Blinn College Resource PlanningFebruary 13, 2014

Planning Goals

• Organize a master planning approach based on integration of strategic planning goals, existing

t di d id tifi d d studies, and identified needs.

• Model and evaluate existing facilities utilization and scheduling capacities to determine

opportunities for optimal utilization of existing campus.

D l h d t f t iti d i th t ll Bli t b ild i i bilit • Develop a phased set of opportunities and scenarios that allows Blinn to build economic viability

for future long term growth.

Today’s ReviewCampus Master Planning

• Planning Goals & Progress

Bli ’ P iti• Blinn’s PositionGrowth/ Funding Sources

• Immediate Space NeedsRelated to improvements at the existing campus to provide additional classroom space for Fall 2014Related to improvements at the existing campus to provide additional classroom space for Fall 2014

• Short Term Space NeedsRelated to improvements at the existing campus and other locations to accommodate student growth projections through the fall of 2017 – 2021

• Long Term Space NeedsRelated to Brazos County campuses accommodation of student projections, 2022 and beyond…

Planning ProgressOur focus to date has been on the Blinn Bryan campus 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

Utilization & Capacities Assessment

Data Collection

Interviews

80%

90%

95%

10%

5%

14-Jan

0%20%

40%

Future Scenario Planning

Opportunities & Needs Identification

60%

70%

30%

20%

15%14 Jan

4-Feb

40%60%

80%100%

Blinn’s Expected GrowthInfluencers

A&M’s goal is to increase access for 25,000 engineering students by 2025“..a transformational program to Projected Metro Area Growth 2014-2019increase access for qualified students to pursue engineering education at Texas A&M University..”

Projected Metro Area Growth 2014 2019D/FW+8.6%

“The Research Valley is fast becoming the innovation capital of Texas.. Recognized as one of the top U.S. metropolitan areas for doing business.”

Austin+11.5%

Bryan/ College Station +7.2%

for doing business.Houston +8.7%San Antonio 

+8.5%Projected Growth 2014-2019:

Bryan-College Station#5 Best Small Places for Businesses & Careers

#8 Job Growth#23 Education Projected Growth 2014 2019:

State of Texas: 7.6%USA: 3.5%

#23 Educationwww.Forbes.com

Accommodating GrowthWorkforce/ 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.

Focused on advanced manufacturing, international trade/ logistics and energy

The Texas Triangle Regional Center of Innovation and Commercialization launched in October 2013 to support

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.

in October 2013 to support and fund emerging technology ventures in Brazos County and Central Texas.

Accommodating GrowthWorkforce/ 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 g geducation or training beyond high school.

*Texas Higher Education Coordinating Board (THECB)

Accommodating GrowthAcademic Transfer

It is critical that Blinn maintains its relationships with these colleges which are essentially partners in

Bli ’ f hBlinn’s future growth.

University

Sam Houston

StateTexas A&M

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

of Texas

Texas State San

University of Houston

go to Texas A&M.Marcos

Accommodating GrowthAcademic 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 methodsFaculty 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• 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.

Enrollment Projections

An additional:2,400 students by 20172,180 students by 20212 503 students by 20252,503 students by 2025

Space Projections*

CEFPI CALCULATIONSActual Forecasted Forecasted Forecasted Forecasted

Room TypeFall 2013 Fall 2013 2017 2021 2025

Enrollment 12,883 Enrollment 12 883

Enrollment 15,284 Enrollment 17,464 Enrollment 19,967

Summary of Requirements by 2017*

Enrollment 12,883 12,883

Enrollment 15,284 Enrollment 17,464 Enrollment 19,967

Classroom Facilities 86,601 89,747 106,470 121,663 139,098 Laboratory Facilities 35,477 61,831 73,352 83,819 95,830 Office Facilities 48,885 100,539 104,811 109,278 113,948 Study Facilities (Including Library) 16,370 40,075 47,457 53,830 61,479

58,000 SF of Classrooms/ Labs

56 000 SF f ffiStudy Facilities (Including Library) 16,370 40,075 47,457 53,830 61,479 Special Use Facilities 397 19,278 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 214,036 404,463 466,843 504,997 563,504 T l GSF (A 65%) 329 286 622 251 718 219 776 919 866 929

56,000 SF of offices

31,000 SF of informal study areasTotal GSF (At 65%) 329,286 622,251 718,219 776,919 866,929

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).

100,000 SF of other Special/ General/ Support

11

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. 

Utilization SummaryAssumptions

• 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)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 utilizationImproved 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

RecommendationsI di t T (6 th )

Phased OpportunitiesImmediate Term (6 months)

• Central scheduling software can reduce “hidden” classroom hours

• Reclaim up to 10 classrooms currently used for other purposes*

Right si ing of large classrooms in CPC b ilding can res lt in p to additional 5 classrooms• Right sizing 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 • 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)g ( )

• Build new buildings on existing campus OR off campus on new land

*Relocate displaced functions

Community Enhancement

Blinn Strategic PrioritiesCommunity Enhancement

• Be an economic resource

• Provide cultural enrichment

• Promote educational opportunities• 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

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 EnvironmentRenovate Student Center Space to Improve Utilization/ Create Informal Learning Environment

Begin Due Diligence on Retail Center or other Location for Additional Capacity

Centralized Scheduling

An effective approach to addressing today’s challenges centers on efficiently aligning academic resources (faculty

and facilities) with student need.

*Th t h d l th t *The outcomes are schedules that

(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”

Classroom Rightsizing – College Park Center Building

CCapacity increase*: Up to 390 students

Estimated Capital Cost* of Implementation:$1 3 Million$1.3 Million

$30K (technology cost estimate)

Potential Tuition Impact* due to estimated increase in student enrollment:

Option: Renovation for Flexible 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*Concept diagram

Option: Renovation for Informal Study

Classrooms and Informal Study

cost and tuition impacts.*Concept diagram

Increase Classroom Utilization/ Relocate Other Functions

Estimated Capacity increase: Up to 1,222 students

Estimated Cost of Implementation:p$250K to fit out CRs*

$105K per year for temporary building lease

Estimated Tuition Impact* of student increase:$2.8 M

* $26 00 l f h l

*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

Increase Classroom Utilization/ Temporary Building Lease*Purchase: $55-$60 per SFIncludes basic finishes, delivery and assembly on siteLease: $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.

*Q b d i f M dS*Quote based on estimate from ModSpace

Repurpose Student Center SpaceAccommodates:

Informal Study Space Requirements

Cost of Implementation:Cost of Implementation:$1.5M

$150K* (Technology cost estimate)

*The estimates above are demonstrations to show order of magnitude for planning purposes; 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.

Repurpose Student Center Space

Informal “Sticky” Spaces

Immediate Term SolutionsSchedule Utilization SoftwareImmediate Term Solutions Students Accommodated Implementation – Capital/ Technology/ Lease Tuition Impact

6 monthsSchedule Utilization SoftwareRenovate CPC ClassroomsUse Classrooms for Course Scheduling/ Relocate other FunctionsAccommodate Students in Sticky Space

Immediate Term Solutions Students Accommodated 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*

Accommodate Students in Sticky SpaceUse 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 *

$2.8M*

Student Center Renovation $1.6M (includes allowance for technology costs) NA

Begin Due Diligence for Future Retail C E i L i

TBD TBD TBDCenter 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 impactsdiligence is required to finalize actual expected cost and tuition impacts.

Short Term Solution12-24 months

Master Plan existing campus for long term growth

Retail Center Renovation for additional capacity

Additional building on campus to expand capacity

Retail Center Renovation

Xerox Corporation’s decision to consolidate their Customer Support Center from Las Colinasoffice buildings to an existing warehouse in Lewisville Texas affected six divisions of the

Retail Center Renovationoffice buildings to an existing warehouse in Lewisville, Texas affected six divisions of thecorporation, 160,000 square feet of building area and a total of 650 people. BOKA Powellprovided complete planning, programming, architecture and interior design services, whileimplementing “fast track” construction procedures. Renovating the Lewisville facilityrequired site improvements, new windows, a new entrance and canopy, and the addition ofrestroom and other core areas.

The vast open warehouse becomes an internal city composed of elements that operate atthree successive scales. At the large scale, a “town center” accommodates centralizedfunctions such as building entry, reception and large group meetings. Beginning at the towncenter, a primary circulation route, “the boulevard” winds through a series of multi-departmental areas or “neighborhoods”. Gridded “main streets” intersect the “boulevard”and lead to intermediate scale “neighborhood centers” which house shared multi-departmental support areas.

Retail Center Renovation

Hoover’s Online engaged BOKA Powell to adaptthe former Butter Krust Bakery in Austin, Texasinto a contemporary corporate headquarters.The existing 78,000 square foot facility posedmany challenges that the design teamsuccessfully overcame. Today, it is home to

h 200 l h jmore than 200 employees who enjoy manyamenities and the openness of the space.Unique building features include inflatableductwork, an outdoor terrace, a café withcoffee service from a former bread deliverytruck, and a work area with computer-friendlylightinglighting.

Retail Center Renovation12-24 months

BOKA Powell’s challenge has been to translate the extraordinarily large floor plates (1.3 million square feet) of a retailmall into a seriously capable work environment to support a fun team attitude. Utilizing raised floors with power, dataand HVAC distribution below allows unlimited space flexibility for Rackspace’s “Rackers” to build their teams aroundtheir talent. Amenities such as a full-service cafeteria, fitness center, fueling stations and open escalators for verticaltransportation and communication allow different configurations of physical space to be immediately responsive tochanges in organizational structure. This high-technology firm has directed the conversion of an entire existingshopping mall into office space to integrate the best technologies and practices in the most collaborative, flexible, high-energy work environment possible.

Retail Center Renovation

Master Planning

VISIBILITY

FUTURE BUILDINGS

CIRCULATIONFUTURE CIRCULATIONFUTURE PARKING

Long Term Solution36+ months

New Building/ Campus Expansion

Off Campus Opportunities

Phasing GrowthDevelop a phased set of opportunities and scenarios that allows Blinn to build economic viability for

Immediate Term(6 12 months)

Short Term(12 36 months)

Long Term(36+ months)

Develop a phased set of opportunities and scenarios that allows Blinn to build economic viability for future long term growth.

(6-12 months)Increase Utilization & Renovate Existing Spaces

(12-36 months)Implement Single Facility for Additional Capacity &

Complete Master Plan

(36+ months)Implement New Building(s) on or off Campus for

Future Expansion

Next Steps: Evaluate Future Planning OptionsGrowth/ Affordability/ Availability

Complete Bryan Campus Master PlanTranslate Strategic Findings into Options for Long Term Physical GrowthTranslate Strategic Findings into Options for Long Term Physical GrowthEvaluate Future Programming and Location Scenarios

Continue to Evaluate Continue to Evaluate MarketFinancial CapacityOperational Challengesp gDevelopment & Foundation SupportExisting Debt Roll-offNew Operational ImpactCapital Costs/ Roll-offsEvaluation of Location Options & Components

DiscussionDiscussion