1 Campus Master Plan Joliet Junior College February 26, 2008
Dec 18, 2015
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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%
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Other Performance Indicators
Transfer rates to other community colleges500 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
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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.
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Facilities are ImportantOver 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.
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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Dislikes: Parking, smoking, outdated facilities, aesthetically old, form and function.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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Critical Careers
Nursing/Allied Health
Service industries such as hospitality, culinary and automotive
Occupations leading to Bachelor’s Degrees
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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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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
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Campus Master PlanThe Process
• 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
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Steering Committee Members
Susan Block Tony HoustonPete Comanda Sandy MolDick Dystrup Jennifer KloberdanzBob Klein Pam DildayMary Beth Luna Ryan SmithJohn Griffis Judy MitchellPat Van Duyne Jacquelyn Klika
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Campus/Community Survey
LikesNatural AreasOpenness surrounding campusGroundsNatural lightClean buildingsFitness centerModern architectureAccessibility
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Campus/Community Survey
DislikesParkingAestheticsSmokingStudents services spread outNo connection between J and TPoor nursing space; no allied health buildingMonotone color of buildingsBuilding temperatureCity center in disrepairCrowded bridgeUgly restrooms
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Steering Committee Objectives
Natural Areas- preserve
Front Door- clarify
Parking- align with classrooms
Traffic- improve flow
Pedestrian Access- improve throughout
Proposed road- investigate
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Steering Committee Objectives
Campus Center- best locationTemporary Buildings- replaceNursing/Allied Health- need improvementsScience- explore needCulinary- need improvementsLibrary- investigate locationConnectivity- study new bridgeAcoustics- noise reductionPartnerships- explore at City CenterAthletics- improve sitesNorth Campus- explore opportunities
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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% utilizationOverall peak utilization is 62.4%Peak morning utilization is 83%Afternoon/evenings at 55% and 48%Student services over 100%
space half of peers studiedBetter utilization needed through scheduling
in afternoon and evenings
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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
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Campus/Community Feedback
Prefer Town Square
LikesCompact layoutMore parkingCentral front doorAesthetically pleasing
DislikesStill need more parkingPossible negative impact on traffic
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Consensus Master PlanSummary
New front doorCampus center with all servicesLibrary in campus center228,000 additional square footage for academic
career programs23 new classrooms in career areas18 renovated classrooms35 new laboratory spacesFocused satellite campusesRevitalized entries and new landscaping
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Campus Center
• 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
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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
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Necessary Changes
Greenhouses moved to HouboltUtilize 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
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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
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New Health Programs
Dietetic TechnicianMedical Laboratory Technician
Physical Therapy AssistantOccupational Therapy AssistantFitness TrainerMassage TherapyRecreational Therapy
Dental AssistantDental Hygiene
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New Health Programs
Respiratory TherapySurgical Technician
Ultrasound TechnicianMammographyRadiation TherapyComputerized TomographyMRI
Optometry TechnicianAudiology Technician
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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)
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Existing Bridge
Restore most areas to student space
Small theater space at south end of bridgeOpens to new theater lobby
Remove HR offices
Student Activities moved to D-1010
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Fitness Center/G building
• 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
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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
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C Building
• Automotive expanded for body work and diesel engine repair
• Second floor nursing labs renovated to replace vacated classrooms
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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
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City Center
Culinary Arts and Hospitality consolidatedRenaissance center remodeledNew building to northHotel demolished!
15 new Culinary/Hospitality labs and classrooms on first floors
Retain Workforce Services and Adult Education
Partner with private developer to save moneyMixed used development and save money
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Other Sites
No change to Morris Campus; monitor growth
Lease five classrooms at new Bolingbrook facility
No change to Weitendorf Agriculture Center
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Landscaping
Six new entry upgrades
Landscaping around buildings rejuvenated and unified
Natural areas revitalizedRemove invasive species
Restore native plants
Three maintenance zones
Emphasis on native plants
HARPER
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Parking and Site
• 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
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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
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Future Growth
• 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?
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Infrastructure
• Good shape
• No major surprises from Facility Condition Assessment
• Wait to fund J building chiller– Retain place in funding– Prepare for contingencies
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PrioritizationMajor Projects
1. Campus Center/Library-requires new greenhouses, J building remodeling, boiler house expansion, site work
2. Allied Health Building3. Science Expansion and Renovation4. Culinary/Hospitality (City Center)5. Automotive expansion6. Facility Services Building7. Additional Parking8. YMCA Partnership9. LEED Certification, green roofs, solar panels10. Bridge between J and T buildings
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Parameters
Total cost $220 million
Shared responsibility– Students– Community– Private/Not for Profit Sector
Modest amounts
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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
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Student’s Support:
• Campus Center
• Library
• Testing/tutoring
• Childcare
• Relocate displaced classrooms
• Clear temporaries for new parking
• Total cost $57 million
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Detail Budget
• Campus Center/Library $42 million
• Facility Services $5 million
• J Building renovation $3 million
• Greenhouse move $2 million
• Boiler plant expansion $3 million
• Site $2 million
TOTAL $57 million
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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
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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
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Affordability
Tuition and fee total will still be in mid-range of peer colleges
FY 2008 FY 2009Harper $99.00 N/ROakton $84.60 N/RLake County $90.00 N/RElgin $91.00 N/RMoraine Valley $74.00 N/RWaubonsee $75.00 $80.00Triton $66.00 N/RJoliet $76.00 $80.00
Average $81.95 N/A
N/R- data not yet reported
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Community Supports:
• Nursing/Allied Health $45 million
• Science expansion $20 million
• Culinary/Hospitality $15 million
• Automotive expansion $5 million
• New parking/site work $4 million
TOTAL $89 million
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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
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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 11/07/08
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 Measureon 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
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Timing
• November 8, 2008 election
• Bond sale in January 2009
• Ground breaking in Summer 2009
• Buildings completed by Summer 2012
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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
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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
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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
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Summary
• 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
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Thank You!
• 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