Program. The pilot program was developed by the Genesee County
Economic Development Center in partnership with SUNY Genesee and the Rochester
Institute of Technology, and was funded by a grant from the New York State Office of
Community Renewal in conjunction with Genesee County.
The potential projects identified in this Facilities Master Plan have an estimated budget of
$42.5 million. The Executive Summary of the SUNY Genesee Strategic Plan states that,
“Going forward, expenditures will be prioritized based on their relevance to our strategic
plan.” This Facilities Master Plan outlines a set of initiatives that balance the college’s
infrastructure needs with major program initiatives, and takes advantage of “low-hanging”
fruit, with the goal of promoting GCC’s continued success in the GLOW region and beyond.
2
SUNY Genesee
Introduction
Program and Facility Needs
This Facilities Master Plan focuses on key program and facility needs and builds on previous
planning efforts:
• A new field house concept appeared in the 2002 Facilities Master Plan, and was
further developed in a 2007 study. Since then, the college built the turf field, which was
originally to be part of a field house concept. This plan presents an updated site and
program that is responsive to the college’s current needs.
• The 2002 and 2007 Master Plans also cited a need to renovate the existing dining
facilities, and this was reexamined in this Master Plan.
• In 2010 JMZ met with a focus group to discuss creating a One-Stop center to
streamline the services provided by Student Services, Admissions, Financial Aid, and
Career Services. The information gathered at that time was used as a starting point for
One-Stop program discussions during this Master Plan.
• Cosmetic upgrades to the Forum were cited in the previous (2007) Master Plan, and
those options are combined with new program proposals here.
• In 2000 JMZ oversaw the renovation of the Alfred O’Connell Library. Since then,
pedagogical changes have influenced the way libraries function and “learning
commons” have become an important part of library programming. This was identified
as an emerging need in the previous Master Plan.
• This Master Plan also calls for the creation of informal “plug-in” space around campus,
so that students can work informally, alone or in small groups. Portable technology, and
technology in general, has increased power and internet demand. Students also spend
more time engaged in collaborative learning than a generation ago.
The Director of Buildings and Grounds, Tim
Landers, collaborated with JMZ to identify
current facility needs and verify the status
of projects from the previous master plan.
Many of the facility improvements in this
report are program-driven. Where they are
not, such as the recommendation to replace
boilers, they contribute to the continuing
stewardship of the College. Every upgrade
is an opportunity to increase the energy
efficiency of the College. In terms of site, the
2002 Master Plan called for resurfacing and
reorienting the campus parking lots, and
improving the landscaping and walkways on
campus. These topics were revisited within
the context of the new overall site concept.
The Roz Steiner Art Gallery
Vet-Tech
Identifying space for the Vet-Tech program is a continuing challenge. The college currently
has no access to dedicated live animal lab space. This is due primarily to the fact that the
mechanical ventilation system for this type of lab must, by code, be separated from the
rest of the building’s HVAC system. For this reason it is not possible to locate the Vet-Tech
program at the new Dansville facility, despite the large number of class labs there. Class
labs that do not involve live animals are held at the college, but these courses compete for
SUNY Genesee
3
Key Areas
lab time with the other science programs. There is no additional lab space for lease at the
professional center where nursing is taught.
The practical portion of the Vet-Tech curriculum is now being conducted at the local animal
shelter, and while this provides required hands-on experience, the facility is not large enough
to accommodate the full needs of the program. The shelter itself may be forced to scale
back staff, which could provide additional opportunities for SUNY Genesee students.
The Campus Centers
SUNY Genesee has six campus centers in the GLOW region: Medina, Albion, Warsaw,
Arcade, Lima, and Dansville. In addition to being assets to the communities in which they
are located, they enhance the reach and identity of SUNY Genesee. These centers provide
an opportunity for the College to customize the course offerings at each center to respond
to the needs of the local economy and workforce. This will become increasingly important
as GCC feels the pressure of the current economy and a decreasing pool of applicants. As
the college mission states, SUNY Genesee is “Dedicated to meeting the changing needs of
individuals and the community ... [and] commits to providing educational experiences which
promote intellectual and social growth, workforce and economic development, and global
citizenship.” Locally tailoring the academic offerings of the campus centers with respect to
workforce development addresses recruitment of high school students and returning adults
as well.
In the spring of 2012 the Board of Trustees approved the lease of the former Dansville
Middle School, which will be a significant space increase for the College. The new site has
labs, general classrooms, and performance space. The existing kitchen and cafeteria could
provide the opportunity for a culinary program. The new location can also serve as swing
space for the Batavia Campus. Long-term programming for this facility should support the
local workforce and the academic mission of the College.
Campus Centers
4
SUNY Genesee
Key Areas
Space Use
Campus Space Use Comparison
While community colleges are given considerable latitude to comply with the State University
of New York space standards, they can be a useful guideline for evaluating a college’s existing
space. It is also informative to compare campus space to one’s peers when information is
available.
The table below is a snapshot from 2008 showing the net assignable square feet (NASF) per
student on community college campuses with full-time equivalent students (FTEs) between
4,000 and 5,000. The space includes both academic and support space. At the time
this data was compiled Genesee had 62 NASF per full-time equivalent student (FTE), the
lowest among these colleges of similar size. The next lowest college was Niagara County
Community college with 70 NASF per FTE. The highest was Mohawk Valley community
college with 106 NASF per FTE.
Mohawk Valley Community College
SUNY Orange
Broome Community College
Finger Lakes Community College
Ni
Niagara
C
County C
Community
i C
College
ll
SUNY Genesee
0
20
40
60
80
100
120
Net Assignable Square Feet per FTE
Since this data was originally compiled Mohawk Valley built a field house addition of
28,000 gross square feet (gsf), and SUNY Orange built a science building and childcare
center on their main campus totalling about 50,000 gsf and a new branch campus facility
at Newburgh that is 180,000 gsf. Finger Lakes has built a Student Services Center and
Niagara County Community College has built a Hospitality and Tourism Center. SUNY
Genesee completed the 2,400 gsf Rosalie Steiner Art Gallery. While enrollment increased
for all community colleges before leveling off starting in 2009, Genesee lost ground relative
to its peers because of its modest facility expansion, and by 2011 Genesee had only 55.9
NASF per FTE. Additional space will be needed as growth in the College’s facilities has not
kept pace with the growth in enrollment. SUNY Genesee has substantially less space per
student than its peer group of similar sized community colleges in the SUNY system.
SUNY Genesee
5
Space Use
SUNY Genesee Space Assessment
The following table shows a more in-depth look at the space use and space need for
the three major program areas discussed in this master plan report: Library, Athletics, and
Student/Faculty Activity, which refers to student and faculty lounges, organization space,
and informal social space. The table shows the existing space in these categories, the
calculated space recommendation, and the difference, whether a surplus or deficit. For
the categories of Physical Education and Student/Faculty Activity the SUNY System space
calculations were used, based on fall FTEs (full time equivalent students). Fall enrollment is
usually the highest and will reflect maximum capacity. The Library space recommendation
comes from the Council of Education Facilities Planners International (CEFPI) guidelines.
SUNY acknowledges that their library space calculation were developed a generation ago,
when libraries and the activities that took place in them were very different. The consultants
prefer the CEFPI library space recommendations whenever possible, which captures space
need for a variety of library materials beyond books and calculates study space requirements
based on estimated faculty and student use.
The left portion of the chart shows the existing and recommended space in these three
categories for the entire college, including the campus centers. All three categories show a
deficit of space.
Entire College
including Campus Centers1:
4601 FTEs Fall 2011
SUNY Genesee
Existing Space (sf)
Space Recommendation (sf)
Batavia Campus
excluding High School students:
2362 FTEs Fall 2011
Surplus
(Deficit) (sf)
Existing Space (sf)
Space Recommendation (sf)
Surplus
(Deficit) (sf)
Library
22,834
30,392
(7,558)
22,251
26,192
(3,941)
Physical Education
28,907
47,000
(18,093)
28,907
37,000
(8,093)
Student/Faculty Activity
27,981
48,310
(20,329)
23,385
24,801
(1,416)
1
Does not include the former Middle School facility in Dansville
The right side of the chart looks at the Batavia campus only, and excludes high school
students. This provides a more accurate picture of the portion of the student body most likely
to use the Library, athletic space, and student/faculty activity space. Even using a smaller
number of students, the college still has a shortage of space in these three categories.
6
SUNY Genesee
Space Use
Enrollment
The Impact of Declining Population
Between 2000 and 2010 the State of New York experienced an overall decrease in
population. Within the GLOW region, only Livingston County had a population increase,
of 1.7%. Genesee, Orleans, and Wyoming Counties had overall population decreases of
between half a percent and just under three percent since the 2000 census. This regional
dip in population will reduce the number of potential future students, both in terms of future
high school class sizes and returning adults.
Population Change in the GLOW Region
60,000
50,000
Population
40,000
2000 Census
2010 Census
30,000
-0.5%
-2.9%
-2.9%
+1.7%
20,000
10,000
0
Genesee County
Orleans County
Wyoming County
Livingston County
Enrollment Trends
Between 2003 and 2009 the overall enrollment at SUNY Genesee has increased by 16%.
Since then the rate of increase in enrollment has slowed, but it has not leveled off nor
decreased. This is remarkable, as demographic trends have predicted a drop in the collegeage population across the country. In fact, GCC graduated its largest class to date in the
spring of 2012. This is not to say that GCC is immune to the national trends. The college’s
projected enrollment through 2016 shows a leveling off beginning with the class of 20122013.
One reason for GCC’s dramatic growth is that community colleges have historically been
“counter-cyclical.” When the economy is weak and there are fewer available jobs students
tend to stay in college longer. Displaced workers typically return to community colleges for
retraining or to pick up new skills. These factors generate a predictable rise in enrollment
each time there is a recession. This phenomenon has offset, at least for the moment, the
decreasing population. In addition, community colleges are increasingly becoming the
college of choice for students who wish to complete a four-year degree by starting at a twoyear community college.
SUNY Genesee
7
Enrollment
Annual FTEs
Actual Enrollment
SUNY Genesee
5000
4500
4000
Projected Enrollment
4725
4715
4720
4720
4720
4720
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
4619
3882
3941
2003-04
2004-05
4057
4263
3923
4018
3500
FTE
3000
2500
2000
1500
1000
500
0
2005-06
2006-07
2007-08
2008-09
2009-10
Academic Year
At the local level, GCC’s stable enrollment can also be attributed to two factors: the number
of high school students taking college courses prior to graduation and the healthy high
school capture rate. The charts on the following pages show recent high school class sizes
for the four GLOW counties and the number of student going directly to SUNY Genesee
from each. Genesee County had the most students enrolling in 2011 at 37.6%, up from
30.3% in 2009. Livingston County has the lowest capture rate in the GLOW region, but this
has increased consistently since 2009. Overall, the high school capture rate in Genesee,
Livingston, Oreans, and Wyoming Counties has increased from 22.7% in 2009 to 26.9% in
2011, which has helped offset the general decrease in the number of high school graduates.
High School
School Capture
Capture Rates
Rate
High
40.0%
35.0%
30.0%
25.0%
2009
20.0%
2010
2011
15.0%
10.0%
5.0%
0.0%
Genesee
8
Livingston
Orleans
Wyoming
SUNY Genesee
Enrollment
The other enrollment factor mentioned above is SUNY Genesee courses taught in the High
Schools. SUNY Genesee has the largest cohort of high school students in the SUNY system.
The majority of those credits is taken at the local schools, which has the benefit of boosting
FTEs without putting much additional pressure on the facility needs of the campuses.
Unfortunately, the leveling off or shrinking of high school enrollment will impact these two
largest cohorts at GCC - current and recent high school students.
Genesee Community College Student Ages
All Student Ages
6%
2%
3%
5%
32%
Under 18
Age 18-19
8%
Age 20-21
Age 22-24
Age 25-29
Age 30-34
8%
Age 35-39
Age 40-49
Age 50-64
12%
25%
Student Ages All Student Ages
Excluding High School Students
8% 6%
3%
2%
3%
5%
5%
32%
32%
Under 18
Age 18-19
7%
8%
Age 20-21
Age 22-24
Age 25-29
Age 30-34
8%
12%
Age 35-39
Age 40-49
Age 50-64
12%
12%
SUNY Genesee
19%
25%
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Enrollment
The Importance of Retention
A phrase often heard at community colleges across the state these days is, “Retention is the
new recruitment.” GCC’s two-year retention rate has been between 35 and 40 percent
since 2004. Three-year retention is roughly the same, and four-year retention increases to
between 41 and 48 percent from 2004 to 2006. If other measures of student success are
taken into account, such as certificate completion and transfer to a two-year or four-year
college, the success rates jump into the 60 percent range, depending on the year.
In the past, colleges could expand their enrollments by simply maintaining their historical
share of the growing number of high school graduates. The focus was primarily on
recruitment. Now that the demographics have shifted from growth to decline, colleges are
realizing that enrollments are likely to decline as well. This is particularly true in Upstate
New York where the sizes of high school graduating classes have already peaked and are
predicted to get smaller for years to come.
Colleges are responding to this trend by renewing efforts to increase the share of eligible
students they attract. But the colleges recognize how difficult it will be to capture an
increasing share of a shrinking pool, especially when all colleges are trying to do the same
thing. For this reason student retention has become vital.
SUNY Genesee’s continued focus on student success plays a key role in student retention.
In a recent report by CNN Money GCC was ranked in the top 100 community colleges
in the nation and top in its peer group for student preparation and rate of graduation.
GCC was also recognized as one of the top 120 community colleges for rates of retention,
performance improvement, graduation, transfer, and equity in completion by the Aspen
Institute College Excellence Program. GCC is one of 40 community colleges nationwide
chosen to participate in a long-term study that will track college readiness, student progress
and completion, job preparation, and employment.
High
School
Graduates
GLOW GLOW
Region
High
School
Graduates
800
Numberr of High School Graduates
700
600
500
Genesee
Livingston
Orleans
400
Wyoming
300
200
100
2004
2005
2006
2007 Est. 2008
Proj.
2009
Proj.
2010
Proj.
2011
Proj.
2012
Proj.
2013
Proj.
2014
Proj.
2015
Proj.
2016
Proj.
2017
Proj.
2018
Proj.
2019
Year
10
SUNY Genesee
Enrollment
Program Needs
Input from Campus Community
At the start of the planning process JMZ met with constituent campus groups to gather
information in key planning areas. The groups focused on a one-stop center, library/
learning commons, site and landscape, and athletic facilities. JMZ also heard input on all
these topics from the President’s Cabinet and the Board of Trustees.
Athletic Facilities Focus Group
• An indoor practice facility is the top
priority
• The College would benefit from an
expanded fitness center, a training room,
team meeting room, classroom, human
performance lab, coaches’ offices,
storage, and concessions, press box,
and toilets at the new turf field
• The current locker rooms and the men’s
team room need upgrading
• The college currently does not have
dedicated staff locker rooms or locker
Soccer Practice Field
facilities for visiting coaches and officials
• SUNY Genesee is “a campus that embraces fitness.”
• Athletics, recreation, and academic programs share athletic equipment
• A new stand-alone facility would be more community-friendly than an addition to the
main building
• The pros and cons of a multi-purpose vs. a turf field were discussed
One-Stop Center Focus Group
• The admissions process would be improved with an easy-to-find “front door”
• The ideal program array for a one-stop center was discussed
• All new students and 50% returning students go through Advisement
• Career Services, while a separate department, plays an integral role in the admissions
process
• SUNY Genesee would like to reduce the barriers for “lukewarm” students; it will be
important to maintain the one-on-one component of service
• Registrar’s office should be in a central location
• A one-stop center can support the completion agenda and retention agenda
• The Campus Centers have their own one-stops where advisement is the first stop
Library/Learning Commons Focus Group
• The Library needs expanded power infrastructure, flexible furniture
• A Learning Commons should include a Faculty Center for Excellence and tutoring and
technology training space
• Students need collaborative study rooms, quiet study space, and noisy study space
• Library staff will continue to consolidate the collection and remove shelves
• Students need more complex assistance that includes technical help, research help,
academic help. There is an interface between Reference, IT, and Tutoring/Writing.
• Program for a Learning Commons could include the writing center, learning center,
SUNY Genesee
11
Enrollment
math lab, media room, and study rooms.
• The Library and Learning Commons
needs to have a student-centered
approach; technology is not a
replacement for interaction
• They currently use Chat to communicate
with the campus centers, and would
benefit from Skype at the reference desk
• Food is permitted in the Library
• The Library needs secure places for
students to put their belongings
Site/Landscape Focus Group
Alfred O’Connell Library
• The College looks more like a business complex than a college campus
• The campus entrance needs to be improved
• Establish significant site locations that become the “memory makers”
• Make welcome points for cars as well as pedestrians
• The Crab Apple trees on the berm are dying, and perhaps should be replaced with new
trees and flags
• The shallow rock ledge on the site makes landscaping difficult
• Tie College Village back to the main buildings
Board of Trustees
• The capacity, condition and safety of
parking is a priority
• Space on campus should be flexible
so that it can be re-designed to meet
changing program needs
• The College needs swing space
• The campus needs storage space
• An emergency generator is needed to
maintain key systems when the power is
down. This will also allow the College
to be a place of refuge for the County
during emergencies.
Main Parking Lot
• The College should explore sustainable
energy options
• The Campus Centers should continue to tailor their programs to the workforce needs of
their particular locations
• Explore options for the best program mix at the new Dansville campus facility
• The Dining facility should be improved
President’s Cabinet
• More office space is needed, with improved adjacencies
• Functional teams are currently spread out
• It is important to preserve space that impacts the delivery of education; the quality of the
space is vital
• The College needs swing space to do renovations; the Campus Centers could serve this
purpose
12
SUNY Genesee
• Retention is the new recruitment
• The College should improve services to
the growing cohort of evening students
• The College should provide a 24-hour
learning environment for the residential
students
• Create a Learning Commons and a
Faculty Development Center
• The physical facilities must be
maintained
• The campus grounds can be improved,
including sustainable site practices and
the campus entrances
• Program initiatives must make sense for
the entire community
SUNY Genesee
Enrollment
Wolcott J. Humphrey III Student Union
13
Enrollment
14
SUNY Genesee
Enrollment
Existing Conditions
Approach
Evaluating the condition of existing buildings
and predicting the amount of renovation
and capital maintenance they will require in
coming years has always been a significant
part of facilities master planning. In the
past, SUNY asked campuses to complete
a “bottom up” approach by independently
evaluating facilities and predicting the
investments that would be needed in
the coming years. With every college
operating on its own timetable and using
its own consultants, this approach lacked
consistency. The details were good, but the
data was not reliable at the system level.
The Corridor to the Conable Building
After considering a number of alternatives, the State University of New York (SUNY) retained
Pacific Partners Consulting Group, Inc. of Stanford, California to develop a “top down”
approach that would generate a contemporaneous assessment of building, site, and
infrastructure components on 30 community college campuses across the state. Pacific
Partners advocated using a Life Cycle Model Based on Current Replacement Value (CRV)
approach that is recognized by a number of national organizations and used in seven other
higher education systems. The methodology was thus well-established and the results could
be benchmarked to other state-wide systems.
The Life Cycle Model Based on CRV approach generates a high-level statistical overview of
current facility renewal needs, and any accumulated backlog needs based on institutionspecific information, including: the age and type of building and its current condition;
average building sub-system life cycles; related infrastructure support requirements; and the
current cost of replacement – adjusted for region within the state. The Model uses building
system life cycles, current replacement values, and condition assessment information to
develop a 50-year forecast of estimated backlog and renewal costs.
The model is not designed to address utilization-related variables such as enrollment levels
or projected enrollment growth, or the extent of capital renovations needed to address
changing academic mission, pedagogy, or goals. In addition, it may not account for other
costs related to the implementation of capital maintenance projects, such as the creation of
‘surge’ space that allows sequenced access to buildings under rehabilitation, or the cost of
new building elements related to modernizing facilities, such as adding elevators as part of
ADA compliance efforts.
The overall results of this model are cost forecasts for current capital renewal needs and
maintenance backlog, generated by the relative condition and known life cycle of major
building components and sub-systems, over a 50-year renewal schedule, for each campus
system-wide. This approach relies heavily on building ages and the estimated useful life of
various sub-systems. With any statistical model such as this, the accuracy increases as the
sampling group gets larger. It provides good data at the system (state) level, but the details
for each campus must be verified.
SUNY Genesee
15
Enrollment
Methodology
The SUNY study began by asking facility administrators at the 30 community colleges to fill
out a web-based Building Condition Assessment Survey (BCAS) and estimate renewal and
backlog needs. The assessment rated 29 components (excellent, good, fair, poor) within
each of the 488 buildings across the system totaling some 18 million gross square feet.
Infrastructure and site needs were evaluated with similar thoroughness. Next, a team from
the State University Construction Fund visited all of the campuses to review the preliminary
assessments and “norm” the results. The data were incorporated into the Pacific Partners’
proprietary Facility Renewal Resource Model.
System-wide Results
The model estimated that the current replacement value (CRV) for the community college
system as a whole was $8.4 billion, including $7.3 for buildings and $1.1 billion for
supporting infrastructure. It predicted a $411 million backlog of deferred capital
maintenance, including $267 million for building system renovations and $144 million for
renewal of supporting infrastructure. On average, this means that approximately 4% of the
system’s current replacement value was beyond its useful life, and therefore considered to
be in “backlog.” From its experience with other
systems, Pacific Partners advised that the optimum
level is 5% or under. The SUNY community college
system was judged to have the lowest backlog of the
peer institutions they considered.
Results for SUNY Genesee
SUNY Genesee owns a total of ten buildings, a total
of 368,570 gross square feet of space. Current
replacement value of the campus buildings and
infrastructure was estimated at $160 million. The
backlog of deferred capital maintenance was
estimated at $4.8 million. This assessment reflects
the fact that the primary driver of the model is the
age of facilities, and 73% of the College’s space is
more than 30 years old.
Nevertheless, the college was judged by SUNY to be
in better shape than more than half of New York‘s
community colleges. The Facilities Conditions Index
(FCI) for SUNY Genesee is .03, which indicates that
the College’s backlog of building and infrastructure
work equals 3% of the total current replacement value.
Any institution with an FCI below .05 is considered by
the state to be in very good condition. Despite limited
resources, the College and its county sponsors have
been good stewards of their facilities when compared
to their peers within New York State. This means that
as GCC contemplates capital spending projects it
can afford to look forward to new initiatives rather
than investing all of their resources to address years
of deferred maintenance.
16
SUNY Genesee
Enrollment
Consultant’s Approach
As noted above, the SUNY approach
provides good data at the system level,
but the details for each campus are not as
reliable. JMZ met with Tim Landers, Director
of Buildings and Grounds, to discuss
specific areas where the BCAS report and
actual building and system conditions
varied significantly, and to review the status
of critical maintenance projects.
The Main Building, constructed in 1972,
has reached “middle age.” Although
some areas, such as the Library, have
undergone substantial renovations, many
of the mechanical, electrical and plumbing
systems date from the original construction.
Tim Landers was able to provide specific
building and infrastructure needs, which
are described in the “Master Plan” section
of this report. Facility improvements that are
not program driven, such as replacement
of boilers, contribute to the continuing
stewardship of GCC and provide
opportunities to increase energy efficiency.
SUNY Genesee
Patio between Conable and the Main Building
17
The Master Plan
18
SUNY Genesee
The Master Plan
The Master Plan
Every master plan is developed in a different context. JMZ has prepared and updated
the SUNY Genesee facilities master plan several times since 1997. Previous documents
addressed the needs of a growing college and led to the construction of the Conable
Technology Building in 2000 and the Wolcott J. Humphrey III Student Union in 2005,
among other projects. Now that the demographic bulge of students - termed the “baby
boomlet” or “echo boom” – has come and gone and the College’s enrollment has begun
to level off, the focus of this master plan has shifted to facilities that support recruitment,
retention, and student success.
The projects envisioned in this plan will be vital to the future economic health of the College
as it grapples with the combined pressures of reduced funding and a downward trend in
population.
The Student Success Agenda
Community colleges are inclusive. Indeed,
their policy of open admissions is a uniquely
American invention that has given many
millions of students a leg up on their futures.
Community colleges are also comprehensive
in nature, offering programs designed
for transfer to a four-year (upper division)
institution as well as technical training in
a chosen field. Because of this breadth
they attract a wide variety of students with
differing levels of preparation and different
expectations. It is hard to define success.
In the fall of 2011 the American Association
of Community Colleges, the Association
of State Colleges and Universities, and
three other higher education associations
announced a national Commission
on Higher Education Attainment. The
The Clock Tower
Commission was formed in response to
President Obama’s call for the United States
to have the highest level of post-secondary
education in the world by 2020. The topics of focus for the Commission were:
• The changing nature of students seeking a degree or credential
• The ability of higher education to attract, retain, and graduate the
increasing number of adults seeking a degree or credential
• The current capacity of higher education to accommodate the large number of
students who will need to enroll if we are to increase the number of graduates
• The opportunities to increase efficiency and enhance productivity in meaningful ways
In New York the SUNY Chancellor has made a call to strengthen the collaboration between
campuses and New York businesses and industrial sectors, and to enrich SUNY’s presence
in the communities. Governor Cuomo’s NYS Works agenda emphasizes the essential role
SUNY Genesee
19
The Master Plan
of education and workforce development, and the need to coordinate this with a “demand
driven” approach through regional councils.
Planning Objectives
Early in the planning process JMZ met with campus groups, the President’s Cabinet, and
the Board of Trustees to discuss priorities for this Master Plan. Much of this feedback fell
into four categories. These became the Planning Objectives and helped to guide the overall
process. In many cases the initiatives/needs fell into more than one category.
The Planning Objectives are:
• Promoting Student Success. College enrollment has leveled off nationally. Some
graduating high school classes in the GLOW region are predicted to grow over the next
few years, but not significantly overall. Community Colleges must compete for fewer
students in a climate of reduced funding opportunities. Promoting student success is
the key to student retention; retention can be considered the new recruitment. A large
number of the master plan needs support the College’s student success agenda, from
a Library/Learning Commons, to simplifying the admissions process, upgrading the
facilities, and supporting student and faculty wellness.
• Partnering with the Community. Genesee continues to be engaged with the County.
Partnering with the community can be tied to specific facility initiatives that impact
recruitment, such as Admissions and Athletics. Infrastructure upgrades will allow the
college to play a larger role in disaster relief for the County.
• Celebrating Place. Celebrating place recognizes the special place Genesee has in
the GLOW region and beyond. The Master Plan initiatives that celebrate place include
creating contemplative places on the campus, improving the college entrance, and
providing common student space in the buildings. Developing the campus grounds into
a park-like setting open to the public will serve students and community members alike.
• Maintaining Facilities. Ongoing maintenance is costly but necessary if the other
planning objectives are to be successful. Upgrading the existing systems and
infrastructure should also take sustainability into account. The initiatives in this
category include interior upgrades, central boiler replacement, and parking and site
improvements.
The four Planning Objectives complement the overall intent of SUNY Genesee’s Strategic
Plan that was adopted in 2011. The Strategic Plan outlines six goals: faculty and staff
success, economic impact, relevant and impactful programs, culture of trust and innovation,
and financial sustainability. The Planning Objectives support the Strategic Plan where the six
goals intersect with campus facilities.
The table on the following page is the Master Plan Summary of Initiatives. The initiatives
are broken into four groups: Program Needs, Facility Improvements, Site Improvements,
and Proposed New Facilities. An “x” appears to the right of each project when it address
a specific Planning Objective. Some projects are closely related and could be done at the
same time. These are connected by arrows in the left column.
20
SUNY Genesee
Summary of Initiatives
July 2012
Planning Objectives
Promoting Partnering Celebrating Maintaining Student with the Place
Facilities
Success
Community
Location
Comments
Program Needs
Bridges: soft seating, table and chair options, upgraded power, upgraded lighting, possible coffee counter at one location. Provide common space
x
x
x
Library upgrades
x
x
x
Learning Commons
x
1) Former Administration space
2) Stage and part of Forum
Faculty Center for Excellence
x
Learning Commons
Cafeteria/kitchen renovation
x
Admissions/One‐Stop Center
x
Expand fitness center
x
Use adjacent former women's locker room.
Re‐unite splintered departments, for example, Tech Services
x
Must identify swing space and ideal adjacencies
Must identify swing space and ideal adjacencies
Vet‐tech department space
x
x
x
Expand power availability for device plug‐in; renovate copy center for Library use; renovate existing media room Relocate Administration to C Building 2nd Floor.
1) Expand into Faculty Lounge.
2) Expand into Faculty Lounge and part of Childcare if Wellness and Events Center is built
1) Current location on 2nd floor
2) Former Administrative space
3) Relocate to new Student Success Center
x
Identify other similar opportunities/locations.
Relocate Administration to C Building 2nd Floor.
Look at the smaller scale moves after the large concepts are determined Laboratory space and proximity to animals needed.
Facility Improvements
x
Install revolving doors at one end of the corridor
x
x
Refinish floor; update lighting
x
x
Address Conable "winter wind tunnel"
Forum finish upgrades
Reconfigure Main Building entrance
x
x
Emergency power
x
x
x
Possible tie‐in to the boiler upgrades
x
Tie Center for the Arts into Main Building system; explore co‐
generation; possible tie‐in to emergency generator.
x
Look for sustainable options.
Replace Art Center and Main Building Roof
x
Explore green roof option, may incorporate an educational component.
Replace skylights
x
Flashing repair at base of Art Center walls
x
Build Conditioned storage space
x
1) Wellness and Events Center
2) Stand‐alone facility
x
Incorporate an improved entry sequence into renovated parking lot; Primary and secondary entrances from College reconfigure campus roads; coordinate with future facility locations Road.
and other site initiatives. Boiler replacement
Upgrade campus ventilation
x
Main Building
Site Improvements
x
Campus entrance reconfiguration and upgrade
x
Resurface and reconfigure parking lot
x
May phase the parking lot work; link to overall campus circulation and site plan, including siting of future facilities.
Exterior Lighting upgrades
x
Coordinate with site and parking plan, emphasize safety and energy efficiency.
Nature trail expansion; establish "forever wild" zone
x
x
x
Gazebo or pavilion; contemplative spaces
x
x
x
x
Establish no‐mow and low‐mow zones
Establish outdoor recycling facility
x
x
Re‐establish Earth Club Garden
x
x
Athletic Field upgrades
x
x
x
x
x
Thruway sign beautification
x
x
x
See concept Site Plan
Include an educational component through signage.
Identify site location(s).
Coordinate with campus trails.
See concept Site Plan
Identify site location.
Identify site location.
Explore options.
Four soccer field and softball field improvements; lighting at baseball field and one Research options, cost, and location.
soccer field; bleachers at baseball field
Proposed New Facilities
Wellness and Events Center
Field house with flexible practice and event space, childcare, fitness center, locker rooms, offices, storage.
x
x
Student Success Center
Admissions and One‐Stop center, Career Services, Foundation/Alumni Relations, Public Safety.
x
x
Impact:
1) Frees up to 7,660 NASF in the Main Building by relocating childcare, P/E offices, Campus Security, and the existing fitness room.
North side of parking lot between softball field 2) Provides campus event space within the field house, utilize all‐
and tennis courts.
purpose flooring or temporary turf protection.
3) Locate Learning Commons and Faculty Center for Excellence in the Forum/Stage.
4) Program options for former Childcare space include Kitchen/Dining and Admissions.
Impact: 1) Frees up to 7,800 NASF in the Main Building by relocating Admissions, Continuing Education, Counseling, Financial Aid, Placement, Registrar, Student Affairs, and Deans of Instruction, East end of the parking lot, create a gateway Students, and Administration
building and a defined quad.
2) Business Office remains in current location
3) Relocate Administration to C Building second floor.
4) Locate Learning Commons and Faculty Center for Excellence in the former Administration space.
Proposed Projects
Master Plan Recommendations
The projects presented in this Master Plan respond to the charges made by the SUNY
Chancellor, Governor, and the President, and the fiscal and demographic challenges faced
by community colleges across the state. The proposed Student Success Center will provide
the community with single point of access to career counseling, admissions, financial aid,
transfer services, and continuing education. The Learning Commons will enhance academic
support by bringing together tutoring, library services, and technology training. Both projects
will be key factors in recruitment and retention. The proposed Wellness and Events Center
will support the College’s academic wellness curriculum, provide an indoor practice space
for sports teams, and create an events space for groups from across the County. All the
initiatives contribute to the Planning Objectives: Promoting Student Success, Partnering with
the Community, Celebrating Place, and Maintaining Facilities.
The 2007 Facilities Master Plan Update presented a concept for a Community Wellness
Center, intended to be integrated with stadium seating for a turf field. The college built the
turf field in 2010 but due to funding limitations did not build the field house. However, the
need remained and the concept and location have been updated in this master plan.
During planning meetings for this Facilities
Master Plan the Athletic department cited an
indoor practice facility as their number one
priority. The late and often unpredictable
spring weather forces sports teams to begin
training indoors or put it off until improved
weather. The College also needs event
space that is larger, more flexible, and with
better access to parking than their current
venue, the Forum. The existing fitness
center, as described above, is undersized.
Finally, the College should leverage their investment in the new turf field with amenities such
as toilets, concessions, and a changing room for officials that can serve events.
The concept for the Wellness and Events Center is to create a multi-use facility that meets
the needs of a campus that embraces fitness, provides greater event opportunities, and
provides quality space for existing departments currently located in the Main Building. This
last item will free space that can be devoted to academic and student life functions. Both
Childcare and Campus Security would benefit from being located in the new Wellness and
Events Center. Childcare will have direct access to the field house space and an outdoor
play area, with a dedicated drop-off space in the parking lot. Security will be located on the
main floor near Childcare, have access to the locker room and fitness facilities, and quick
access to the parking lot.
The proposed building would be pre-engineered for the field house portion to save costs.
SUNY Genesee
21
Proposed Program:
Field house
18,000 NASF (Net Assignable Square Feet)
Storage (including loft storage)
5,500
Locker rooms/toilets
6,200
Fitness center
3,200
Classroom (one large or two small) 1,120
Human Performance Lab
1,000
Coaches/PE faculty office suite
1,300
Officials’ changing room
135
Concessions
350
Taping room with office
375
Lobby office with ticket booth
400
Childcare 4,700 Campus Security
740
TOTAL43,000
NASF
The construction of this building will free 7,660 NASF in the Main Building. This will enable
other master plan projects, including: expanding food service and dining; relocating
Admissions to the first floor of “B” Building near the main entrance (if the student success
center is not built); re-organizing the remaining “One-Stop” departments in their current
location; building the Learning Commons on the stage and part of the Forum, and
consolidating splintered departments in the remaining free space.
Second Floor
First Floor
22
SUNY Genesee
Main Entrance
Looking North from the Parking Lot
The Concept behind the Student Success Center is a one-stop gateway building where new
students and returning students can find most administrative services under one roof. A key
component will be co-locating Admissions, Registrar, Financial Aid, Placement, Transfer
Services, and Career Services. This is part of the College’s strategy for recruitment and
retention that emphasizes a wholistic approach to helping students with the administrative
steps required to enter and stay at the College. At a time when enrollment at community
colleges has dropped or leveled off across the state, retention is more important than ever.
Often students with the desire to stay in school have trouble negotiating financial aid,
counseling, and placement. GCC has recognized the importance of providing a high level
of service in these areas, and has made great strides despite the constraints of the existing
facilities. The Student Success Center will provide a single location where cross-trained staff
can take service and outreach to the next level, ideally improving retention and attainment.
Locating Transfer Services with Counseling, Career Services, and Financial Aid will improve
recruitment for another important cohort, transfer students. The Chronicle of Higher Education
cites a recent study that states that one-third of all college students will switch institutions at
least once before earning a degree. Community colleges are increasingly becoming the first
choice for students who intend to complete a four-year degree by beginning at a community
college. Students are also transferring from one two-year institution to another. Among
students who transfer from community colleges, about 38% end up at other two-year public
institutions. There is also a growing trend known as “reverse transfers.” These are students
who start out at a four-year college and transfer to a community college. The reasons vary:
students do it for financial reasons; out of a desire to earn a more practical degree in a tight
job market; or because their four-year institution was not a good “fit.” Community colleges
often have smaller class sizes and offer evening courses. Roughly half of transfers from
public four-year institutions move to public two-year institutions.
Finally, the Student Success Center would become the front door for returning adult students.
At a time when workforce needs are changing across the state the College needs to position
itself as a source of career guidance for those who would like, or are forced, to change
careers. As GCC’s Vice President for Student and Enrollment Services has pointed out, Career
Services is becoming just as important during the enrollment process as after graduation.
Often adult learners arrive at the College knowing that they would like additional education
but with no specific knowledge about degree and career opportunities.
The proposed building would be sited to the west of the Main Building, creating a true
campus quad, and will provide wind protection for the entrance courtyard. The main
entrance facing the parking lot will be transparent, welcoming, and will provide a clear
destination for first-time visitors to the campus. There would be a second level connection
to the Conable Technology Building.
The floor areas for the new building are not broken down by department at this time. The
vision of the College is to re-organize the departments with an emphasis on student contact
and staff cross-training that would focus on flexibility of service.
SUNY Genesee
23
Proposed Program:
Admissions
Continuing Education
Counseling
Financial Aid
Placement
Registrar
Student Affairs
Transfer Services
Deans of Instruction, Students, Administration
Career Services
Total 9,000 NASF (Net Assignable Square Feet)
The construction of this building will free 7,800 of Net Assignable Square Feet in the Main
Building. This will enable other master plan projects, including: relocating Administration to
the second floor of “C” Building, creating the Learning Commons in the former Administrative
space, and consolidating splintered departments in the remaining free space.
First Floor
24
Second Floor
SUNY Genesee
Looking South
and Bridge to Conable
Looking North
Commons Space for Students
Creating student lounge and study spaces may be considered “low-hanging fruit” in that they
carve usable student space out of the existing buildings with relatively low capital investment.
In most cases this simply involves new finishes, furniture, and electrical upgrades. Students
increasingly carry laptops and other devices that require power. The buildings were never
designed with the plug-in locations that students now need, and demand will only increase.
Informal common space is vital to the quality of student life on a campus, especially a
commuter campus where students need a place to call “home” between classes. Often
the Library or Cafeteria serves this purpose. However, small “nooks and crannies” around
campus where students can plug in their devices to study or work with classmates make
efficient use of every square foot of the facilities, add to the sense of place, and encourage
collaboration among students.
An example of this kind of space is the wide corridors that connect the wings of the Main
Building, known as the “bridges.” With modest upgrades these areas can become hubs for
students outside the classroom.
Typical “Bridge”
“Bridge” with furnishings
Library Upgrades
The Alfred O’Connell Library staff does not expect the Library’s future collection to increase;
rather, current space needs come from the students’ work needs. The Library has run out
of space for special programs, events, and instruction. And while the main reading area
is beautiful and well-used, students also need private study rooms for collaborative work.
The existing copy center, located within the footprint of the Library, can be relocated and
renovated for Library use. The existing media center can be updated to provide space for
group work or library programs such as readings or presentations. Finally, electrical service
should be extended, providing greater plan flexibility and giving students more places to
plug in their devices.
There is not enough room in the existing Library for a Learning Commons. Options for a
Learning Commons adjacent to the Library are described below.
Learning Commons/Faculty Center for Excellence
The Learning Commons will be a key component of student support and academic success,
and will help the College achieve its goals of improving retention and graduation rates.
There is a higher demand than ever for remedial services as well as media and research
SUNY Genesee
25
skills training. The vision for the Learning Commons would bring the Tutoring Center,
Assistive Learning Lab, Testing Center, collaborative study facilities, and a new Center
for Faculty Excellence together in one place. The resources and services provided in the
Learning Commons and Library would complement each other. It will be important for staff
and students to move freely between the Library and the Learning Commons when both are
open. At the same time, the Library will be able to control the collection and the Learning
Commons can continue to serve students as general study space after Library hours. This is
becoming increasingly important with the number of evening courses offered, and to serve
residential students. There are three proposed options for the Learning Commons:
In Option 1 the Learning Commons occupies the former Administration space. It assumes
the Student Success Center is built, which will free the offices where Admissions, the Registrar,
and Advisement are currently located. Administration, with the exception of the business
office, would move into that space on the second floor of “C” Building so that the Learning
Commons can then be located adjacent to the Library. This scheme provides the most area,
5,600 square feet, for the Learning Commons, and gives it a prominent location adjacent
to the Forum.
Library
locates the Learning Commons in part of the Forum. It assumes the Wellness and
Events Center is built, which would provide a place for events that are currently being held
in the Forum. In this option the Learning Commons will be about 4,800 square feet and will
be delineated by new partition walls on the stage and the main level of the Forum.
Option 2
Library
26
SUNY Genesee
can be implemented immediately. It does not require the completion of either of
the proposed buildings, and is the most modest in terms of size, 3,400 square feet. The
Learning Commons also occupies the stage in this option, but does not include new
construction in the Forum. Rather, a portion of the Forum is used as an open study area,
similar to the furnishing scheme proposed at the Bridges.
Option 3
Library
Dining Hall/Kitchen Renovation
While the snack bar in the Student Union provides an alternative food venue for GCC
students, the main cafeteria remains one of the most active student spaces on campus. There
is increasing demand on the kitchen during peak times and for special events. Through the
years the campus food service industry has evolved from the traditional cafeteria line to
“RFoC” dining (Real Food on Campus), which resembles a mall food court. The concept
provides a variety of freshly prepared choices at different stations with a layout that enables
students to see all their choices before getting in line.
existing
seating
food
service
existing
staff
lounge
SUNY Genesee
existing
childcare
27
There are three proposed options for dining:
In Option 1 the Wellness and Events Center
is constructed and Childcare relocates.
That square footage and the adjacent staff
lounge can be used to expand the Kitchen/
food delivery service and create a special
dining room off of the main seating area.
This new dining room could flex back and
forth between general seating and meeting
and club space. If the Student Success
Center is also constructed the dining area
can be expanded to the west, bringing in
natural light and providing a variety of
seating areas with access to the outside.
In Option 2 only the Wellness and
Events Center is built. Childcare moves
out but the One-Stop functions on the
second floor remain. In this scenario the
expanded seating area is not as large, and
Admissions is moved to the first floor. This
places Admissions at the “front door” of
the College and frees some space on the
second floor of “C” Building for the other
One-Stop departments to expand. The Staff
Lounge can be used to expand the food
service/preparation area. Net Space gain
will be approximately 2,400 square feet.
In Option 3 the Student Success Center
is built but not the Wellness and Events
Center. In this case food service is expanded
into the existing Staff Lounge, for a gain of
approximately 790 square feet. Childcare
remains in place and no other expansion is
possible.
existing
seating
food
service
special
dining
existing
seating
special
food dining
service
admissions
existing
seating
food
service
existing
childcare
28
SUNY Genesee
Expand the Fitness Center
A rule of thumb for campus fitness centers is to program one square foot per FTE. Looking
at only the Batavia Campus population, the college would need a fitness center of at least
2,360 square feet. The existing fitness center is 1,315 square feet.
The College can expand the fitness center immediately into the adjacent former women’s
locker room, which will increase it to 2,345 square feet. While 44% larger than the current
fitness center, it barely meets the minimum target for space, and does not factor in faculty
and staff use or increased enrollment.
The program for the proposed Wellness and Events Center includes a 3,000 square foot
fitness center.
Re-unite Departments
Splintered departments are natural consequences of growth on a college campus. GCC’s
lack of swing space has made it difficult to prioritize the location and adjacencies of faculty
and staff offices. The two new building initiatives in this master plan will free between 3,000
and 6,000 square feet of space within the Main Building. At that point the college should
seize the opportunity to bring dispersed
department members together and make
the overall juxtaposition of academic
departments more coherent.
Forum Finish Upgrades
Cosmetic upgrades to the Forum, especially
the floor, were recommended in the previous
master plan. The College should refinish
the Forum floor, replace the light poles with
contemporary energy efficient models, and
consider new finishes at the high walls and
the ceilings.
The Forum
Reconfigure the Main Building Entrance
The current entrance off the front courtyard
was never intended to the be the primary
Main Building entrance. This occurred by
default when the ramps were removed.
Nevertheless, the Main Building entrance
is underwhelming. The existing entrance
should be reconfigured to be more visible
and welcoming. Interior renovations at that
location are limited by of the existing stair
tower; however, if a new entrance provided
a thermal vestibule on the exterior of the
building, the entrance corridor can be
improved by removing some non-structural
elements.
SUNY Genesee
Existing Main Building Entrance
29
Emergency Power Generation and Distribution
The campus currently relies on a 300kW diesel generator for its emergency power source.
It was installed during the construction of the Center for the Arts, and was intended to serve
that building alone. Subsequently, other campus loads have been added to the generator. A
2004 study of the generator and emergency power system on the Batavia campus pointed
out deficiencies that have prevented expanding the emergency power system for critical
systems.
Updating and expanding the emergency power capacity of the campus buildings will allow
GCC to expand its role as an emergency shelter for the residents of Genesee County. This
need was stated by the Board of Trustees during planning meetings.
Boiler Replacement
The Batavia campus uses Paterson Kelley Thermific hot water boilers for its domestic, pool,
and climate heating needs. The original six boilers were installed in the mid 1980s. These
boilers require an increasing amount of time and money to maintain. The most straight
forward solution is to replace the six units with three modulating condensing water boilers
with a higher operating efficiency. This has been included in the budget estimate. With
further research the College may wish to consider a cogeneration or tri-generation solution
that uses micro turbines and absorption chillers. With this type of system, a portion of the
campus electricity would be produced on site, which could power the campus emergency
circuits. The system would be constructed with a 30%-50% reserve capacity to allow for
system maintenance and reliability. The generating capacity would be sized to meet the
required thermal heating and cooling loads for the campus. A study could determine shortand long-term cost implications of this approach.
Campus Ventilation Systems
The ventilation fan motors on campus are original to the construction of the buildings. The
building controls for these systems were installed in the mid to late 1980s. The old motors
should be replaced with more efficient motors with variable frequency drives to control the
fan speeds based on zone demand. Variable air flow technology should be used to control
the air flow to designated spaces based on demand. The building control system should be
replaced to allow efficient control of the updated system.
Roofs
The roofs on the main building and the Center for the Arts were designed to last 15 years
and are now over 20 years old. They require increased annual maintenance and should be
replaced with light colored energy efficient roofing systems.
Skylights
The exterior surface of the main skylights in Buildings B, C, and D are starting to delaminate.
The College’s maintenance program includes cleaning the surface every year and coating
the exterior of the skylights with a preservative every two years. Despite this upkeep there are
several weak spots developing in the surface due to delamination. The skylights should be
replaced with energy efficient units.
Flashing Repair
The Center for the Arts building has water infiltration. Repair involves removing bricks at the
base of the exterior wall and repairing or replacing the through-wall flashing.
30
SUNY Genesee
Build Conditioned Storage Space
As the college has grown it has displaced many of the storage areas that were included in
the original construction. This is a need that was cited as far back as the 1997 Facilities
Master Plan update. As the campus has continued to grow, storage space in the Main
Building has been converted to program space. Buildings and Grounds urgently needs
conditioned storage space. The Wellness and Events building concept includes general
campus storage. If it is not built, the College should construct a pre-engineered building of
approximately 6,000 gross square feet to meet storage needs.
Renovate Parking Lots and Campus Entrance
The original Main Building entrances were via ramps to the second floor, and the parking
aisle direction was based on the intended flow of pedestrians to the north and south edges
of the parking lot. The ramps have been removed completely and pedestrians now walk
directly east-west. As a result, the direction of the parking aisles should be reoriented.
In addition, the original parking lot infrastructure has deteriorated over the years. The
parking lot surface is cracked and requires more money each year to patch. The thickness
of the pavement and the depth of the base do not comply with Department of Transportation
specifications for parking lots. Several catch basins have been repaired and the remaining
basins will probably require similar repairs within the next several years. Some of the curbs
have sections missing and need to be replaced.
Parking lot upgrades should be done in conjunction with an over-all site plan that includes
an improved entry sequence. The main parking lot should be redesigned to include proper
infrastructure, orientation, and plantings that provide shade and improve the campus
aesthetic.
Create No-Mow Zones
The overall campus plan envisions areas of intensive landscaping associated with the new
parking lot layout and the proposed new buildings. This is appropriate in the well-used parts
of campus and contributes to an overall sense of place. At the edges of campus it is more
sustainable, both ecologically and in terms of campus resources, to minimize site maintenance
through no-mow zones.
Storm water “best management” practices and “low impact” designs mimic the hydrology
of a natural landscape. Naturalized swales provide water retention, run-off water quality
treatment, wildlife habitat, aesthetics, and do not require the maintenance of a lawn. In
SUNY Genesee
31
naturalized extended detention basins water is held for longer periods of time (i.e. “extended”)
and the basin is allowed to drain completely. These meadow areas take a few years and
some active management, such as removal of invasive weeds and annual mowing, to get
established. Pedagogical elements should be key components of these strategies.
Exterior Lighting
The campus should replace the existing exterior lighting with energy efficient units. Some
of the existing lighting has already been replaced with LED fixtures, leading to improved
lighting in these areas and decreased energy consumption. This work should be done in
conjunction with other parking lot upgrades.
Athletic Field Upgrades
Upgrading the College’s grass fields appeared in the previous master plan. The shallow
bedrock on the campus makes these fields “hard” and difficult to maintain. If the five existing
fields - four soccer fields and a softball field - are refurbished they will be of more use to the
College’s teams, summer camps, and local soccer leagues.
The turf field and the baseball field will probably also see increased use with the addition of
lighting and bleachers at the baseball field. If the College can no longer use the local minor
league field for baseball in the future, this will give them a suitable replacement as well as
a game venue for the rest of the community.
Other Site Improvements
There are a number of small site improvement projects that will contribute to a sense of
place on the campus and reinforce the values of fitness and sustainable practices. These are
projects that might be funded by the Genesee Community College Foundation or completed
using volunteers from the community. They include:
• Expand the campus nature trails to encourage year-round fitness activities; these trails
can be coordinated with the no-mow zones
• Create contemplative spaces and outdoor destinations around campus using benches,
gazebos, and plantings
• Re-establish the Earth-Club garden
• Establish an outdoor recycling facility
• Explore new designs for the Thruway sign, including moving the sign onto College
property, and creating an installation that is easier to maintain
• Establish a “forever wild” zone on campus
32
SUNY Genesee
Improved
Entrance
G
F
B
C
E
A
D
Buildings Concept Plan
Existing Buildings
A - Main Building
B - Genesee Center for the Arts
C - Conable Technology Building
D - Wolcott J. Humphrey III Student Union
E - Rosalie “Roz” Steiner Art Gallery
Proposed Buildings
F - Student Success Center
G - Wellness and Events Center
Expanded
Nature Trails
Gazebo
Gazebo
Renovated
Softball Field
No-Mow Zone
New Lights
and Bleachers
Community
Garden
No-Mow Zone
No-Mow Zone
(4) Renovated
Fields
Gazebo
No-Mow Zone
Site Concept Plan
Project Budgets
Capital improvements at community colleges in New York are traditionally funded in equal
part by the State University of New York (SUNY) and the local sponsor, in this case the
County of Genesee.
The planning consultants have identified 30 individual projects that could be completed in
the next ten years. They range in cost from a few thousand dollars to over $12.1 million
for the Wellness and Events Center. Some of the smaller projects can be done with the
College’s operating budget or through the Foundation, which has expressed an interest in
funding some of the site initiatives.
Because detailed information about the scope of these projects is not yet known, the
consultants have added a design and construction contingency to the estimated construction
costs. Additional “soft” costs, such as testing and fees, bring this to 35%. The State University
Construction Fund uses similar percentages during the planning phase of a project.
All estimates are presented in current dollars and will need to be escalated to keep pace
with future increases in construction costs. In recent years inflation has been very low due
to the recession. As the economy recovers an escalation percentage should be applied to
the budget estimate, however, it is not possible to predict what that percentage should be. It
is also important to recognize that some of these estimates are certain to prove high, while
others may be inadequate when the actual scope of work is determined. The planners
recommend commissioning detailed “program studies” for the larger projects before fixing
their budgets. They also suggest that the sponsor grant substantial flexibility to the college
administration during implementation to be sure the overall objectives of the master plan
are met.
Colleges rarely have the resources to complete all the projects recommended in a master
plan. Over the next ten years the SUNY Genesee administration and the local sponsor will
prioritize projects; some will be completed and others will carry over to the next master plan.
The budget estimate on the following pages describes projects without an order or time line.
SUNY Genesee
33
Project
Number
Master Plan Budget Estimate
A1
Project
$24,255
$93,600
$204,300
$71,505
$275,805
Renovate and reconfigure existing Administrative offices into a Learning
Commons including tutoring, group study, Faculty Center for Excellence;
Reconfigure corridor connection between Library and Learning Commons
$614,700
$215,145
$829,845
Dining Hall and Kitchen Expansion
Expand and renovate the kitchen and portion of Dining area to include part of the
existing childcare space and the Faculty Lounge
$744,000
$260,400
$1,004,400
$189,000
$66,150
$255,150
$81,000
$28,350
$109,350
$663,300
$232,155
$895,455
$53,500
$18,725
$72,225
$1,022,040
$357,714
$1,379,754
$49,500
$17,325
$66,825
$100,000
$35,000
$135,000
$1,384,500
$484,575
$1,869,075
$3,025,000
$1,058,750
$4,083,750
$4,089,600
$1,431,360
$5,520,960
$1,330,000
$465,500
$1,795,500
$30,000
$10,500
$40,500
$600,000
$210,000
$810,000
$1,776,000
$621,600
$2,397,600
Library Upgrades
Reconfigure Library entrance, relocate copy center and renovate for Library use,
renovate existing media room
A3
Learning Commons/Faculty Center for Excellence
Admissions
Relocate Admissions to portion of the former Childcare space
A6
A7
One-Stop
Renovate and reconfigure former Admissions space for remaining One-Stop
Departments
New Administration Space
Renovate and reconfigure former One-Stop space for Administration
A8
Expand Fitness Center
Short-term expansion of existing fitness center into adjacent locker room
A9
Total
Cost
$69,300
A2
A5
35% Fees,
Equipment, &
Contingencies
Common Space
Provide finishes, furniture, lighting and power at building "bridges"
A4
Project Cost
Consolidate splintered departments
Relocate faculty offices within the available space in the Main Building after the
construction of the Wellness and Events Center. Relocate faculty offices within the
available space in the Main Building after the construction of the Student Success
Center
A10 Forum Finish Upgrades
Refurbish the Forum floor, new lighting
A11 Main Building Entrance
Reconfigure the Main Building entrance to include a new glass vestibule
A12 Emergency Power Upgrade
New emergency generator per M/E Engineering 2004 study
A13 Boiler Replacement
Replace existing aging boilers; tie Art Center into new main campus boilers
A14 Upgrade Campus Ventilation System
New controls, motors with variable frequency drives , VAV boxes
A15 Replace Art Center and Main Building Roof
Replace roofs with new energy efficient systems
A16 Replace Art Center Flashing
Replace through-wall flashing at the base of the Art Center Theater wall
A17 Reconfigure Vehicular Campus Entrance
Widen campus entrance, create new turning lane, planted island, sign
A18 Resurface and Reconfigure Parking Lot
New asphalt base and topping, new layout including islands and trees, new
striping; new energy-efficient parking lot lighting
A19 Expand Nature Trails
Provide clearing and signage for new trails through campus woods/meadows
34
Foundation
SUNY Genesee
Project
Number
Project
A20 Create No-Mow Zones
Establish annual maintenance plan for no-mow meadows on campus; include
educational signage and split-rail fencing at areas to be determined
Project Cost
$20,000
35% Fees,
Equipment, &
Contingencies
Total
Cost
$7,000
$27,000
$1,100,274
$385,096
$1,485,370
$96,000
$33,600
$129,600
$10,258,000
$3,590,300
$13,848,300
$3,842,000
$1,344,700
$5,186,700
A21 Site Amenities
Build two gazebos and provide benches around campus
Foundation
A22 Athletic Field Upgrades
Refurbish four existing grass soccer fields and one softball field
A23 Replace Main Building Skylights
Replace skylights with new, energy-efficient units
A24 New Wellness and Events Center
New Field House, campus Security, childcare, fitness center, classroom, human
performance lab, offices and conference room, ticket office, concessions, locker
rooms and toilet rooms
A25 New Student Success Center
One-Stop Center: Admissions, Transfer Services, Counseling, Dean of Students,
Dean of Instruction, Developmental Center, Financial Aid, Placement, Registrar;
Career Services; bridge to Conable Building
A26 Commission Landscape Master Plan
$40,000
A27 Update Facilities Master Plan in 2017-2018
$150,000
Total Master Plan Budget Estimate
SUNY Genesee
$42,501,764
35

Facilities Master Plan - Genesee Community College

Transcription

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