PORTERVILLE COLLEGE... · Carol Brown Administrative Assistant PORTERVILLE COLLEGE ... • Developed a preliminary recommendation for review with the Facilities Planning Committee

P O RT E R V I L L EC O L L E G E2 0 1 8 F A C I L I T I E S M A S T E R P L A N

L E A D E R S H I P

William Henry President (Acting)

Sam Aunai Vice President of Instruction (Acting)

Primavera Arvizu Vice President of Student Services

Arlitha Harmon Vice President of Finance & Administrative Services

Kailani Knutson Dean of Instruction

Kim Behrens Associate Dean of Health Careers

K C C D

Tom Burke Chancellor

Deborah Martin Chief Financial Officer

Eric Mittlestead Vice Chancellor of Construction & Facilities

Joe DeRosa Project Manager

P L A N N I N G T E A M Gensler Facilities Planning BrightView Design Group Landscape Planning

Erin Cruz Director of Admissions & Records

Diane Thompson Director of Student Services

John Word Director of Maintenance and Operations

Jay Navarrette Director of Information Technology

Anne VanDerHorst Manager of Human Resources

Carol Brown Administrative Assistant

P O R T E R V I L L E C O L L E G E2 0 1 8 F A C I L I T I E S M A S T E R P L A N

I Porterville College 2018 Facilities Master Plan Introduction

Throughout Porterville College’s 90 year history, the community has provided consistent and unparalleled support. The college began as a junior college at Porterville Union High School and became a separate institution on a separate campus in the 1950s. The current location has gradually expanded over the years and now occupies nearly 62 acres.

In November 2016, the community approved the $44 million Measure J Bond to provide funding to remodel and build state-of-the-art facilities to prepare students for the jobs of the 21st century. Also, this infusion of capital allows the college to add the needed campus utility and technology infrastructure.

This Facilities Master Plan is aligned with the Kern Community College District’s Strategic Plan and the college’s Educational Master Plan. The plan is the culmination of the participation of the entire college community and constituency groups. The process was modeled on the process used to develop the strategic plan, a process deemed comprehensive, transparent and open. Through a series of committee, sub-committee meetings and planning sessions, a set of standards and a facilities master plan was created.

Letter from the President We are very excited about this innovative, creative, and environmentally friendly plan for the college. Consistent standards for sustainability, architectural design, and site planning were established. It features significant upgrades to universal access (ADA), technology, and the athletics infrastructure. Also, it incorporates a number of sustainability initiatives to improve the energy and water usage.

This plan is a fifteen-year plan, however it lays the foundation for the next century for Porterville College. It is exciting to have been a part of developing this vision for the college, and even more thrilling to look forward to beginning the construction on what promises to be a gem for the Porterville community and the California Community College system.

WILLIAM P. HENRYPresident

IIPorterville College 2018 Facilities Master Plan Introduction

About Porterville CollegeMISSION

With students as our focus, Porterville College provides our local and diverse communities quality education that promotes intellectual curiosity, personal growth, and lifelong learning, while preparing students for career and academic success.In support of our values and philosophy, Porterville College will:

• Provide quality academic programs to all students who are capable of benefiting from community college instruction.

• Provide comprehensive support services to help students achieve their personal, career and academic potential.

• Prepare students for transfer and success at four-year institutions.

• Provide courses and training to prepare students for employment or to enhance skills within their current careers.

• Provide developmental education to students who need to enhance their knowledge and understanding of basic skills.

• Recognize student achievement through awarding degrees, certificates, grants, and scholarships.

VALUES

Porterville College’s core values define the character of the institution and are active ingredients in all that the College does. Through our commitment to these values the College can better serve and be more responsive to its students, staff, and community:

• Collaboration

• Respect

• Innovation

• Accountability

• Equity

• Participation

III Porterville College 2018 Facilities Master Plan Introduction

00I N T R O D U C T I O NI Letter from the President II About Porterville College III Table of Contents 02

E X I S T I N G C O N D I T I O N S14 Overview15 District Service Area17 Ecosystem Context19 Local Context and Bikeways Network21 Neighborhood Context23 Campus Development History25 Existing Campus27 Facilities Condition Index29 Functional Zoning31 Vehicular Circulation and Parking33 Pedestrian Circulation35 Landscape Typologies37 Water Use

01P L A N N I N G P R O C E S S1 Overview2 Process and Timeline4 Participation

IVPorterville College 2018 Facilities Master Plan Introduction

04R E C O M M E N D A T I O N S 52 Overview 53 Facilities Planning Principles55 Development Concepts59 2018 Facilities Master Plan61 Functional Zoning63 Vehicular Circulation and Parking65 Pedestrian Circulation and Open Space67 Facilities Project Descriptions75 Site Development Projects77 Landscape Palette81 Implementation 03

E M P / F M PL I N K A G E S39 Overview 40 Master Plan Framework 41 Strategic Plan42 Enrollment Forecasts44 Existing Space Inventory46 Space Utilization and Standards 47 Capacity Load Ratios 48 Demolish and Vacate50 FMP Space Program

V Porterville College 2018 Facilities Master Plan Introduction

PLANNINGPROCESS

The Porterville College 2018 Facilities Master Plan (FMP) has been developed to serve as a guide for future development. It is informed by the Porterville College 2017 Educational Master Plan (EMP), which serves as the foundation for facilities recommendations. The FMP provides a framework for future development, including the placement of new facilities, the reconstruction of existing facilities, and the improvement of a number of campus-wide sites.

The planning team worked with the College to develop the FMP in a collaborative 5-step process described on the following page. The planning team worked with the Facilities Planning Committee to identify key issues to address in the FMP, review the existing conditions analysis, evaluate a series of development options, and make decisions that led to the development of the FMP recommendations.

01 Planning Process

1Porterville College 2018 Facilities Master Plan Planning Process

The FMP was developed from January through September 2018 through a collaborative 5-step process. The planning team activities are described below and illustrated on the following page:

STEP 1: PREPARE

• Met with Porterville leadership to coordinate the FMP process and schedule

• Collected information provided by the College

STEP 2: ANALYZE

• Conducted site visits with key personnel to observe existing conditions, patterns and uses

• Developed graphics to Illustrate the documented and observed campus patterns and other characteristics

• Reviewed the existing conditions analysis with the Facilities Planning Committee and planning groups

• Worked with the Facilities Planning Committee to identify key issues to address in the FMP

Process and Timeline

STEP 3: EXPLORE

• Developed the facilities planning principles with the Facilities Planning Committee that serve as a guide for the FMP recommendations

• Explored campus development options for review and selection with the Committee.

STEP 4: RECOMMEND

• Developed a preliminary recommendation for review with the Facilities Planning Committee

• Coordinated strategies to maximize state funding opportunities based on these recommendations

STEP 5: DOCUMENT

• Developed a draft FMP document for College review

• Finalized the document

• Assisted the College in the approval process

2 Porterville College 2018 Facilities Master Plan Planning Process

2ANALYZE

1PREPARE

3EXPLORE

4RECOMMEND

5DOCUMENT

Campus Community

Input

Review

Campus Community

Input

Review

Campus Community

Input

J A N F E B M A R A P R M A Y J U N J U L A U G S E P

1 PREPARE

2 ANALYZE

3 EXPLORE

4 RECOMMEND

5 DOCUMENT


Ann Marie Wagstaff Language Arts Division Chair / Professor


Carol Brown Administrative Assistant

Diane Thompson Director of Student Services

Elmer Aguilar Program Manager

Eric Mittlestead Vice Chancellor of Construction & Facilities


Joe Cascio Director of Student Programs and Athletics

Joe DeRosa Project Manager KCCD

Joel Wiens Natural Science Division Chair / Professor


Karen Ball Program Manager CDC

Kim Behrens Associate Dean of Health Careers

Lisa Hall Public Safety

Lupe Guillen Health Careers Division Chair / Professor

Robert Simpkins Social Science Division Chair / Professor


Tim Brown CTE Division Chair / Professor


F A C I L I T I E S P L A N N I N GC O M M I T T E E

The FMP was developed through a highly inclusive and collaborative process that was structured around a series of engagement events. Input has been solicited at major decision points throughout the planning process through Facilities Planning Committee meetings and technical planning group meetings. In addition to these meetings, the College held a campus forum, met with the College Council and Foundation, and conducted an online survey.

Participation


Alex Schultz Communication and Marketing Manager

Ann Marie Wagstaff Division Chair Language Arts

Arlitha Harmon VP Finance and Admin Services

Deborah Martin Chief Financial Officer

Eric Mittlestead KCCD

Greg King Foundation

Janice Halopoff Technician II Admissions and Records

Jay Hargis Dean (Acting)



Anja Goebel Athletic Trainier


Bret Davis Professor Kinesiology Division




Rob Haynes Head Coach Men’s Basketball




Joel Wiens Natural Science Division Chair / Professor


Kailani Knutson Dean of Instruction

Karen Ball Director of Child Development Center

Lisa Hall Public Safety

Lupe Guillen Health Careers Division Chair / Professor

Maria Roman Chair / Counselor Student Services Division

Primavera Arvizu Vice President of Student Services

Ramona Chiapa Executive Director Foundation

Robert Simpkins Social Science Division Chair / Professor



C A M P U S F O R U M

A T H L E T I C S G R O U P


In addition to the Facilities Planning Committee and technical planning group meetings, the College conducted an online experience survey to capture comments and ideas from a wide group of students, faculty, staff, administration, and alumni.

There were 336 survey responses consisting mostly of students. The survey indicates that most students drive alone to campus with an average commute of 23 minutes, with an additional 8 minutes to find parking. Students come to campus for scheduled lectures and lab sessions, but are not staying on campus for other activities. The quality of student life and support services is closely tied to the quality of campus facilities. When asked to share their ideas for the future of campus, the majority of participants expressed great interest in campus activities and engagement.

The following pages is a summary of the survey responses.

TRADE AND

INDUSTRY CAREER TECH.

TECH STORAGE

SHEDMAINT.

ANDOPERATION GROUNDS

STORAGE VEHICLESTORAGE

VEHICLESTORAGE

HEALTHCAREERS

A DCB

E HGF

CHILDDEV.

CENTER

LEARNING RESOURCE

CENTER

LIBRARY

SCIENCE/MATHETMATICS

ACADEMIC CENTER

FINE ARTSGALLERY

ARTGALLERY

COMM.ARTS

STUDENTCENTER

GYMNASIUM

FITNESSCENTER

GREENHOUSE

HWY 190

E COLLEGE AVE

MA

IN S

TREE

T

S PL

AN

O A

VE

VANDALIA ELEMENTARY SCHOOL

PIONEER MIDDLE SCHOOL

When asked to identify “favorite” and “least favorite” spaces on campus, the results were consistent with results from the Facilities Planning Committee meeting. The quad is the favorite part of campus. The north “back” part of campus is the least favorite because of its location and aging facilities. The stadium is in poor condition but holds many memories.

Participation (cont.) Online Experience Survey


336RESPONSES

72%

10%

13%

5%

Students

Health Careers

Social Science

Career & Technical Education

Language Arts

Natural Science

Fine and Applied Arts

Mathematics

Student Learning Services

Physical Education / Health Education

Full-time Students

Student Services

Facilities / Technology

Academic Affairs

Student Support Services

Part-time Honors Program Student-Athlete International

Faculty

Staff + Admin

Others

ACADEMIC GROUPING

FACULTY + STAFF

STAFF + ADMINISTRATIVE GROUP

STUDENTS

8

5

5

5

3

3

4

2

2

2

7

1

13

78

62

65

26

27

25

25

11

14

173


81% 14% 5%Students drive alone

Staff + Admin drive alone to Campus

Faculty drives alone to Campus

Students are dropped off Students carpool

97%95%

23M

Average commute to Campus

Faculty, Staff and

Admin time to find

parking

Students time to find

parking

+6M 8M

Many students drive alone to campus

Online Experience Survey (cont.) Commuting to Campus


NINETY

EIGHTY THREE

SIXTY SEVENof students spend more than 4 days on Campus and of those, 56% report spending more than 4 hours on each visit to Campus.

WHEN ASKED ABOUT THE FREQUENCY OF THEIR VISITS TO CAMPUS, STUDENTS RESULTED TO BE THE LEAST PRESENT

STUDENTS REPORTED WEEKLY TIME SPENT ON AND OFF CAMPUS

of faculty spends more than 4 days a week on Campus and for more than 4 hours on each visit to Campus.

of staff and administration report spending more than 4 days per week on campus and of those, 95% spend more than 4 hours on each visit. 60%

17%7%

3%

12%of the week is spent on attending scheduled lectures and lab sessions

Socializing, exercising

and engaging in campus

activities

Studying off-campus

Studying on campus alone and with others

Accessing student

learning and support

services

PERCENT

PERCENT

PERCENT


prioritize affordability

Academic programs

Access to local jobs and

industries

Proximity to home

Access to public transportation

Student resources + community

Campus environment

Athletic programs

Facilities conditions and

amenities

73%

69%

12%

46%

8%

34% 15%

7% 4%

Online Experience Survey (cont.) Motivations and PreferencesWHEN CONSIDERING ENROLLMENT, ABOUT ¾ OF STUDENTS REPORT PRIORITIZING AFFORDABILITY, QUALITY OF ACADEMIC PROGRAMS AND RESOURCES.

A SIGNIFICANT PORTION OF STUDENTS REPORT ACADEMIC GOALS THAT SUGGEST PROLONGED RELATIONSHIPS TO CAMPUS.


321 PROVIDING A SAFE

ENVIRONMENT

PROMOTES AN INCLUSIVE WELCOMING ENVIRONMENT

PROVIDES EXCELLENT STUDENT LIFE AND SUPPORT

58% of students and 51% of faculty attribute their favorite experience to a safe environment

40% of students and 61% of faculty attribute their favorite experience to the environment

42% of students and 33% of faculty attribute their favorite experience to the student life and support service

AspirationsSTUDENTS, FACULTY, STAFF AND ADMINISTRATORS GENERALLY AGREE ON WHICH CAMPUS ATTRIBUTES CONTRIBUTE MOST TO THE CAMPUS EXPERIENCE.

THE QUALITY OF STUDENT LIFE AND SUPPORT SERVICES IS CLOSELY TIED TO THE QUALITY OF CAMPUS FACILITIES.


I would love for Porterville College to be more involved in the community and to be a destination of sorts, for local events.

Good teachers that care about the students, beautiful environment to uplift mood, good resources and tutors. This is what I think would help me be successful in college.

I like how welcoming the school is, how everyone is open and communicative. The teachers at the school are very great and I feel educated.

““

from visioning sessions

12

PARTICIPANTS WERE ASKED TO SHARE THEIR IDEAS FOR THE FUTURE OF THE CAMPUS AND THE MAJORITY OF THEM EXPRESSED GREAT INTEREST IN CAMPUS ACTIVITIES AND ENGAGEMENT.

31% CAMPUS

ACTIVITIES

29% STUDENT LIFE

+ ACADEMIC SUPPORT

24% ACADEMIC PROGRAMS

Online Experience Survey (cont.) Opportunities


EXISTING CONDITIONS

02 Existing Conditions The planning process began with the analysis of existing conditions in order to identify the key planning issues to be addressed in the Facilities Master Plan (FMP). The data was based on site visits, information provided by Porterville College and discussions with the Porterville College leadership group.

The findings are summarized in a series of graphics that illustrate campus patterns and other characteristics of the existing campus.

The following elements are included in this section:

• District Service Area • Ecosystem Context• Regional Context• Local Context and Bikeways Network• Neighborhood Context• Campus Development History• Existing Campus• Facilities Condition Index• Functional Zoning• Vehicular Circulation and Parking• Pedestrian Circulation • Landscape Typologies• Water Use

14Porterville College 2018 Facilities Master Plan Existing Conditions

Porterville College is the northernmost college of the Kern Community College District (KCCD) that serves communities over 24,800 square miles in parts of Kern, Tulare, Inyo, Mono, and San Bernardino counties. Other colleges in the district are Bakersfield College in Bakersfield and Cerro Coso College in Ridgecrest. Porterville College is located at 100 East College Avenue, Porterville, California, at the base of the scenic High Sierra Mountain Range in southeastern Tulare County.

The population of the Porterville urban area is approximately 54,000 persons and that of the surrounding service area is 90,000 persons. Porterville is the gateway to a vast mountain wonderland and recreational area. It is within three hours commuting time to the seashores of the Pacific or to the metropolitan Los Angeles area.

The Facilities Master Plan (FMP) focuses on the Porterville Campus that is referred to throughout the document as PC.

District Service Area

Bakersfield College

Cerro Coso College

15 Porterville College 2018 Facilities Master Plan Existing Conditions

65

58

46

40

14

41

15

198

101

395

180

99

99

5

1

5

15

14

198

152

1

135

63

184

137

204

190

202

166

41

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PORTERVILLE COLLEGE

CERRO COSO COLLEGE

BAKERSFIELD COLLEGE

KERN COUNTY COMMUNITY COLLEGE DISTRICT BOUNDARIESTULARE

COUNTY

INYOCOUNTY

NEVADA

KERNCOUNTY

SAN BERNARDINOCOUNTY

16

Porterville is nestled below the foothills of the southern portion of the Sierra Mountain Range. Considered the “gateway” to several national forests including Giant Sequoia Monument and Kings Canyon National Park, Porterville acts as a tie between protected wilderness areas and the sprawling, agriculture-dominated San Joaquin Valley. The city straddles the Tule river flowing from the dam-controlled Lake Success, only 5 miles east of the city. Historical agriculture and mining practices originally attracted train lines from the Valley’s central hub city, Fresno. Since then, Porterville has maintained its connection to the region through industrial services, and now houses several major distribution centers and headquarters.

Because Porterville sits within the thermal belt that edges the Central Valley, it is kept slightly warmer than the valley floor. The region is characterized by hot, dry summers that reach a high of 100F, and frosty winters with lows of 35F, sometimes dipping below freezing at night. The region is known for tule fog, which is an occasional thick radiation fog that can last for many days at a time. Outside of the tule fog, average humidity is low, as is precipitation in Porterville,

Ecosystem Context

which averages between 10 and 12 inches per year. Plant communities that have historically thrived in this area include grasslands as well as riparian zones that line the waterways and seasonal washes that carry runoff from the Sierras into the Central Valley.

As an abstraction, the ecosystem context can be broken into three components: the valley, the foothills, and the mountain. The concepts of rigidity, linearity, and direction derived from the urbanized valley will influence the circulation within the master plan to create movement between nodes. Sparse, seasonal, colorful native grasslands and chaparral of the foothills will influence the open conditions between key points of attraction across campus. Dense, layered evergreen forest in the Sierra mountain range will give form and character to the nodes across campus where varied activities come together throughout the day. As each of these typologies merge and emerge across campus, the diverse natural and regional context becomes apparent and integrated into the educational setting.


PORTERVILLE COLLEGE

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Parks Urbanized Areas Valley Ecology Foothill Ecology Mountain Ecology Waterways

Existing Conditions ECOSYSTEM CONTEXT

18

Porterville is the gateway to a vast mountain wonderland and recreational area.

In 2006, the voters of Tulare County approved Measure R, imposing a 1/2 cent sales tax for transportation within the incorporated and unincorporated area of Tulare County for the next 30 years. 14% of Measure R funds will be used for transit, bikes, and other environmental mitigation projects. One of these projects called “Rails to Trails” is a converted right-of-way of the San Joaquin Valley Railroad through the town of Porterville. The Measure R project seeks to expand the existing successful “Rails to Trails” to a potential 13.1 mile loop trail that connects to Porterville College.

Local Context + Bikeways Network

XRails to Trails


PORTERVILLE COLLEGE

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Existing Conditions LOCAL CONTEXT + BIKEWAYS

Existing Bikeways Proposed Bikeways Park Education

20

Porterville College is located approximately 1 mile from the center of downtown Porterville. It is bound by Main Street on the west, Highway 190 on the north, and Plano Street on the east. The existing 70 acre campus is bisected by East College Avenue with the campus core to the north and Jamison stadium to the south. The southeast edge of north campus is bounded by College Avenue and the neighboring K-8 facilities, Pioneer Middle School and Vandalia Elementary School.

The graphic on the following page illustrates that the campus is surrounded by many uses: low and medium density residential directly to the south and east, industrial to the west, medium and high density to the direct north and downtown mixed use further north.

Neighborhood Context

South Campus


Morton Ave

Olive Ave Olive AveVi

lla

Roby AveOrange Ave

Date Ave

Springvil le A

Putnam Ave Putnam Ave

Jaye

St

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ana

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Worth Ave

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Scranton Ave

Hil

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PORTERVILLECOLLEGE

Existing Conditions NEIGHBORHOOD CONTEXT

Downtown Boundaries Low Density Residential Medium Density Residential High Density Residential Downtown Mixed Use Downtown Retail Retail Centers Commercial Professional Office Industrial Park Industrial Public/Institutional Education Parks and Rec

22

1970-1989Maint. and Operations Grounds Storage Science Mathematics Learning Resource Center

1950-1969Career Technology Fine Arts Trade and Industry Gymnasium Communication Arts Student Center Arts Gallery

Porterville College was established in 1927 as a part of the Porterville Union High School and College District and has been a unit of the Kern Community College District since 1967. The College moved to its current location in 1955.

Building construction and campus development spans several decades from 1955 to 2009. The oldest remaining buildings were constructed in 1955 (Career Technology) and 1959 (Fitness Center) A significant number of buildings were added in the 1960s and 70s. The student center was constructed in 1967 and the Jamison football stadium and track, which

occupies the southern portion of campus, were constructed in 1969.

Modular facilities supporting Health Careers and the Child Development Center were erected in 2003 and 2007 respectively. The Library and Fitness Center addition are the most recently completed buildings in 2009.

Campus Development History


1990-1999 2000-presentVehicle Storage I Academic Center Fitness Center Vehicle Storage II

Allied Health Child Development Center Library Fitness Center Addition

X

Historic Photo of Porterville College

X

Historic Photos of Gymnasium


The graphic on the next page describes the existing campus plan identifying the permanent and temporary buildings. The 70 acre campus includes 29 permanent and temporary structures with the majority of structures surrounding a campus quad in the northwest part of campus. The baseball and softball fields are on the east part of campus with Jamison Stadium to the south.

Existing Campus

Fitness Center

Library and Learning Resource Center


HWY 190

E COLLEGE AVE

MA

IN S

TREE

T

S PL

AN

O A

VE



Existing Conditions EXISTING CAMPUS

Temporary Facilities Existing Facilities Property Line

26

LIBRARYLEARNING RESOURCE

CENTER

M&OCAREERTECH

GREENHOUSE

FITNESSCENTERSTUDENT

CENTER

GYMNASIUM

ACADEMIC CENTER

SCIENCE/MATH

TRADE AND

INDUSTRY GROUNDS STORAGE

ART GALLERY

HEALTHCAREERS

CHILDDEV

CENTER

TECH STORAGE

SHED

FINE ARTS

COMM ARTS

VEHICLESTORAGE II

VEHICLESTORAGE I

The California Community Colleges Chancellor’s Office (CCCCO) conducts surveys of college campuses at regular intervals and assigns FCI scores to buildings. The Facilities Condition Index (FCI) for a building is a ratio of deferred maintenance dollars to replacement dollars and provides a straightforward comparison of the campus’ building assets. This diagram summarizes the scores as reported on FUSION.

The earliest constructed buildings have high FCI numbers (greater than 80%). This indicates that the cost to renovate would be very high and replacement should be considered. The condition of the buildings seem to correlate to the year of construction and renovation.

While the FCI focuses on buildings, many of the athletic areas are aging and in need of repair or replacement. The softball field is uneven due to soil conditions, and is oriented in the wrong direction, limiting performance. In addition, the stadium facility is aging, in need of repairs and the field area is not sized to accommodate soccer.

Facilities Condition Index

Career Tech

Communication/ Fine Arts and Student Center


MA

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AN

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Existing Conditions FACILITIES CONDITION INDEX

Temporary Facilities Grater than 80% 50%- 80% Less than 50%

28


CENTER

M&OCAREERTECH GREEN

HOUSE


CENTER

GYMNASIUM

ACADEMIC CENTER

SCIENCE/MATH

TRADE AND


ART GALLERY

HEALTHCAREERS

CHILDDEV

CENTER

TECH STORAGE

SHED

FINE ARTS

COMM ARTS

VEHICLESTORAGE II

VEHICLESTORAGE I

The following graphic illustrates the functional zoning on the existing campus. Student support services are located in the Academic Center at the original front door to the campus. The Student Center is nestled between the Communication Arts building and Gymnasium away from the student support services.

Instruction spaces are distributed across campus with Science and Mathematics, Communication Arts, and Fine Arts on the west of campus and Trade and Industry and Career Technology on the north, adjacent to the service buildings.

Athletics is spread out throughout the campus. The Gymnasium, Fitness Center, and tennis courts are a part of the campus core. The fields are to the east and Jamison Stadium to the south of College Avenue. Most of the buildings are concentrated on the north and west part of campus leaving the rest of campus to be undeveloped open fields.

Parking is primarily located off of College Avenue near the campus core and surrounding the stadium. There is additional covered parking to the north of campus.

Functional Zoning

Science and Mathematics

Child Development Center


SWAP MEET

MA

IN S

TREE

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Existing Conditions FUNCTIONAL ZONING

Temporary Facilities Service Instruction Library Study Student Services/Activities Administration Child Development Center Athletics Athletic Zone Parking Community Access

C

30


CENTER

M&OCAREERTECH GREEN

HOUSE


CENTER

GYMNASIUM

ACADEMIC CENTER

SCIENCE/MATH

TRADE AND


ART GALLERY

HEALTHCAREERS

CHILDDEV

CENTER

TECH STORAGE

SHED

FINE ARTS

COMM ARTS

VEHICLESTORAGE II

VEHICLESTORAGE I

C

Primary vehicular access is at College Avenue off of Main Street. College Avenue is the main east-west access through campus connecting Main Street to Plano Avenue. Secondary vehicular access is on Plano Avenue, north of College Ave. In addition to being a secondary vehicular access, this road is used as a service and emergency access route.

Many informal drop-off areas are used within the parking lots and streets including drop-off points at the northwest corner and west of the Academic Center along Main Street, between the Academic Center and Communication Arts in parking lot A/B, east of Health Careers, north of Child Development Center in parking lot C, and bus drop off between Ground Storage and Vehicle Storage. Additionally K-8 drop-off and pick-up happens in the parking lots and along the north side of Plano Avenue leading to significant pedestrian safety issues. K-8 parents also enter through west Stadium parking to bypass congestion. There is heavy congestion during drop-off and pick-up times particularly along College Avenue and Plano Ave.

Existing parking counts are listed on the following chart. Parking lots A/B and lots C and D that are covered with photovoltaics are preferred by students and faculty. Although there is sufficient parking, it could be better distributed throughout campus.

Vehicular Circulation and Parking

Parking Lot # # of Spaces

A + B 311

C 105

D 116

E 72

Stadium North 302

Stadium West 274

Stadium East 215

Total 1,395

PARKING COUNT


STADIUM PARKING302 spaces

AB

C105 spaces

D116 spaces

215spaces

274 spaces

311spaces

E72 spaces

K-8

BUS

HWY 190

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AN

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VE

E COLLEGE AVE



Existing Conditions VEHICULAR CIRCULATION AND PARKING

Existing Facilities Temporary Facilities Parking Campus Entry Primary Vehicular Route Secondary Vehicular Route Service Vehicular Route Emergency Access Route Drop-offs Bicycle Lane Crosswalks Bus Stops Stop lights Stop Signs 32


CENTER

M&OCAREERTECH GREEN

HOUSE


CENTER

GYMNASIUM

ACADEMIC CENTER

SCIENCE/MATH

TRADE AND


ART GALLERY

HEALTHCAREERS

CHILDDEV

CENTER

TECH STORAGE

SHED

FINE ARTS

COMM ARTS

VEHICLESTORAGE II

VEHICLESTORAGE I

The main pedestrian entry to campus is through the Academic Center with the secondary entry being on the north of campus between the Library and Learning Resource Center. There are many other pedestrian entries throughout campus with very little hierarchy being given to any access point. This leads to wayfinding issues particularly on the north part of campus.

Students gather where there is seating and picnic tables. A popular gathering area is between the Library and Learning Resource Center. The K-8 students often hang out in front of the Science and Mathematics building. This was identified as an issue during planning meetings.

The main quad is the heart of campus and main gathering space where there are many student and community events throughout the year.

Pedestrian Circulation

Campus Quad

Parking Lot AB


K-8

BUS

HWY 190

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AN

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E COLLEGE AVE



Existing Conditions PEDESTRIAN CIRCULATION

Existing Facilities Temporary Facilities Parking Campus Entry Primary Pedestrian Route Secondary Pedestrian Route Drop-offs Crosswalks Bus Stops

34


CENTER

M&OCAREERTECH GREEN

HOUSE


CENTER

GYMNASIUM

ACADEMIC CENTER

SCIENCE/MATH

TRADE AND


ART GALLERY

HEALTHCAREERS

CHILDDEV

CENTER

TECH STORAGE

SHED

FINE ARTS

COMM ARTS

VEHICLESTORAGE II

VEHICLESTORAGE I

Existing landscape conditions are mainly defined by irrigation practices, and can broadly be separated into two typologies: irrigated and non-irrigated landscape. The areas of the campus not connected to the irrigation system are typically exposed soil or mulch, or with occasional cover from dry low-growing weeds that are only green after periods of rain.

The areas on campus that are irrigated are green year-round, and consequently are the areas closest to buildings and high-traffic areas, in addition to sports fields. The landscaping in these areas is majority turf interspersed with mature trees and landscape boulders. Alongside buildings, hearty non-native shrubs are used to soften building facades, and in some pedestrian median areas, high-water use plants are used as accents.

Landscape Typologies

The canopy offered by existing mature trees provides significant value, both in creating shaded, usable outdoor spaces, and improved aesthetics campus-wide. The boulders offer textural variation and a layer of aesthetic benefit. While turf areas are quintessential to a college campus and convenient spaces to relax, study, or even host events, they require heavy irrigation, fertilization, and maintenance. The functional aspects of lawns could be used across campus in key areas to provide the uses they currently fulfill, while lesser-trafficked turf areas of campus could be replaced with low-maintenance, low-water, native landscape inspired by the regional ecology. Areas of heavy traffic, where colorful accent landscaping would further enrich the campus experience, could be planted with native shrubs derived from the regional palette that would offer color and seasonal variation without requiring greater maintenance or irrigation needs.


Existing Non-Irrigated landscape after a seasonal rain

Existing Irrigated landscape

Artificial turf used to reduce irrigation needs

Irrigated landscape in the existing campus core


Water use on the Porterville campus pertains directly to irrigation areas. Irrigated areas are isolated to central campus spaces and sporting fields. The following graphic illustrates the areas currently receiving irrigation. The core campus spaces, in blue, currently contain a large proportion of high water-use planting, including non-native shrubs that require moist soil conditions and large expanses of turf. Note that Jamison Stadium is only irrigated seasonally when used for commencement.

While irrigation practice for sporting fields is unlikely to change, an opportunity lies in the conversion of some central landscape areas to water efficient landscapes. Lower water use within these currently irrigated areas could allow for an opportunity to re-allocate some of the water to new areas of campus, where future construction will occur. This would effectively spread the existing irrigation volumes across a broader area.

Water Use

Existing Irrigated Planting

A more layered approach might be to introduce hydro-zones across campus, creating spaces with varying volumes of irrigation. This would allow a finer tuning in the creation of certain elements programmed around landscape, like a botanical garden or community garden. This would allow the central areas to maintain a somewhat higher water usage while still incorporating less-trafficked areas into the irrigation system, rather than leaving them completely isolated.


HWY 190

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Existing Conditions WATER USE

Existing Areas of High Water Usage Existing Areas of Low Water Usage

38

EMP/FMP LINKAGES

03 EMP / FMP Linkages The 2018 Facilities Master Plan (FMP) for Porterville College (PC) is an extension of the 2017-2021 Educational Master Plan (EMP).The EMP provides data upon which the instructional program and support service needs can be established. This facilitates the development or update of other College plans including the FMP. Projections for enrollment and instructional programs serve as the basis for development of the FMP Space Program.

This section describes the methodology used to establish the FMP Space Program, which outlines the amount and type of space necessary to support PC through the year 2030.

The following elements are included in this section:

• Master Plan Framework• Strategic Plan• Enrollment Forecasts• Existing Space Inventory• Space Utilization and Standards• Capacity Load Ratios• Proposed Facilities to Demolish and Vacate• FMP Space Program

3939Porterville College 2018 Facilities Master Plan EMP / FMP Linkages

The KCCD District Strategic Plan and Porterville College Strategic Plan guide the Educational Master Plan (EMP). The EMP considers both the profile of the College and students as well as the service area, region, and employment trends. The EMP then guides several plans including the Facilities Master Plan (FMP) which serves as a guide for future development on campus. It provides a quantitative and qualitative description of the College’s strategy to support the educational program needs, address the long range forecast for enrollment, and maximize funding opportunities.

Master Plan Framework

KCCD District Strategic Plan

Enrollment Management

Plan

Information Technology

Plan

Student Services

Plan

Division Plan/Program Reviews

New / UpdatePrograms

Faculty / StaffPositions

Facilities Projects

One-Time and Annual Budget

Allocations

Grants and Other Initiatives

Guides

EDUCATIONAL MASTER PLAN

PC Strategic Plan, Mission

College President

Profile of:College

Students

Profile of:Service

Area/RegionEmplyment

Trends

Guides

COLLEGE COUNCIL

Recommendations

Funding Approvals

FACILITIES PLAN

4040 Porterville College 2018 Facilities Master Plan EMP / FMP Linkages

Excerpts from the EMP:

KCCD Strategic Plan

During the 2015 academic year, representatives from each of the colleges in the District and District office staff met to plan for the updating of the KCCD Strategic Plan. Utilizing the analysis of external and internal scans, employee survey results, and various other data, an updated KCCD Strategic Plan was developed. During this same time, the Porterville College Strategic Plan was also being updated. Although the college plan was developed based on campus data and staff input, the goals within the college plan are similar in scope to those found in the district’s plan. This was done in part to integrate the college with district-wide goals.

Strategic Plan

Porterville College Strategic Plan

The college’s strategic plan was built upon the institution’s mission, values and philosophy. The college identified five goals and created a series of objectives to pursue over the next three years. The goals identified were:

Strategic Goal #1: Maximize Student Success

Strategic Goal #2: Advance Student Equity Measures

Strategic Goal #3: Ensure Student Access

Strategic Goal #4: Enhance community Connections

Strategic Goal #5: Strengthen organizational Effectiveness


The Long Range Enrollment and Weekly Student Contact Hours (WSCH) forecasts are issued by the California Community Colleges Chancellor’s Office (CCCCO) each year and projects enrollment growth for the next 10 years. It includes historical data from the previous years and projects total enrollment and WSCH for the District using an average anticipated growth factor.

The base year used for this analysis is the fall semester of 2015, and the long range forecast is for Fall semester of 2030.

Excerpts from the EMP: Factoring in all the elements that could impact future growth, the College’s annual growth rate capacity over the next 15-years is projected at 1.20% for enrollment and 1.38% for WSCH. Over the next fifteen years, this translates to an 18% rise in enrollment from a starting point that begins at the 2015 Fall Semester; for WSCH, the long-term growth rate projects at an overall increase of 20.8%. While the forecast for growth addresses the potential for the College, it is primarily based on the quantifiable data obtained in the research. The College could exceed the growth rates identified in the

Enrollment Forecasts

projections if some of the speculative possibilities put forth as suggestions are acted upon. Overall, the College will need to find ways to draw more students from its existing population base. It will also require attracting more non-traditional students to the campus.

Predicated on the capacities for growth, total unduplicated credit enrollment is projected to grow from a 2015 Fall Semester mark of 4,095 to 4,832 by the year 2030. Enrollment growth is captured for the benchmark years in the graphic that follows.


Source: MAAS Companies projections; based on unduplicated credit enrollments for fall semesters

Porterville College Future Enrollment Growth Projections

60,000

50,000

40,000

30,000

20,000

10,000

0

6,000

5,000

4,000

3,000

2,000

1,000

02015 20152020 20202025 20252030 2030

4,09

5

46,5

99

4,30

6

49,2

01

4,59

6 52,0

39

4,83

2 56,2

76

Porterville College Future WSCH Growth Projections

The revised projections for WSCH show a realistically achievable rate of growth as well. Using the 2015 Fall Semester as a baseline, WSCH is projected to grow from 46,599 to 56,276 by the year 2030.


The inventory of facilities is an important tool in planning and managing college campuses. The Facilities Utilization Space Inventory Options Net (FUSION) is a database maintained by the California Community Colleges Chancellor Office (CCCCO), and includes descriptive data on buildings and rooms for each college and district within the state. This information is essential for analyzing space utilization, projections, space needs and capital outlay planning.

The District maintains a detailed Space Inventory of all buildings on the Porterville campus according to the requirements of the State Chancellor’s Office Space Inventory Handbook. As required by the state standards, it is updated and submitted to the State Chancellor’s office annually. The Space Inventory contains data about every building and room according to state guidelines for space code, space type name, and assignable square feet (ASF).

LECTURE

LAB

OFFICE

100s Classrooms Support

200s Labs Support

300s Offices Support (All offices including administrative and student services)

LIBRARY

INSTR. MEDIA

OTHER

400s Library Study Tutorial Support

530s AV/TV Technology Support

520, 540 – 800s PE Assembly Food Service Lounge Bookstore

Existing Space Inventory


The 2015 Space Inventory Report was used as the basis for the analysis of space. This table includes a summary of the categories of space on the Porterville campus and their respective assignable square foot (ASF) totals.

It is important to note that the Space Inventory report includes all facilities on campus that are in use, including temporary facilities.

21,890

18,741

20,530

25,184

2,591

82,064

Space Inventory 2015 (ASF)

OFFICE

LAB

LECTURE

LIBRARY

INSTR. MEDIA

OTHER

171,000TOTAL ASF


To determine space capacity requirements for a college, the enrollment and program forecasts are applied to a set of standards for each type of space. Title 5 of the California Code of Regulations, prescribes standards for the utilization and planning of educational spaces on public community college campuses. These standards, when applied to the total number of students, or weekly student contact hours (WSCH), produce total capacity requirements that are expressed in assignable square feet (space available for assignment to occupants).

Space Utilization and Standards

CATEGORY FORMULARATES / ALLOWANCES

Classrooms ASF / Student Station 15Station Utilization Rate 66%Average hours room/week 53

Labs ASF / Student Station*Station Utilization Rate 85%Average hours room / week 27.5

Offices / Conference Rooms ASF per FTEF 140Library / Learning Resource Center Base ASF Allowance 3,795

ASF / 1st 3,000 DGE 3.83ASF / 3,001-9,000 DGE 3.39ASF / > 9,000 DGE 2.94

Instructional Media AV / TV / Radio Base ASF Allowance 3,500ASF / 1st 3,000 DGE 1.50ASF / 3,001-9,000 DGE 0.75ASF / > 9,000 DGE 0.25

The Title 5 space standards used to determine future capacity requirements are listed in the table below. Each component of these standards is applied with an appropriate form of enrollment to produce a total assignable square feet (ASF) capacity requirement for each category of space. The sum of these categories represents the total building requirements for the college.

* Varies per discipline


# of seats < # of students under 100% capacity / load

# of seats > # of students over 100% capacity / load

# of seats = # of students 100% capacity / load

RIGHT-SIZED OVER CAPACITY UNDER CAPACITY

Capacity load ratios represent the direct relationship between the amount of space available, by type, which may be used to serve students, and the number of students participating in campus programs. The space type “other” includes a number of spaces on campus that are considered to be non-capacity load categories. These are spaces that are not analyzed by the CCCCO in relation to utilization and efficiency, but are important as part of the college’s inventory related to maintenance and operations.

• The capacity/load ratio is the measure of the space utilization efficiency according to Title 5 standards.

• Assumed utilization for classrooms is 53 hours per week, utilization for labs varies per discipline.

• Capacity/load ratio’s are rolled up and measured as an aggregate by room use category for each campus.

Capacity Load Ratios


Based on the findings from the EMP, the analysis of existing conditions, the Facilities Condition Index (FCI) and discussions with faculty and staff, a number of buildings have been identified to be demolished or vacated for a proposed change of use as part of this FMP.

Fine Arts, Art Gallery, Communication Arts, and Student Center, all with an FCI over 50% are proposed to be demolished. The Tech. Storage Shed, Maintenance and Operations, Grounds Storage and Vehicle Storage will also be demolished and the functions moved to the repurposed Trade and Industry and Career Technology buildings. The Green House will be demolished and moved to a more suitable location for its education use.

The temporary buildings that house Allied Health and the Child Development Center will be demolished to make way for new facilities.

The following graphic illustrates the proposed demolition and change of uses.


Student Center/Cafeteria/Bookstore

Demolish and Vacate


ACADEMIC CENTER

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E COLLEGE AVE

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Existing Facilities Temporary Facilities Property Line Demolish Vacate

Proposed DEMOLISH AND VACATE


CENTER

M&OCAREERTECH

GREENHOUSE


CENTER

GYMNASIUM

ACADEMIC CENTER

SCIENCE/MATH

TRADE AND


ART GALLERY

HEALTHCAREERS

CHILDDEV

CENTER

TECH STORAGE

SHED

FINE ARTS

COMM ARTS

VEHICLESTORAGE II

VEHICLESTORAGE I

49

The FMP space program represents an adjusted inventory in which the removal of temporary facilities and several buildings is accounted for. Note that the adjusted inventory considers the Allied Health building that is currently in design as added space.

The program summarizes the projected need for capacity load space categories as defined by state standards. The methodology for developing this program is summarized as follows:

• Enrollment forecasts and WSCH projections were applied in combination with appropriate space planning standards to result in a total space requirement in ASF by type and space.

• The current inventory (2015) was subtracted from the total space requirements described above to result in the net ASF need by type of space for the 2030 master plan horizon.

FMP Space Program

The Facilities Master Plan Program highlights that there is a need for additional ASF to accommodate the projected growth when considering the removal of several buildings in the adjusted inventory. Demolition of the buildings provide the opportunity to improve the overall efficiency and utilization of facilities. The additional need for ASF serves as the basis for developing recommendations for future facilities.

The overall square footage need on campus is calculated by dividing the ASF by a grossing factory to arrive at gross square footage (GSF). The ASF is the assignable or usable space within a building, and the GSF is the added space required for circulation, stairs, elevators, restrooms, etc. The State Chancellor’s Office recommends grossing factors for community college facilities which average approximately 65% for instructional facilities.


16,584 21,151 4,567

10,315

7,241

18,028 19,530

6,836

17,324

17,151

24,565

3,503

38,552

4,885

61,307

Adjusted Inventory*

Space Needs 2030 (State Standard ASF)

Additional Need (ASF)

OFFICE

LAB

LECTURE

LIBRARY

INSTR. MEDIA

OTHER

1,502

1,382

22,755

* Adjusted Inventory includes the removal of buildings (as shown in the previous graphic) and the addition of space from the new Allied Health building.

100,827TOTAL ASF 148,589 47,762


FMP RECOMMENDATIONS

The 2018 Facilities Master Plan (FMP) recommendations for Porterville College present an overall picture of the future developed campus that is informed by the Educational Master Plan, the analysis of existing conditions, and discussions with the campus community. It includes recommendations for new construction, building reconstruction, change of use and site development projects.

The recommendations included in this section follow the facilities master plan program from the previous section and address the discussions that took place during the planning process.The recommendations are organized into the following sections:

• Facilities Planning Principles• Development Concepts• 2018 Facilities Master Plan• Functional Zoning• Vehicular Circulation and Parking• Pedestrian Circulation and Open Space• Facilities Project Descriptions• Site Development Projects• Landscape Palette• Implementation

04 Recommendations

5252Porterville College 2018 Facilities Master Plan FMP Recommendations

Maximize Student Success

• Improve access to student support services

• Develop indoor and outdoor spaces to encourage collaboration and enhance student engagement

Reinvest in College Facilities

• Rejuvenate facilities to support program needs

• Enhance instructional space to enhance learning outcomes

• Replace inefficient and aging facilities

Right-size Campus to Address Needs

• Align the projected inventory with state guidelines

• Develop flexible, multi-purpose facilities to adapt over time

• Maximize land use to align with college priorities

Facilities Planning PrinciplesThe Facilities Planning Principles form the basis for all projects identified in this FMP. The recommendations for facility improvements and site development will strengthen the PC campus community and support the long term vision and goals.

5353 Porterville College 2018 Facilities Master Plan FMP Recommendations

Improve Campus Organization

• Improve functional zoning and operational efficiencies

• Improve access and services

• Enhance physical connections (pedestrian, bike, vehicular)

Enhance Community Connections

• Increase visibility and access to campus

• Develop campus to enhance community engagement

• Strengthen partnerships and shared use

Promote Stewardship of Resources

• Optimize available resources

• Position to maximize state and local funding

• Increase awareness and create a culture of sustainability

• Minimize disruption, plan for flexibility and future growth


Development Concepts Porterville College has an extensive history on this campus dating back to 1955 when the College moved to it’s current location. A significant number of buildings were added over the decades with the most recent building constructed in 2009. The academic core of the campus occupies the northwest corner of the site with the track and football stadium to the south of College Avenue. The development concepts established seek to connect to tradition by preserving and expanding the current campus layout, creating a sense of place, and engaging with the Porterville Community.

Creating a distinct sense of place requires an understanding of the unique forces that shape a particular environment. This includes the physical characteristics of a given site along with the cultural values and behaviors of its inhabitants. The development concepts form the basis for the FMP recommendations and will create a campus environment that celebrates the native characteristics of the area, supports a robust and diverse population, enables the campus community to flourish and demonstrates the importance of sustainability and resource management within the central California valley.

The addition of the south property provides the opportunity to right-size the campus to address current needs and future growth outlined in the Educational Master Plan. The following pages include a plan of proposed projects that reinvest in college facilities and promote stewardship of resources. Projects include replacing inefficient and aging facilities, re-construction and change of use of facilities to support program needs.


CONNECTING TO TRADITION

Future academic buildings are organized around a new east-west axis that extends the existing academic core to the east. College Avenue is re-routed around the stadium and a new road connects Main Street and Plano at the southern end of campus leaving the main entrance at College Avenue and Main Street free for pedestrian/ bike traffic and a central drop-off.

The addition of the south property allows for clear zoning so that the stadium is adjacent to the athletic fields and there is a clear academic and community zone that are connected by a series of pedestrian pathways. The improved campus organization will increase pedestrian safety, enhance connectivity, support collaboration and maximize student success.

COMMUNITY

ATHLETICS

CAMPUS CORE

SERVICE


CONNECTING TO TRADITION

A new main entry provides hierarchy with an open plaza that connects the academic core with athletics. It is connected to a drop-off and framed by the new student center/services building.

A series of “nodes” connected by pedestrian pathways creates a sense of place throughout campus. These hubs of activity are defined by their central locations and immersive landscapes, generating both passive and active engagement.

Direct access to student support services as well as indoor/outdoor spaces that enhance student engagement will enhance student success.


ENGAGING THE COMMUNITY

Community gardens, a walking trail, amphitheater, and possible future community building allows Porterville College to enhance community connections by bringing the community on campus. Native planting inspired by the regional context will offer a familiar backdrop to campus events, while colorful accent areas within the landscape can create a memorable experience for visitors and students.

The stadium is considered by many to be a significant public resource representing the athletic history of Porterville. Renovating the stadium and creating an athletic zone with direct vehicular circulation allows for greater visibility and connection to the community.


2018 Facilities Master Plan

The 2018 Facilities Master Plan (FMP) for Porterville College has been developed to serve as a guide for future development. It provides a quantitative and qualitative description of the College’s strategy to support the educational program needs, address the long range forecast for enrollment, and maximize funding opportunities. It is guided by the 2017 Educational Master Plan (EMP), which serves as the foundation for recommendations regarding facilities.

The plan provides a framework for future development including the placement of new facilities, the renovation of existing facilities, and the improvement of a number of campus-wide sites. The addition of the south property provides the opportunity to right-size and re-organize the campus to support academic needs and growth.

New Construction Allied Health Central Plant Field House Storage Career and Technology (CTE) Communications/ Fine Arts Child Development Center Student Center & Services Green House Athletic Support

Reconstruction Gymnasium Fitness Center

Change of Use Maintenance & Operations Academic Center

Site Development Parking Circulation & Access Stadium & Sports Fields


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2018 Facilities Master Plan FACILITIES MASTER PLAN

Existing Facilities New Construction Reconstruction Change of Use

60

ACADEMICCENTER

LIBRARY

CTE

SUPPORT

FIELD HOUSE

COMM/FINE ARTS CDC

GREEN HOUSEFUTURE

ACADEMIC BUILDING

FUTURE COMMUNITY

BUILDING

ALLIEDHEALTH

M&OSTORAGE

M&OSTORAGE

STORAGE

CENTRALPLANT

SMARTLAB

LEARNING RESOURCE

CENTER

STUDENT CENTER

GYMNASIUM

FITNESS CENTER

SCIENCE/MATHEMATICS

Functional Zoning The addition of the south property provides the opportunity to shift the athletic fields to the south, adjacent to the stadium, and free up space for the academic core to expand to the east. The new academic, community, athletic, and service zones are connected by a series of pedestrian pathways. The improved campus organization will increase pedestrian safety, enhance connectivity, support collaboration and maximize student success.

The academic core of the campus occupies the northwest corner of the site. Future academic buildings are organized around a new east-west axis that extends the existing academic core to the east.

The new athletic zone is located on the south property organized around the historic Jamison Stadium. Renovating the stadium and creating an athletic zone with direct vehicular circulation allows for greater visibility and connection to the community.

The community zone is concentrated on the northwest of campus with the addition of the community gardens, amphitheater, and possible future community building. The entire campus engages the community with a walking trail that circulates through the campus.

The service zone remains at the north edge of campus with improved access and parking. The academic programs are removed from this zone to allow for better connections with other academic programs and increased safety.


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C

C

CC

C

C

C

2018 Facilities Master Plan FUNCTIONAL ZONING

Service Instruction Library Study Student Services/Activities Administration Child Development Center Athletics Athletic Zone Parking Community Access

C

GYMNASIUM

FITNESS CENTER

62

ACADEMICCENTER

LIBRARY

CTE

SUPPORT

FIELD HOUSE

COMM/FINE ARTS CDC

GREEN HOUSEALLIED

HEALTH

M&OSTORAGE

M&OSTORAGE

STORAGE

CENTRALPLANT

SMARTLAB

LEARNING RESOURCE

CENTER

STUDENT CENTER

FUTURE ACADEMIC BUILDING

FUTURE COMMUNITY

BUILDING

SCIENCE/MATHEMATICS

entry court to receive vehicular traffic from the redirected E College Ave. Lots on the north and east edge of campus will provide overflow parking areas and support future programming like an amphitheater, botanical garden, and community gardens.

The proposed modifications to vehicular circulation enhance the campus arrival experience by addressing current congestion issues and creating dedicated entry points. Parking areas nearby the stadium will be preserved, as they serve students’ everyday needs as well as those of the community, for parking during sporting competitions or weekend community events.

Parking will also be preserved at the lot north of E College Ave, where the majority of students and faculty currently park. However, a piece of the lot currently used as an informal drop-off zone will become a dedicated main entry court and drop-off circle, reducing congestion by splitting up parking and drop-off functions. Access to the western half of the current lot will be maintained from Main Street in this new design. The eastern part of this lot will be given to a dedicated vehicular campus entrance created by a redirection of E College Ave, which will curve south after access to the eastern lot. Students will be able to enter the eastern part of campus via this lot, and will also have access to the main entry court.

New parking lots are proposed for the south, north, and east edges of campus. The southern lots will provide access to additional proposed sport fields, and create a new turnaround

Vehicular Circulation and Parking

Baseline2017

Master Plan 2030

Enrollment 3,880* 4,832

Guideline (1:5)** 776 967

Total # ofParking Spaces

1,395 1,523

PARKING NEED

* Parking Ratio 1:2.78 ** 1 space per 5 enrolled


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HWY 190



ACADEMIC CENTER

ACADEMICCENTER

LIBRARY

CTE

SUPPORT

FIELD HOUSE

COMM/FINE ARTS CDC

GREEN HOUSEALLIED

HEALTH

M&OSTORAGE

M&OSTORAGE

STORAGE

CENTRALPLANT

SMARTLAB

LEARNING RESOURCE

CENTER

STUDENT CENTER

2018 Facilities Master Plan VEHICULAR CIRCULATION + PARKING

Existing Facilities New Primary Campus Entry Existing Secondary Campus Entry Primary Route Secondary Route Service/Emergency Vehicles Route Service/Emergency Exit New Crosswalk New Drop-off Parking


FUTURE COMMUNITY

BUILDING

GYMNASIUM

FITNESS CENTER

SCIENCE/MATHEMATICS

64

The existing quadrangle in the northwestern corner of the campus remains in the new design to anchor student circulation and programming around an important central hub. The new quad, however, is integrated into a more dynamic landscape plan that introduces seating and planting areas to break up central spines of circulation. This creates opportunity for both direct movement through campus while also inviting students to stop under the shade of existing heritage trees and occupy the central space for longer periods of time.

Creating more spaces to accommodate students throughout the quad will partly be accomplished through planting. A new varied landscape will incorporate low water-use shrubs in place of turf, creating visual separation that gives way to the feeling of separate, intimate spaces where students feel invited to spend time in smaller groups within the broader, open quad. The new plant palette will showcase some of the diverse and attractive low-water use plants that are native or adapted to the area. Color in the plant material will be used to highlight focal areas and create interest along the edges of the landscape.

Pedestrian Circulation and Open Space

The main existing axes of passage across the site will be kept, and reworked to establish a hierarchy of pathways that allow for direct connections between buildings as well as casual, circuitous exploration across campus.


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2018 Facilities Master Plan PEDESTRIAN CIRCULATION

Existing Facilities Primary Circulation Secondary Circulation Entry Point Program Node

ACADEMICCENTER

LIBRARY

CTE

SUPPORT

FIELD HOUSE

COMM/FINE ARTS CDC

GREEN HOUSEALLIED

HEALTH

M&OSTORAGE

M&OSTORAGE

STORAGE

CENTRALPLANT

SMARTLAB

LEARNING RESOURCE

CENTER

STUDENT CENTER


FUTURE COMMUNITY

BUILDING

GYMNASIUM

FITNESS CENTER

SCIENCE/MATHEMATICS

66

Facilities Project Descriptions

Allied Health Gymnasium and Fitness Center Multi-use Field and Swimming Pool

Career and Technology (CTE) Central Plant Maintenance and Operations

Student Center and Services Academic Center

Communications and Fine Arts Child Development Center Green House

Jamison Stadium Athletic Fields and Field House

A

B

C

D

E

Descriptions for each of the projects identified in the FMP are described on the following pages and grouped as illustrated in this key plan.


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2018 Facilities Master Plan PROJECT DESCRIPTIONS

ACADEMICCENTER

LIBRARY

CTE

SUPPORT

FIELD HOUSE

COMM/FINE ARTS CDC

GREEN HOUSEALLIED

HEALTH

M&OSTORAGE

M&OSTORAGE

STORAGE

CENTRALPLANT

SMARTLAB

LEARNING RESOURCE

CENTER

STUDENT CENTER

GYMNASIUM


FUTURE COMMUNITY

BUILDING

FITNESS CENTER

SCIENCE/MATHEMATICS

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Allied Health

The new Allied Health building has been submitted to the State Chancellor’s Office as a Final Project Proposal (FPP). The FPP is approved and awaiting funding. The new instructional building will replace functions currently located in portables and address the growing demand for health related services in the region. The project includes an increase of more than 50% and will include instructional space, clinical laboratory, and instructional office space.

Gymnasium and Fitness Center

The existing Gymnasium, built in 1965 serves as a symbol of the Porterville Campus for many. There have been a series of updates to the Gymnasium over time including new ceiling and lighting, however it remains primarily unchanged. Porterville College has available funding from the current bond measure for a new floor in the Gymnasium and new plumbing in bathrooms and locker rooms.

Multi-use Field and Swimming Pool

The multi-use field and pool are adjacent to the Fitness Center and new Allied Health buildings. The multi-use field will accommodate adaptive physical education and other general uses.

AALLIEDHEALTH

GYMNASIUM

SUPPORT

FITNESS CENTER


Career and Technology (CTE)

The new Career and Technology (CTE) building has been submitted to the State Chancellor’s Office as a Initial Project Proposal (IPP). The building will be located to the northeast of the Learning Resource Center and will house the Accounting, Administration of Justice, Agriculture, Business, Fire Science Tech, Industrial Tech, Info Systems, and other technology educational programs that are currently scattered through out campus

Central Plant

The new central plant will provide campus wide distribution support to serve the existing and new facilities. This is a key project that will provide long term benefits to the campus.

Maintenance and Operations

Following the construction of the new CTE building, the Trade and Industry and Career Technology buildings will be vacated and repurposed to house the Maintenance and Operations functions. Educational programs that are currently housed in the existing buildings will be relocated to the new CTE building allowing all of the Maintenance and Operations functions to be consolidated into two buildings. The buildings are located in the northern service zone to allow easy access from the service road and greater ease of operations and efficiency.

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CTE

M&OSTORAGE

M&OSTORAGE

STORAGE

CENTRALPLANT


Student Center

The new Student Center will create a welcoming gateway to the campus, by co-locating all student support services in one central location at the front door to the college. The existing Student Service functions currently located in the Academic Center will be relocated and combined with Student Center functions in a new 2-story building. The new Student Center will become the heart of campus by providing a single point of improved student oriented space that better supports students.

Academic Center

Following the construction of the new Student Center, portions of the Academic Center will be vacated and repurposed to increase instructional capacity. Space currently occupied by Financial Aid, EOPS, Assessment, Veterans Resource Center, and Admissions will be relocated and repurposed for interdisciplinary classroom space. The President’s office and Business office will remain in place.

ACADEMICCENTER

STUDENT CENTER

C


Communications and Fine Arts

The new Communications and Fine Arts building will consolidate the functions currently located in the existing aging Fine Arts, Gallery, and Communication Arts building. The building will become an anchor for the academic growth toward the east part of campus. The fine art gallery and theater space have the opportunity to be both student and community facing in it’s proposed location.


The Child Development Center that is currently in three temporary facilities will move to a new building. The approximately 8,000 GSF building will remain in approximately the same location that is remote from the academic core and allows access to parking, natural daylight, and outdoor space. The building is on an east-west axis to maximize daylight and ventilation. The location leverages the community gardens surrounding the building.

Green House

One additional Green House will be added for a total of two Green Houses to support the growing educational program. The new Green Houses will move south from it’s current location in the northern service zone. The green houses are primarily used for educational purposes and thus will be moved toward the academic zone with plenty of open space surrounding it for farming. It will be close to the community zone to allow for views to and from the Green Houses. The current Greenhouse will be demolished after completion of the new buildings.

COMM/FINE ARTS CDC

GREEN HOUSEFUTURE

ACADEMIC BUILDING

D


Jamison Stadium

The Jamison Stadium constructed in 1969 is considered by many as a past “gem in the community” and an icon of Porterville and the College. It occupies a large portion of the south side of the existing campus along College Avenue bordering Main Street. Today, the stadium is mainly used for commencement ceremonies with the bleachers and standing area being filled to capacity with family and friends. The stadium and support is an aging facility that is no longer used for football games.

The Stadium will be renovated as a multi-purpose field to support soccer, lacrosse and other sports with a surrounding six lane running track. Seating for 4-5,000 people is desired. The renovation will be within the same footprint as the existing stadium and will not impact the surrounding parking used for the successful Saturday Swap Meet. The parking is to be retained on three sides in the existing configuration.

The stadium is considered by many to be a significant public resource representing the athletic history of Porterville. There is interest in using the new stadium as a shared facility for the larger Porterville community. Possible users and activities include: athletics from middle and high schools, marching band, walking track, soccer, lacrosse and track and field.

E


Athletic FIelds and Field House

The athletic fields and field house will be located adjacent to the stadium on the newly acquired south property. The consolidated athletics zone will allow for ease of access to parking, as well greater visibility and connection to the community.

The south property will include a new baseball and softball field with spectator seating, six tennis courts, and a field house for support spaces. The orientation of the fields is optimal for performance.

FIELD HOUSE


The new landscape plan supports and enhances the campus experience by providing spaces for outdoor classrooms as well as areas to study and relax. A series of distinctive landscape programs add natural interest to the campus and create specific experiences that make the campus unique, creating a sense of place for students, faculty, and visitors alike.

The Health Loop encourages movement as a way to relax between classes, elevate the heart rate, and clear the mind. The circular orientation allows for ambulation without moving too far from the classroom areas while layered and colorful planting maintains interest even after several laps of the loop.

A Healing Garden located between the new Allied Health building and the physical therapy field is a peaceful, restorative space. The garden can be designed both as a respite and as a practical counterpart to a health sciences curriculum.

The Arts Patio embodies the nature of the performing arts by opening its doors onto the campus, creating outdoor space adjacent to the arts building for students and faculty to hold

Site Development Projects

events and performances. The arts patio also doubles as a general outdoor space where other disciplines can take part in open-air events to enrich campus life through extracurricular organizations and interest groups.

The Botanical Gardens are a unique opportunity to showcase a diversity in the ecology native and adapted to the Central Valley. A series of paths make their way through rich botanical zones that invite low-water plantings to educate visitors about California’s plants, displaying the beauty of the “golden” landscape and celebrating its character. These gardens occupy a shareable space on campus and become a beloved community destination and resource. The adjoining Amphitheater provides the campus with a flexible resource for both curricular and extra-curricular events. It also functions as a space with which the school can engage the community, during public events.

Productive gardens and a greenhouse are designed to facilitate ongoing college agriculture and botany programs. Possible features include a demonstration garden, orchard, vineyard and additional raised beds for community stewardship and cultivation.

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BOTANICAL GARDENS

PRODUCTIVE GARDENS1

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2018 Facilities Master Plan SITE DEVELOPMENT PROJECTS

Health Loop Healing Garden Arts Patio Botanical Garden Productive Garden

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The landscape development concept was guided by a broad look at the regional climate conditions and human impacts present in this unique thermal belt edging the Central Valley. By identifying several neighboring plant communities from the diverse regional environs, as well as understanding the broader circulation patterns within the Central Valley, the landscape master plan integrates native ecology and support programming across the campus.

The materiality of Porterville College should echo that of the surrounding environment both in color, tone, and scale. A high level view of California’s rolling hills might appear as a simple patchwork of browns and greens, but a closer look gives way to intricate patterns, varied materiality, and a rich and complex network of hues. Through the use of careful materials selection, thoughtful layout, and a strategic, consistent use of color, the campus should reflect this regional character through a lens of scale and tactility.

Landscape Palette

GOALS FOR IMPROVING LANDSCAPE PERFORMANCE

Create Visible Campus Identity

Create Outdoor Learning Environments

Encourage Outdoor Gathering

Redefine “Park-Like” Image

Reduce Water Consumption

Reduce Maintenance Needs

Use “Climate Appropriate” Plants


Natural materials within the regional color palette should be utilized to create comfortable outdoor spaces for students, faculty, staff, and visitors to gather in small, medium and large groups.


California native and friendly species are recommended for

color, low water use and ease of maintenance. Clockwise from

top left: Sesleria autumnalis Aesculus californica

Kalachoe luciae Eriogonum grande rubescens

with Echeveria elegans Melica imperfecta


Canopy trees should be layered with evergreen shrubs and seasonal grasses for year-round beauty that shapes and reveals campus identity. Clockwise from top left: Boutelloua gracilis ‘Blonde Ambition’ Quercus douglasii Leymus condenstatus ‘Canyon Prince’ Callistemon citrinalis ‘Little John’


Phase 1 Allied Health Gymnasium Stadium Baseball Field Softball Field Field House Parking New Road

The FMP recommendations for Porterville College present an overall picture of the future developed campus and includes recommendations for new facilities, the reconstruction of existing facilities, and the improvement of a number of campus-wide sites. While drawings in the plan appear specific, the forms are conceptual sketches that highlight the location and purpose of improvements. The final design of each site and facility project will take place as projects are funded and detailed programming and deign occurs. There will be no displacements, existing building will be retained until the new construction is complete.

Phase 1 includes re-routing College Avenue around the stadium with a new road connects Main Street and Plano at the southern end of campus allowing for an athletic zone. Phase 1 includes scope of work for which there is available funding from the current bond measure and campus capital funds. Projects include those listed on this page.

Implementation Phase 1


2018 Facilities Master Plan FMP PHASE 1

Existing Facilities New Facilities Reconstruction Change of Use

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Phase 2 Tennis Parking and Drop-off Site Improvements

Implementation (cont.) Phase 2The site improvements completed in Phase 1 allows for a new main entry to campus that is given hierarchy with an open plaza that connects the academic core with athletics. It is connected to a drop-off that will be framed by the new student center/services building in the next phase. Six new tennis courts will be located adjacent to the fields on the south property. Phase 2 includes projects listed on this page.




FIELD HOUSE

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Phase 3 is the 2018 Facilities Master Plan recommendations. Projects include completing the gateway to campus with a new Student Center and Services building. Phase 3 also includes the addition of two new academic buildings: Career and Technology (CTE) and Communications and Fine Arts. Moving the Green House and repurposing the existing Trade and Industry and Career Technology buildings to Maintenance and Operations, allows the north part of campus to become an exclusively service zone.

Other new construction projects include the Child Development Center, Green Houses, multi-use field, swimming pool, and support. Site improvements such as parking and new community oriented spaces such as the community gardens, a walking trail, and amphitheater are also a part of this phase. Phase 3 includes projects listed on this page.



Phase 3 Career and Technology (CTE) Central Plan Maintenance and Operations Student Center and Services Academic Center Communications and Fine Arts Child Development Center Green House Multi-use Field Swimming Pool and Support Amphitheater Site Improvements Parking and Circulation

Implementation (cont.) Phase 3 (FMP)


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SCIENCE/MATHEMATICS

ACADEMICCENTER

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SUPPORT

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GREEN HOUSEALLIED

HEALTH

M&OSTORAGE

M&OSTORAGE

STORAGE

CENTRALPLANT

SMARTLAB

LEARNING RESOURCE

CENTER

STUDENT CENTER

GYMNASIUM

FITNESS CENTER

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Phase 4 recommendations have been developed for a long-term horizon, beyond the master plan horizon of 2030. Recommendations include a possible future academic building between Allied Health and the Green Houses and possible new community building at the northeast of campus. Phase 4 includes projects listed on this page.



Phase 3 Career and Technology (CTE) Central Plan Maintenance and Operations Student Center and Services Academic Center Communications and Fine Arts Child Development Center Green House Multi-use Field Swimming Pool and Support Amphitheater Site Improvements Parking and Circulation

Phase 4 Future Academic Building Future Community Building

Implementation (cont.) Phase 4


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ACADEMICCENTER

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SUPPORT

FIELD HOUSE

COMM/FINE ARTS CDC

GREEN HOUSEALLIED

HEALTH

M&OSTORAGE

M&OSTORAGE

STORAGE

CENTRALPLANT

SMARTLAB

LEARNING RESOURCE

CENTER

STUDENT CENTER

GYMNASIUM

FITNESS CENTER


FUTURE COMMUNITY

BUILDING

SCIENCE/MATHEMATICS

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213. 327. 3600

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500 S. Figueroa Street Los Angeles CA 90071 USA

213. 327. 3600 gensler.com

PREPARED BY

Documents

PORTERVILLE COLLEGE... · Carol Brown Administrative Assistant PORTERVILLE COLLEGE ... • Developed a preliminary recommendation for review with the Facilities Planning Committee