STC Master Plan - Final.indd

Transcription

SOUTH TEXAS COLLEGE
DISTRICT-WIDE
CT-W
WIDE CAMPUS
CAMPUS EXPANSION MASTER PLAN
April 2010
SOUTH TEXAS COLLEGE
Prepared by:
DISTRICT-WIDE
CT-W
WIDE CAMPUS
CAMPUS EXPANSION MASTER PLAN
Freese and Nichols, Inc.
4055 International Plaza, Suite 200
Fort Worth, Texas 76109
(817) 735-7300
www.freese.com
April 2010
table of contents
Table of Contents
Executive Summary
Acknowledgements .................................................. 8
Purpose .................................................................... 9
Process ..................................................................... 10
Demographics/Enrollment
Mid Valley Campus
Introduction
Vision: A better quality of life for our communities
Technology Campus
Introduction ............................................................. 41
Data Gathering/Summary of Issues ......................... 42
Existing Conditions ................................................... 43
Campus Analysis ....................................................... 44
Recommendations .................................................... 45
Background ............................................................... 13
Summary of Enrollment Projection Methodology .... 13
Utilization of Classrooms and Labs ........................... 16
Space Projections ..................................................... 17
Space Projections by Campus ................................... 18
Introduction ............................................................. 49
Campus Analysis ....................................................... 52
Pecan Campus
Starr County Campus
Introduction ............................................................. 24
Campus Analysis ....................................................... 27
Introduction ............................................................. 57
Campus Analysis ....................................................... 60
Nursing and Allied Health Campus
Cost Estimate
Introduction ............................................................. 33
Campus Analysis ....................................................... 36
Estimate Clarification ............................................... 65
Cost Summary and Indirect Cost Breakdown ........... 66
District-Wide Campus Master Plan Summary .......... 72
DISTRICT-WIDE CAMPUS EXPANSION MASTER PLAN
South Texas College
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Executive Summary
executive summary
Executive Summary
The 2010 District-Wide Campus Expansion Master Plan will guide campus development for the next 10 years on all five of South Texas College
(STC) campuses. The master plan provides a vision for the campuses’
physical environment to promote and support the academic values and
goals of the College, while addressing enrollment and space needs.
The planning process was highly interactive, resulting in significant
consensus and support from a wide range of constituency groups.
Participation in the planning process was encouraged by the president,
Dr. Shirley Reed, and key campus leadership to various campus users in
order to develop a plan accepted and shaped by everyone’s input.
Process
The planning team approached the master plan project through a
systematic process comprising Mobilization, Data Gathering, Analysis,
Review, and Recommendations.
In the Mobilization Phase, the planning team coordinated with STC to
prepare schedules and milestones.
higher education. The key campus planning principles implemented in
campus designs were:
• Establish a sense of reception and arrival
▫ Each campus should have a “front door” and welcoming campus wayfinding.
The Data Gathering Phase included a Web-based questionnaire and interview sessions with the Master Planning Steering Committee, Board
of Trustees, campus coordinators, campus key leaders, Board Facilities
Committee, planning and construction, and security departments. The
planning team also collected site data, enrollment trends, space utilization, and previous reports and plans.
• Provide strong pedestrian connections and visual corridors through
campus
During the Analysis/Review Phase, the planning team developed a
thorough understanding of the opportunities, constraints, strengths,
and weaknesses of STC’s current status. The information gathered
from surveys, interviews, requested information, and campus site visits
served as a foundation for data analysis. The analyzed data was used
to formulate recommendations for the master plan.
• Establish edges and boundaries
In the Recommendation Phase, the planning team refined the concept
plans to develop the final master plan recommendations. Narratives,
graphics and sketches, cost estimates, and implementation strategies
were then developed to support the plan. Next, a three-phase implementation approach was developed for the final document.
Planning Principles
The planning team utlized a series of planning principles to formulate
the plan. These principles helped develop a master plan that will sustain and strengthen STC’s position of providing quality programs and
▫ Physical and visual connections should enhance open space and facilitate movement.
• Create a “loop” road where possible
▫ Pedestrian/vehicular conflicts should be reduced by directing vehicular
traffic to the edge of campus.
▫ The edges of campus should be clearly delineated and well-defined to
create an identifiable campus boundary.
• Locate parking on campus edges
▫ Parking along the outer perimeter should allow the interior of campus
to develop as a pedestrian-friendly space.
• Consider iconic landmarks to create campus identity
▫ Landmark element should identify campus and create a gathering
space for students and visitors.
These planning principles are visible in each campuses’ conceptual
design.
Recommendations
STC’s future plans and strategies will rely on recommendations outlined in the master plan. Because STC’s campuses, facilities and utilities
are fairly new in most cases, the master plan focused on enrollment
growth and resulting facility needs. Each campus features new construction and physical enhancements to meet enrollment increases and
space needs to the year 2020, and addresses the planning principles
established for each campus.
The final master plan is the reflection of countless hours of collaboration with STC staff, administration, Board, and users. The master plan
reflects several important campus recommendations to be implemented in a three-phase approach on each campus. There is flexibility in
the plan to allow progress to be made in a future climate of change and
uncertainty.
There were several district-wide recommendations in the master plan
addressed on all five campuses: expanded parking, landscape enhancements, well-defined entries, and new facilities in all three phases.
During the next 10 years, recommended new facilities on all five campuses include: 10 new academic/classroom buildings, four student
service/activity expansions, two health professions and science centers,
nursing and allied health expansions, technology campus expansion
and institute for advanced manufacturing, logistical support center expansion, child-care center, two library expansions, cultural arts center,
performing arts center, library renovation and a college administration
building. A pedestrian bridge and new campus entry is also recommended on the Pecan Campus.
In all new campus developments, pedestrian malls will be maintained
and created in respect to existing campus axes. An expectation for
green campus sustainability in all future endeavors is also recommended. Whether for new or renovated facilities or campus-wide energy
saving initiatives, it is recommended that STC continue to move toward
campus sustainability principles and goals.
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executive summary
Conclusion
The master plan is an instrument for future decision making. These
recommendations do not establish an exact implementation schedule,
but establish a benchmark to meet changing conditions and available
resources. Project cost estimates are provided to allow STC to make
implementation decisions based on needs, timing, and funding. As
each project is planned, detailed programming and site-specific strategies will need to be initiated for implementation.
The master plan should be considered a dynamic “living document”
that provides the framework to meet the changing needs of STC. We
recommend a periodic update and review be performed every two to
three years or at the end of each major implementation phase to ensure that the direction of the plan remains consistent with the goals of
STC not only today, but well into the future.
New Classroom Building I - North Side
Pecan Campus
Technology Campus Expansion and Institute for Advanced Manufacturing
Nursing and Allied Health Campus Expansion - Nursing and Allied Health Campus
Starr County Campus
New Classroom Building and Technology and Workforce Center Expansion
Mid-Valley Campus
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Introduction
introduction
Acknowledgements
Master Planning Steering Committee
Dr. Shirley A. Reed, President
South Texas College
Diana A. Pena, Vice President for Finance and Administrative Services
South Texas College
Juan E. Mejia, Vice President for Academic Affairs
South Texas College
Dr. Ali Esmaeili, Associate Dean, Bachelor Programs and University Relations, Interim Division Dean, Developmental Studies, and Interim Dean
Math and Sciences Division
South Texas College
Paul Hernandez, Dean of Student Support Services
South Texas College
Kimberly McKay, Interim Dean, Enrollment Management
South Texas College
William Serrata, Vice President for Student Affairs and Enrollment Management
South Texas College
Mike Shannon, Interim Associate Dean of Student Life and Wellness
South Texas College
Jose Cruz, Jr., Vice President for Information Services and Planning
South Texas College
Dr. Brenda Cole, Director of Institutional Research and Analytical Services
South Texas College
Geraldo Rodriguez, Assoc. AIA, Director of Facilities Planning and Construction
South Texas College
Arnold Gonzalez, Chief Information Officer
South Texas College
Mario Reyna, Dean
Technology Campus Coordinator-South Texas College
Gary Gurwitz, Vice-Chair, Board of Trustees and Chair of the Board Facilities Committee
South Texas College
Monte Churchill
Mid-Valley Campus Coordinator-South Texas College
Ruben Saenz
Starr County Campus Coordinator-South Texas College
Melba Treviño, Interim Dean
Nursing and Allied Health Campus Coordinator-South Texas College
Cody Gregg, Director of Instructional Technologies and Interim Associate Dean
of Library Services
South Texas College
George McCaleb, Director of Operations
South Texas College
Wanda Garza, Executive Officer for the North American Advanced Manufacturing Research and Education Initiative
South Texas College
Anahid Petrosian, Assistant to the Vice President of Academic Affairs
South Texas College
Dr. Margaretha Bischoff, Division Dean, Liberal Arts and Social Sciences
South Texas College
Mike Allen, Chair, Board of Trustees
South Texas College
Rose Benavidez, Member
District 1 - Representing Starr County
Oscar Longoria, Jr., Member
District 2 - Representing La Joya, Western Mission, Palmview, Sullivan City, Penitas and Western Alton
Dr. Alejo Salinas, Jr., Member
District 5 - Representing North West Hidalgo County,
Edinburg, North San Juan and Northeast Pharr
Roy De Leon, Member
District 7 - Representing North East Hidalgo County, North
Weslaco, Edcouch-Elsa, La Villa, North Mercedes, Northeast Alamo, Northeast Edinburg and Hargill
Planning Team
Alfred Vidaurri, AIA, AICP, Principal-in-Charge
Wendy Shabay, AICP, Project Manager
Shad Comeaux, Assoc. AIA, Project Planner
Mark Trance, LEED AP, Sketches/Graphics
Other College Representatives
Amelia Potee, LEED AP, Graphics
Rick de la Garza, Project Manager
Facilities Planning and Construction - South Texas College
Claudio Branch, 3D Graphics/Visualization
Board of Trustees
Mike Allen, Chair
District 3 - Representing South McAllen, South West Pharr, Hidalgo,
Sharyland, Southeast Mission and Granjeno
Gary Gurwitz, Vice-Chair
District 4 - Representing North McAllen, Northwest Pharr, Palmhurst
and Northeast Mission
Jesse Villarreal, Secretary
District 6 - Representing Donna, South Alamo, South San Juan,
South East Pharr, South Weslaco and Progreso
Sub-Consultants
Jack Joyce, AIA, Chief Operating Officer
Facility Programming and Consulting
Nicholas Arnold, Facility Programmer
Facility Programming and Consulting
Claude Eudaric, President, Cost Estimator
Apex Cost Consultant, Inc.
Brent Pilgrim, LEED AP, Project Manager
Beck Technology
Rebekah Cazier, Project Coordinator
Beck Technology
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introduction
Introduction
South Texas College (STC) is a world-class comprehensive institution
of higher learning providing premier educational and workforce programs and services in response to the needs of the region. Established
in 1993, STC serves Hidalgo and Starr Counties with campuses located
in McAllen, Weslaco and Rio Grande City, Texas. In its short history, STC
has become a nationally-recognized and award-winning institution of
higher learning, and has earned numerous recognitions for the number
of degrees awarded, the quality of the programs, and the many special
initiatives to improve the success of the students. STC is also noted for
its leadership development program, inspiring students to lead through
engagement with the community and service projects that bring positive change for the people of the Lower Rio Grande Valley.
With five campuses and approximately 27,000 students district-wide,
the South Texas College District has experienced unprecedented
growth in its 16-year history. STC currently owns 248.04 acres and approximately 1,330,535 square feet of facilities inventory district-wide.
While student enrollment has grown on all five STC campuses, four
campuses are in desperate need of additional facilities and expansion
to accommodate current space deficits. Furthermore, demographic
projections and trends indicate enrollment will continue to increase on
each of the five campuses. Therefore, this master plan evaluates the
College District and its needs today, as well as addressing future needs
and how best to grow STC in a planned, organized manner.
Purpose
The purpose of this master plan is to provide a framework for STC to
make informed decisions, manage growth in an orderly fashion, and
guide the physical evolution of its campuses. It will serve as a guide for
future planning as STC continues to build on the already established
foundation of serving as a dynamic, world-class, higher education
institution in a rapidly growing region of Texas. This plan is a working
document designed to provide a baseline for current and future development of the built environment and is intended to provide STC assistance in prioritizing capital improvement projects over the next decade.
South Texas College District Campuses
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introduction
Process
The planning process consisted of five interrelated phases of work which
began in September 2008. These phases were: Mobilization; Data Gathering; Analysis; Review; and Recommendations (See key task in Figure 1).
Meetings/Reviews
Key Tasks
Figure 1 - Master Plan Process
Mobilization
Data Gathering
Analysis
Review
Recommendations
• Steering committee established
• Scope defined
• Web site created
• Campus site visits
• Space needs assessment
• Demographic and enrollment projections
• Building assessments and walkthroughs
• District-wide issues/needs
•
•
•
•
•
• Concept plans verified
• Cost estimates
• Preparation of master plan document
•
•
•
•
• Steering Committee meeting
• Campus coordinator meetings
• Campus key leaders and program
chairs meetings
• Board Facilities Committee meetings
• Planning and Construction Department meeting
• Security Department meeting
• Advisory Committee meetings
• Data gathering summary and enrollment projections meeting
• Staff meeting to review planning
concepts, demographics and enrollment
• Board meeting to review planning
concepts, demographics and enrollment
• City staff meeting and new campus
site survey
• Master planning workshop Lego© block charette
• Cost estimating workshop
• Board meeting to review draft recommendations and cost estimates
“Kick-off ” meeting
Presentation of project scope
Outline of key meetings
Selected departmental interviews
with FPC
Planning principles established
Campus analysis maps
Concept plans developed
Concept plan alternatives
Demographic and enrollment verification
Mobilization
Data Gathering
During the Mobilization Phase, the Master Planning Steering Committee was established to review and approve the ongoing progress of the
master plan.
During the Data Gathering Phase, the planning team collected and
compiled a large amount of data to provide the background information necessary to adequately assess the five campuses. Site data,
facility assessments, previous enrollment trends, photographs, and
previous reports were collected. The team also conducted campus
walk-throughs and numerous interviews during this phase.
A kick-off meeting was held at the start of the project to discuss plan
content, project schedule, and deliverables. A Web site was created as
a means of communication between the college and the public. Meeting notes, schedules, a draft plan, and final plan are available on the
Web site. The web site was also used to receive interactive comments
through an online questionnaire/survey from faculty, staff and students.
Interview Sessions
Interviews were held with the Master Planning Steering Committee,
Board of Trustees, campus coordinators, campus key leaders, Board
Facilities Committee, planning and construction, and security departments. The sessions were typically an hour long, and focused on
understanding the perspective of the group concerning existing cam-
pus conditions. The interview sessions also concentrated on receiving
feedback on future needs and visions for the college and its campuses.
Approximately 30 interview sessions took place over several days in
October 2008.
Demographic, Enrollment, and Utilization Interviews
Facility Programming and Consulting (FPC), a sub-consultant of Freese
and Nichols, Inc. conducted several interviews and workshops with key
leadership on all five of STC’s campuses. FPC held over 20 interviews
over a four-day period to collect vital information and statistics that
helped in determining current and future demographics, enrollment,
and utilization of space for the college district.
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10
introduction
Questionnaires
An online questionnaire was used to receive more detailed comments
about campus facilities and environment, parking and signage, and
campus circulation from faculty, staff and students. A total of 215
questionnaires were completed with specific comments regarding the
master plan. (See Data Gathering Summary Report for questionnaire/
survey results.)
Various Data Gathering Meetings
Analysis
During the Analysis Phase, the planning team examined all five campuses to better understand existing conditions, opportunities and
constraints of the campus environments. Analysis maps were created
to visualize existing conditions and provide guidance for recommendations. The planning team also developed conceptual plans for each
campus and presented them to the Master Planning Steering Committee, staff and Board of Trustees.
Data gathering and walk-throughs of selected departments were conducted.
Key campus leadership gathered on several occasions to provide input.
Master Planning Workshop - September 23, 2009
Master Planning Workshop - Interactive Lego© exercise
Review
A one-day charette was held during the Review Phase with key campus leadership to help determine phase one priority projects on each
campus. This was an interactive workshop to determine facility sizes
and locations. During this phase, concept plans were revised and used
to develop the rest of the master plan recommendations.
A cost estimating workshop was conducted and led by Apex Cost Consultants in Freese and Nichols’ Fort Worth office, along with STC representatives to discuss various items associated with future facilities.
The goal of this workshop was to gain a better understanding of local
trends, construction cost, and building materials to help the estimating
team project the estimated costs of improvements.
Recommendations
During the Recommendations Phase, the planning team presented
the final master plan. Cost estimations and phasing strategies, along
with necessary graphics and narratives were included to give clarity of
purpose, and to assist the administration in generating support for the
plan. The final master plan document was prepared and printed for
distribution.
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Demographics/Enrollment
demographics/enrollment
Background
In order to accurately project facility needs for the future, the planning
team must fully understand the demographics of the community and
projected enrollment of the college. A comprehensive study was conducted to determine population projections, capture rates, utilization,
and enrollment projections. The enrollment and space requirements
provided the foundation for future “building blocks”. The study projection covers years 2008 through 2020 (See Figure 2).
Process
Potential campus enrollment as well as space requirements were examined through data collection and analysis, on-site interviews, and building walk-throughs.
The first topic to be addressed was enrollment, with a thorough examination of historical data, trends and planned new initiatives and programs in each area of study. Utilization of classrooms and class laboratories was then studied, with heavy emphasis on performance of other
similar institutions. Using historical data from other similar institutions,
a target ASF/FTE was agreed upon by STC, and calculations were based
on the projected FTEs. Data elements which were analyzed to complete this phase of the master plan are as follows:
• Demographics
• Enrollment Data for each campus
• Library Data for each campus
• Class Schedule for each campus
• Facilities Inventory for each campus
Summary of Enrollment Projection
Methodology
The following is a summary of the methodology used to develop the
enrollment projections for STC. For a more detail explanation, please
refer to the Appendix (separate supplemental document). The methodology included the following steps, all of which were undertaken in
communication with STC staff.
1. Research long-range population projections for Hidalgo and Starr
counties at the Texas State Data Center (TSDC).
2. Enhance the population projections with more current, specific
data from Environmental Systems Research Institute (ESRI).
3. Develop capture rates (percentage of population that attends
STC) based on historical data from STC and annual estimates from
ESRI.
4. Develop likely scenarios for overall STC enrollment to 2020.
5. Use the Texas Higher Education Coordinating Board (THECB) projection as a scenario. In this case it was used as the “low” scenario, as it projected the most conservative enrollment for STC.
6. Develop individual campus enrollment projections based on population projections and capture rates impacted by newly planned
programs developed by the academic team.
7. Incorporate Distance Learning and Dual Education projections.
8. Review a “balanced growth” scenario to explore a more equal
distribution of students at each campus. This idea is not recommended, as the logistics of re-balancing enrollment would be
very difficult.
9. Consider a new campus when Pecan enrollment is approximately
15,000 students, its estimated capacity.
Figure 2
TOTAL SOUTH TEXAS COLLEGE DUPLICATED HEADCOUNT/ENROLLMENT PROJECTIONS TO 2020
2008 STC Geographic Catchment Areas
Eastern Hidalgo County
Central Hidalgo County
Western Hidalgo County
Starr County
STC Total Population Age 18-64
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
88313 91570 94827 98403 101979 105555 109131 112707 116283 119859 123435 127012 130588 134164 137740
244384 252931 261477 270707 279936 289166 298395 307625 316855 326084 335314 344543 353773 363003 372232
66654 69145 71636 74346 77056 79766 82476 85187 87897 90607 93317 96027 98737 101447 104158
34629 35523 36417 37343 38268 39194 40119 41044 41970 42895 43821 44746 45672 46597 47523
433980 449168 464357 480798 497239 513681 530122 546563 563004 579446 595887 612328 628770 645211 661652
Numerical Annual %
Change
Change
2008-2020 2008-2020
42913
3.8%
110755
3.5%
32522
3.8%
11105
2.5%
197295
3.5%
Campus Enrollment
Geographic
Mid-Valley Campus (Eastern Hidalgo)
Pecan Campus (Central+Western Hidalgo)
Starr County Campus (Starr County)
2908
9570
1088
2947
9816
1002
2916
10379
1040
3041
10869
1114
3167
11461
1150
3295
12068
1187
3423
12689
1225
3553
13324
1262
3683
13974
1301
3815
14638
1339
3948
15317
1378
4082
16010
1418
4217
16717
1458
4353
17440
1498
4490
18176
1539
1574
7797
499
4.5%
6.3%
4.0%
Non-Geographic
Nursing-Allied Health Campus
Technology Campus
1295
955
1445
961
1632
949
1757
993
1886
1037
2021
1082
2159
1128
2302
1174
2450
1221
2603
1269
2760
1317
2922
1366
3088
1416
3259
1467
3434
1518
1802
569
9.2%
5.0%
Distance Learning
Dual Enrollment
2506
4731
2833
5972
3407
7357
3932
8634
4378
10021
4862
10325
5371
10629
5914
10934
6532
11238
7160
11542
7793
11846
8410
12150
9075
12454
9785
12758
10516
13062
7109
5705
17.4%
6.5%
629
405
500
0
0
0
0
0
0
0
0
0
0
0
0
STC TOTAL Duplicated Enrollment
23682
25381
28180
30340
33102
34839
36623
38463
40399
42366
44359
46357
48425
50559
52735
24555
7.3%
STC TOTAL Un-Duplicated Enrollment
18701
20381
22467
23755
25380
27036
28758
30680
32785
34727
36660
38647
40864
43089
45371
22904
8.5%
Other
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Summary of Duplicated Enrollment Projections
The population age 18-64 shown in the chart (Figure 2) represents geographic summaries based on census tract projections by ESRI Business
Information Solutions.
Figure 3
Capture rates for Nursing and Allied Health and Technology Center
are based on STC population 18-64 and adjusted based on projected
growth rates from actual and proposed department programs per the
academic team. New program offerings are a key to higher capture
rates at NAH and Technology campuses.
Mid-Valley, Pecan and Starr County Campus enrollment projections are
based on projected growth rates from actual and proposed department
programs per the academic team.
Total projected unduplicated enrollment for STC considers calculated
capture rate trends from 2000 to 2008, projected capture rate trends
to 2020, and applies capture rates to the projected 18-64 population of
the District. This is the number reported to THECB and is the published
enrollment for the District (See Figure 3).
Regions which largely contributed to STC’s student enrollment were identified, and their population (age groups of 18-64), economic, educational, and social trends
were further researched.
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Potential New Campus
With the history of rapid student growth over the last several years,
STC may need to consider a new campus in the future located in Hidalgo County. The Technology Campus will reach land capacity in 2013,
with Pecan Campus reaching its land capacity in 2014/2015. Between
these two campuses, after they reach their capacity there will be a
deficit of approximately 270,000 GSF. The Nursing and Allied Health
Campus will reach capacity in 2011. However, STC is working with the
City of McAllen for a potential purchase of additional land adjacent to
the campus that would eliminate the space deficit.
Figure 4
In order to plan for a potential new campus in the future, the planning
team conducted a preliminary study on possible locations for the new
campus. Originally, there were six locations selected in general high
growth areas in Hidalgo County (See Figure 4). After discussions with
STC’s Board of Trustees, potential new campus locations were narrowed to three: EC (Alamo/Donna area), NC (Edinburg/I-69 area) and
NNW (Alton area).
The planning team did not rank potential campus locations, but suggested that a detailed engineering study be done using similar criteria
listed in the chart in Figure 5 to assist in the future selection process.
Capacity deficits of Technology, Pecan, and Nursing and Allied Health
campuses could also be accommodated at Mid-Valley and Starr County
campuses until a new campus becomes economically feasible.
Figure 5
New campus locations were centered around future growth tracts in Hidalgo County.
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Utilization of Classrooms and Labs
Analysis shows STC’s classrooms and labs are very well utilized throughout the day. Compared to other colleges and benchmark standards,
most spaces are being filled to an ideal level. Heavy utilization remains
consistent throughout the day with a normal drop in the early evening
hour. Some of the high utilization is attributed to successful scheduling
and maximization of classroom space. See Figure 6 and 7 for utilization
by campus.
Figure 6
Typical classroom (Nursing and Allied Health)
Typical student support and activity areas (Mid-Valley Campus)
Typical computer lab (Pecan Campus)
Typical library space (Technology Campus)
Note: This chart is a daily utilization analysis which illustrates the times of
the day the classrooms are being occupied (Fall 2008).
Figure 7
Line indicates good utilization
compared to other institutions
Note: This chart is a daily utilization analysis which illustrates the percentage of occupation in the classrooms.
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Space Projections
To estimate future space needs for South Texas College, a combination of projection models, expertise and benchmarking was examined.
A benchmark of 110 gross square feet (GSF) per full-time equivalents
(FTE) for general academic campuses was agreed upon. These were
multiplied by the projected enrollments to arrive at the projected
space requirements. The factors, or types of space, considered are
teaching, office, non-E&G, support and library space. Higher benchmarks are recommended for specialty campuses such as Technology
(See Figure 8). Figure 9 shows how other similar colleges compare to
STC.
Figure 9
Figure 8
Note: In higher education, assignable square footage (ASF) is the area of space which
is located between wall surfaces and is required for a given department. Non-assignable square footage includes corridors, structural elements, walls, restrooms, and
other building support space, and when added to ASF this amount totals gross square
feet (GSF). The utilization ratio of ASF to GSF is the building efficiency described as a
percentage.
The space projections are an estimate of the square feet of building
needed to facilitate any future growth. For the purpose of this study,
enrollments both current and projected to 2020 are used to forecast
space needs. Headcounts are converted to full-time equivalents (FTE)
in the calculation of space allocations.
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Space Projections by Campus
Pecan Campus Space Summary
The Pecan Campus is currently in a space deficit in all categories. There
are not enough buildings to serve current needs, and more land will be
needed to accommodate space needs beyond approximately 2015 (See
Figures 9 and 10).
Note that ASF is converted to GSF by using an ASF/GSF factor of approximately 60%, which is typical for higher education buildings.
Figure 9
Note: The above chart shows the space deficits in five categories as projected to the year 2020. All totals in red font indicate deficits.
Figure 10
Note: The above chart illustrates the campus’ current land capacity in gray and the existing
building capacity in blue. The amount of additional space needed beyond the campus’ land
capacity is shown in white. Because of land availability for surface parking requirements,
capacity at Pecan Campus will likely be reached in 2014 unless vertical or off-site parking is
considered.
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Nursing and Allied Health Campus Space Summary
The Nursing and Allied Health Campus has already reached its current
site and facility capacity, also resulting in a significant parking shortfall.
In addition, it has been concluded that there is not enough land to accommodate new construction and parking beyond 2011 unless additional land is acquired (See Figures 11 and 12).
Figure 11
Figure 12
capacity is shown in white. Because of land availability for surface parking requirements,
capacity at Nursing and Allied Health Campus will likely be reached in 2011 unless additional
land is purchased to expand parking and building sites.
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Technology Campus Space Summary
The Technology Campus is currently in a space deficit in all categories.
Currently, there are not enough facilities to serve the current academic
needs as well as the large amount of non-credit offerings. (See Figures
13 and 14).
Figure 13
Figure 14
capacity is shown in white. Because of land availability for surface parking requirements, capacity at Technology Campus will likely be reached in 2013 unless additional land is purchased
to expand parking and building sites.
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Mid Valley Campus Space Summary
The Mid-Valley Campus currently has a deficit in nearly all categories
of space. Space needs will continue to grow as enrollment increases.
The campus does appear to have the land area needed to support this
additional space need, at least through 2020, unless new programs are
added or moved from other campuses. (See Figures 15 and 16).
Figure 15
Figure 16
Note: The above chart illustrates the campus’s current land capacity in gray and the building
capacity in blue. Because of existing land availability for parking requirements and future
building sites, Mid-Valley Campus would not reach campus capacity until some years after
2020.
South Texas College
21
Starr County Campus Space Summary
The Starr Campus will experience a deficit of library space in the next
ten years. The primary need at Starr Campus is for space which could
benefit the entire community, such as a performing arts center, additional library space, a nursing center, or a recreation center. (See
Figures 17 and 18).
Figure 17
Figure 18
building capacity in blue. Because of existing land availability for parking requirements and
future building sites, Starr County Campus would not reach campus capacity until some years
after 2020.
South Texas College
22
Pecan Campus
pecan campus
Introduction
STC officially opened in fall 1993 with only one location. The campus,
located on Pecan Boulevard, was previously the McAllen branch of Texas State Technical College and STC’s first campus in the college district.
The Pecan Campus is the College District’s largest campus with 12 facilities totaling 531,659 square feet, excluding portables. The campus is
bounded by residential neighborhoods to the south, east and north.
Commercial land uses are predominate to the west. The northern
and southern portions of campus are divided by Pecan Boulevard, also
known as state road FM 495.
Campus Fast Facts
Campus Opening:
Campus Land Area:
Campus Building Area:
Campus Parking:
Campus Enrollment:
Campus Faculty/Staff:
Fall 1993
101.25 Acres
504,027 GSF
2,650 spaces
10,379 Students
947
Located on the south portion of campus is the 127,455 square foot
South Academic Building (Building J). The North Academic Building
(Building G), Student Services (Building K), the Library (Building F), and
Administration (Buildings A,X,D) are the larger remaining facilities on
the south side of campus. There are also 14 portables located on the
south side of campus.
The northern portion of campus consists of the Communication Arts
Center (Building L), Information Technology (Building M), and Institutional Support Services (Building N). The campus’ largest parking areas
are also located on the north side of campus.
STC recently purchased 20 acres just west of the campus on which the
College is already planning to expand parking and a new classroom
facility into this area.
North view of Pecan Campus (south side)
Source: Bing Maps
This campus houses an Early College High School program for McAllen
ISD which occupies 11 portables just north of the Information Technology (Building M). The expansion of this program, and others, have led
the College to increase the number of portables on campus until space
deficits are met with the construction of new facilities.
Legend
West view of Pecan Campus (north side)
Source: Bing Maps
A - Administration
B - Art
C - Sylvia Esterline Student Success Center
D - Administration
E - Physical Plant
F - Library
G - North Academic
H - Student Activities
J - South Academic
K - Student Services/Bookstore
L - Communication Arts Center
M - Information Technology
N - Institutional Support Services
X - Administration
Existing Building
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pecan campus
Data Gathering/Summary of Issues
The planning team identified campus issues through interview sessions,
questionnaires, site analysis, and general campus observations at the
Pecan Campus. While many positive items were noted, the following
comments highlight some improvements to be considered:
Campus Environment
Campus Circulation
• Too many access points into and out of campus.
• Pedestrian/vehicular conflicts occur while crossing Pecan Boulevard.
• Widths of campus entrances create vehicular access conflicts.
• No internal campus “loop” road.
• Redesign/rework west side of campus, south of Pecan Boulevard
once drainage easement is covered.
• Limited gathering spaces to keep students on campus throughout
the day.
• Campus property is not protected along the edges (fence damage
along 31st Street).
• Limited pedestrian lighting along sidewalks and throughout campus
in general.
• Presence of security around campus is limited, especially during
evening hours.
Campus Facilities
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Lack of classroom space.
Lack of faculty offices and storage space.
Limited Student Union space.
Lack of recreational fields for intramural programs.
Lack of security storage for golf carts, bike patrol, vehicular traffic
cones, and barricades.
Portables have become a security problem.
Labs in Building J are not soundproofed.
A child care facility is desired for faculty, staff, and students.
Classroom spaces could be more functional and designed for group
work.
Wellness center needs to be expanded and renovated.
Consistent technology is not integrated throughout campus classrooms.
Related departmental offices and classrooms could be arranged in
order to function effectively.
New library or expansion need additional study space.
Consider moving non-instructional departments and administration
off-campus.
No covered walkways between buildings.
Existing shaded gathering spaces
Example of portable buildings
Example of faculty and staff office space
Parking during peak periods
Parking and Signage
• Lack of faculty/staff, student, and visitor parking (during the first
four weeks of fall/spring semesters).
• Some parking areas have limited signage.
• Parking areas are dimly lit.
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pecan campus
Existing Conditions
Pecan Campus is located in McAllen, Texas. The 101.25 acre campus
is bounded by Quince Avenue to the north, Ivy Avenue to the south,
North 29th Street to the east, and a residential neighborhood and HEB
grocery store to the west.
STC recently acquired a vacant mobile home park just south of Pecan
Boulevard and just west of the southern portion of the existing campus. This property has been cleared and prepared for new development. The original campus and the newly acquired property is divided
by a drainage channel that is soon to be covered by the City, which
would help create a contiguous campus.
The campus is divided by Pecan Boulevard, a state road that separates
the north and south portions of campus. This major thoroughfare
causes conflicts between vehicular traffic and pedestrians crossing the
street.
A closer look at the Pecan Campus yielded the following findings:
Parking - During the first few weeks of a new semester, parking
reaches capacity. Throughout the semester there are peak times
where parking is very limited. Faculty, staff and visitor parking is
also in demand.
Legend
A - Administration
B - Art
D - Administration
E - Physical Plant
F - Library
G - North Academic
J - South Academic
X - Administration
Existing Building
Existing Parking
Impeded Existing Circulation
Existing Circulation
Property Line
Facilities - Facilities on campus are in fairly good condition. There
are several facilities that are less than 10 years old. There are
several portables that have maintenance issues, but with future
campus expansion those should removed.
Land Use - With the exception of a couple commercial properties,
this campus is surrounded by single-family residential neighborhoods.
Circulation - Vehicular circulation is difficult to navigate especially
the southern portion of campus. Vehicles cannot loop around
the entire campus. Many vehicular and pedestrian conflicts are
prevalent on the southern portion of campus especially around
the main entrance of the campus.
Gathering Spaces - Large outdoor gathering spaces are limited.
Facilities contain limited indoor gathering spaces.
Walking Distances - Although Pecan Campus is the largest campus
in the district, walking distances are less than 10 minutes from any
location on campus.
A few of the existing conditions have been noted in the analysis map on
the following page along with general observations.
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pecan campus
Campus Analysis
During the Analysis Phase, general observations were made from which
several recommendations for the Pecan Campus were derived. The
analysis maps helped the planning team gain an accurate understanding of the campus and its surroundings.
The main access points onto campus are off of Pecan Boulevard and
North 29th Street for the southern portion of campus. The north side
of campus can be accessed from Pecan Boulevard and Quince Avenue.
There is a natural north-south axis through the center of the south portion of campus. When the campus is fully developed, a parallel axis can
be created that connects the north and south portions. Campus expansion would also help create two east-west axes connecting the existing
campus.
Ideally, parking lots should be located on the outer edges of campus.
This will maintain and strengthen the campus core. There is an internal
parking area to the west of Buildings A and B that should be eliminated
and used as a future building site.
Future facilities can be located on a portion of the newly acquired
property on the southern portion of campus, and in the open space
areas located on the north side of campus.
Campus Observations
• The campus is surrounded by residential land uses.
• Vehicular circulation could be improved with fully developed loop
road.
• Walking distances are minimal from parking lots to the core of
campus.
• Walking distances from building to building are minimal.
• Prominent views of campus exists along Pecan Boulevard.
• Improve pedestrian circulation conflicts from parking areas to the
campus core on the south side of campus.
• Clear internal pedestrian access corridors within campus.
• Opportunity to develop and create a main entrance to campus off
of Pecan Boulevard.
• Abundant softscape areas around campus.
• Ample amount of green/open space on campus.
• Pecan Boulevard divides the campus along an east/west axis and
creates a pedestrian barrier.
• Campus utilities and capacities are currently meeting the existing
need.
Legend
A - Administration
B - Art
D - Administration
E - Physical Plant
F - Library
G - North Academic
J - South Academic
X - Administration
Existing Building
Proposed Building
Proposed Parking
Proposed Circulation
Proposed Axis
Existing Axis
Focal Point - Plaza
Property Line
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pecan campus
Recommendations
The most critical need at the Pecan Campus is additional classroom
space. This campus has the largest number of students today and has
also achieved a very high growth rate. Because of the tremendous
growth, all major categories of space are currently at a deficit. Current projections indicate this problem will get worse. Therefore, a
very strong case can be made for additional building construction on
this campus. Equally as important to new building construction is new
parking to accommodate the student population. STC desires that
students have the ability to park within a safe, walkable distance to the
campus. They are also conscientious of surrounding neighborhoods
and businesses and discourage students from parking in adjacent residential areas. Additional parking lots are essential today for peak times
and will be required with any additional growth in order to continue to
serve students on the campus.
Again, due to the high growth Pecan Campus has seen since its last
buildings were constructed, many of the support spaces are currently
at capacity to adequately serve the student population. Support functions such as library space, dining facilities, student activities areas,
common areas, and storage spaces are maximized.
Furthermore, STC has taken a highly proactive approach to attract and
retain its younger generation coming from the high school level. They
offer one of the largest Dual Enrollment programs in Texas and have
added many portable buildings to the Pecan campus to accommodate
the Early College High School.
In addition to facility and parking needs, there are several traffic/circulation improvements recommended for this campus. The campus lacks
an identifiable entry off Pecan Boulevard. The entry is confusing and
no longer serves the number of cars and pedestrians that feed through
the intersection. Because the campus is split between two sides of
Pecan Boulevard, a pedestrian bridge should be considered to increase
safety for students crossing the road.
Enrollment Summary
Pecan Campus
Annual %
2008
2015
2020
6.3%
10,379
14,638
18,176
Campus Capacity Summary
Pecan Campus
Existing Square
Footage
Additional Square Footage
Needed (by 2020)
Square Footage
Added
504,027 GSF
671,563 GSF
493,000 GSF
Note: Red font indicates the campus reaches
capacity before all space needs are met.
Based on projected enrollment, Pecan Campus will likely reach its
capacity in 2015. Capacity is determined by the maximum build-out of
land area with associated parking. In order to maintain a manageable,
walkable campus that respects the established planning principles,
consideration should be given to cap enrollment at Pecan Campus at
15,000 students.
Building blocks in Phase One are critical to the overall development and
physical appearance of the campus. These building blocks set the foundation for Phases Two and Three. Specific recommendations include
the following:
Phase One
1. New Classroom Building I - North Side
a. Academic classrooms, labs, office space for LASS, and Math
and Science
b. Large building, approximately 75,000 SF, to be built similar to
Bldg. J
c. Continue consolidating and replacing portable building space.
d. Incorporate information commons and instructional tech
space.
2. New Classroom Building II - 47,000 GSF - South Side
a. Academic classrooms, labs, office space for Business and Technology, Baccalaureate programs, and Non-credit programs.
b. Incorporate information commons and instructional tech
space.
3. New Academic Building I - 48,000 GSF
a. Science labs and faculty offices
4. Student Services Expansion - 22,500 GSF - South Side
a. New cafeteria, lounge space, and recreation space.
b. Locate near center of campus and near existing Building H.
c. Keep Building H for students: clubs, organizations, and meeting space.
5. Parking
a. Expand parking in the southwest quadrant of campus.
6. Traffic/Circulation
a. Construct continuous loop road around the south portion of
campus.
b. Construct new entry at Pecan Boulevard intersection leading
into south side of campus. Entry should include identifiable
signage and drop-off point. Access to the west should be included to form a continuous loop road along the western edge
of campus.
Phase Two and Three
1. New Classroom Building II - North Side
a. Classrooms, labs, offices for Developmental Studies, LASS, and
Math and Science.
b. Approximately 40,000 SF
c. Incorporate information commons and instructional tech
space.
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pecan campus
2. New Classroom Building III – North Side
a. Classrooms, labs, offices for LASS, and Math and Science.
space.
3. College Visitor and Information Center Building – South Side
a. New visitor, information center and administrative space –
50,00 GSF
4. Library, Center for Learning Excellence and Information Commons
a. New Library stacks, CLE and Information Commons space –
100,500 GSF
5. Pedestrian Bridge
a. Bridge should facilitate pedestrican movement at main campus entry crossing Pecan Boulevard.
6. Existing Library Renovation
a. Renovate existing library building for classroom use and faculty offices.
7. New Academic Building II - North Side
a. Classrooms, labs, offices for LASS, and Math and Science.
space.
Street view - Pedestrian Bridge Conceptual Design
8. Parking
a. Expand and reconfigure parking just west of the Communication Arts Center (Building L) in Phase Two. Expand parking
southwest of the South Academic Building (Building J).
b. Expand parking southwest and just east of the Information
Technology Building (Building M).
Aerial view - Pedestrian Bridge Conceptual Design
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pecan campus
Recommendations
Conceptual Plan
Legend
A - Administration
B - Art
D - Administration
E - Physical Plant
F - Library
G - North Academic
J - South Academic
X - Administration
Phase I - Student Services Expansion - South Side
Existing Building
Phase I - 192,500 GSF
Phase II - 190,500 GSF
Phase I - New Classroom Building II - South Side
Phase III - 110,000 GSF
Phase II - Library, Center for Learning Excellence and Information Commons - South Side
Phase III - New Academic Building II - North Side
South Texas College
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pecan campus
Recommendations
Conceptual Rendering
South Texas College
31
Nursing and
Allied Health Campus
nursing and allied health campus
Introduction
STC began offering nursing and allied health programs in fall 1995 with
approximately 150 students. Classes were taught at a variety of campuses and rental spaces within the District. In response to the growing need for medically trained personnel in the Rio Grande Valley, STC
opened the Dr. Ramiro R. Casso Nursing and Allied Health Campus in
fall 2000 with 697 students. The campus’ current enrollment is over
1,600 students.
Campus Fast Facts
Campus Opening:
Campus Land Area:
Campus Parking:
Campus Enrollment:
Fall 2000
7.74 Acres
101,722 GSF
458 spaces
1,632 Students
132
STC also provides medical training programs at several area high
schools under the concurrent and contract education program, and at
its other campuses in Weslaco and Rio Grande City.
The Nursing and Allied Health Campus lies in the shadow of McAllen’s
growing medical district. The campus is next to the Community Oriented Primary Care Clinic and also neighbored by a new branch of the
Texas A&M School of Rural Public Health. Two major hospital complexes, a heart hospital, cancer treatment centers, surgical care centers,
and multiple health care offices, clinics and pharmacies are adjacent to
the site.
Students at the Nursing and Allied Health Campus learn in professional
simulated hospital clinic lab settings as well as patient care settings resembling nursing home care, physical therapy and occupational therapy rehabilitation, radiology, ambulance, and emergency room care.
Medical office procedures and professions are learned in a simulated
medical records lab and computerized medical transcription lab.
North view of Nursing and Allied Health Campus
Source: Bing Maps
The College offers eight Associate of Applied Science degrees and
13 certificates in a variety of health occupations including Associate
Degree Nursing, Emergency Medical Technicians, Health Information
Technology, Occupational Therapy Assistant, Physical Therapist Assistant, Radiologic Technology, Medical Assistant, and Pharmacy Technician, Medical Transcription, Medical Insurance Coding, Patient Care
Assistant, and Vocational Nursing.
The current facility is a four-story, 101,722 GSF building located near
vacant land to the northwest, which could be acquired in the future for
facility expansion.
Legend
Dr. Ramiro R. Casso Nursing and Allied Health Campus
Existing Building
South view of Nursing and Allied Health Campus
Source: Bing Maps
South Texas College
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The planning team identified campus issues through interview sessions, questionnaires, site analysis, and general campus observations
at the Nursing and Allied Health Campus. While many positive items
were noted, the following comments highlight some improvements to
be considered:
Campus Environment
• Indoor gathering spaces are needed for student study areas.
• Acquisition of land needed for future growth.
Campus Facilities
• Lack of classroom space.
• Lack of faculty offices and storage space.
• There are maintenance issues with the building and the limestone
exterior is mildewing badly.
• Airport restrictions limit building heights to four stories.
• Classrooms are not very functional and many classes have multifunctions and should only be used for labs.
• Many classrooms are not adjacent to labs.
• Need for large auditorium (orientations and graduations).
• Classrooms do not buffer sound well.
• Library needs to be expanded.
• Need for a larger student activities area, bookstore, and fully functional café.
• Secure storage areas needed for expensive equipment.
• Receiving/dock area needs to incorporate a ramp for deliveries.
• Canopy in front and rear of building.
• Interior signage is inadequate.
Example of expensive equipment in classroom
Cafe capacity is not large enough to accommodate the large campus
population
Land acquisition needed to accommodate expanding programs and
parking deficits
Parking spaces are very limited
Parking and Signage
• Lack of parking spaces until more land is acquired to provide surface parking (students are being fined by the City for parking on
streets adjacent to the campus).
• Lack of designated parking for faculty/staff.
• Parking that has expanded to the north may cause some pedestrian
crossing issues.
Campus Circulation
• There is no designated bus drop-off.
• Since this campus consists of a single building, no circulation issues
existing. However, crosswalks and connectivity will be important if
new facilities are constructed to the northwest.
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Existing Conditions
Located near the McAllen’s medical district, the Nursing and Allied
Health Campus is approximately 7.74 acres. The campus is bounded by
Driscoll Hospital to the north, East Vermont Avenue to the south, South
“K” Center Street to the east, and El Milagro Clinic to the west.
There will be a likely expansion of this campus, but it would have to occur to the north and west of the existing property. The City of McAllen
currently owns this property, which is open space, and STC is currently
in negotiations to acquire a portion of the available land.
Legend
Existing Building
Existing Parking
Property Line
A closer look at the Nursing and Allied Health Campus yielded the following findings:
Parking - This campus is highly utilized throughout the day and
parking is very limited. Temporary parking solutions have been
created by roping off areas adjacent to existing parking, but the
ultimate solution would be property acquisition in order to meet
enrollment increases and parking demand.
Facilities - The building on this campus is in good condition. There
are some minor issues with mildew growth on the limestone
exterior walls, some water intrusion because of improper exterior
sealing, and air circulation issues with the HVAC system.
Land Use - With the exception of an apartment complex just south
of the campus, commercial and medical offices are a major adjacent land use.
Circulation - Since the campus facility is surrounded by parking,
vehicular traffic can easily access all sides of the building. Depending upon future expansion, pedestrian and vehicular circulation patterns may be altered.
Gathering Spaces - There are very few indoor and outdoor gathering spaces on campus. Students are currently gathering in the
library and cafe areas. Those areas are not adequate in size and
can only accommodate a small number of students.
Ownership and Acquisition - Property acquisition should be a
priority if enrollment and programs are to grow and expand on
this campus. The campus is landlocked without the purchase of
additional property to the north and west.
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Campus Analysis
During the Analysis Phase, the planning team made general observations resulting in several recommendations for the Nursing and Allied
Health Campus. The analysis maps helped the planning team gain an
accurate understanding of the campus and its surroundings.
The main entrances to campus are on East Vermont Avenue bounding
the south property line. There is another entrance that can be accessed from South “K” Center Street on the east. All entrances allow
vehicular traffic to navigate around the entire campus. A new loop
road could be established on the north end of the property to serve
future campus expansion.
There is opportunity to connect future facilities visually with the existing building. A focal point could be created with a plaza that serves
both existing and future facilities.
The expansion of parking areas can occur with the acquisition of additional property. This would not only make space available for parking
areas, but for future facilities as well.
Locations of future facilities can be positioned directly northwest of existing property. If that occurs, connectivity between facilities will have
to be examined closely.
Campus Observations
•
•
•
•
The campus is located near commercial and medical land uses.
Vehicular circulation routes loop the facility.
All parking areas are within reasonable walking distance.
Prominent views of campus currently exist along East Vermont Avenue, South McColl Road, and East Ridge Road.
• The campus has adequate entrance/exits.
• Opportunities for property acquisition.
Legend
Existing Building
Proposed Parking
Focal Point - Plaza
Proposed Building
Proposed Acquisition
Proposed Axis
Property Line
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Recommendations
The Nursing and Allied Health Campus has experienced the highest
growth rate of all the campuses, yet it is the smallest campus by land
area and building size. Because of steady growth in the nursing industry, expansion of this campus is critical to capture the full potential of
students. Projections indicate this campus will more than double by
2020, therefore, it is recommended that the overall building square
footage on this campus double. In order to expand, additional land is
required. It is recommended that the College purchase at least an additional seven acres in the tract immediately northwest of the existing
site.
Parking is in short supply; however, the College is currently taking
measures to increase the amount of parking with the limited available
land they currently own. Any building additions will require additional
parking. It is recommended that the current parking lot to the north of
the NAH building be extended to the west and north to accommodate
as many cars as possible while providing an additional access point and
circulation road to the northern edge of the campus.
As newer facilities are constructed on this campus, pedestrian connections will become vital. Larger student support spaces will be needed
to accommodate the increased annual enrollment. Enrollment is
targeted to reach approximately 3,400 by 2020. The construction of
newer facilities would balance ratio between enrollment and gross
floor area.
Enrollment Summary
Nursing and Allied Health
Annual %
2008
2015
2020
9.2%
1,632
2,603
3,434
Nursing and Allied Health
Existing Square
Footage
Needed (by 2020)
Square Footage
Added
101,722 GSF
172,998 GSF
173,000 GSF
Building blocks in phase one are critical to the overall development and
the following:
Phase One
1. Nursing and Allied Health Campus Expansion
a. Add classrooms, labs, specialty spaces, offices, and new library.
b. Phase one expansion, approximately 91,000 SF, should be constructed along frontage of McColl Road in order to maximize
frontage and visibility.
c. Remodel first floor of east building to expand student services;
i.e., new cafeteria, lounge, admissions, bookstore, and library.
d. Purchase available property adjacent to the existing campus.
Phase Two and Three
1. Nursing and Allied Health Campus Expansion
a. Expand building along McColl Road to the north and south,
approximately 82,000 SF.
2. Parking
a. Infill parking between McColl Road and S. “K” Center Street.
b. Consider a joint-use parking garage with other adjacent land
owners if future building expansion is needed.
2. Parking
a. Expand parking to the north and west of existing building and
just east of the Phase One facility.
b. Include pedestrian mall and plaza to link the buildings.
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Recommendations
Conceptual Plan
Legend
Dr. Ramiro R. Casso Nursing
and Allied Health Campus
Existing Building
South Texas College
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Recommendations
South Texas College
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Technology Campus
technology campus
Introduction
The Technology Campus is situated in Hidalgo County’s busy McAllen
Foreign Trade Zone. The state-of-the-art facility provides a wide range
of electronic training labs, technical machinery labs and classrooms
to prepare students for careers to meet the targeted workforce needs
of this vital and growing area. Courses of study range from business
administration to precision manufacturing, computer science, diesel
technology, and computer-aided drafting and design.
Campus Fast Facts
Campus Opening:
Campus Land Area:
Campus Parking:
Campus Enrollment:
29.94 Acres
160,453 GSF
602 spaces
949 Students
168
D
The campus is also home to the College’s largest Workforce Training
Center, which provides customized training programs to area employers in a number of technical and managerial skill areas.
This campus houses four facilities and has four portables. Its largest
facility is the Technology West Building (Building B), which is also connected to the Workforce Development Building (Building C) and totals
156,760 GSF.
The Technology East Building (Building A) is the newest facility on
campus, and it houses several student support services. Shipping and
Receiving (Building D) is located in the northwest corner of the campus.
North view of Technology Campus
Source: Bing Maps
Legend
A - Technology East
B - Technology West
C - Workforce Development
D - Shipping and Receiving
Existing Building
East view of Technology Campus
Source: Bing Maps
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technology campus
The planning team identified campus issues through interview sessions, questionnaires, site analysis, and general campus observations
at the Technology Campus. While many positive items were noted, the
following comments highlight some improvements to be considered:
Campus Environment
•
•
•
•
Lack of indoor and outdoor gathering spaces.
Access control needed at entrances.
Lack of landscaping and trees coverage.
Campus edges are not strongly defined.
Campus Facilities
•
•
•
•
•
Portable buildings in use.
Over used teaching areas due to lack of storage space.
Limited spaces for classroom, faculty offices, and storage.
Interior lighting is insufficient.
Shortage of labs for welding, machining and industrial maintenance
labs.
• Lack of space for food and student services.
• Lack of space for shipping and receiving.
Existing indoor and outdoor gathering spaces
Existing limited landscaping
Some student work areas have insufficient lighting
Existing designated loading/unloading area for school buses
Parking and Signage
• Existing parking is sufficient.
• Monument sign at south entrance from Military Highway.
Campus Circulation
• No designated area for bus loading/unloading.
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technology campus
Existing Conditions
One of three STC campuses located in McAllen, the Technology Campus is approximately 29.94 acres. The campus is bounded by industrial
land use to the north, West Military Highway to the south, South Ware
Road to the east, and a vacant industrial property to the west.
A closer look at the Technology Campus yielded the following findings:
Parking - Parking is currently sufficient. There is an issue with
loading/unloading of school buses when high school students arrive on campus.
Facilities - The Technology West and Workforce Development
Buildings (Buildings B and C) are renovated facilities and have
some issues with functionality. Building A is a newer facility on
campus and it also has some issues with functionality and the
layout of some spaces.
Legend
A - Technology East
B - Technology West
Existing Building
Existing Parking
Property Line
D
Land Use - This campus is located in the heart of McAllen’s industrial district and trade zone.
Circulation - There is an internal loop road which makes vehicular
circulation on this campus easy.
Gathering Spaces - Indoor and outdoor gathering spaces are limited.
Walking Distances - Most pedestrian circulation occurs within
the campus facilities, reducing vehicular and pedestrian conflicts
greatly. This also makes walking distances on campus very minimal.
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technology campus
Campus Analysis
During the Analysis Phase, the planning team made general observations resulting in several recommendations for the Technology Campus.
The analysis maps helped the planning team gain an accurate understanding of the campus and its surroundings.
There are three entrances to the campus off of South Ware Road, one
of those entrances being the main entrance. There is another entrance
off of West Military Highway on the south side of campus. The main
entrance is marked with signage.
Logically, the potential location for future facilities would be north of
the existing buildings with parking expansion wrapped around the new
facilities.
Legend
A - Technology East
B - Technology West
Existing Building
Proposed Building
Proposed Parking
Property Line
D
Open/green space is very limited and will continue to become reduced
with campus expansion.
Campus Observations
• The campus is located within an industrial district
• An existing loop road makes vehicular circulation easy.
campus.
• Prominent views of campus currently exist along South Ware Road
and West Military Highway.
• Internal pedestrian access corridors are established within campus
facilities.
• Opportunities exist to enhance a main entrance to campus off of
South Ware Road.
• Limited amount of green/open space on campus.
• Future parking expansion will be limited.
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technology campus
Recommendations
The Technology Campus has one of the largest non-credit student
populations in the district and when combined with the total student
population, this campus will experience space deficits around 2013.
There is limited space within the current campus property boundary to
expand. Additional acquisitions near the campus are recommended to
serve the projected capacity of students beyond 2020. With the high
number of non-credit courses, opportunities for new programs could
exist if additional land was available. There is currently a shortage of
labs for welding, machining and industrial maintenance. Storage space
is limited, and most importantly, teaching space.
Student support services are highly utilized and they lack space for
future expansion. One issue with expansion will be the balance of
parking areas and building sites. The areas available for building sites
remove the opportunity for future parking areas in those same locations. This is one of the reasons this campus will reach its land capacity
near 2013.
Vehicular circulation works well, but a new visitor parking and bus
drop-off area is recommended. This will create a more identifiable
entry off of South Ware Road.
Enrollment Summary
Annual %
2008
2015
2020
5.0%
949
1,269
1,518
Technology Campus
Technology Campus
Existing Square
Footage
Needed (by 2020)
Square Footage
Added
160,453 GSF
252,480 GSF
161,000 GSF
Note: Red font indicates the campus reaches
capacity before all space needs are met.
Building blocks in Phase One are critical to the overall development
and physical appearance of the campus. These building blocks set
the foundation for Phases Two and Three. Specific recommendations
include the following:
Phase One
1. Technology Campus Expansion and Institute for Advanced Manufacturing
a. Approximately 52,000 SF for Technology Campus Expansion
and 12,000 SF for Institute for Advanced Manufacturing
b. Labs, classrooms, offices and student spaces for Business and
Technology and Developmental Studies.
c. Expand programs of Library into remodeled Building C.
Phase Two and Three
1. Technology Campus Expansion II
a. Academic classrooms, labs, office space.
2. Technology Campus Expansion III
a. Approximately 46,000 SF
3. Parking
a. Expand parking west of Phase Two and Three facilities.
2. Logistical Support Center Expansion
a. Approximately 10,000 SF
3. Parking
a. Expand parking just west of Phase One facility.
b. Expand visitor parking and construct bus drop-off near entrance of Phase One facility.
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technology campus
Recommendations
Conceptual Plan
Legend
A - Technology East
B - Technology West
Existing Building
D
Phase III - Technology Campus Expansion and Institute for Advanced Manufacturing
Technology Campus Expansion and Institute for Advanced Manufacturing - west entry view
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technology campus
Recommendations
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47
Mid-Valley Campus
mid-valley campus
Introduction
In 1994, STC’s Mid-Valley Campus classes were first offered at the High
School for Medical Professions. A few years later, the Weslaco Economic Development Corporation leased the College portion of its building
for seven classrooms and one office.
After a competitive process to select a site to serve this region of the
county, STC made a decision to locate its Mid-Valley Campus in Weslaco, Texas.
Campus Fast Facts
Campus Opening:
Campus Land Area:
Campus Parking:
Campus Enrollment:
Fall 2000
53.59 Acres
208,691 GSF
1,271 spaces
2,916 Students
186
In 1997, the Weslaco Economic Development Corporation donated a
20-acre site and warehouse at 400 North Border Avenue in Weslaco.
The warehouse was renovated at a cost of $5.2 million, with Buildings
A and B ready for occupation in fall 2000.
In 2001, a $22 million expansion program was made possible by a
bond issue approved by taxpayers. The expansion included four new
buildings, and facility and site amenities. The existing A and B buildings were renovated for the Student Success Center, Nursing and Allied
Health programs, and physical science and chemistry classes.
The largest of the four new buildings is the North Academic Building
(Building G). The 91,640 square foot facility contains 31 classrooms, 53
staff offices, 7 computer labs, 4 science labs, 3 technical training labs,
an art lab and a lecture hall that doubles as an auditorium.
The 24,400 square foot state-of-the-art library (Building E) is another
focal point of the campus. In addition to roughly 14,000 square feet
of bookshelves, the facility contains student computer labs and study
rooms, reading areas and a faculty resource lab. It also houses instructional technology and technical support services staff.
North view of Mid-Valley Campus
Source: Bing Maps
The Student Services Building (Building F), with 23,281 square feet,
contains 21 staff offices, 2 training labs, a student activities area, a
kitchen, dining area, game room and a multi-purpose room.
The Workforce Center (Building D) is located in a new 15,940 square
foot structure composed of 7 classrooms and 13 staff offices.
The bond construction expansion also included landscaping of the
53.59 acre site, more than 300 new parking spaces, and the addition
of new vehicular driveways and entrances to the campus. A Thermal
Energy Plant was also built on site providing chilled water for the air
conditioning systems for Buildings E, F and G.
A Wellness Center (Building C) was recently renovated and completed
in 2009.
East view of Mid-Valley Campus
Source: Bing Maps
Legend
A - Student Success Center
B - Nursing and Allied Health
C - Wellness Center
D - Workforce Center
E - Library
F - Student Services
G - North Academic
H - South Academic
WE - Child Development Center
Existing Building
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mid-valley campus
The planning team identified campus issues through interview sessions,
questionnaires, site analysis, and general campus observations at the
Mid-Valley Campus. While many positive items were noted, the following comments highlight some improvements to be considered:
Campus Environment
• There are campus access issues on West Huisache Street when
cargo trains stop on the tracks for an extended period of time.
• Lack of gathering spaces (indoor and outdoor/shaded).
• The campus “mall” lacks development.
• Access control at entrances to campus is desired.
• Lack of landscaping around campus.
Campus Facilities
• Lack of classroom space.
• Lack of faculty offices.
• Lack of storage space for faculty, custodians, maintenance and
security.
• Student services, library and cafe space could be expanded.
• Workforce building could be used more effectively.
• Need for a new instructional building with multi-media capabilities.
• Some restrooms are not ADA compliant.
• Nursing and Allied Health classes are not located together.
• Classroom layouts and furniture are not conducive to great learning
environments.
Existing parking areas without sidewalks
Train crossings often blocks access to northwest entrance to campus
Existing campus mall
Existing library
Parking and Signage
• Parking is adequate at the moment.
• Pedestrians walkways are not provided in parking areas.
Campus Circulation
• There is a partial loop road around the campus.
• Lack of building-to-building pedestrian circulation.
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mid-valley campus
Existing Conditions
The Mid-Valley Campus, located in Weslaco, is approximately 53.59
acres. The campus is bounded by West Huisache Street to the north,
West Railroad Street to the south, North Calle de la Republica and Calle
de Colorado to the east, and North Border Avenue to the west.
Future campus expansion would most likely occur to the north and
east, but the current campus could accommodate at least seven new
facilities before it reach capacity. Campus leadership has done a great
job of developing its parking on the outer edges of campus, creating an
opportunity for future facilities to be constructed in the interior of the
campus, creating a fully development pedestrian mall opportunity once
infill construction is complete.
Ownership and Acquisition - In order to meet future growth, the
campus has adequate room to expand within the existing boundaries for the next several years. However, if the campus continues
to grow after available sites are built upon, then additional land
will need to be required.
Facility Space - Additional spaces are needed to support custodial,
maintenance and security functions on campus. There is a lack of
large and small classrooms, and a need for an instructional building in order to expand existing and future programs.
All of Mid-Valley’s facilities are in good condition with the exception of
the South Academic Building (Building H), which is a likely candidate for
future demolition. This campus has a small utility plant that services
only three facilities at the moment.
A closer look at the Mid-Valley campus yielded the following findings:
Land Use - The Mid-Valley Campus is adjacent to a residential area
to the east and portion of the north. Also to the north and west
is light industrial land uses, and a high school is just west of North
Border Avenue. Commercial land uses are located to the south.
Circulation - There is a lack of a fully developed internal loop road
on campus, although vehicles can circulate the campus in all directions. The current vehicular circulation pattern terminates into
a parking lot on the east side of campus. Generally, pedestrian
circulation is good, but there are a couple of crosswalks that could
be enhanced to become more visible to vehicular traffic.
Walking Distances - Walking distances on campus are acceptable by today’s standards. It takes three to four minutes to get
from one end of the campus to the other. Facilities are somewhat
spread out from each other, but with the logical placement of
future facilities, the campus will become more compact reducing
walking distances even more.
Legend
C - Wellness Center
E - Library
G - North Academic
H - South Academic
Existing Building
Existing Parking
Impeded Existing Circulation
Property Line
Green Space - There is sufficient green space available on campus
with the opportunity to create outdoor gathering spaces.
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mid-valley campus
Campus Analysis
During the Analysis Phase, the planning team made general observations resulting in several recommendations for the Mid-Valley Campus.
The analysis maps helped the planning team gain an accurate understanding of the campus and its surroundings.
The primary entrance into campus can be accessed from Railroad
Street or Business Highway 83. There is one secondary entry on North
Border Avenue on the west, another on West Huisache Street to the
north, and North Calle de la Republica on the east. There is another
secondary entry further south on North Calle de la Republica as well.
Mid-Valley Campus has a natural north-south axis through the center
of campus, which helps to create an east-west axis just north of Building F. When the campus becomes fully developed, this will establish
the “heart” of the campus just southeast of Building E.
Future parking is encouraged to continue to develop on the outer
edges of campus, further strengthening the campus core functionally
and visibly. Parking is sufficient at this time, but future development of
the campus will prompt the expansion of more parking areas.
The campus internal streets currently do not form a complete loop
around the campus, but through future development this should be
integrated into the overall campus design. An internal loop road helps
to prevent campus vehicular traffic from using public streets in order to
access various parts of campus and creates a safer pedestrian environment.
Legend
C - Wellness Center
E - Library
G - North Academic
H - South Academic
Existing Building
Proposed Building
Proposed Parking
Proposed Axis
Focal Point - Plaza
Property Line
Ample open space is available for future building sites. Building sites
are available south of the North Academic Building (Building G), along
each side of the main entry, and just north and east of the Library
(Building E). If additional building sites are needed, there is possible
campus expansion that can take place on adjacent properties near
campus.
Campus Observations
•
•
•
•
The primary land use that is adjacent to the campus is residential.
Some pedestrian circulation routes cut through parking lots.
All parking areas are within reasonable walking distance.
Prominent views of campus currently exist along Business Highway
83 and North Border Avenue.
• Ample amount of green/open space within campus core.
• Opportunities to enhance/soften parking lots with landscape elements.
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mid-valley campus
Recommendations
The Mid-Valley Campus offers the most opportunity for growth and
expansion beyond 2020. This is the reason this campus is recommended to accommodate overflow growth from other campuses if needed.
Enrollment projections predict a normal and steady growth in all areas
of the campus.
Enrollment Summary
Despite the success of this campus, there is still a lack of teaching
space, storage and faculty offices. Student support services are at
capacity as well. Mid-Valley is the only campus at this time that has a
child-care facility, and will continue to offer this service in the future.
There are some programs offered on campus that are disjointed, and
as new facilities are constructed, this issue should be addressed. The
campus also lacks a well defined pedestrian mall and it is recommended that one is created in Phases Two or Three. Currently, there are
ample parking spaces and adequate land is available to accommodate
projected growth until 2020. However, it is recommended that several parking areas be reconfigured and expanded to maximize parking
spaces and minimize pedestrian and vehicular conflicts.
Annual %
2008
2015
2020
4.5%
2,916
3,815
4,490
Mid-Valley Campus
Mid-Valley Campus
Existing Square
Footage
Needed (by 2020)
Square Footage
Added
208,691 GSF
200,406 GSF
224,000 GSF
Building blocks in Phase One are critical to the overall development
and physical appearance of the campus. These building blocks set
the foundation for Phases Two and Three. Specific recommendations
include the following:
Phase One
1. Technology and Workforce Center Expansion – 10,000 SF
2. Health Professions and Science Center
a. Classrooms, labs, specialty spaces and offices for NAH.
b. Opportunity to relieve NAH campus.
c. Approximately 36,000 SF
3. Classroom Expansion - 30,000 SF
4. Student Services Expansion - (Building F)
a. Larger cafeteria, more lounge space and adds quiet spaces.
5. Parking
a. Expand parking just north of new Health Professions and Science Center.
Phase Two and Three
1. New Classroom Building I
2. Child-Care Center - 10,000 SF
3. New Classroom Building II - 40,000 SF
4. New Classroom Building III - 40,000 SF
5. Parking
a. Expand parking in the southeast quadrant of campus in Phase
Two. Expand and reconfigure parking just south of Technology
and Workforce Center Expansion.
b. Expand parking in the southwest quadrant of campus in Phase
Three. Reconfigure parking area just west of the North Academic Building (Building G) and parking area just west of the
Library (Building E).
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mid-valley campus
Recommendations
Conceptual Plan
Legend
C - Wellness Center
E - Library
G - North Academic
H - South Academic
Phase I - Technology and Workforce Center Expansion
Existing Building
Future Building Sites
Phase III - New Classroom Building and Pedestrian Mall
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mid-valley campus
Recommendations
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Starr County Campus
starr county campus
Introduction
Through the vision of the leaders of Starr and Hidalgo counties, STC
opened its doors with a clear mission of bringing higher education opportunities to the citizens of both counties.
On December 7, 1993, STC began offering classes in Starr County with
six evening courses—both in basic academics and continuing education—taught at Rio Grande City High School. Sixty-one students were
enrolled for the first semester. Through classroom space donated by
both Rio Grande City ISD and Roma ISD, the College was able to expand
its services.
Campus Fast Facts
Campus Opening:
Campus Land Area:
Campus Parking:
Campus Enrollment:
Fall 1993
69.5 Acres
123,427 GSF
427 spaces
1,040 Students
114
By fall 1999, the College had developed its own campus. The Starr
County Campus opened with a 27,279 square foot facility located at
142 FM 3167 in Rio Grande City. The new campus had 12 classrooms
and labs, a Learning Resource Center, a Student Success Center, student
support services and administrative offices.
A $16 million expansion program provided new classroom facilities,
a larger library, a workforce center, a student activities center and a
student services building. The new structures were made possible
through the passage of the 2001 bond election that provided funding
for the college’s growth.
The Starr County Campus now serves approximately 1,100 students,
and enrollment continues to climb. With the creation of the new workforce center, STC is also able to expand its skills training programs.
North view of Starr County Campus
Source: Bing Maps
STC’s continued success in Starr County has been made possible
through the Board of Trustee’s partnership with the County’s elected
officials, school districts, business leaders and taxpayers, as well as the
College’s students, faculty, staff and administration.
Legend
West view of Starr County Campus
Source: Bing Maps
A - Administration/Bookstore
B - Student Success Center
C - North Academic
E - South Academic
F - Library
G - Student Services
H - Student Activities Center
Existing Building
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starr county campus
The planning team identified campus issues through interview sessions, questionnaires, site analysis, and general campus observations at
the Starr County Campus. While many positive items were noted, the
following comments highlight some improvements to be considered:
Campus Environment
• Centralized gathering spaces.
Campus Facilities
•
•
•
•
•
•
•
•
Need for more classroom, faculty offices and storage space.
Expand library and student services.
Amphitheater lacks roof.
Weight room area needs showers and lockers to be better utilized.
Welding and automotive classroom spaces are inadequate.
South Academic Building (Building E) lacks indoor gathering spaces.
Biology, computer labs, nursing and faculty need additional spaces.
The expansion of food services would benefit students who attend
night classes.
• Lack of community space including health services or meeting
rooms.
Example of library services and student study areas
Example of student activities
Existing amphitheater
Community space example
Parking and Signage
• Parking should be sufficient for a few years.
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starr county campus
Existing Conditions
The Starr County Campus is located in Rio Grande City. The Starr County Campus is approximately 45 minutes from McAllen where three of
the five STC campuses are located. The 69.5 acre campus is bounded
by Rio Grande City High School to the northeast, by residential property to the south, large tracts of open space/vacant land to the east, and
FM 3167 to the west.
This campus has newer facilities and its academic space is adequate at
the moment. However, community space is needed on this campus to
help provide opportunities and services to the local residents.
The University of Texas Pan-American is currently in the process of
constructing a new facility that would be adjacent to the Starr County
Campus. Both entities would work together to provide educational
resources to the city and county.
Legend
C - North Academic
E - South Academic
F - Library
Existing Building
Existing Parking
Property Line
A closer look at the Starr County Campus yielded the following findings:
Parking - There is sufficient parking currently. There are two large
parking areas at the north and east sides of campus, and two
smaller parking areas on the west side of campus near the main
entrance.
Land Use - With the exception of a nearby high school, the major
land use surrounding the campus is single-family residential.
Circulation - A loop road is on the outer edges of campus, which
decreases vehicular and pedestrian conflicts.
Gathering Spaces - There is a lack of indoor and outdoor gathering
spaces. The few gathering spaces that do exist are scattered.
Green Space - There is available open and green space within and
around the campus. Some of this space should be preserved during campus expansions.
Walking Distances - Walking distances are minimal. It takes two
to three minutes to go from one end of the campus to the other.
Facility Space - There is a need for additional storage space. Student support and service areas are small. There is a lack of space
for the community to hold events and functions.
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starr county campus
Campus Analysis
During the Analysis Phase, the planning team made general observations which resulted in several recommendations for the Starr County
Campus. The analysis maps helped the planning team gain an accurate
understanding of the campus and its surroundings.
There are two entrances onto campus, both are off of FM 3167. Currently, two north-south axes exist that should be respected and continued. An east-west axis has already been established as well.
Future parking areas should continue to outline the campus boundaries as development occurs. Future facilities should also be located in
respect to existing facilities.
Campus Observations
• The campus is surrounded by residential land uses.
• Vehicular circulation is adequate because of the existing loop road.
campus.
• Prominent views of campus are currently along FM 3167.
• There are clear internal pedestrian access corridors within campus.
• Abundant softscape areas around campus.
• Ample amount of green/open space on campus.
Legend
C - North Academic
E - South Academic
F - Library
Existing Building
Proposed Building
Proposed Parking
Existing Axis
Property Line
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starr county campus
Recommendations
The need for academic space at Starr County is not as urgent as other
campuses, yet there is still a need. This campus has a luxury that many
of the other campuses lack, which is available land needed to expand.
This campus is tied to the community and offers its facilities to local
groups and programs. Because of the close relationship with the local
population, community space is important and should be expanded.
Most of the recommended facilities in Phase One will be available to
the community.
The recommended expansion of the Technology and Workforce Center
will help STC to continue to provide services to the community and
foster that relationship. STC should strategically partner with UT Pan
American to stimulate future growth of the campus. UT Pan American is constructing a facility just southwest of the campus boundary.
Programs offered there will not interfere with STC’s programs and
academic goals.
There will be a few parking area expansions and a loop road extension
in later phases, but the existing axes will be preserved through the construction of new facilities. Starr County will be able to accommodate
Enrollment Summary
Annual %
2008
2015
2020
4.0%
1,040
1,339
1,539
Starr County Campus
Starr County Campus
Existing Square
Footage
Needed (by 2020)
Square Footage
Added
123,427 GSF
141,015 GSF
141,000 GSF
growth well beyond 2020.
Building blocks in Phase One are critical to the overall development and
the following:
Phase One
1. Library Expansion and Cultural Arts Center
a. Serve as a regional library for Starr County, provide information commons, art exhibition space and instructional tech
space.
b. Approximately 15,000 SF each
2. Health Professions and Science Center
a. Classrooms, labs, specialty spaces, and offices.
3. Technology and Workforce Center Expansion - 16,000 SF
a. Expand parking in the southwest quadrant of campus.
Phase Two and Three
1. New Classroom Building I
2. Performing Arts Classroom Building
a. Music and drama programs.
3. New Classroom Building II - 44,000 SF
4. Parking
a. Expand parking in the southeast quadrant of campus in Phase
Two.
b. Expand parking in the northeast quadrant of campus in Phase
Three.
4. Student Services Expansion - 5,000 SF
5. Parking
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starr county campus
Recommendations
Conceptual Plan
Legend
C - North Academic
E - South Academic
F - Library
Existing Building
Future Parking
Phase III - New Classroom Building II
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starr county campus
Recommendations
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Cost Estimate
cost estimate
Estimate Clarification
Executive Cost Summary
1. The basis for the cost model was documentation from Freese
and Nichols including CAD files, PDF documentation, and the
Master Building Legend
2. Direct construction cost are generated as 2010, first quarter cost
data
3. This master plan cost model assumes that the each building, or
groups of buildings will be individual projects, competitively bid,
to qualified, Texas-based, General Contractors
4. The cost model assumes normal working hours, conditions, and
typical scheduling
5. The cost model includes direct cost for only those projects that
have been identified as Phase I in the Master Building Legend
6. Fees for General Contractor General Conditions and Profit have
been included for budgeting purposes
7. Fees for Design Consulting (Architecture/Engineering) have been
included for budgeting purposes
8. A Design Contingency of 5 percent has been included for budgeting purposes and is intended to be used by the owner to cover
scope changes, specialty design conditions and specialty design
consultants.
9. An Owner’s Contingency of 5 percent has been included for
budgeting purposes and is intended to be used by the owner to
cover scope changes, unforeseen conditions, etc.
10. An allowance for escalation of 5.7 percent has been identified
for budgeting purposes. Escalation refers to the general inflation
of material costs over time. It is important to note that escalation factors are extremely volatile and subjected to multiple
influencing factors. Local and global economies, material and
labor availability, all affect the inflation rate. It is recommended
that as the Master Plan project progresses, the College should
continually maintain current escalation rates, related to the start
dates of specific construction projects. An estimated escalation
schedule can be provided.
11. An Owner’s allowance of 1 percent have been identified for temporary facilities and relocation costs associated with work on the
Master Plan
12. An Owner’s allowance of 4.5 percent have been included per STC
for Furnishings, Fixtures, and Equipment
13. An Owner’s allowance of 6.5 percent have been included per STC
for Information Technology
14. Land acquisition costs are excluded from this cost model but
should be recognized by the owner as potential additional cost
in the development of the Master Plan
15. Demolition of existing structures has been excluded from this
cost model but should be recognized by the owner as potential
additional cost in the development of the Master Plan
16. Projects identified in the Master Plan as Phase II or Phase III are
not included in this cost model
17. The STC Pedestrian Bridge project on the Pecan Campus is not
included in this cost model
18. General utility infrastructure cost required to facilitate expansion of the campus including Central Plant capacity upgrades
and extension of primary utilities are included in this cost model
19. Specific utility extensions off of major loops or primary lines to
projects identified in Phase II and/or III are not included in this
cost model
20. Landscaping/Hardscaping and paving costs identified in Phase I
of this Master Plan are included in this cost model
21. Landscaping/Hardscaping and paving costs identified in Phase
II or Phase III of the Master plan are not included in this cost
model
22. Building specific cost data has been created based on high level
cost assumptions identified for each construction project. These
assumptions, related to building finishes, structural types and
foundation systems are identified in the building estimates as
well as the Project Data Sheets documented for each project.
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cost estimate
Phase I - Executive Cost Summary
Note: See appendix for detailed cost breakdown.
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cost estimate
Phase I - Indirect Cost Breakdown
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cost estimate
Phase II - Executive Cost Summary
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cost estimate
Phase II - Indirect Cost Breakdown
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cost estimate
Phase III - Executive Cost Summary
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cost estimate
Phase III - Indirect Cost Breakdown
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cost estimate
District-Wide Campus Master Plan Summary
District-Wide Space Needs Summary
Pecan Campus
Technology Campus
Mid-Valley Campus
Starr County Campus
Continuing Education
Total
Total GSF Distribution
493,000
40%
173,000
14%
161,000
13%
224,000
19%
141,000
12%
27,000
2%
1,219,000
100%
Phase I Project Summary
Phase I
192,500
91,000
74,000
83,000
58,000
498,500
Phase II Phase III
190,500 110,000
40,000
42,000
41,000
46,000
61,000
80,000
39,000
44,000
27,000
398,500 322,000
Note: Distribution of space was determined by projected enrollment, space needs and campus capacity.
Building Description
Pecan Campus
New Classroom Building I
New Classroom Building II
Student Services Expansion
New Academic Building I
Campus Site Work
Subtotal
Nursing and Allied Health Campus Expansion
Campus Site Work
GSF
Total Cost
75,000
47,000
22,500
48,000
$16,412,994.00
$9,903,174.00
$5,651,857.00
$10,335,839.00
$7,597,214.00
$49,901,078.00
192,500
91,000
Subtotal
Technology Campus
Technology Campus Expansion and Institute for Advanced Manufacturing
Logistical Support Center Expansion
Campus Site Work
Subtotal
Mid-Valley Campus
Health Professions and Science Center/Classroom Building
Technology and Workforce Center Expansion
Site Work
Subtotal
Starr County Campus
Library Expansion and Cultural Arts Center
Technology and Workforce Center Expansion
Health Professions and Science Center
Site Work
Subtotal
TOTAL
91,000
64,000
10,000
74,000
66,000
7,000
10,000
83,000
15,000
16,000
5,000
22,000
$24,907,326.00
$3,697,322.00
$28,604,648.00
$12,639,824.00
$2,271,526.00
$3,120,523.00
$18,031,873.00
$13,825,855.00
$1,994,486.00
$2,607,708.00
$1,952,505.00
$20,380,554.00
58,000
$4,254,914.00
$3,799,290.00
$1,608,399.00
$5,630,724.00
$2,291,881.00
$17,585,208.00
498,500
$134,503,361.00
Note: Cost estimates have been rounded to the nearest dollar.
South Texas College
72
Prepared by:
4055 International Plaza, Suite 200
Fort Worth, Texas 76109
(817) 735-7300
www.freese.com

STC Master Plan - Final.indd

Transcription

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