Campus Master
Plan
Joliet Junior College
February 26, 2008
1
JJC Performance
Enrollment
District residents may be choosing other colleges:
– Market share is in the bottom third of Illinois Community Colleges
(2002-06)
– High school senior market share below national average (2002-06)
– 2003-06 enrollment (headcount) changes: JJC: -3%, Lewis: 18%,
St. Francis: -17%, Devry: 26%,
Westwood: 35%, all for-profit: 14%
Happening while population of district increased 20%
2
Other Performance Indicators
Transfer rates to other community colleges
500 students per year are choosing other
community colleges
Graduation Rate
JJC Graduation rate: 12% State average: 23%
Minority representation and achievement gap
Student success services are disjointed
3
Facilities are important
“Buildings are a manifestation of what a
college values and what it thinks of its
students”
“Space has an integral role in learning”
Data source: American Association of Community College/American Physical Plant Association survey of college students, published as
The Impact of Facilities on Recruitment & Retention of Students, Facilities Manager Magazine, March/April 2006.
4
Facilities are Important
Over half of students determine if a campus is right for them upon an initial
visit and impression of the campus.
67% assert that quality facilities are essential when choosing an institution
(higher than quality academic advising, prestige, or extracurricular
activities).
66% of students agree/strongly agree that facility conditions are extremely
important in the college choice decision.
Facilities missing from rejected institutions: major facilities, open space,
recreation, technology, and student-friendly space.
Most important facilities to see on a visit: Facilities in a Major, Library,
Classrooms, Technology Facilities, Student Space, & Open Space.
Data source(s): American Association of Community College/American Physical Plant Association survey of college students, published as
The Impact of Facilities on Recruitment & Retention of Students, Facilities Manager Magazine, March/April 2006.
5
Facilities are important
What do JJC students think of our facilities?
Likes: Campus grounds & accessibility.
Dislikes: Parking, smoking, outdated facilities,
aesthetically old, form and function.
Data source: JJC Master Plan Survey, Fall 2007
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Experience at JJC
• Natural areas positive asset
• Send closed messages to students – the
Purple Door effect
• Little room for students to wait for
services, other than in lines
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First Impression
JJC
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J Building Entrance
JJC
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First Interior Impression
JJC
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JJC Front Door
JJC
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Campus Center at DuPage
DUPAGE
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Model Entry Ways
HARPER
HARPER
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HARPER
Admissions
DUPAGE
JJC
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Registration
DUPAGE
JJC
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Financial Aid
MORAINE
VALLEY
JJC
16
Counseling/Advising
MORAINE VALLEY
JJC
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StAR/Disability Support
MORAINE VALLEY
JJC
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Unwelcome Messages at JJC
SERVICE CENTER
FINANCIAL AID
REGISTRATION
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JJC
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Open Space for Students
HARPER
JJC
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Libraries
DUPAGE
MORAINE VALLEY
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JJC Library
JJC
JJC
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Greenhouses
HARPER
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JJC Greenhouse
JJC
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Critical Careers
Nursing/Allied Health
Service industries such as hospitality,
culinary and automotive
Occupations leading to Bachelor’s Degrees
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Allied Health
JJC devotes second floor of C building to Nursing
JJC
JJC
JJC
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Competitor programs
• Allied health buildings exist or are being
rebuilt right now at all surrounding
community colleges
• Most have or are building state of the art
facilities in other career areas
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Model Nursing Space
HARPER
HARPER
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SIM Lab at Harper
HARPER
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Model Dental Hygiene
HARPER
HARPER
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Massage Therapy
HARPER
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Science Labs
HARPER
JJC
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Model Culinary Space
CITY COLLEGE OF CHICAGO
WASHBURNE CULINARY INSTITUTE
at KENNEDY KING COLLEGE
34
Culinary at JJC
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Automotive Lab
JJC
JJC
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JJC Recreational/Open Space
JJC
JJC
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Swimming Pool at DuPage
DUPAGE
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Student Space Taken for Offices
Service Center
Human Resources
JJC
Bridge
D-1010
JJC
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Challenges
• Campus entrance cramped and uninviting
• Enrollment services not consolidated
• No allied health building
– Reject over 200 Nursing and Radiology students
• 34 year old culinary facility
– No dedicated hospitality space
• Cannot teach auto body repair or fix large diesel
engines
• Lack of focus at extended sites
• No room to respond to emerging careers
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Actions to Move Forward
1. Realignment created organizational
foundation for success
2. Strategic plan built with operational
objectives that clearly link actions to
priorities
3. Campus Master Plan that responds to
critical needs at JJC
41
Campus Master Plan
The Process
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Master Plan Steering Committee
Campus survey
Assess strengths and challenges
Evaluate utilization of existing space
Determine space needs
Evaluate three options
Community feedback
Propose consensus master plan
Propose workable financing mechanisms
42
Steering Committee Members
Susan Block
Pete Comanda
Dick Dystrup
Bob Klein
Mary Beth Luna
John Griffis
Pat Van Duyne
Tony Houston
Sandy Mol
Jennifer Kloberdanz
Pam Dilday
Ryan Smith
Judy Mitchell
Jacquelyn Klika
43
Campus/Community Survey
Likes
Natural Areas
Openness surrounding campus
Grounds
Natural light
Clean buildings
Fitness center
Modern architecture
Accessibility
44
Campus/Community Survey
Dislikes
Parking
Aesthetics
Smoking
Students services spread out
No connection between J and T
Poor nursing space; no allied health building
Monotone color of buildings
Building temperature
City center in disrepair
Crowded bridge
Ugly restrooms
45
Steering Committee Objectives
Natural Areas- preserve
Front Door- clarify
Parking- align with classrooms
Traffic- improve flow
Pedestrian Access- improve throughout
Proposed road- investigate
46
Steering Committee Objectives
Campus Center- best location
Temporary Buildings- replace
Nursing/Allied Health- need improvements
Science- explore need
Culinary- need improvements
Library- investigate location
Connectivity- study new bridge
Acoustics- noise reduction
Partnerships- explore at City Center
Athletics- improve sites
North Campus- explore opportunities
47
Existing Conditions
Original versus actual front door and center
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Actual Front Door and Center
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Existing Conditions
Growth of district
Development zones
Entry experience
Landscaping
Student Spaces
Space Utilization
Infrastructure conditions
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Utilization
Benchmark is 65% utilization
Overall peak utilization is 62.4%
Peak morning utilization is 83%
Afternoon/evenings at 55% and 48%
Student services over 100%
space half of peers studied
Better utilization needed through scheduling
in afternoon and evenings
51
Key Findings
• JJC needs a “front door”
• Student services must be centralized and easily
accessible at the center of campus
• The center of campus is between A and C
buildings
• Growth over the next thirty years will occur to the
south and west of main campus
• Current space cannot be modified for career
programs such as health and culinary
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Key Findings
• Existing space must be better scheduled for
general education classes
• The campus should be attractive and inviting
• Landscaping well maintained but not defined
• Student space is important and should be open
• Parking inventory must match demand
• Campus roads require better navigation
53
Three Options
Bridge Scheme
Front Lawn
Town Square
Extended Campus options
54
Campus/Community Feedback
Prefer Town Square
Likes
Compact layout
More parking
Central front door
Aesthetically pleasing
Dislikes
Still need more parking
Possible negative impact on traffic
55
Consensus Master Plan
Summary
New front door
Campus center with all services
Library in campus center
228,000 additional square footage for academic
career programs
23 new classrooms in career areas
18 renovated classrooms
35 new laboratory spaces
Focused satellite campuses
Revitalized entries and new landscaping
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Current Front Door
JJC
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New Front Door
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Campus Center
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Located between A and C
All services centralized on first floor
Library on second floor
Student testing and tutoring in Library
B building incorporated into campus center to
save funds
• Childcare on first floor
• Administrative offices on second floor
• Connect A and C buildings
59
Benefits
– Inviting first impression
– Central location
– Double space for Admissions, Financial Aid,
Career Counseling, Multicultural Student
Development
– Quadruple space for Counseling and Advising
– Keeps library, bookstore and cafeteria close
– Greater access to parking
60
Necessary Changes
Greenhouses moved to Houbolt
Utilize old farmstead
Horticulture plants moved to new facility
“Temporary” buildings removed!
Four classrooms transferred to other buildings
New Facility Services building north of J
building
61
Nursing/Allied Health
• New building north of T building
• Allows access to other academic and
student services
• Expands Nursing, Radiology and other
health programs
• Adds new programs and certificates
62
New Health Programs
Dietetic Technician
Medical Laboratory Technician
Physical Therapy Assistant
Occupational Therapy Assistant
Fitness Trainer
Massage Therapy
Recreational Therapy
Dental Assistant
Dental Hygiene
63
New Health Programs
Respiratory Therapy
Surgical Technician
Ultrasound Technician
Mammography
Radiation Therapy
Computerized Tomography
MRI
Optometry Technician
Audiology Technician
64
New Health Certificates
Gerontology
Home Health
Asian Medicine
Aesthetics (Skin Care)
Angiography
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J Building
-New enclosed bridge connecting T and J building
-First and Second floors converted to classrooms
-Fine arts studios, labs and classrooms on third
floor
-Student Gallery in old Bookstore space
-LSTS consolidated on second floor
-Cafeteria space retained for conference/meeting
rooms (connected to T building)
66
Existing Bridge
Restore most areas to student space
Small theater space at south end of bridge
Opens to new theater lobby
Remove HR offices
Student Activities moved to D-1010
67
Fitness Center/G building
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Partnership with YMCA
100,000 square foot facility
Larger fitness center
Competition sized gymnasiums
Swimming pools
Family programs
New competition and practice fields
New tennis courts
Athletic administration
Previous fitness center returned to student space
Police Department expanded into G building first floor
Current Gymnasium retained
68
E Building
• Addition to south of building
• 8 additional classroom/laboratories
• $500,000 to remodel each of the existing
science labs
• Will not be a “gut” rehabilitation
69
C Building
• Automotive expanded for body work and
diesel engine repair
• Second floor nursing labs renovated to
replace vacated classrooms
70
North Campus
• North Campus returned to full service
• New focus on large senior market in
Weber Rd. corridor
• Community Library on 135th St. north of
campus
• Compatible development on 20 acres west
of campus
• Funds devoted to North campus
71
North Campus
72
City Center
Culinary Arts and Hospitality consolidated
Renaissance center remodeled
New building to north
Hotel demolished!
15 new Culinary/Hospitality labs and classrooms
on first floors
Retain Workforce Services and Adult Education
Partner with private developer to save money
Mixed used development and save money
73
City Center
74
Other Sites
No change to Morris Campus; monitor
growth
Lease five classrooms at new Bolingbrook
facility
No change to Weitendorf Agriculture Center
75
Landscaping
Six new entry upgrades
Landscaping around buildings rejuvenated
and unified
Natural areas revitalized
Remove invasive species
Restore native plants
Three maintenance zones
Emphasis on native plants
76
HARPER
Lake
HARPER
HARPER
JJC
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Parking and Site
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Widen Centennial Drive
Greenway to campus center
Retain existing entry/exit roads
New inner ring road and service drive
Reorient existing parking lots for safety and more spaces
Two new parking lots
Paths connecting Arboretum, Lake, Natural Areas,
Forest Preserve bike path and I&M canal trail
• Outdoor porches in courtyard
• Activity space in courtyard such as graduation
78
Other
Bridge to somewhere
79
Sustainability
• Green roofs planted on bridges
• LEED certification for new buildings
• Alternative energy used such as solar and
geo-thermal
• Permeable parking lots and pavement
• Sustainability educational path
• Improved lake and storm water management
• Native, drought resistant plantings
80
Green Roof
81
Future Growth
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Plan allows for growth through 2015
Requires better utilization of buildings
Dedicate vacated space for classrooms
Parking sufficient with two new lots
Parking may need to expand into open
areas and reduce parking space size after
2015
• Parking decks?
82
Infrastructure
• Good shape
• No major surprises from Facility Condition
Assessment
• Wait to fund J building chiller
– Retain place in funding
– Prepare for contingencies
83
Prioritization
Major Projects
1.
Campus Center/Library
-requires new greenhouses, J building remodeling, boiler
house expansion, site work
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Allied Health Building
Science Expansion and Renovation
Culinary/Hospitality (City Center)
Automotive expansion
Facility Services Building
Additional Parking
YMCA Partnership
LEED Certification, green roofs, solar panels
Bridge between J and T buildings
84
Financing the Plan
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Parameters
Total cost $220 million
Shared responsibility
– Students
– Community
– Private/Not for Profit Sector
Modest amounts
86
Shared Responsibility
87
Finance Strategy
1. Students support student services
2. Residents support creation of jobs
3. Private and not for profit sector partner to
build amenities and save costs
88
Student’s Support:
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Campus Center
Library
Testing/tutoring
Childcare
Relocate displaced classrooms
Clear temporaries for new parking
Total cost $57 million
89
Detail Budget
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Campus Center/Library
Facility Services
J Building renovation
Greenhouse move
Boiler plant expansion
Site
TOTAL
$42 million
$5 million
$3 million
$2 million
$3 million
$2 million
$57 million
90
Tuition Backed Borrowing
• Tuition increase of $13 per credit hour
would be required
• Can creatively use savings from retiring
debt
• Layer new debt over existing debt
91
Tuition Backed Borrowing
• Two dollar increase in each of the next four
years
• Two dollar increase needed for operations in
2011
• 20 year debt certificate
• Debt sale as early as June
• Horticulture relocation by September
• Groundbreaking by December
• Completion by 2011
92
Affordability
Tuition and fee total will still be in mid-range of peer colleges
Harper
Oakton
Lake County
Elgin
Moraine Valley
Waubonsee
Triton
Joliet
FY 2008
$99.00
$84.60
$90.00
$91.00
$74.00
$75.00
$66.00
$76.00
FY 2009
N/R
N/R
N/R
N/R
N/R
$80.00
N/R
$80.00
Average
$81.95
N/A
N/R- data not yet reported
93
Community Supports:
Academic programs
Job growth
Institutional sustainability
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Community Supports:
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Nursing/Allied Health
Science expansion
Culinary/Hospitality
Automotive expansion
New parking/site work
TOTAL
$45 million
$20 million
$15 million
$5 million
$4 million
$89 million
95
Referendum
• No increase in the total tax rate
• Residents pay more only if values
increase
96
Why Last Referendum Failed
• Proposed tax rate increase
• No shared responsibility
• No acknowledgement of taxpayer attitudes
towards higher education
• Too large at $251 million
• Not focused on high-demand labor market areas
• Growth focus
• Campaign/Lack of targeting
97
Referendum Success
• No increase in total tax rate
• Modest dollar amount
• Referendum to create jobs, not respond to
growth
• Will create 8,000 jobs from new programs
and construction
• Sufficient time for campaign
• Presidential election turnout likely to be
high; 81% success rate in 2004
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Calendar for a Successful Referendum
07/08/08
08/05/08
08/19/08
08/26/08
09/02/08
09/16/08
09/30/08
10/07/08
10/24/08
11/04/08
ESTABLISH NEED FOR THE BOND ISSUE
Prepare Building Plans
Obtain Professional Assistance
Involve Key Community Leaders and Citizen Support Staff
Disseminate Information to Constituents
Devise Financing Approaches to Incorporating Tax Effects
Build Board and Community Consensus
Determine Ballot Language
PREPARE FOR THE ELECTION
Devise Best Method to Organize and Staff the Election Effort
Develop a Citizen Committee(s) for Marketing and Public Relations Efforts
Research Voter Trends, Turnout and Voting Records
Conduct Pre-Election Pool and Surveys
Target Specific Voters in a Registration Drive
Develop a Referendum Theme
Prepare Campaign Literature
WORKING THE CAMPAIGN
Pass Required Board Resolution Prior to September 2, 2008 to Place the Measure
on the November 4, 2008 Ballot
Certify Resolution by the Local Election Official Prior to September 4, 2008
County Clerk Publishes Election Notice Between October 4 and October 24, 2008
County Clerk Posts Copy of Election Notice at its Office No Later Than October 24, 2008
District Posts Copy of Election Notice at its Office No Later Than October 24, 2008
Obtain Media Support
"Kick-off" the Campaign with a Highly Publicized Event
Monitor Staff's Door-to-door Efforts of Precinct Coverage
Follow-up with Voter Registration and Absentee Ballots for Potential YES Voters
ELECTION DAY
Establish Phone Banks
Establish Poll Watchers
Question Voters Prior to Entering the Polls for a Response on Referendum
Update Polling Four Times Daily for Number of Voters Voting YES
Get Out the YES Vote
Monitor Polls and Elections
POST ELECTION DAY
Celebrate with a Post Election Party and Thank All Workers and Voters
Review the Correlation Between Projected Votes and Actual Votes
Update Voter Lists and Prepare for Next Election
Begin Process for the Bond Issue
99
11/07/08
Timing
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November 8, 2008 election
Bond sale in January 2009
Ground breaking in Summer 2009
Buildings completed by Summer 2012
100
Partnerships
• YMCA/JJC Partnership
• Total cost up to $30 million
• Capital costs funded through donations,
grants, and contributions
• Operating costs through memberships
• Potential bond sale
• Groundbreaking 2010; completion 2011
101
Partnerships
• City center high rise and renovation
• Total cost $30 million
• Funds from TIF, City of Joliet, leases,
grants, other
• $15 million from referendum will be JJC
share
• Begin Spring 2009
102
Other Items
• Bridge funded with donation ($5 million)
• Paths funded with grants, state funding
• Sustainability elements funded with grants
and creative financing such as energy
contracts or tax credits
103
Summary
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Inviting and reinvigorated campus
220,000 of added instructional space
8,000 jobs created over 10 years
Enrollment and retention increased (market
share) by improving services
• 37 new or renovated classrooms and
laboratories
• Modest finance plan with shared responsibility
• JJC becomes college of first choice
104
Thank You!
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Steering Committee
Darlene Boyle and Mary Cwikla
Geoff Rusch and Jeff Fisher
Architectural Team of Legat, JJR, KLOA
Finance support from PMA
Institutional Research
Entire campus community for their
feedback
105
Questions
106