JCC Masterplan 2024

FINAL MASTER PLAN Envisioning the Future for JCC | 2024

Table of Contents INTRODUCTION

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ACADEMIC PLANNING 20

THE MASTER PLAN

27

Executive Summary

05

Program Objectives

21

Main Campus

28

About The Plan

08

Aligning Priorities

22

Future Clayton Campus

41

Master Plan Vision

09

Implementation

23

Workforce Development Center

50

Planning Process

10

24

Satellite Campuses

60

Strategic Plan Alignment

14

Building Program Descriptions

Principles, Processes, and Positioning

15

Big Ideas

17

CAMPUS PHASING

65

APPENDIX

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LETTER FROM THE PRESIDENT Dear Colleagues: Welcome to the Campus Master Plan of Johnston Community College. This document serves as a strategic road map outlining the future development, enhancement, and maintenance of the physical infrastructure that supports our institution’s mission of academic excellence, student success, and workforce development.

This plan is the culmination of a process that began about a year ago with a dedicated group of Johnston Community College students, faculty, staff, and trustees—led by LS3P—encompassing a thorough review of JCC’s current facilities, an analysis of the institution’s current and future needs, and a detailed consideration of Johnston County itself and the projected growth of population and workforce needs for an educated labor force.

After many discussions, public presentations, needs assessments, stakeholder interviews and poster sessions, the shared intelligence of this group is distilled into this document. It is a strategic framework for prioritizing and executing capital improvements to JCC and is centered on a clear vision of the college’s potential to support the growth of JoCo effectively, economically, and attractively.

Vern L. Lindquist President Johnston Community College

As with any facilities master plan, this is not a list of all of the projects that JCC will absolutely be completing in the next ten years. As opportunities arise to improve our physical plant, however, the vision of this plan will ensure that our future improvements are well-designed and will work efficiently towards our long-term goals for the college. Given the quality and comprehensive nature of this plan, potential funders of campus projects can rest assured that our requests are grounded in thorough research, good design principles, and fiscal responsibility.

Thank you for your interest in JCC and your dedication to its continuing success. We look forward to using this plan as we realize our shared vision for JCC and Johnston County.

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01

INTRODUCTION

JCC MASTER PLAN - 2024

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EXECUTIVE SUMMARY JCC MASTER PLAN - 2023

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ACKNOWLEDGMENTS LS3P

Katherine Peele Principal In Charge

Chris Roberts Project Manager

Scott Greenman Project Architect

Ashleigh Ogden Master Planner

Kevin Mara Senior Associate

Molly Nealon Project Analyst

BRAILSFORD & DUNLAVEY

Brad Noyes Executive Vice President

Joe Winters Vice President

EXECUTIVE SUMMARY

Huge Thanks to the JCC Steering Committee + Board of Trustees Dr. Vern Lindquist - President Terri Lee Vic McCormick Gail Rivera Kelly Uzzle Pam Harrell Carrie Pitts-Densmore Tommy Williams Hank Daniels

JCC MASTER PLAN - 2024

Josh Thompson Jennifer Horvath Camille Reese Lyn Austin Dee Dee Daughtry Kismet Matthews Jeff Pickering Marc David

Lyn T. Austin - Chair Hank Daniels - Vice-Chair Mary Daughtry Suefan Johnson Tommy Williams Lynn Harloe Ragsdale Reid Williams Joshua Thompson Robert Bryant Antoan Whidbee Dr. Oliver Johnson R.S. Lawter Jr. 6

INTRODUCTION Johnston Community College has successfully operated since 1969 and continues to serve over 13,000 students annually. JCC is located 30 miles east of Raleigh, in Smithf ield, near the junction of I-95 and US 70. The 175-acre main campus offers some 35 occupational programs of study as well as numerous continuing education courses. JCC has campuses throughout the county, including the Johnston County Workforce Development Center in Clayton; the Cleveland Center; and the Howell Woods Environmental Learning Center, a 2900-acre wildlife preserve and teaching facility. A new Advanced Manufacturing Facility is set to open in 2025 in Four Oaks.

EXECUTIVE SUMMARY

The goal of this Master Plan is to update the previous 2015 study and provide Johnston Community College with the necessary information to inform decisions and priorities for anticipated campus growth. The intention of the Master Plan is to measure how wellaligned JCC’s programs are with the regional market, examine current buildings and inf rastructure, and illustrate distinct approaches for future campus land development.

Johnston Community College

Johnston County in North Carolina JCC MASTER PLAN - 2024

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Main Campus Workforce Development Center Cleveland Center Howell Woods Center Four Oaks Advanced Manufacturing Site Proposed JCC Clayton Campus

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ABOUT THE PLAN JCC MASTER PLAN - 2023

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MASTER PLAN VISION Johnston Community College’s diverse campus environment spreads across Johnston County in four unique campus locations. The main campus in Smithf ield anchors three satellite campuses with a f ifth campus coming soon in Four Oaks. The goal of the 2024 Campus Master Plan is to provide a unif ied, comprehensive vision for campus development across all f ive campuses over the next decade and beyond. The plan accommodates new and future campus programs, improves the student experience, proposes renovations or replacements of existing buildings, and improves vehicular circulation in direct response to the needs of the College and the County. The plan also provides f rameworks for land use, building use, and mobility with the aim of unifying and enhancing the established campus network with the surrounding context.

ABOUT THE PLAN

The Master Plan is guided by eight Design Principles developed f rom broad campus input f rom students and faculty. These principles act as touchstones for decision-making. Space utilization analysis and future growth projections inform a program implementation plan that unites the Design Principles with actionable ways to spark campus development.

Two big ideas help to organize the plan: campus connectivity through campus hubs, and enhancing the student experience with def ined activity zones.

These f rameworks, along with other supporting ideas, help to establish key organizing ideas for development within JCC’s campus, while maintaining a balance between critical campus systems.

This campus plan aims to cultivate a dynamic learning environment that empowers individuals to excel in a rapidly growing county. This long term plan will result in a campus that is a source of pride and identity for JCC and Johnston County.

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PLANNING PROCESS INCLUSIVE APPROACH The Campus Master Plan was developed in collaboration with campus leadership, department heads, faculty, and staff f rom April 2023 - November 2023. The design team worked closely with the established Steering Committee to obtain monthly feedback and direction throughout the entire design process. A Student pop-up session at the start of the project captured the student’s feedback.

ABOUT THE PLAN

The design team held engagement sessions with every department at JCC to understand their needs and wishes individually. To reach those beyond campus or those who couldn’t make the in-person sessions, the team developed a website to share progress, receive feedback, and host an online survey.

The overall process included three major phases of work: Inventory and Analysis, Design Optioneering, and Documentation. Each phase was further broken down into tangible milestones to assist in presenting to the Steering Committee.

Phase 1: Inventory and Analysis Phase 1 focused on assessing existing conditions on each campus as well as current economic drivers in Johnston County. Guided by the success criteria and design principles developed for the project, Phase 1 took into consideration equity, environment, economic, and aesthetic elements. The planning team completed engagement sessions, toured all campuses and their facilities, analyzed existing physical conditions, and completed the space needs assessment. In addition, the team reviewed enrollment trends along with future enrollment projections, and gave careful consideration to the 2021-2026 Strategic Plan as well as previous master plans. An in-depth analysis was done on a regional (county wide) scale in addition to the local (individual campus) scale. The synthesis and analysis of these various data sources informed the development of the planning recommendations.

Phase 2: Design Optioneering Phase 2 built upon the findings of the inventory and analysis phase to inform the development of different concept designs for the future of the campus. The concepts considered different ways to unite campus internally as well as connections to the surrounding context, with careful consideration of outdoor space and pedestrian accessibility. The Steering Committee advanced the preferred concepts with the goal of arriving at a preferred design that aligned with JCC’s vision, mission, and strategic plan.

Phase 3: Documentation The final phase of the planning process included the development of the preferred concept designs in greater detail. This report is the outcome of that process, and is intended to serve as a reference and a record of the planning and design recommendations.

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CAMPUS MASTER PLAN PROCESS Phase 1: Inventory and Analysis

MISSION & GOALS

ABOUT THE PLAN

• Project Kick Off and Visioning Workshop • Institutional Framework and Success Criteria • Student pop-ups

OPPORTUNITIES, CHALLENGES, & ASSESSMENT

Phase 2: Design Optioneering

SPECTRUM OF OPTIONS

SCENARIO TESTING

Phase 3: Documentation

DRAFT MASTER PLAN

FINAL MASTER PLAN

• Demographic Analysis • Stakeholder Engagement Sessions • Competitive Context Analysis • Campus Experiential Analysis • Existing Conditions Assessments • Academic Programming Space Needs Assessment • Identify Potential New Campus Sites • Survey Implementation and Analysis

Phase 1 of the Master Plan process involved intense information gathering from students, faculty, and leadership at JCC. This process allowed the design team to then conduct analysis of both the JCC campuses and the county.

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CAMPUS MASTER PLAN PROCESS Phase 1: Inventory and Analysis

MISSION & GOALS

OPPORTUNITIES, CHALLENGES, & ASSESSMENT

Phase 2: Design Optioneering

SPECTRUM OF OPTIONS

ABOUT THE PLAN

• Potential Master Plan Frameworks • Existing Campus Accommodation Plans

SCENARIO TESTING

DRAFT MASTER PLAN

FINAL MASTER PLAN

• Conceptual Master Plan Options Existing + New Campuses

Phase 2 of this process focused on designing a spectrum of options that look at different solutions to the opportunities and challenges that JCC faces.

Refinement of these options ultimately produced three schemes that the Steering Committee reviewed and choose for further development.

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Phase 3: Documentation

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CAMPUS MASTER PLAN PROCESS Phase 1: Inventory and Analysis

MISSION & GOALS

OPPORTUNITIES, CHALLENGES, & ASSESSMENT

Phase 2: Design Optioneering

SPECTRUM OF OPTIONS

SCENARIO TESTING

Phase 3: Documentation

DRAFT MASTER PLAN

ABOUT THE PLAN

• Refine Draft Master Plan • Phasing and Implementation Plan

FINAL MASTER PLAN • Final Master Plan • Final Deliverable

The final phase reconciled the conceptual design into a final master plan for JCC. This plan addresses all of the opportunities and challenges the design team heard from students and faculty as well as an implementation plan for the College to follow. The final master plan encompasses all renderings, drawings, and analysis.

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STRATEGIC PLAN ALIGNMENT JOHNSTON COMMUNITY COLLEGE STRATEGIC PLAN: 2021-2026 In 2021, Johnston Community College released the 2021-2026 Strategic Plan. That document clearly outlines the vision, mission, and values of the College, as well as the five strategic goals to achieve success. Those five goals, listed below, will help the College to fulfill its vision for the future.

Strategic Goals: 1. Engage Students 2. Empower Employees 3. Strengthen Communication 4. Enrich Programming 5. Augment Resources

ABOUT THE PLAN

The Campus Master Plan becomes an extension and physical manifestation of the Strategic Plan so that the design principles, physical recommendations, and program implementation are aligned with and support the College’s strategic goals and initiatives.

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PRINCIPLES, PROCESSES, AND POSITIONING

ABOUT THE PLAN

An organizing theme of the planning process is centered on three key aspects: development of design principles to guide decision making, an iterative process to bring the best evidence-based solution forward, and strategic positioning as part of the economic development of Johnston County. These aspects will help to prioritize the most transformative and beneficial projects in the future.

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PRINCIPLES

PROCESS

POSITION

The Campus Master Plan guiding principles provide a framework to inform and guide decisions about the campus. These principles, directly addressing project goals, act as a lens to filter the analyses and establish a consistent foundation for long-term implementation and new potential projects.

As Johnston Community College continues to grow, and the Johnston County population grows as well, it is important to have a deliberate process in deciding future expansion. The design solutions achieved by an iterative process, and informed by an opportunities/ challenges assessment and local and regional context, will benefit the College now and in the future.

It is important to understand the strategic positioning of Johnston Community College in light of the rapid county population growth. This growth brings great employment opportunities to the county, which coincides with great academic opportunities for students at JCC. With the Campus Master Plan recommendations in place, JCC is on track to redefine its presence in the county and the state.

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ABOUT THE PLAN

GUIDING PRINCIPLES

Expand Academic Capacity

Diversify Academic Offerings

Provide Offering to Underserved Areas

Unlock Greater Economic Development

The JCC Campus Master Plan supports future enrollment growth, expansion of existing programs, and the addition of new programs while maintaining the character of JCC.

A strong focus on diversifying academic offerings to align with the new industries within the county will continue to benefit students and faculty now and in the future.

JCC has established a presence in Johnston County over many years. As the county population continues to boom, it is crucial to reach students in underserved areas so JCC can expand its reach.

This plan is intended to help Johnston County align with its existing partnerships, as well as foster new relationships, to be a forerunner in the county’s economic development as more industries move into Johnston County.

Enhance Campus Experience

Heighten Student Attraction

Strengthen Student Retention

Amplify Community Connectivity, Impact, and Identity

As JCC continues to grow and expand, it is important to continue enhancing the campus experience with updated facilities and amenities. The priority will be creating spaces that foster a welcoming campus environment for all.

This overarching principle is a priority for JCC as it sees competition from other community colleges. The Master Plan aims to attract more students to JCC by offering a vibrant and supportive learning environment.

By providing a diverse range of academic offerings, enhancing campus facilities, and fostering a sense of community and belonging, JCC aims to strengthen student retention rates and support student success throughout the educational journey.

This principle has influenced decision making by prioritizing community involvement, partnerships, and outreach efforts. The Master Plan focuses on strengthening ties with local businesses and organizations to enhance the College’s role as a community resource and catalyst.

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BIG IDEAS CAMPUS CONNECTIVITY One of the main design strategies used in creating the Master Plan is the idea of creating student hubs within campus “districts” to provide larger campus connectivity.

JCC’s main campus struggles with its linearity and broken pedestrian network. The current Learning Resource Center cannot support the entire campus due to its non-central location. A primary goal of this Plan is to create easier access to student services by dispersing those services between multiple buildings across campus. Students within the defined districts will be able to access the student hubs that serve their district, increasing the use of these spaces due to more convenient access.

ABOUT THE PLAN

The three districts planned are Athletic, Public Services + Trades, and Knowledge. Programs at JCC should be arranged to fit spatially within these districts. The campus hubs are meant to support the students and programs in the district.

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Athletic District

Public Services + Trades District

Knowledge District

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BIG IDEAS ACTIVITY ZONES Another main design strategy used in the Master Plan is the idea of energizing campus quads by creating key activity zones. The proposed buildings are thoughtfully arranged to create defined quads that activate the campus.

The idea of activating the quads is supported by activation of the ground floor of the surrounding buildings. The buildings directly adjacent to the quads should have food and beverage options, study areas, and even relaxation areas. The intention is for these buildings to have more transparency at the ground level to unite the exterior and interior spaces.

ABOUT THE PLAN

The design and use of the buildings surrounding the quads will create dynamic and vibrant activity nodes throughout campus.

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CAMPUS OVERVIEW Johnston Community College’s main campus development is intended to happen over the course of many years. The Master Plan is a 10-20 year vision that must be realized over many phases of development and renovation. The Design Principles guided the decisions on which buildings to keep or renovate based on the academic programming analysis. The Big Ideas helped organize the plan’s spacial development. As the College continues to grow, these Master Plan recommendations will inform opportunities for redevelopment.

ABOUT THE PLAN

This Campus Master Plan was completed alongside another effort, a Public Safety Master Plan, to improve the current conditions on main campus and allow JCC to continue to be a competitive institution in North Carolina. The Public Safety Master Plan governed the decisions made in this whole campus Master Plan that related to the Public Safety programs. While some decisions do not follow the recommendations made by the Public Safety Master Plan, many of the moves made in this plan directly follow its recommendations. The goal for this plan is to take into account all programs and their needs, not one program specif ically, and to determine how to create cohesive solutions.

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MAIN CAMPUS DEVELOPMENT KEEP: Wood Building - Engineering Tart Building Public Safety Building Arboretum Greenhouse + Gardens TOTAL SF: 140K SF RENOVATE: Elsee Building STEAM Building Wilson Building Health Sciences Building Smith Building Learning Resource Center TOTAL SF: 275K SF DEMOLISH: Sanders Maintenance Building Britt Building Transport Tech Building TOTAL SF: (67K SF) NEW: Center for Academic Success Recreation Center General Classroom Facility (x4) Addition to Smith Building Construction Trades Building Automotive Tech Building Maintenance + Operations Facility Storage Apparatus for Public Safety Fire Training Tower + Facilities TOTAL SF: 528K SF

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ACADEMIC PLANNING

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PROGRAM OBJECTIVES EXISTING CONDITIONS

OVERALL OBJECTIVES

Johnston Community College has plans to expand its academic capacity in both the near and distant future. The linearity of the campus and the distance between buildings makes it difficult for students to traverse the campus multiple times a day. This condition creates siloed programs and encourages students to stay in one or two buildings during the day; travel distances also discourage students from interacting with classmates in other programs, or partaking in offerings on other parts of the campus.

This condition also causes inefficiencies in space utilization. Some buildings are heavily utilized beyond capacity, while other buildings are open but unable to be used for programs with specific requirements.

The overall objective of relocating the academic programs at JCC is to create a cohesive campus environment that has the ability to be flexible and cultivate a dynamic learning environment.

Collaboration and interaction is important in a student’s academic career. Recommendations that enhance the campus environment have the potential to create a domino effect on implementation. After listening to the department heads and Steering Committee, a prioritization list emerged that addresses key projects, and in some instances, what order they must follow to be successful. These priorities were weighed against the Guiding Principles to provide a clear direction.

ACADEMIC PLANNING

Due to the long, linear campus and the challenges associated with it, the Master Plan looks to expand student support services across campus. These services should be improved while also dispersed throughout campus to create a more pedestrian f riendly environment that supports all students.

A waterfall diagram shown on page 22 explains the proposed order for implementation. As new development approaches, focusing on the creation of Campus Hubs and Activity Zones along with the implementation plan will create a welcoming and friendly campus environment that continually attracts students. Renovations of buildings to support new academic and student life needs is a crucial first step to enhancing this campus and setting a standard for future development.

Classroom Space

Laboratory Space

Fitness Center Student Support Assembly Student Lounge Food Access Merchandising

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ALIGNING PRIORITIES Diversify Academic Offerings

Relocate Health Science Programs to New Campus Create a Center for Academic Success

Provide Offering to Under Served Areas

Strengthen Campus Brand with Signature Icon

Unlock Greater Economic Development

Create a Unified Campus Identity

Enhance Campus Experience

Enhance Campus Placemaking Modify Pedestrian Network

Heighten Student Attraction

Modify Vehicular Network

Strengthen Student Retention

Expand Workforce Development Center

Amplify Community Connectivity, Impact, and Identity

HIGH

Expand Academic Capacity

Core Design Priorities

Relocate Truck Driver Training Renovate + Reprogram STEAM

MEDIUM

Guiding Principles

Enhance Learning Resource Center Incorporate New Automotive Technology Center

Consolidate Key Programs to Health Sciences Renovate Fire Training Center Key Facilities

LOW

ACADEMIC PLANNING

Incorporate New Construction Trades Center

Renovate Elsee Building Renovate Wilson Building Relocate Maintenance + Facilities Complex JCC MASTER PLAN - 2024

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IMPLEMENTATION

TOP PRIORITY MEDIUM PRIORITY LOW PRIORITY

RELOCATE HEALTH SCIENCE PROGRAMS OFF CAMPUS: 100,000 - 150,000 SF CONSOLIDATE CTLA, ECA AND OTHER JCHS INTO HEALTH BUILDING EXPAND PUBLIC SAFETY EXTERIOR APPARATUSES AND STORAGE AREAS RENOVATE AND EXPAND SMITH BUILDING FOR PUBLIC SAFETY COMPLETE RENOVATION OF ELSEE BUILDING CREATE A CENTER FOR ACADEMIC SUCCESS CREATE RECREATION CENTER AS A COMMUNITY AMENITY WITH SPORTS FIELDS CONSOLIDATE STUDENT AND FACULTY TECHNOLOGY IN LEARNING RESOURCE CENTER: 5,000 SF CONSOLIDATE TESTING AT TART GIVE CLEVELAND CENTER BACK TO COUNTY CREATE NEW OPERATIONS AND MAINTENANCE BUILDING: 10, 000 SF DEMOLISH SANDERS RELOCATE COSMETOLOGY OFF CAMPUS: 6,000 SF RENOVATE WILSON: COSMETOLOGY WING ONLY FULL RENOVATION OF WILSON, CONSOLIDATE ADMINISTRATIVE SERVICES TO GROUND LEVEL CREATE CAMPUS STANDARDS

ACADEMIC PLANNING

CREATE A CAMPUS IDENTIFIER RELOCATE TRUCK DRIVER TRAINING SCHOOL: NEW 6,000 SF FACILITY DEMOLISH EXISTING TRUCK DRIVER TRAINING BUILDING MODIFY VEHICLE ROADWAYS CREATE A NEW CENTER FOR AUTOMOTIVE TECHNOLOGY: 60,000 SF MODIFY PEDESTRIAN NETWORK NEW CLASSROOMS AND STAFF OFFICE SPACE AT WORKFORCE DEVELOPMENT CENTER: 12,000 SF CREATE TEACHING FACILITY AT HOWELL WOODS RENOVATE CURRENT MULTI-PURPOSE ROOM: 6,000 SF JCC MASTER PLAN - 2024

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ACADEMIC PLANNING

BUILDING PROGRAM DESCRIPTIONS RELOCATE HEALTH SCIENCES PROGRAM

RENOVATE ELSEE BUILDING

CONSOLIDATE STUDENT + FACULTY TECHNOLOGY IN THE L.R.C.

Creating a new campus in the high population growth area of Clayton and co-locating the new facility near existing health care focused industries will allow the health science programs to expand to and beyond their existing capacity. The next facility should feature the latest spaces and equipment to facilitate teaching a health science curriculum. With the creation of a new campus, the new location should also include additional general education classrooms, student service spaces, and adequate staff areas.

The current building’s interior spaces are in need of a major renovation. There is a lack of supporting staff and student spaces to support modern day teaching and learning. After a substantial amount of programs currently in the building are relocated to the new Clayton Campus, a complete renovation of the building is needed for the programs that will utilize it in the future.

Currently, technology offerings are scattered throughout campus. By centralizing all faculty and student technology for learning and teaching into a single location at the LRC will allow these offerings to be more visible and available. Technology offerings such as podcast rooms, VR rooms, and high end computing and video making are all targets for relocation and offering expansion.

CONSOLIDATE HIGH SCHOOL PROGRAMS INTO HEALTH BUILDING

CREATE A CENTER FOR ACADEMIC SUCCESS

CONSOLIDATE CENTRALIZED TESTING IN TART BUILDING

After the opening of the new Clayton campus, heavy renovations will be needed to remove program-specific rooms no longer needed on campus, and lighter cosmetic renovations will be needed for the rest of the building. The building will then accommodate the high school programs and create synergies with the programs that use the building. The building will be located near the bus loop allowing for easy drop off and pick up by the local school system bus service.

As the anchor of the Knowledge District, the new Center for Academic Success will focus on colocating key student life services with teaching opportunities. The new building is meant to be not only a hub of student life and learning, but also a community asset with event and fitness spaces that could be open to the public. Space is included in the building for incubating programs with expected growth(i.e. Culinary and E-sports).

Co-locating and enhancing all testing centers on campus will create one centralized space so all students know where testing happens. The facility will need to accommodate a variety of testing needs, and care should be given to make the space as flexible and accommodating as possible.

Potential additional revenue sources may be available by offering this space as a community asset or partnering with an outside vendor.

EXPAND PUBLIC SAFETY

CREATE NEW RECREATION CENTER

GIVE CLEVELAND CENTER TO COUNTY

Minor renovations will be needed to the Smith building, after the current programs are able to vacate, which will allow the Public Safety programs to expand into this building. A new training pad and storage building for vehicles, training equipment, and outdoor apparatuses are planned for the perimeter of the campus.

Utilizing the land across College Road further enhances JCC’s community amenities with additions of new sports fields. This strategy also expands the ability for JCC to teach in new ways.

Providing a small new “pavilion style” facility for restrooms and other uses will create a formal outdoor gathering space for the College and community.

After the opening of the new Clayton Campus, potentially a few miles down the road, programs currently offered at this small facility can relocate to the new campus and the building can be given back to the county for its intended future use.

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BUILDING PROGRAM DESCRIPTIONS CREATE NEW MAINTENANCE + OPERATIONS FACILITY

RENOVATE WILSON

RELOCATE TRUCK DRIVER TRAINING PROGRAM

Operating and maintaining the facilities at JCC has become increasingly complex with multiple departments spread across campus. Creating a new centralized location for maintenance and operations will allow for better synergies in how the campus is run. Certain satellite offices will be needed in highly visible locations, such as security.

A new climate controlled building for storage of materials is a high priority as the current building is past its useful life. Special care should be given to include fleet maintenance space and parking at the new facility.

After cosmetology has been relocated off campus, renovation of the cosmetology wing of Wilson will be important. This space is needed for faculty offices and classroom spaces. Complete renovation of Wilson will be needed to co-locate administrative services to a central location and re-purpose space for learning after programs have shifted on campus.

Create a new off-site facility coupled with plenty of parking, truck driver training area, classrooms, faculty offices, and student spaces. An ideal facility would be located close to interstate access and allow the program to expand beyond the current offerings.

DEMOLISH SANDERS BUILDING

CREATE CAMPUS STANDARDS + GUIDELINES

CREATE NEW AUTOMOTIVE TECHNOLOGY BUILDING

Creating standards and guidelines will streamline the budgeting and renovation strategies for ongoing and future projects. Setting a benchmark will allow smaller individual projects to be undertaken at the same level of service. The goal is to elevate the entire campus over time and provide more predictability to budgets.

Expansions in the electric vehicle and battery industry have been major economic drivers in the surrounding communities. Creating a new facility focused on training in this new market sector and expanding current internal combustion offerings, beyond the diesel program, will allow for future growth opportunities for the college.

RELOCATE COSMETOLOGY OFF CAMPUS

CREATE A CAMPUS IDENTIFIER

DEMOLISH EXISTING TRUCK DRIVER TRAINING BUILDING

Create a new location off campus for cosmetology at an in-line retail location with plenty of parking for patrons. The ideal location for this would be within the downtown Smithfield area as the current patron population is pulled f rom the nearby community.

The new location should have lab-specific spaces but also classroom and staff spaces.

This idea is meant to spur excitement around campus and placemaking. This project could draw from a variety of ideas depending on the direction of the campus community; examples include a new campus entry, campus mural, or a signature vista.

After programs have been relocated to new buildings, demolish existing building as it will be at its end of useful life and not able to be re-purposed.

ACADEMIC PLANNING

The current building is at the end of its useful life, and the new maintenance and operations building will replace this building’s current purpose.

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BUILDING PROGRAM DESCRIPTIONS MODIFY VEHICLE AND PEDESTRIAN NETWORK Modify the network for pedestrians and vehicles as new buildings are positioned and programs shift.

The focus should be on providing safe universal access to all facilities. Special care should be given to make the campus a more vibrant, walkable place. Breaking up the amount of parking and distributing parking closer to buildings allows for more interconnection between buildings and green spaces.

CREATE NEW TEACHING BUILDING AT WORKFORCE DEVELOPMENT CENTER

ACADEMIC PLANNING

Classroom and faculty offices are at a premium in the current facility. Creating a new classroom building will allow expansion of offerings at the Workforce Development Center. Renovation of the existing multi-purpose room, expanding lab offerings, and redesigning the front entry will help create a pleasing campus environment.

Programming for the full campus should be taken into consideration by the design team in the planning stages. Additional enhancements to the surrounding streets and a new loop road will enhance visibility, vehicle access, and circulation.

CREATE NEW TEACHING FACILITY AT HOWELL WOODS Create a new facility to house formal classroom spaces and expand current offerings at Howell Woods. The new facility should allow for the renovation of the multi-purpose room for enhanced technology and ADA upgrades.

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CAMPUS MASTER PLAN

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MAIN CAMPUS JCC MASTER PLAN - 2023

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CAMPUS VISION

GUIDING PRINCIPLES

The recommendations for JCC’s Main Campus are rooted in the eight Design Principles guiding the Master Plan. The design principles reflect the mission, vision, values, and goals of Johnston Community College. The overarching intent is to strengthen the academic and student life experience on campus through the addition of new facilities, renovations, active open spaces, and the creation of new, dynamic campus hubs.

Expand Academic Capacity •

Strategically co-locate existing programs to allow space for future enrollment growth and addition of new programs on main campus and future campuses

Diversify Academic Offerings •

Align with the county growth to identify additional academic programs JCC can add to their offerings to support workforce success

Provide Offering to Underserved Areas •

Establish connections to a multi-modal transportation system in the county, allowing easier access to JCC’s main campus

Unlock Greater Economic Development •

Prioritize academic and community outreach programs that directly align with Johnston County’s economic development, specifically in the health sciences field.

Enhance Campus Experience • • •

Create new student centered spaces that are inclusive and welcoming Upgrade existing facilities to reflect a modernized campus Establish a cohesive pedestrian and vehicular network across main campus

Heighten Student Attraction • •

Legend

MAIN CAMPUS

Existing Building

Restore vibrancy to main campus that rivals competitor institutions Ensure student support by establishing student hubs throughout campus

Strengthen Student Retention •

Foster a sense of community throughout JCC’s campuses to support student’s success throughout their educational journey

Building Renovation Anticipated Facility Framework Building Potential Plaza Walkways JCC MASTER PLAN - 2024

Amplify Community Connectivity, Impact, and Identity • • •

Strengthen relationships between JCC and current partners Allow for new partnerships that align with the future growth of Johnston County Create a pedestrian network that reaches into the existing town fabric of Smithfield

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Legend Existing Building Building Renovation

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CAMPUS VISION

Anticipated Facility

1

13

Framework Building Potential Plaza Walkways

7 3

7

5

1

7

4

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3

10

9

7

4

2

19

3

8

7 6

7

1 6

8

7

6

18

Public Safety Training Pad

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4

17

4

16 7

6

7

5

14

7 5 8

12

15 2

MAIN CAMPUS

Building Improvements 1

Future Recreation Center

2

New Classroom Facility

3

400’

JCC MASTER PLAN - 2024

800’

Additional Campus Entrance

1

Main Campus Walkway

Arbor Drive Improvements

2

Back Pond Multi-Use Trail

3

College Road Improvements + Median

3

Multi-Use Sports Fields + Courts

4

New Center for Academic Success New Classroom Facility

14 Elsee Renovation

4

Two-way Parking Lot Traffic Flow

4

Campus Gateway Improvements

5

New Classroom Facility

15 Smith Renovation

5

5

6

Addition to Smith for Public Safety Future Const. Trades Center

16 Wilson Renovation

Jaguar Drive Improvements + Pedestrian Conversion

Arboretum Walking Trail Improvements

6

6

Campus Quad Green Space

17 Health Science Renovation

7

7

Plaza Improvements

Future Automotive Tech Center New Classroom Facility

18 Smith Renovation

Private Entrance For Public Safety Training Sidewalk Connections to Surrounding COmmunity

8

Pond Dock Creation

9 200’

1 2

8

0 50’ 100’

Site Improvements

for Public Safety 12 New Fire Training Tower + Renovated Facilities 13 Arboretum Renovation

7

N

11 New Storage Apparatus

Mobility Improvements

19 LRC Renovation

Maintenance + 10 New Operations Facility

30

POTENTIAL DEVELOPMENT The Campus Master Plan seeks to strategically align the academic, recreation, and student life facilities on main campus with both current and future needs.

This plan suggests a combination of new buildings, repurposing strategies, and signif icant renovations to better position JCC for success over the next decade.

New construction focuses on creating dynamic, multi-purpose, flexible facilities to replace aging single-purpose buildings. Initiatives also include reimagining the student life experience and providing athletic and recreational facilities. Renovation strategies focus on improving scheduling eff iciencies with flexible classroom space while also providing top notch technology and student resources.

11 Public Safety Training Pad

12 8

7 6 9

5 4

10

2 3 1 Anticipated Facilities 1 Future Recreation Center 2 New Classroom Facility Center for Academic 3 New Success

4 New Classroom Facility

Legend

5 New Classroom Facility

Existing Building

MAIN CAMPUS

Building Renovation

to Smith for 6 Addition Public Safety

7 Future Const. Trades Center

Anticipated Facility

Automotive Tech 8 Future Center

Framework Building

9 New Classroom Facility

Potential Plaza

Maintenance + 10 New Operations Facility

Storage Apparatus 11 New for Public Safety

Walkways

12 New Fire Training Tower + Renovated Facilities

Main Campus Existing Conditions JCC MASTER PLAN - 2024

10-20 Year Master Plan for Johnston Community College Main Campus 31

PEDESTRIAN & OPEN SPACE FRAMEWORK Several key open spaces, pathways, and trails def ine the new pedestrian experience on main campus at JCC. The Campus Master Plan f irst suggests enhancements to the approaches and edges of campus and improved integration of these spaces.

Along E Market St and Martin Luther King Jr. Dr, the intent is to create a more porous and inviting campus edge that strengthens links to the surrounding community. New connections at E Lee St and Fuller St are intended to increase multi-modal transportation to and f rom the College. Jaguar Dr is suggested to have a pedestrian-focused segment that extends the length of the back pond, supporting more pedestrian travel. New open spaces are proposed with the creation of quads as new buildings develop to improve the overall student experience. Another important aspect is the main Campus Walkway that connects the east and west ends of campus with a wide, continuous, and easily accessible pathway.

More paths connect students to the recreation area with safe crosswalks across College Rd. The Master Plan also suggests improved trails around the back pond and the Arboretum.

Pedestrian-focused Segment of Jaguar Dr Future Connection to Existing Assets

New Quad in Public Safety + Trades District

New Elsee Building Green Space

Improved Campus Gateways

MAIN CAMPUS

Legend All Campus Path

Supporting Path

Connector Path

Multipurpose Trail

Campus Gateway

Main Campus Existing Conditions JCC MASTER PLAN - 2024

32

VEHICULAR MOBILITY FRAMEWORK The Campus Master Plan for Johnston Community College aims to improve traffic flow, safety, and aesthetics by addressing key road infrastructure and pedestrian accessibility issues. Currently, the main campus is bordered by two main roads and Interstate 95, with College Road intersecting with limited entry and exit points. To alleviate congestion, the plan proposes a third entrance on U.S. Business 70 near the Arboretum, enhancing access and creating a safer, more inviting campus entrance.

Recommendations include upgrading the existing gravel road to a paved two-lane street with a median, as well as enhancing College Road and adding a grassy median. This design feature not only slows down traffic and provides safe crossing zones but also enhances the campus environment aesthetically.

Pedestrian-focused Segment of Jaguar Dr

The Master Plan prioritizes pedestrian safety and accessibility by transforming Jaguar Drive into a pedestrianfocused corridor. This corridor will primarily serve parking lots while restricting vehicular traffic, except for service, emergency vehicles, and ADA parking. By eliminating vehicular traffic beside the pond area, the plan aims to create an open, pedestrian-friendly space. Entrances off Martin Luther King Jr. Drive will be reserved for the Public Safety program’s training purposes, separating large machinery and trucks from student and faculty traffic.

These measures collectively enhance traffic management, campus safety, and the overall campus experience.

Primary Training Road

Improved Campus Gateways + Intersections

MAIN CAMPUS

Legend Interstate

Campus Road

Major Road

Internal Drive

Key Intersection

Main Campus Existing Conditions JCC MASTER PLAN - 2024

33

SERVICE + PARKING The Campus Master Plan addresses parking challenges by proposing improvements to traffic flow and distribution. Currently, the main parking lot near the entrance suffers from congestion and limited circulation due to its one-way flow. The plan recommends converting this lot to two-way traffic and incorporating landscape islands to mitigate heat gain. The plan also advocates for distributing parking to individual buildings and program areas, replacing large parking lots with new development and additional buildings across campus. The parking lot in front of the Health Sciences building will remain to allow loading in/out of the Tart auditorium and remain as the bus loop for all high school programs.

These measures aim to alleviate congestion, enhance traffic flow, and integrate parking more effectively with campus development.

MAIN CAMPUS

Legend Parking Lot

Landscape Island with Tree Canopy

Service Road

Main Campus Existing Conditions JCC MASTER PLAN - 2024

34

STUDENT LIFE This Master Plan reimagines the student life at JCC by proposing a few new student-centered facilities as well as renovating existing facilities to enhance their current offerings. The additions of the “Campus Hubs” is envisioned to restore vibrancy on campus with expanded dining, increased study spaces, and a new green lawn opening to the front pond. The Recreation Center will improve athletic programs at JCC with a designated building for storage, student hangout space, and indoor activities. Currently the Learning Resource Center holds most of the student services, and is not easily accessible to all students.

Distributing student services across campus is a priority for this Master Plan, encouraging student and faculty interaction and collaboration. The addition of the main campus walkway will connect all of the student-life facilities while creating a safer environment for pedestrians and cyclists. All of these recommendations will nurture a stronger sense of community on main campus. This diagram shows the intended areas for some of the student services.

MAIN CAMPUS

Legend

Main Campus Existing Conditions JCC MASTER PLAN - 2024

Student Life Buildings

Dining - Cafe

Assembly Space

Recreation Building

Dining - Food Hall

Fitness

Campus Walkway

Study Lounge

35

CAMPUS HUBS A key concept of the Master Plan is to create a sense of community on JCC’s campus. The goal is to create student hubs that are dispersed throughout campus, supporting the “Districts” surrounding them, and providing easier access to student services. This Plan suggests the renovation of the Learning Resource Center as well as the addition of two new buildings to support this recommendation. A Center for Academic Success is intended to serve the students and faculty in the Knowledge District as well as the entire campus.

The Center should hold all basic services, as well as assembly, community, dining, and study spaces. A Recreation Center is intended to serve the Athletic District and activities that surround it. This facility is intended to hold a new fitness center as well as student and community spaces. The renovation of the Learning Resource Center will allow it to be a more inviting space with increased services. This building, serving the Public Safety and Trades District, will be able to support more student services than it currently can offer. The creation of campus quads, or nodes, supports the idea of campus connectivity with the goal of nurturing increased activity and vibrancy among students in these areas of campus.

Academic Node Assembly Node Academic Node

Student Hub Recreation Hub Student Hub

MAIN CAMPUS

Legend Campus Hubs

Knowledge District

Campus Nodes

Public Safety & Trades District

Athletic District

Main Campus Existing Conditions JCC MASTER PLAN - 2024

36

MAIN CAMPUS

An aerial view of Johnston Community College, showcasing the 20-year vision for its main campus.

N

JCC MASTER PLAN - 2023

37

MAIN CAMPUS

A view from the Wood Engineering Building, showing social spaces that connect inside to outside of buildings, as well as the east end of the main campus walkway, creating a vibrant campus environment.

JCC MASTER PLAN - 2023

38

MAIN CAMPUS

The new Center for Academic Success creates a new campus quad overlooking the front pond. The addition of active and transparent first floor uses, coupled with new walkways connecting students to resources and natural assets, creates an active social environment for students and faculty.

JCC MASTER PLAN - 2023

39

MAIN CAMPUS

A view of the Central Campus Walkway, creating a pedestrianfocused campus that visually and physically connects east and west ends of campus. This path is intended to be the center of activity for main campus, facilitating easier access across campus and interaction among students.

JCC MASTER PLAN - 2023

40

FUTURE CLAYTON CAMPUS JCC MASTER PLAN - 2024

41

CAMPUS VISION

COLLEGE GOALS

The Guiding Principles of the Physical Master Plan inform recommendations for moving the Health Science’s programs away from Main Campus and inform growth opportunities in the northern portion of Johnston County near Clayton, NC. The intent is to strategically expand the academic and 147 5 40 540 research ecosystem near an established medical park, 1 40 and to reach other70 students not in Smithfield, to enhance 40 401 the connections between the College and the county.

440

Expand Academic Capacity

95

264

95

440

•

As the region experiences rapid population growth, the demand for educational opportunities rises. Expanding the Health Sciences programs into Clayton creates more opportunities for the College, community, and county to grow and expand with the current market.

Diversify Academic Offerings 64

•

64

By opening a campus in Clayton, NC, the College will have the space and means to add new industry-relevant and community-tailored programs to their curriculum.

Provide Offering to Underserved Areas

301

• 40

40

64

JCC will be able to bring educational resources closer to residents in the north and west parts of Johnston County, making higher education more attainable. The positioning of this campus allows for multi-modal transportation to all JCC campuses to be more accessible and beneficial.

264

Unlock Greater Economic Development 258

•

1 70

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Potential JCC Campus

95 95

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Enhance Campus Experience •

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Strengthen Student Retention

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Legend Crossroads of America

Interstate

Proposed Commuter Rail Line

US Highway

Station Amtrak Route Amtrak Station

421

70

701

NC Highway County Line JNX

Creating engaging and modern learning environments fosters a sense of belonging and enthusiasm for learning. This keeps students actively involved in their education, reducing the likelihood of dropout. This expansion could lead to new partnerships and internships, allowing students to see a clear pathway to their desired careers.

Amplify Community Connectivity, Impact, and Identity 70

13

•

301

Greyhound Bus Station

117

JCC MASTER PLAN - 2024

Student attraction will increase with the opening of this campus by offering convenient access, specialized programs, state-of-the-art facilities, and more community engagement.

13

il e

40

CLAYTON CAMPUS

70

Ra d

5

401

Placing another JCC campus at the intersection of N.C. 42 and U.S. 70 Business cultivates a more welcoming and inclusive experience for students and faculty in a future walkable, vibrant mixed-use town center.

Heighten Student Attraction

ius

1

As JCC expands offerings to meet the demands of evolving industries, there is a potential for increased job creation. Strengthening partnerships with local industries in Clayton and the surrounding county will help boost the economy and attract more investors to the region, stimulating real estate development.

The emergence of a campus in Clayton will propel economic development in the county and the Greater Triangle Region by positioning itself as a technology and innovation hub. This strategic focus draws businesses and individuals interested in cutting-edge advancements, fostering a robust community identity with a positive impact.

42

TOP PRIORITY MEDIUM PRIORITY LOW PRIORITY

Program Waterfall

RELOCATE HEALTH SCIENCE PROGRAMS OFF CAMPUS: 100,000 - 150,000 SF CONSOLIDATE CTLA, ECA AND OTHER JCHS INTO HEALTH BUILDING EXPAND PUBLIC SAFETY EXTERIOR APPARATUSES AND STORAGE AREAS RENOVATE AND EXPAND SMITH BUILDING FOR PUBLIC SAFETY

CLAYTON CAMPUS

COMPLETE RENOVATION OF ELSEE BUILDING

JCC MASTER PLAN - 2024

43

Why Clayton?

The town of Clayton in Johnston County, NC emerges as an ideal location for opening a new college campus, driven by a combination of strategic factors that make it conducive for educational institutions. One key factor contributing to Clayton’s appeal is its remarkable population growth (a 277% increase over the last decade), making it a thriving and dynamic community.

Johnston County’s status as one of the fastest-growing counties in NC further emphasizes this growth trend, and 2020 census data shows a nearly 28% growth rate.

The emergence of key industries in Clayton, and the transformative potential of the proposed Commuter Rail station, position Clayton as a prime spot to open a new Johnston Community College campus.

CLAYTON CAMPUS

Nestled within Johnston County, Clayton benefits f rom its proximity to the largest urban center in the state, Raleigh. Clayton is strategically positioned at the crossroads of Interstate 95 and future Interstate 42 (Highway 70), providing excellent connectivity and accessibility for students and faculty. With three interstate roads crisscrossing the county, including I-40, Clayton serves as a transportation hub that facilitates easy access to Raleigh and the broader Triangle region.

JCC’s visionary leadership recognizes the evolving landscape and aims to capitalize on the region’s growth.

The proposed campus, strategically located near major employer UNC Health Johnston, reflects JCC’s commitment to aligning educational offerings with the needs of the local workforce.

This forward-thinking approach involves the purchase of land in Clayton, facilitating the creation of a Health Science-focused training program tailored to the strengths of neighboring industries.

DOWNTOWN CLAYTON

Future Commuter Rail Station

UNC Health: Johnston Health Clayton Hospital 16500 AADT Traffic 2021

7000 AADT Traffic 2019

3600 AADT Traffic 2021

Legend Pa rk Re c re a tion a l Are a Ea s t Coa s t Gre e n w a y S id e w a lk Ex is tin g Am tra k Ra ilroa d S ign a l

JCC MASTER PLAN - 2024

44

Growth Projections

Select Medical Corporation

Relocating the Health Sciences program to Clayton is a strategic move, given its popularity as one of the top three programs at JCC. The proximity to major pharmaceutical clusters and employers, as well as a medical office park and UNC Health Johnston, offers a unique advantage for Health Sciences students in terms of practical training and employment opportunities.

DOWNTOWN CLAYTON RMG GastroenterologyClayton

The location of the potential Clayton campus capitalizes on the demand for healthcare employees in the region and leverages proximity to key industry players. Not only does this open the door for existing students in the program, but it also allows for growth in the Health Sciences curriculum and offerings.

College Transfer Business Technology College & Career Promise Continued Education Engineering Technology Health Sciences Basic Skills

Clayton Medical Health & Vascular Center

UNC Health: Johnston Health Clayton Hospital

WakeMed Clayton Medical Park

UNC Primary Care at Clayton

Public Services Tech.

CLAYTON CAMPUS

Program Type of Enrolled Students

Zip code with high rates of enrollment & students considering other schools Zip code with high rates of enrollment Within 30-minute drive of JCC Main Campus

Students in the red bordered zip live within a 20-30 minute drive of JCC.

JCC MASTER PLAN - 2024

Legend Fut ur e M i x ed - Use Tow n C en t er Fai t h- B ased Or g.

Re s ta u ra n t

Ban k / AT M

He a lth c a re

S cho o l

City L im it

Groc e ry

45

Growth Projections According to the analysis done by Brailsford & Dunlavey, the most important factor for a student when choosing to attend JCC is its proximity to home. More than 60% of current JCC students have a 10-30 minute commute.

By establishing a new campus in Clayton, JCC can cater to the commuting preferences of the majority and enhance accessibility for a broader student base.

UNC Health: Johnston Health Clayton Hospital

UNC Urgent Care Springbrook Rehabilitation + Nursing Center

Given the popularity of the Health Sciences program, moving this program to a new Clayton campus aligns with the demand for healthcare education in the region. The growth projections support the need for additional space for all programs, and larger economic visions support the expansion of Health Sciences to a new campus. JCC is poised to contribute to Clayton’s educational, economic, and community development.

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Spring Branch Medical Pavilion

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o ro e.

Av

WakeMed MOB

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Duke Health MOB

UNC Urgent Care

Carolina Dermatology and Endocrinology

Sp

Johnston County Community College currently has a student population of 4,276 FTE. By 2028, the student population is projected to grow by 631 more students, 4,907 FTE, translating to a total of 47,207 credit hours.

By 2033, JCC is expected to reach 5,096 students with a total of 49,043 credit hours. This shows a 15% growth over the next 5 years (2028) and 4% growth over another 5 years (2033).

Johnston Professional Plaza: MOB

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n

so

hn e at

t Es Rd

Phase 1 Development: Re s i de n t i al Ho s p i t a l i t y

Walk ute

M in

JCC MASTER PLAN - 2024

JCC

46

10

Clayton Site Existing Conditions

in

G ro c e ry

70

M

Healthcare

ut eW alk

Re t a i l

5

CLAYTON CAMPUS

Future Mixed-Use Town Center

Potential Development Current Programs to Move to New Campus: Allied Health (CNA) Imaging Programs Nurse Education Nurse Aide & Health Education Massage Therapy Pharmacy Tech

SUGGESTED BASE PROGRAM ADDS

BIOLOGY 4,900 SF

3,651 SF

PHARM TECH 5,385 SF

Potential Future Programs to Add: Surgical Tech Respiratory Therapy Home Health Physical/ Occupational Therapy Assistant Laboratory Technology/ Phlebotomy Hospital Sim. Lab Health Information Management Dental Hygiene/ Assistant Opthalmology

MASSAGE THERAPY 5,250 SF

NURSE AID & HEALTH EDUCATION

NURSE EDUCATION 16,303 SF

ALLIED HEALTH 8,471 SF

RESPIRATORY THERAPY 5,250 SF

MED ASSISTANT 2,625 SF

IMAGING PROGRAMS 7,339 SF

REGISTRAR OFFICES/DESK

SURGICAL TECH 5,250 SF

2,800 SF

ADDITIONAL FACULTY OFFICES

HEALTH INFORMATION MANAGEMENT 2,800 SF

STUDENT RESOURCE AREAS

2,688 SF

HOME HEALTH 2,100 SF

7,000 SF HEALTH SCIENCES ADMIN 7,000 SF

CAFE/VENDING 2,100 SF

DEPARTMENTS: 72,817

POTENTIAL FUTURE PROGRAM ADDS

LABORATORY TECHNOLOGY/PHLEBOTOMY 4,200 SF

ANATOMY & PHYSIOLOGY 8,400 SF

10,080 SF

CLAYTON CAMPUS

MICROBIOLOGY 5,250 SF

HOSPITAL SIM LAB 6,300 SF

DENTAL HYGIENE/ASSISTANT 4,200 SF

GENERAL EDUCATION CLASSROOM

JCC MASTER PLAN - 2024

OPTHALMOLOGY 2,100 SF

LIFE SCIENCES 2,800 SF

SCIENCE CLASSROOMS 10,500 SF

PHSYCIAL/OCCUPATIONAL THERAPY ASSISTANT 8,050 SF

CHEMISTRY 5,250 SF

47

Relocate Health Sciences Consolidate CTLA, ECA, and other JCHS here

Expand Public Safety Exterior Apparatuses and Storage Areas

Renovate and Expand Smith Building for Public Safety

CLAYTON CAMPUS

Complete Renovation of Elsee Building

Main Campus Existing Conditions JCC MASTER PLAN - 2024

48

JCC Master Plan The expansion of Public Safety on the main campus is dependent on the Health Science’s programs moving to another campus location. This Master Plan shows the addition and renovation of the Smith building for Public Safety’s use as well as a full build out of Public Safety’s supporting facilities and equipment.

11 12 8

7 6 9

5 4

10

2 3 1

Public Safety “District” on Main Campus Anticipated Facilities 1 Future Recreation Center

The Public Safety Master Plan guided decisions around the Public Safety District in this Campus Master Plan, while keeping the focus on all of campus.

2 New Classroom Facility Center for Academic 3 New Success

4 New Classroom Facility

Legend

5 New Classroom Facility

CLAYTON CAMPUS

Existing Building

to Smith for 6 Addition Public Safety

Building Renovation

7 Future Const. Trades Center

Anticipated Facility

Automotive Tech 8 Future Center

Framework Building

9 New Classroom Facility Maintenance + 10 New Operations Facility

Potential Plaza

Storage Apparatus 11 New for Public Safety

Walkways

12 New Fire Training Tower + Renovated Facilities

Public Safety Master Plan JCC MASTER PLAN - 2024

10-20 Year Master Plan for Johnston Community College Main Campus 49

WORKFORCE DEVELOPMENT CENTER JCC MASTER PLAN - 2024

50

CAMPUS VISION

GUIDING PRINCIPLES

The eight guiding design principles of the Master Plan serve as the foundation for future planning at JCC’s Workforce Development Center in Clayton, NC. The vision centers around the existing partnerships with Novo Nordisk and Grifols and expanding facilities to better support the current activities and programs held here.

Expand Academic Capacity •

Construct a facility that will expand existing offerings to increase collaborations with industry partners

Diversify Academic Offerings •

Enhance facilities to create a flexible working environment able to support multiple different uses for the College and the county

Provide Offering to Underserved Areas •

Increase the marketing of this facility to reach new populations that were previously unaware of offerings

Unlock Greater Economic Development •

Enhance the current campus site to allow for future growth in the Biopharma field in alignment with Novo Nordisk and Grifols

Enhance Campus Experience • •

Create a new arrival experience with additional driveways and improved circulation Establish outdoor plazas for students, faculty, and the community to enjoy

WORKFORCE DEV. CENTER

Heighten Student Attraction •

Legend Existing Building Building Renovation Anticipated Facility Potential Plaza Walkways JCC MASTER PLAN - 2024

Strategically create a workforce-centered environment that directly connects students with future jobs and opportunities in the county

Strengthen Student Retention • •

Align efforts with industry partners to establish internship opportunities Educate new students on the different opportunities at the Workforce Development Center

Amplify Community Connectivity, Impact, and Identity • • •

Provide new architecture that acts as a beacon to the surrounding community Enhance and expand industry partnerships Create spaces that support community interaction

51

Legend

4

CAMPUS VISION

Existing Building Building Renovation

2

Anticipated Facility Potential Plaza Walkways

Building Improvements

1

1 2 2

4

3

New Classroom Facility 12,000 SF Existing Entrance Facade Renovation

Mobility Improvements 1

2

2

Additional Campus Entrance Entry Improvements + Drop-off Loop

3

Relocated + Additional Parking

4

Pedestrian Bridge Over Railroad

Site Improvements 3 1

2 2

1 2

1

Central Outdoor Plaza

2

Pedstrian Network Improvemnts

3

Multi-Use Trail

4

Campus Gateway Improvements

5

Forest Area as “Living Lab”

WORKFORCE DEV. CENTER

5

JCC MASTER PLAN - 2024

N

0 25’ 50’

100’

200’

400’

52

POTENTIAL DEVELOPMENT

WORKFORCE DEV. CENTER

The Workforce Development Center in Clayton is adjacent to world-renowned companies Grifols and Novo Nordisk. This campus partners with these companies to provide a career path for its students in the Bio-pharmaceutical industry. Due to continued industry support, the Center has become a countywide resource to all those looking to have specified workforce training. The Campus Master Plan expands upon this idea by proposing a future 12,000 SF general education building adjacent to the current facility. This new building will hold more classroom space, as well as gathering space for community and industry-related events. This addition to the campus creates an incredible opportunity to provide outdoor gathering space, student life services, and enhanced vehicular circulation and parking. The Guiding Principles support a new building that is architecturally captivating, creating a beacon for JCC in the surrounding community.

1

Legend Existing Building Building Renovation Anticipated Facility Potential Plaza Walkways

Workforce Dev. Center Existing Conditions JCC MASTER PLAN - 2024

Anticipated Facilities 1

New Classroom Facility One story - 12,000 SF

10 Year Master Plan for Johnston Community College Workforce Development Center 53

PEDESTRIAN & OPEN SPACE FRAMEWORK During the planning process, many faculty and staff members at the Workforce Development Center expressed concerns regarding the isolation of the site and the physical disconnection from surrounding partners. To address this issue, the Master Plan recommends constructing a pedestrian bridge over the adjacent railroad tracks and establishing a strong pedestrian network on the site. This network will connect people at the Workforce Development Center to Novo Nordisk and Grifols. These pathways will also give students and faculty a new outlet for exercise and safer connections to the surrounding community.

Pedestrian Bridge Connecting to Novo Nordisk and Grifols Improved Pedestrian network

To create a greater sense of identity for this campus in Clayton, the Master Plan suggests improved streetscapes along Best Wood Drive and throughout the site. A formal network of paths connect the parking lot to both buildings, as well as the central plaza between the two.

Within the site boundaries is also a heavy forested area beside the new proposed building. This area can act as a “living lab” with stormwater retention strategies for learning and analyzing all year long.

WORKFORCE DEV. CENTER

Improved Streetscapes on Best Wood Dr.

Legend All Campus Path Connector Path Supporting Path Multipurpose Trail

Workforce Dev. Center Existing Conditions JCC MASTER PLAN - 2024

Campus Gateway

54

VEHICULAR MOBILITY FRAMEWORK Several mobility concerns challenge the overall campus experience for the Workforce Development Center. Powhatan Road and U.S. 70 both feed into Best Wood Drive, currently the only way to access the campus. The existing building has no road presence on these major roads and people often have diff iculty f inding the campus. There are also safety concerns regarding one entrance and exit to the site. This Master Plan suggests a series of moves to help strengthen the mobility f ramework across this campus. A key recommendation is creating a secondary drive connecting the site to Powhatan Road. This strategy will aid with circulation and alleviate safety concerns. In addition, the Master Plan suggests improving the campus gateways with off icial JCC branding, marking the arrival to campus.

As mentioned in the main campus plan, large JCC pylons are imagined at these two intersections. These strategies together will greatly improve vehicular access to the Workforce Development Center.

Improved Campus Gateways + Intersections Additional Entrance off Powhatan Road

WORKFORCE DEV. CENTER

Drop-off Loop for Better Vehicular Mobility

Legend Major Road Internal Drive Supporting Street

Workforce Dev. Center Existing Conditions JCC MASTER PLAN - 2024

Key Intersection

55

SERVICE + PARKING Another concern with this satellite campus was the initial arrival experience. Once at the site, students and visitors are greeted with a parking lot in front of the current facility. This Master Plan suggests relocating this parking lot to behind the current and proposed buildings. With the addition of more parking spaces due to the new building, it is crucial to plan the parking expansion for this site. It is intended that the parcel south of the site, owned by industry partner Novo Nordisk, would allow the parking expansion to happen across parcel borders to support the new development on this campus. This allows for a much improved arrival experience by greeting visitors with a modern, vibrant campus rather than a parking lot.

WORKFORCE DEV. CENTER

Improved Arrival Experience

Legend Parking Lot

Workforce Dev. Center Existing Conditions JCC MASTER PLAN - 2024

Landscape Island with Tree Canopy

56

STUDENT LIFE

WORKFORCE DEV. CENTER

The addition of the proposed 12,000 SF facility at the Workforce Development Center will allow this satellite campus to expand its student services and community offerings. The new facility will include community and event space, assembly space for larger conferences, and most importantly classrooms and study areas. The intent of this facility is to ease the strain on existing classroom space on this campus, as well as increase the current offerings available. The additional building will be able to hold a small cafe/dining area for students and faculty to enjoy. A dedicated plaza outside of the new facility is intended for student, faculty, and community use. This creates a dynamic campus with seamless indoor and outdoor activities. Not only does this space serve as an outdoor relief area for students, but it can also be used by the industry partners of JCC to hold events and gatherings.

Legend Student Life Building Outdoor Event Space Dining - Cafe Assembly Space

Workforce Dev. Center Existing Conditions JCC MASTER PLAN - 2024

Study Lounge 10 Year Master Plan for Johnston Community College Workforce Development Center

57

CENTER HUB The Workforce Development Center campus serves as a central hub for its surrounding partnerships. Located in Clayton, adjacent to Novo Nordisk and Grifols, this site focuses on workforce training that directly feeds into the Biopharma industries. Enhancements f rom the Master Plan recommendations help position this campus as a leading community asset, while also improving its academic capacity and offering.

The outdoor plaza, coupled with the new 12,000 SF facility and renovation of the current facility create a welcoming campus environment that can support student and community events seamlessly. The Master Plan’s intention is to position this campus as a nexus for innovation, collaboration, and professional career advancement.

WORKFORCE DEV. CENTER

Central Event + Gathering Space

Legend Central Hub Partner Nodes

Workforce Dev. Center Existing Conditions JCC MASTER PLAN - 2024

10 Year Master Plan for Johnston Community College Workforce Development Center 58

The new campus experience at the Workforce Development Center creates an environment for future academic, research, and student service programs to grow. The campus is designed to support collaboration and improve the sense of community while on site.

JCC MASTER PLAN - 2023

59

SATELLITE CAMPUSES JCC MASTER PLAN - 2024

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HOWELL WOODS CAMPUS

GUIDING PRINCIPLES

Recommendations for the Howell Woods campus are rooted in the design principles while primarily focusing on future facility expansion on this large site. The vision for this unique campus is to continue offering community programs and education, standard law enforcement training facilities, and eventually more curriculum. This 2900 acre site is well-suited for increased educational use as JCC sees fit.

Expand Academic Capacity •

Establish a modern, universally accessible campus environment that can support academic curriculum in this rural area

Diversify Academic Offerings • •

Future NC State Park

Provide Offering to Underserved Areas • •

State Conserved Land

Create a unique site with many offerings that could potentially turn into academic programs Create environmental focused classes that can be located on this rural site

Enhance the current marketing for Howell Woods to the surrounding communities to increase awareness of many assets Take advantage of the remote location to capture previously untouched student population

Unlock Greater Economic Development • •

Increase partnerships with local and state-wide law enforcement to generate revenue through training facilities and gun range Enhance current gun range to support wide variety of training

Enhance Campus Experience •

Construct a state-of-the-art and environmentally focused facility to house classrooms and conference rooms for Howell Wood’s needs

Heighten Student Attraction • •

Howell Woods Gun Range Tactical Training Facility

SATELLITE

Learning Center

246 Acres Private Parcels

Market this campus more to existing and future students and surrounding community Provide more activities and programs at this location to increase awareness

Strengthen Student Retention •

Offer more programs and classes that highlight the unique and exciting features this campus has to offer, unlike any other surrounding community college

Amplify Community Connectivity, Impact, and Identity • •

JCC MASTER PLAN - 2024

Develop more partnerships with surrounding communities, groups, and organizations to increase the use of this campus Create programs that support the local community and align with county development

61

HOWELL WOODS ENVIRONMENTAL LEARNING CENTER The vision for the Howell Woods Environmental Learning Center focuses on expanding its current offerings in the most efficient way. Most of this 2,900 acre park is located in a FEMA Regulatory Floodway.

The remaining acreage falls into the FEMA Zone AE, Special Flood Hazard Area. There is only a small portion of land near the campus entrance that does not fall within these regulated flood zones.

The recommendation for future expansion on this site falls within the 26.67 acres outside the flood zone (outlined in black on the diagram to the right) for easiest construction processes. Construction in any of the other areas requires approval and cooperation with the Army Corps of Engineers.

Regulatory Floodway

Parcel Owner: JCC Trustee Total Parcel Acreage: 2,942 Acres Land Outside of Floodplain: 28.8 Acres Setbacks: (2.13 Acres) Net Developable Area: 26.67 Acres

Zone AE

SATELLITE

Legend FE M A R eg u l a to r y Fl oodway - Wa te rs o f t h e U. S .

FE M A Zo n e A E S pe c i a l Fl ood Ha z a rd A rea

Howell Woods Campus Entrance JCC MASTER PLAN - 2024

5 00 Year F l o o d

62

FOUR OAKS CAMPUS

GUIDING PRINCIPLES

Opening in 2025, the Advanced Manufacturing Facility for JCC will continue to support the design principles outlined in this Master Plan. The vision of this campus is supported by the economic drivers in the region and JCC’s commitment to providing state-of-the-art facilities for its students and faculty. The addition of this satellite campus in Four Oaks will allow the College to reach more students and expand their offerings for future generations.

Expand Academic Capacity • •

Support more students through additional classrooms and laboratories Construct a facility that will expand existing offerings to increase collaborations with industry partners

Diversify Academic Offerings •

Create flexible spaces that allow for change, growth, and additional programs

Provide Offering to Underserved Areas • •

Establish a presence in Four Oaks, North Carolina as the Economic Development Alliance is pushed forward Create another satellite campus to reach students all over the county

Unlock Greater Economic Development •

Align with the Crossroads of America Economic Development Alliance to increase JCC’s competitive edge against other institutions

Enhance Campus Experience • •

Create collaboration spaces that support all learning types Establish outdoor plazas and hangout space to support health and wellness

Heighten Student Attraction •

Set students up for success in the workforce with state-of-the-art facilities and technology

Strengthen Student Retention

SATELLITE

•

Provide the most up-to-date curriculum and facilities making JCC the go-to College for Advanced Manufacturing

Amplify Community Connectivity, Impact, and Identity •

JCC MASTER PLAN - 2024

Create partnerships with the surrounding community as well as the county to support students in their careers after graduation

63

FOUR OAKS ADVANCED MANUFACTURING FACILITY CAMPUS VISION JCC is expanding into another part of the County at the heart of the Crossroads of America Economic Development Alliance. There is a commitment in this area for manufacturing and distribution development since it is conveniently located near the intersection of Interstate 95 and Interstate 40. JCC’s campus, along I-95, will serve as an Advanced Manufacturing Hub for all related academic programs. While the first building will be open in 2025, three more buildings are planned for the campus, allowing JCC to expand as needed in the future.

SATELLITE

The vision for this campus is to house modern, state-of-the-art classrooms and laboratories that support the needs of the advanced manufacturing programs JCC offers. This campus will support collaboration, wellness, and community connectivity.

Advanced Manufacturing Classroom JCC MASTER PLAN - 2024

64

04

CAMPUS PHASING

JCC MASTER PLAN - 2024

65

INITIAL PHASE PUBLIC SAFETY BUILDOUT

CAMPUS PHASING

Phasing the new campus development for the JCC Master Plan involves a strategic approach to efficient implementation while meeting the evolving needs of the college and its community.

The phased approach allows for systematic progress, enabling the college to prioritize key initiatives and allocate resources effectively.

The initial phase of the JCC Master Plan gives priority to relocating health sciences programs to a new campus and renovating existing facilities to accommodate programs like CTLA and ECA. These steps will immediately help optimize space utilization and enhance program effectiveness.

Concurrently, enhancements to support Public Safety programs and renovations to buildings like the Smith building and a new f ire tower are planned. Following the Public Safety Master Plan, a 600’x600’ training pad will be added along with additional storage areas and observation towers. Further improvements to the campus inf rastructure to meet programmatic needs and create a conducive learning environment are planned, like the renovation to the Elsee building.

Pedestrian inf rastructure is a focal point, with the construction of the Main Campus Walkway aimed at promoting safety and accessibility across campus. Inf rastructure improvements to roads like Arbor Dr and College Road are also slated to improve traff ic flow and campus access. Aesthetic enhancements at entrances, such as branded pylons and special brick pavers, aim to create an inviting and distinctive arrival experience. These initiatives collectively establish a strong foundation for the JCC Master Plan’s long-term vision.

JCC MASTER PLAN - 2024

Relocate Health Sciences + Renovate Facility Consolidate CTLA, ECA, and other JCHS here

Complete Renovation of Elsee Building

Expand Public Safety Exterior Apparatuses and Storage Areas

Renovation of Smith Building for Public Safety

Construct Main Campus Walkway

Improve Arbor Dr for Third Entrance + Enhance College Rd. with Grassy Median

Enhance Existing Entrance with Branded Pylons + Brick Paving

66

CAMPUS PHASING

Main Campus Phase 1 Development JCC MASTER PLAN - 2024

67

PHASE II CAMPUS HUBS + DISTRICTS

CAMPUS PHASING

The second phase of the JCC Master Plan focuses on expanding facilities to accommodate increased enrollment projections, particularly for Public Safety programs. The addition to the Smith building addresses this need, while a concerted effort is made to enhance student success spaces. The plan outlines the creation of three distinct districts on campus: the Public Safety and Trades District, the Athletic District, and the Knowledge District. The completion of the Public Safety and Trades District in Phase One is complemented by the renovation of the Learning Resource Center to serve as a student hub. The Athletic District sees the addition of multiuse athletic fields and the proposed Recreation Center, while the Knowledge District is anchored by the Center for Academic Success, offering dining, study spaces, classrooms, and student services. Renovations to the Wilson building and the relocation of cosmetology programs off-campus are also part of this phase. Throughout this phase, a focus on improving the pedestrian network aligns with the Master Plan guidelines to enhance safety and accessibility across campus. This includes new pedestrian pathways, enhancements to the front parking lots, and additional parking lots.

Relocate Cosmetology Program Off Campus + Complete Renovation of Wilson Building Addition to Smith Building

Renovation of Learning Resource Center

New Recreation Center + Athletic Fields

New Center for Academic Success Front Parking Lot Improvements

JCC MASTER PLAN - 2024

68

CAMPUS PHASING

Main Campus Phase 2 Development JCC MASTER PLAN - 2024

69

PHASE III NEW MAINTENANCE FACILITY + FOCUS ON PEDESTRIAN NETWORK Phase three of the JCC Master Plan emphasizes pedestrian connectivity and safety, with improvements to Jaguar Drive transforming it into a pedestrian-focused street, primarily reserved for service vehicles and accessible parking.

Improvements to the trail network around the back pond and the addition of visitor docks further enhance campus accessibility and emphasize the natural assets JCC uniquely can provide. Additionally, the plan calls for the demolition of the Sanders building to make way for a new Maintenance and Operations facility at the front of campus.

Renovations to the Steam Building and the addition of new parking lots around it are also recommended to accommodate future growth and development.

Renovation of Steam Building + Additional New Parking Lots

Improvements to Jaguar Drive

CAMPUS PHASING

Demolish Sanders Buildings + Construct New Maintenance and Operations Facility

Enhance Total Pedestrian Network + Improvements to Trail Around Back Pond

JCC MASTER PLAN - 2024

70

CAMPUS PHASING

Main Campus Phase 3 Development JCC MASTER PLAN - 2024

71

FINAL PHASE COMPLETE BUILDOUT

Construct Additional Classroom Buildings As Needed

The f inal phase of the JCC Campus Master Plan focuses on completing the pedestrian network for full campus connectivity and extending it into the surrounding community to promote multi-use transportation to and f rom campus.

Enhancements to the trail network around the Arboretum are also prioritized. Additionally, this phase includes key recommendations for future development, such as relocating the Truck Driver Training program off-campus and demolishing the Britt and Transport Tech Buildings to make space for new Trades Buildings in the Public Safety and Trades district. As enrollment at JCC grows, the plan outlines the construction of four new educational buildings on an as-needed basis to support the college’s continued improvement and expansion.

Relocate Truck Driver Training Program Off Campus Demolish Britt and Transport Tech. Buildings Construct New Trades Buildings

The phased approach to new campus development for the JCC Master Plan provides a structured f ramework for realizing the long-term vision of the College while remaining responsive to evolving needs and opportunities. It allows for strategic growth and expansion while allowing for prudent management of resources and maximizing the impact of each phase of development.

CAMPUS PHASING

Implement Remaining Pedestrian Network

Enhance Arboretum Trail Network

JCC MASTER PLAN - 2024

72

CAMPUS PHASING

Main Campus Phase 4 Development JCC MASTER PLAN - 2024

73

05

APPENDIX

JCC MASTER PLAN - 2024

74

SUCCESS CRITERIA

JCC MASTER PLAN - 2024

75

UTILIZATION

JCC MASTER PLAN - 2024

76

SURVEY FINDINGS

JCC MASTER PLAN - 2024

77

SURVEY FINDINGS

JCC MASTER PLAN - 2024

78

SURVEY FINDINGS

JCC MASTER PLAN - 2024

79

SURVEY FINDINGS

JCC MASTER PLAN - 2024

80

SURVEY FINDINGS

JCC MASTER PLAN - 2024

81

SURVEY FINDINGS

JCC MASTER PLAN - 2024

82

SURVEY FINDINGS

JCC MASTER PLAN - 2024

83

ENROLLMENT PREDICTORS Career & College Promise:

JCC MASTER PLAN - 2024

84

ENROLLMENT PREDICTORS Areas of High Construction Work:

JCC MASTER PLAN - 2024

85

ENROLLMENT PREDICTORS Male:

JCC MASTER PLAN - 2024

86

ENROLLMENT PREDICTORS Age:

JCC MASTER PLAN - 2024

87

CASE STUDIES

Lessons Learned:

JCC MASTER PLAN - 2024

88

COUNTY GROWTH PROJECTIONS

JCC MASTER PLAN - 2024

89

ENROLLMENT PREDICTIONS

JCC MASTER PLAN - 2024

90

ENROLLMENT PREDICTIONS

JCC MASTER PLAN - 2024

91

QUALITATIVE SITE ANALYSIS

JCC MASTER PLAN - 2024

What To Build On:

Things To Overcome:

1

Strengthen Existing and Foster New Corporate Partnerships

1

Limited Recreational Access

2

Existing, Established Educational Institutions

2

Lack of Pedestrian Connectivity

3

Leverage Open Space Network as a Thread to Connect JCC Campuses

3

Vehicular Focused Site Plan

4

Highly Interconnected, Multi-modal Site Access

4

Poor Arrival Sequence and Way-finding

5

Direct Adjacency to Downtown Core and Social Services

5

Lack of Access to Healthy Food Options

6

Potential to Tie into Surrounding Open Space, Civic, and Faith-based Uses

6

Lack of Competitive Edge Compared to Peer Institutions

7

Campus Experience

92

Major Employers in Johnston County

What To Build On:

Rank, Company, Industry, Employment Range 1. Johnston County Schools, Education & Health Services, 5500+ 2. Novo Nordisk Pharmaceutical, Manufacturing, 2000-999

in order to Unlock Greater Economic Development

3. Grifols Therapeutics Inc, Bio-Pharmaceutical Manufacturing 1800+ 4. UNC Healthcare Johnston, Health Services, 1400+

Strengthen Existing and Foster New Corporate Partnerships

5. Johnston County Government, Public Administration, 1000+ 6. Asplundh Tree Expert Co.,Arborculture Professional Services, 500-999 7. Wal-Mart Associates Inc,Retail/Grocery Supply + Distribution, 500-999 8. Food Lion, Grocery Supply + Distribution, 500-999 9. Flanders Airpure N C Division, Air Filtration Manufacturing, 500-999 10. Caterpillar Inc, Construction Equipment Manufacturing, 500-999 11. Amazon - Trade Logistics/Supply Chain/Distribution, 500

Total Number of Jobs = +/- 43,500

Novo Nordisk Clayton

UNC Health Clayton

Legend

Education

Public Administration

Johnston Community College

1 - 300 Jobs

Pharmaceutical

Professional Services

301 - 900 Jobs

Health Services

Retail/Grocery

901 - 3,000 Jobs

Manufacturing

Logistics/Distribution

1.

2.

3.

4.

5.

6.

7.

JCC MASTER PLAN - 2024

Main Campus Workforce Development Center Cleveland Center Howell Woods Center Four Oaks Advanced Manufacturing Site Proposed JCC Clayton Campus A Proposed JCC Clayton Campus B

Caterpillar Inc. Machine Development 93 Center

What To Build On: in order to Heighten Student Attraction

Existing, Established Educational Institutions

JCC MASTER PLAN - 2024

94

What To Build On:

in order to Provide Offering to Underserved Areas

Leverage Open Space Network as a Thread to Connect JCC Campuses East Coast Greenway

Neuse Riverwalk + Buffalo Creek Greenway

Legend Trails 1. Clayton, Wilson's Mill Loop 2. Benson Wine and Shine Loop 3. Smithfield Bentonville Loop 4. Pine Level, Micro, Kenly Loop

Existing Mountains To Sea Trail

Mountains-to-Sea Trail

Planned Mountains To Sea Trail Park Potential New State Park

Johnston Community College

Historic Site

1.

2.

3.

4.

5.

6.

7.

Significant Natural Heritage Area East Coast Greenway JCC MASTER PLAN - 2024

Main Campus Workforce Development Center Cleveland Center Howell Woods Center Four Oaks Advanced Manufacturing Site Proposed JCC Clayton Campus A Proposed JCC Clayton Campus B

95

What To Build On:

in order to Amplify Community Connectivity

Highly Interconnected, Multi-modal Site Access Future Interstate 42

JNX Regional Airport

Proposed GoTriangle Light Rail

JCC MASTER PLAN - 2024

96

What To Build On: in order to Amplify Community Impact

Direct Adjacency to Downtown Core and Social Services

UNC Health

JCC MASTER PLAN - 2024

Innovation Academy

Selma Elementary

Public Library

97

What To Build On: in order to Amplify Community Identity

Potential to Tie into Surrounding Open Space, Civic, and Faith-based Uses

JCC MASTER PLAN - 2024

98

Things To Overcome: in order to Amplify Community Connectivity

Limited Recreational Access

SMITHFIELD

JCC MASTER PLAN - 2024

SELMA

99

Things To Overcome: in order to Amplify Community Connectivity

Limited Recreational Access

SMITHFIELD

JCC MASTER PLAN - 2024

SELMA

Neuse River Amphitheater

Smithfield Recreation + Aquatics Center

Smithfield Community Park 100

Things To Overcome: in order to Enhance Campus Experience

Lack of Pedestrian Connectivity

JCC MASTER PLAN - 2024

101

Things To Overcome: in order to Enhance Campus Experience

Smithfield City Grid Comparison to Main Campus

Typical Smithfield Town Block

481’ - 0” 485’ - 0” JCC MASTER PLAN - 2024

102

Things To Overcome: in order to Enhance Campus Experience

Vehicular Focused Site Plan

JCC MASTER PLAN - 2024

103

Things To Overcome: in order to Enhance Campus Experience

Poor Arrival Sequence and Wayfinding

JCC Entry Sign JCC MASTER PLAN - 2024

E Market St Looking South at JCC Entry

E Market St Looking North at JCC Entry

E Market St Looking West into JCC Campus

104

Things To Overcome: in order to Heighten Student Attraction

Lack of Access to Healthy Food Options 1

2

3

4

5

6 7

8

Legend Proposed Campus Cafe Existing Campus Vending Plaza / Gathering Area Restaurant 1. One Stop Deli & Cafe 2. Waffle House 3. Golden Corral Buffet & Grill 4. Checkers JCC MASTER PLAN - 2024

5. Zaxby's 6.Burger King 7. Panera Bread 8. Arby's

Entry to Tart

Existing Campus Vending + Lounge

Faculty Lounge 105

Things To Overcome: in order to Enhance Campus Experience

JCC MASTER PLAN - 2024

STUDENT LOUNGE

OUTDOOR GATHERING

JCC

ACCESS TO FOOD

WTCC

STATE OF THE ART FACILITIES

Lack of Competitive Edge Compared to Peer institutions

106

Magnolia Healthcare

Workforce Development Center

Food Lion

70 Well Located within BioPharma District

42

East Clayton Elementary School

Food Lion Clayton Fire Station #2

Glen Laurel Rd.

PNC ATM

Grifols Novo Nordisk

70

Novo Nordisk

Grifols

Po w

7,7 7 7

ha

ta

n

Rd

.

a diu s

Work Commute Outflow

Truist ATM

Fit ne ss

G ro c e ry

Ind u st ria l Supp lier

He a l t h c a re

Ba nk / ATM

C i vi c

S cho o l

Bi o P h a rma In du s t ry

R e st a u ra n t

C i t y Li mi t

70

70

a d iu s

Legend

Novo Nordisk

il e R

il e R

398

Live + Work Locally

1M

Work Commute Inflow

2M

5 ,9 7 5

Workforce Development Center

Powhatan Elementary School

Grifols JCC MASTER PLAN - 2024

.

nd Rd

erla South

107

42

Workforce Development Center 42

Opportunity to Enhance Local Connections East Clayton Community Park

Ne

use

Rive r

Glen Laurel Rd.

Op p or

Townsend Park

o ity Z tun ne

Grifols Wilderness Park

70

o ity Z

Op po rtu n

d.

Pa rk

Fu t u re C o mmu t e r Ra i l St a t i o n

Oppo r t u ni ty Zone

Si g n a l

Ea st Co a st Gr eenway Pla nne d Mountains -To-Sea Trail

1M

Legend

70 70

a d iu s

Traffic 2020

il e R

19000 AADT

JCC Workforce Development Center

2M

Traffic 2019

a diu s

11000 AADT

il e R

ne

R Powhatan

S id ew a lk Exist ing Railroad Cor r idor JCC MASTER PLAN - 2024

.

nd Rd

erla South

Wilson Mill's Community Park

108

Workforce Development Center

Challenging Access + Visibility to Current Site

Grifols 114 Acres

Grifols 65 Acres

Entrance to Facility

17 Acres

25 Acres

Novo Nordisk 54 Acres

Novo Nordisk 193 Acres

Novo Nordisk Future Expansion 13.57 Acres

JCC WDC 8 Acres

Two Parking Lots

110 Acres

Workforce Development Center Parcel Owner: Novo Nordisk Parcel: 7.97 Acres Setbacks: (2.86 Acres) Buildable Area: 5.11 Acres Ex. Building GSF: 31,947 Parking Spaces: 158 Spaces JCC MASTER PLAN - 2024

82 Acres

10 Minute Walk

109

Workforce Development Center

Challenge to Expand within Current Leased Site

Grifols

25 Acres

Grifols Novo Nordisk

Workforce Development Center Parcel Owner: Novo Nordisk Parcel Acreage: 7.97 Acres Setbacks: (2.86 Acres) Net Developable Area: 5.11 Acres Ex. Building GSF: Parking Spaces: A - 15 Acres B - 3 Acres C - 56 Acres D - 4 Acres E - 22 Acres F - 110 Acres Grifols Undeveloped Parcels:

JCC MASTER PLAN - 2024

Novo Nordisk Future Expansion 13.57 Acres

Novo Nordisk

31,947 158 Spaces

Novo Nordisk Undeveloped Parcels:

A - 25 Acres B - 17 Acres

17 Acres

JCC WDC 8 Acres

110 Acres 15 Acres 3 Acres

56 Acres 22 Acres 4 Acres 10 Minute Walk

110

Cleveland CenterWest View Elementary School

Limited Organizations + Partners to Support Higher Education Cl

ev el

an

d

Rd

.

40

Cleveland Elementary School Cleveland Middle School

Atmosphere Community Arts Center

HealthSmart Pharmacy

Cleveland Community Center

40 Food Lion

M

Work Commute Outflow

1

P ol

Rd

.

JCC Cleveland Center

en

269

Fit ne ss

He a l t h c a re

Ba nk / ATM

C i vi c

S cho o l

C l eve l a n d Are a

Artmosphere Community Arts Center

ta

R

d.

Cleveland High School

Ral e

Legend

igh

Rd.

Live + Work Locally

40

nd

d iu Ra ile

10,1 5 2

1 ,9 3 4

Work Commute Inflow

Cle vel a

s

Cleveland Fire Department - Station 1

Polenta Elementary School

2M ile Rad ius

Cornwallis Rd.

R e st a u ra n t G ro cery

JCC MASTER PLAN - 2024

West Johnston High School

Cleveland High School 111

Cleveland Center

Remote Location with Limited Services 40

Cornwallis Rd. Go Play Outside Now

Langdon's Fishing

Greater Cleveland Athletic Association Recreation Fields

Sw i f t C r e e k

9500 AADT

3500 AADT

Traffic 2021

Traffic 2021

Cle vel a

s

40

Johnston County Speedway

R e cre a t io n Ar ea

2M ile Rad ius

P ol

en

ta

R

d.

igh

Pa rk

.

Ral e

Legend

Rd

Rd.

.

Rd

The American Wildlife Refuge

1

nd

C

r e ek

la ve Cle

Mi d dle

M

ile

Ra

d iu

nd

S cho o l S ignifica nt N atural He rit a ge Ar ea S igna l JCC MASTER PLAN - 2024

112

Cleveland Center

Leverage Johnston County Parks Regional Recreation Expansion an

el ev

Cl

A lle

n

.

Rd

Rd

.

d

6 schools within 5 miles

Regional Park Master Plan Greater Cleveland Athletic Assn. + Johnston County Parks + Rec.

Current JCC Cleveland Center

Cleveland

Cleveland F ire Rd.

3 schools within 5 miles

Ma

.

JCC MASTER PLAN - 2024

Rd

Building GSF: Parking Spaces:

5 Minute Walk

d.

ore

Parcel Owner: Johnston County Parcel Acreage: 3.48 Acres Setbacks: (1.17 Acres) Net Developable Area: 2.31 Acres

sR ew

Lem

tth

Mc

Cleveland Center

Rd.

1 school within 5 miles

7,826 74 Spaces 113

Howell Woods Environmental Learning Center

Within a Network of Tourism + Recreation Opportunities Future NC State Park

Four Oaks Elementary School Carolina Razorback Outfitters Word of Faith Church

State Conserved Land

Rd.

Hickory Grove Disciples Church

Joy

H

an n

ner

Brid

ge

120 Acres Owner: James Kevin Massengil

D

ev i

ls

a

h C

ra ck

i ve r

Sand Hole Pond

R ac et

ee

r

e R

us

Ne

Howell Woods Environmental Learning Center

R

k

d.

Meadow Elementary School

Tactical Training Facility Howell Woods Gun Range Learning Center

Howell Woods Interior

246 Acres Private Parcels

Po t e n t i a l St a t e Pa rk

Ho w e ll Woods Trails

St a t e C o n s e r ve d La n d

Ho w ell Woods Roads

JCC MASTER PLAN - 2024

1

2M ile Rad ius

Ho w e ll Woods As s et

d iu

C a mp s i t e

Ra

S cho o l

ile

Sh e l t e r

M

Fa it h-B a sed Or g.

s

Legend

Bentonville Battlefield State Historic Site

Tuscarora Camp Boy Scouts of America

Howell Woods Cabins 114

Howell Woods Environmental Learning Center

A Well Connected Environmental Asset Future NC State Park

e R

us

Ne

H

D

an n

ev i

ls

a

ee

r

Sand Hole Pond

R ac et

ra ck

R

d.

k

.

ge Rd

r Brid

Joyne

h C

i ve r

750 AADT

Neuse River

Traffic 2021

Legend Po t ent ia l State Par k Vo lunt a ry Ag r. Dis tr ict Pla nne d Mountains -To-Sea Trail Pla nne d MTS Paddle Route Ho w ell Woods Trails Ho w ell Woods Roads S m it h field-Bentonville Bike Loop

d.

R roads

oss ds Cr n a l k Stric

450 AADT Traffic 2021

JCC MASTER PLAN - 2024

Mountains to Sea Trail 115

Howell Woods Environmental Learning Center

Challenging Conditions for Physical Expansion Howell Woods Environmental Learning Center Parcel Owner: JCC Trustee Total Parcel Acreage: 2,942 Acres Land Outside of Floodplain: 28.8 Acres Setbacks: (2.13 Acres) Net Developable Area: 26.67 Acres

e R

us

Ne

H

D

an n

ev i

ls

a

ee

r

ra ck

Sand Hole Pond

R

k

d.

Regulatory Floodway

.

ge Rd

r Brid

Joyne

h C

Zone AE

R ac et

i ve r

Legend FEM A R eg ulator y Floodway Wa t ers o f the U .S. FEM A Zo n e AE Spec ial Flo o d Ha z ar d Ar ea 500 Yea r Flood JCC MASTER PLAN - 2024

d.

lan

Strick

ads R ossro ds Cr

116

Four Oaks - JCC Advanced Manufacturing Center

Well Connected to Community Services Four Oaks Elementary School

Horizon Family Medicine: Four Oaks Location

Visiting Respiratory Care LLC

301 Town of Four Oaks

CommWell Health Operations Center

Four Oaks Middle School

Four Oaks Fitness Center

e Rd Boyett

Good Life Club

Build A Shed Factory of Four Oaks

Downtown Four Oaks

Kids Academy

95 Four Oaks Volunteer Fire Department Johnston County Group Home

House-Autry301 Mills Inc Food products supplier

10 M

lk inute Wa

96 r ke r Pa

Four Oaks Middle School

Rd

Legend Fit ne ss

G ro c e ry

Ind u st ria l Supp lier

He a l t h c a re

Ba nk / ATM

C i vi c

S cho o l

C i t y Li mi t

R e st a u ra n t IJCC MASTER PLAN - 2024

40

LT

A

20 Minute Walk 95

Ke e

n

Becton, Dickinson & Company

Rd

Becton, Dickinson and Company 117

Four Oaks - JCC Advanced Manufacturing Center

Uniquely Positioned within Core 29 Economic Development Zone for Advanced Manufacturing 301

95 e Rd Boyett

595

JCC Advanced Manufacturing Center

920

Work Commute Inflow

Work Commute Outflow

29

Four Oaks Advanced Manufacturing Center ( 16 Acre)

Live + Work Locally

•

96

Four Oaks Business Park

301

r ke r Pa

Crossroads Industrial Site (+/- 167 acres)

Rd

•

Legend Cro ssro a ds of Amer ica Ec onom i c Dev e lo pment Alliance Cor r idor

95

Fu t u re Indus tr ial Dev e lo pment IJCC MASTER PLAN - 2024

40

LT

A

Four Oaks Business Park ( 307-Ac ) •

Ke e

n

Rd

Crossroads Industrial Site 118

Four Oaks - JCC Advanced Manufacturing Center

Good Access from Major + Alternative Transportation Options

301 Johnston-Strickland Kiddie Park Barbour's Grove Park

e Rd Boyett Keen Cemetery 6100 AADT

95

Traffic 2021

Holt Park

2000 AADT Traffic 2021

301

10 M

lk inute Wa

Barbour's Grove Park

96 d

R er k r Pa

Legend Pa rk S igna l Ea st Co a st Gr eenway

Candlestick Park

Pla nne d Mountains -To-Sea Trail S id ew a lk

95

Exist ing Railroad Cor r idor S m it hfie ld-Bentonville Bike Loop JCC MASTER PLAN - 2024

0

I-4

LT

A

20 Minute Walk Ke e

n

Rd

Johnston-Strickland Kiddie Park 119

Lowes Foods Of Clayton

Proposed Clayton Campus A - Healthcare Hub

La Bonita Market

Well Connected to Healthcare District + Key Partners

Select Medical Corporation

RMG GastroenterologyClayton BUS

West Clayton Elementary School

Cornwallis R d

.

70

Johnston Health Clayton Hardee's WakeMed Clayton Medical Park

70

Clayton Medical Health & Vascular Center

42 UNC Primary Care at Clayton

r Mill Barbe

diu

Ra M

42

70

ile

Future Mixed-Use Town Center

s

Rd.

Future JCC Campus

He a l t h c a re

S cho o l

C i t y Li mi t

JCC MASTER PLAN - 2024

2

G ro c e ry

REX Digestive Healthcare

Johnston Medical Professional Plaza

Rd . ch

Ba nk / ATM

il e

Re s t a u ra n t

M

Fu t u re M ix ed-U s e To w n Center Fa it h-B a sed Or g.

Ra

Legend

Ra n

di

us

1

WakeMed Clayton Medical Park 120

Downtown Clayton

Proposed Clayton Campus A - Copper District

Close Proximity to Clayton Main Street + Amenities

Nixon-Fowler Stadium

k

ee

Future Lionsgate Park

elia Traffic 2021

Future Commuter Rail Station

42

Future YMCA Soccer Complex

o rtu ni

Traffic 2019

ty Z

tle C

e

Traffic 2021

70

Austin Pond

rn ve Go me

1M

il e

d Ra

i

nt .

Rd

R e cre a t io nal Ar ea

Rd

.

Ea st Co a st Gr eenway

Barber Mill Rd.

ek

us

Sw

42

Pa rk

Lit

3600 AADT

Legend

JCC MASTER PLAN - 2024

Swift Creek

Austin Pond

u di

s

Ra n

Exist ing Amtrak Railroad

ch

S id ew a lk

S igna l

reek

on

Cornwallis Rd.

Op

p

7000 AADT

70

e

BUS

70

Am

W h i t e o ak

C

r

16500 AADT

i f t Cr

Clayton Community Park

Chu

rch Rd.

Lionsgate Athletic Club

Ra li e Clayton Community Center + Park 2M

Downtown Clayton 121

Proposed Clayton Campus A - Copper District

e Am

Amelia Station Apartments

lia

Sp

EmergeOrtho

rin k

o ro e.

Av

WakeMed MOB

gb

Duke Health MOB

UNC Urgent Care

Carolina Dermatology and Endocrinology

Spring Branch Medical Pavilion

d

Springbrook Rehabilitation + Nursing Center

Johnston Professional Plaza: MOB

UNC Health: Johnston Health Clayton Hospital

UNC Urgent Care

hR urc Ch

A Future Walkable + Vibrant Town Center Campus

42

Hardee's

n

so

hn

Jo e at

t Es Rd Future Mixed-Use Town Center

Copper District

Future JCC Campus

Phase 1 Development: R e sid ent ial

JCC MASTER PLAN - 2024

tt R Co rb e

Walk

M in

ute

in

10

JCC

M

G ro cery

70 5

Healthcare

ut eW alk

R e t a il

d

Ho spit a lity

Copper District 122

Proposed Clayton Campus B - Former WakeMed Medical Park

Limited Access to Allied Healthcare Partners + Organizations

BUS

70

Old US

HWY 70

Southeastern Healthcare of NC

Distribution Center

WakeMed MyCare 365

Walmart

Future 235,000 SF Clayton Logistics Center Clayton Fitness

Proposed JCC Clayton Campus B Johnston Charter Academy

W Downtown ClaytonM ai Clayton Fire n St Department .

Lowes Foods

1 M il e Ra d

Aerial View of Site

Lionsgate Athletic Club

Legend Ind u st ria l Supp lier

He a l t h c a re

Ba nk / ATM

C i vi c

S cho o l

C i t y Li mi t

otw ell

Rd

.

G ro c e ry

JCC MASTER PLAN - 2024

Clayton High School Public Safety Academy BUS

Fit ne ss

Clayton Middle School

Southside Christian High School

Sh

R e st a u ra n t

Clayton Police Department

Johnston County EMS

iu s

42

a 2 M il e R

Cooper Academy Elementary School

70 West Clayton Elementary School

United States Postal Service

Clayton Fire Station #2

42 Food Lion

di u s 123

Proposed Clayton Campus B - Former WakeMed Medical Park

Well Located along Primary Business Corridor + Employment Center Shotwell Rd.

Pine Hollow Golf Club

Clemmons Educational State Forest

29500 AADT Traffic 2021

BUS

Pinecrest Memorial Park

Sam's Branch Greenway

uy

Rd

.

Littl e

C r ee

k

W

M

ai

Proposed JCC Clayton Campus B

k

Cr k

Clayton Community Park

Legend Pa rk

Po t e n t i a l Amt ra k St a t i o n

R e cre a t io nal Ar ea

Si g n a l

Exist ing Railroad Cor r idor JCC MASTER PLAN - 2024

St

.

Municipal Park

Clayton Town Square

17500 AADT Traffic 2021

Nixon-Fowler Stadium BUS

70 Future Lionsgate Park

Ch elia Am

S id ew a lk

Traffic 2021

Winston Rd.

Ea st Co a st Gr eenway Wilso n's Mill Loop

n

38000 AADT

1 M ile R a diu s

ee

Clayton Municipal Park

Lionsgate Athletic Club

oa

d.

ite

urc hR

Wh

Trib N e u t ary u se t o Ri v er

Clayton Civitan Club

G

O p p o r t u n i t y Z o ne

70

42

2 M il e Ra d i u s

42 Future Amtrak Station 124

Proposed Clayton Campus B - Former WakeMed Medical Park

Former Medical Office Building Suited to Healthcare + Office Uses

Carolina Distribution Center

Dollar General Distribution Center

Implus Zaxby's

Forward Air Solutions

BUS

70

WakeMed MyCare 365 Primary + Urgent Care

Subway

ay w te

US Logistics Solutions

r.

D

Future Clayton Logistics Center

a

ll Rd.

Chiropractic Partners of Clayton

G

Shotwe

Walmart

Red Classic

Kids R Kids Preschool

Johnston Charter Academy

The Nest Schools Stalling Mills Apartments

BUS

70

Legend Fit ne ss R e sid ent ial S cho o l R e st a u ra n t G ro cery Hea lt hca re Dist ribu t ion Center

JCC MASTER PLAN - 2024

Former WakeMed Medical Park Parcel Owner: WakeMed Medical Park Parcel Acreage: 4.92 Acres Ex. Building GSF: 38,428 Ex. Parking Spaces: 172 Parking Ratio: 4.5/1000 SF Year Built: 2000 Building Class: Class B Building Type: Medical Office Building Zoning: Office

5M

in

al W e ut

La Cocina

Clayton Fitness

k

Former WakeMed Clayton Medical Park

Former WakeMed Clayton Medical Park

Former WakeMed Clayton Medical Park 125

Things to Overcome

Howell Woods

STUDENT LOUNGE

JCC

ACCESS TO FOOD

WTCC

STATE OF THE ART FACILITIES

Lack of Competitive Edge Compared to Peer Institutions

Cleveland Center

Workforce Development Center

Benchmark FTE Calculation Benchmark FTE

Utilization %

Capacity FTE

Student Clock Hours

# Stations

JCC MASTER PLAN - 2024

FTE Contact Hours/Full Time

Projected Room Hours Per Week

127

Benchmark Utilization

JCC versus NCCC Average

Classroom Utilization: Weekly Room Hours of Instruction North Carolina Community College Average Johnston Community College

16.1 16

15.4

15 14 12.7

13

12.7

NCCC Average Utilization - 14 JCC Average Utilization - 14

14.5

14.4 13.1

13.3

12.9

12.5

12 11 10 9 8 7 6 5 4 3 2 1

Hours per Week Reporting Year JCC MASTER PLAN - 2024

2014

2015

2016

2017

2018 128

Laboratory Utilization: Weekly Room Hours of Instruction North Carolina Community College Average Johnston Community College

16 15

14

14

13.2

13

NCCC Avg. Utilization - 12.5

12.5

12

12

11.6

11.1

11

10.4

10

10.5

10.3

9.9

JCC Avg. Utilization - 10

9 8 7 6 5 4 3 2 1

Hours per Week Reporting Year JCC MASTER PLAN - 2024

2014

2015

2016

2017

2018 129

Station Utilization: Classroom Percentage North Carolina Community College Average Johnston Community College

60 59 58 57 55.8

56 55

53.8

54

53.6

53.8

NCCC Avg. Utilization - 54%

52.9

52.9

52.8

53

54.3

JCC Avg. Utilization - 52%

52

51.6

51.2

51 50 40 30 20 10

% Utilized Reporting Year JCC MASTER PLAN - 2024

2014

2015

2016

2017

2018 130

Station Utilization: Laboratory Percentage North Carolina Community College Average Johnston Community College

60 58.9

59 58

57.9

57.2

57

56.5

56

53.8

55.6

55

55 54

54.7

NCCC Average Utilization - 55% JCC Average Utilization - 55%

53.1

53

51.9

52 51 50 40 30 20 10

% Utilized Reporting Year

2014

JCC MASTER PLAN - 2024

2015

2016

2017

2018 131

Benchmark FTE Calculation

Assumption for FTE Contact Hours = 16

Classroom Variables 14 Utilization, Hrs/Wk Room Use 52% Student Station Utilization

JCC MASTER PLAN - 2024

Lab Variables 10 Utilization, Hrs/Wk Room Use 55% Student Station Utilization

132

Benchmark Capacity

Current and Future Benchmark Capacity FTE - Fall 2022 110 Classrooms

954

210 Laboratories

567

Total

1,521

Actual FTE Enrollment: 1,906 Total Fall 22 (1,111 In-person, 795 Online)

Benchmark Capacity FTE

Benchmark Capacity FTE - With Engineering Building - Fall 2023 110 Classrooms

1,153

210 Laboratories

622

Total

1,775 Benchmark Capacity FTE

Benchmark Capacity FTE - With Engineering Building and Four Oaks - Fall 2025 110 Classrooms

1,197

210 Laboratories

669

Total

1,865 Benchmark Capacity FTE

JCC MASTER PLAN - 2024

133

Benchmark Capacity

Planned Build out Through 2025 Benchmark Capacity FTE - Fall 2022 Main Campus

901

500

1,402

Cleveland Center

20

22

42

Workforce Development

21

45

66

Howell Woods

11

0

11

Total

954

567

1,521

Classroom

Lab

Grand Total

Actual 1,906 Total Fall 22 FTE (1,111Enrollment: In-person, 795 Online) Notes

Benchmark Capacity FTE - Projected Fall 2025 Main Campus

1,101

555

1,656

Cleveland Center

20

22

42

Workforce Development

21

45

66

Howell Woods

11

0

11

Four Oaks

44

46

90

Total

1,197

669

1,865

Classroom

JCC MASTER PLAN - 2024

Lab

Grand Total

(Main Campus + Engineering)

Projected Opening Fall 2025 Projected FTE Enrollment Growth Fall 2033: 2892 (1736 in-person, 1156 online) *assumes no claw back Notes

134

Benchmark Classroom Capacity in FTE by Main Campus Buildings 160

159 FTE

150 140

138 FTE

130 120 110 100 90 84 FTE

80

75 FTE *Excludes ECA and CLTA

70 60

57 FTE *Excludes ECA and CLTA

50 45 FTE 40

58 FTE

30 20

25 FTE

10

Britt Transp.

Building Bldg.

JCC MASTER PLAN - 2024

9 FTE

Health Sciences

Elsee Building

Smith Building

Wilson Building

Public Safety

Steam Learning Tart Building Resource Ctr. Building

135

Benchmark Laboratory Capacity in FTE by Main Campus Buildings 160 150 140 131 FTE

130 120 110 100 90 80

73 FTE *Excludes ECA and CLTA

70 60 50 40 30

37 FTE

33 FTE

26 FTE

20 10

12 FTE

Britt Transp.

Building Bldg.

JCC MASTER PLAN - 2024

Health Sciences

Elsee Building

17 FTE *Excludes ECA and CLTA

Smith Building

Wilson Building

15 FTE

Public Safety

17 FTE

12 FTE

Steam Learning Tart Building Resource Ctr. Building 136

Seating Capacity: Classroom

Ideal Balance Wanted

Balanced

Imbalanced

Scheduled Class Capacity

Actual Seating Capacity

1-10

11-20

21-30

31-40

41-50

51-60

100+

Room Count

2

1-10

3

11-20

12

63

8

21-30

10

35

97

31-40

15

6

2

5

41-50

2

4

1

3

2

2

51-60

1

26

9*

4

2

61-70

1

Ide al C

las

7

71-80

31

sS

ize

1

100+

Total

22

115

124

6

8

2

9

9* - Classes are hybrid basic skills classes. Active student count ranges from 7-37.

JCC MASTER PLAN - 2024

137

Seating Capacity: Laboratory Balanced

Ideal Balance Wanted

Imbalanced

Actual Seating Capacity

Scheduled Class Capacity 1-10

11-20

21-30

1-10

11

1

11-20

12

69

1

21-30

2

6

41

31-40

41-50

2

31-40

2

41-50

1

4

3

JCC MASTER PLAN - 2024

28

19

2

Idea

l Cla

ss S

ize

51-60

Total

Room Count

3

3

25

76

45

3

4

138

Building Benchmark FTE Capacity vs Actual FTE Enrolled by Department 300

290 Total

Allied Health Programs

250

Business and Technology Programs

200

Cosmetology

Criminal Justice Programs Therapeutic Massage

190

English, Humanities and Foreign Languages

180

Nurse Aide & Health Education Programs

170

Natural Sciences, Engineering and Math Social Sciences, Health & Fitness Sciences

160

153 Total

3 FTE 5 FTE 6 FTE 32 FTE

150 140 130

147 Total

110

12 FTE

70

19 FTE

40

Fire Programs Academic and Career Readiness Building Capacity Total

41 FTE

80

50

Emergency Services Programs

<1 FTE 2 FTE 3 FTE 3 FTE 5 FTE 11 FTE

90

60

Advanced Technology, Logistics and Transportation Imaging Programs

51 FTE

100

Education Programs Nursing Education Programs

122 Total

120

Workforce Training

<1 FTE 2 FTE 13 FTE

74 Total 57 Total

57 Total

5 FTE 45 FTE

44 FTE

54 FTE 55 FTE

49 FTE

84 Total

27 FTE 49 FTE 37 FTE

30

8 FTE 10 FTE 24 FTE

20 10

Britt Building

JCC MASTER PLAN - 2024

Transp.

Bldg.

Health Sciences

3 FTE 4 FTE

Elsee Building

17 Total <1 FTE 8 FTE

Smith Building

Wilson Building

Public Safety

21 Total 5 FTE 10 FTE

Steam Learning Tart Building Resource Ctr. Building

139

Total FTE: Online Students by Department 300

280

298 Total

275 Total

260 240

129 Total

220

212 Online

200

192 Online

180 160

153 Total

140 Total

140 123 Online

122 Total

120 100

81 Online

80

75 Total

65 Total

60 55 Online

55 Total

49 Total

40

Allied Health

Business and Criminal Technology Justice

JCC MASTER PLAN - 2024

31 Total

32 Total

23 Online

20

47 Online

0 Online

7 Total 0 Online

0 Online

Cosmetology Therapeutic English, Nurse Aide Massage Humanities, and Health and Foreign Education Languages

6 Online

0 Online

Nursing Education

Natural Social Sciences, Sciences, Engineering Health and and Math Fitness Sciences

39 Total

35 Total 29 Online

1 Total

5 Online

6 Online

Workforce Education Advanced Continuing Imaging Emergency Services Training Technology, Education Logistics and Transportation

9 Total 6 Online Fire

140

USER GROUP MEETINGS

• Public Safety • Workforce Development Center • Academic and Career Readiness • Health, Wellness, & Human Services • VP of Instruction • Libraries • Natural Sciences, Engineering, & Math • Distance Education, Research, & Institutional Effectiveness • English Humanities & Foreign Languages • Social Sciences, Health & Fitness Sciences, and Transfer Initiatives & Programs Engagement • Business, Industry, Logistics, & Transportation • Health, Wellness, & Human Services • Health Education & Nurse Aide • Operations

JCC MASTER PLAN - 2024

141

RECOMMENDATIONS FOR NEW LOCATIONS

• Relocate health science programs to a new campus to provide more space on campus (Approximately 100-150k GSF) • Programs to move: • EMS (presence) • Allied Health • Imaging Programs • Nurse Aide and Health Education • Nursing Education • New programs to explore adding: • Respiratory therapy • Health Info Management • Behavioral health tech • Surgical tech • Pharmacy tech • Physical therapy assistant • Physical / Occupation Therapy • Laboratory Tech • Medical Assistant • Home Health • Relocate Cosmetology off campus to a central location in Smithfield (preferably an in-line retail location with lots of parking) (6,000 SF) JCC MASTER PLAN - 2024

142

RECOMMENDATIONS FOR SATELLITE CAMPUS

• Expand resources at the workforce development center with new classrooms and staff office space being the primary focus (12,000 SF) • Create a teaching facility at the Howell woods property and renovate current multi-purpose room to better facilitate events and learning. (6,000 SF) • Give the Cleveland Center back to the county after new campus opens - programs move to new campus

JCC MASTER PLAN - 2024

143

RECOMMENDATIONS FOR CAMPUS

• Create a campus identifier or signature branding moment • Reduce classrooms in order to increase staff office locations • Modify vehicle roadways to provide safer and better access • Work with public transportation and JCPS to create new central transportation hub • Modify pedestrian network to allow for universal design concepts • Review all primary building entrances for universal design concepts • Explore providing a scooter program • Create a student hub (what goes in those pieces and how big is it) • Explore providing a student lounge in every building in or near front entry ideally coupled with food services (coffee/drinks and vending)

JCC MASTER PLAN - 2024

144

RECOMMENDATIONS FOR CAMPUS

• Demolish and relocate the truck driver training school and pad • Create new 3 classroom 6,000 SF facility • Create exterior covered observation location at new pad • Create a new center for automotive technology that would focus on IC engines, EV’s and battery (size 60k SF) • Consolidate student and faculty technology offerings into a single location that is easy to find and administer services for in the learning resource center (Size 5000 SF) • Relocate the fitness center outside of a primary classroom building (Size 2000 SF)

JCC MASTER PLAN - 2024

145

RECOMMENDATIONS FOR CAMPUS

• Consolidate and enhance testing and proctoring of exams into current location at Tart that is flexible enough for all testing requirements • Renovate STEAM to be a facility and operations building.

• Demolish and reconstruct Sanders with proper temperature control storage and maintenance bays (Size TBD) • Renovate Wilson and consolidate administrative services to the ground level • Relocate plumbing and increase trade focus offerings to the Britt building

• Consolidate CTLA, ECA and other JCHS into Smith building

JCC MASTER PLAN - 2024

146

RECOMMENDATIONS FOR CAMPUS • Renovate and re-brand the health science building after new campus is open • Consider building as two buildings and not one. Current connection is only on the second floor and hard to navigate as one • Backfill the building with home for some health science capacity, Social Sciences, and humanities programs • Complete renovation of the Elsee building with focus on academic and career readiness programs • Replace fire tower as it is at the end of its useful life • Create campus standards to guide renovations and requests in order to elevate level campus appearance, bring consistency, and control costs • Classrooms • Laboratory spaces • Offices • Restrooms JCC MASTER PLAN - 2024

147

Recommendations for New Locations, Satellites, and Campus Consolidate CTLA, ECA and other JCHS into Smith building

Replace fire tower as it is at the end of its useful life

Consolidate student and faculty technology offerings into a single location that is easy to find and administer services for in the learning resource center

Expand resources at the workforce development center with new classrooms and staff office space being the primary focus

Give the Cleveland Center back to the county after new campus opens programs move to new campus

Reduce classrooms in order to increase staff office locations

Create a teaching facility at the Howell woods property and renovate current multi-purpose room to better facilitate events and learning.

Modify vehicle roadways to provide safer and better access

Create a campus identifier or signature branding moment

Create campus standards Demolish and reconstruct to guide renovations and Sanders with proper requests in order to elevate temperature control storage level campus appearance, and maintenance bays bring consistency, and control costs

Relocate plumbing and increase trade focus offerings to the Britt building

Modify pedestrian network to allow for universal design concepts

Consolidate and enhance testing and proctoring of exams into current location at Tart that is flexible enough for all testing requirements

Create a student hub

Relocate health science programs to a new campus to provide more space on campus

Relocate the fitness center outside of a primary classroom building

Renovate STEAM to be a facility and operations building.

Renovate and re-brand the health science building after new campus is open

Complete renovation of the Renovate Wilson and Elsee building with focus consolidate administrative on academic and career services to the ground level readiness programs

Relocate Cosmetology off campus to a central location in Smithfield

Create a new center for automotive technology that Demolish and relocate the would focus on IC engines, truck driver training school and pad EV’s and battery JCC MASTER PLAN - 2024

148

A Need for an Active Student Hub

E-SPORTS 3,000 SF

BASKETBALL COURT/FIELD HOUSE/LARGE EVENT SPACE

MULTIPURPOSE ROOM 1 1,000 SF

1,000 SF

WITH 10' BORDER 7,980 SF

CIRCULATION 10,000 SF

SPECIALIZED SPACE: ART

MULTIPURPOSE ROOM 4 1,000 SF

SMALL EVENT SPACE/MULTIPURPOSE 2,500 SF

SPECIALIZED SPACE: MUSIC 1,000 SF

FITNESS CENTER 2,500 SF

MULTIPURPOSE ROOM 3 1,000 SF

FOOD PANTRY

VETERAN'S CENTER

STUDENT LOUNGE

1,000 SF

4,000 SF

GROUP STUDY @ 160 SF x 6 960 SF

950 SF

BACK OF HOUSE 6,000 SF

PROFESSIONAL CLOTHES CLOSET 1,000 SF

MULTIPURPOSE ROOM 2 1,000 SF LARGE KITCHEN/DINING

41,500 NET 58,100 GROSS

5,600 SF

QUIET SENSORY SPACE 800 SF

ART GALLERY

STUDENT SERVICES 3,250 SF

1,000 SF LOBBY 1,000 SF

JCC MASTER PLAN - 2024

149

Program Recommendations Waterfall RELOCATE HEALTH SCIENCE PROGRAMS OFF CAMPUS: 100,000 - 150,000 SF CONSOLIDATE TESTING AT TART CONSOLIDATE CTLA, ECA AND OTHER JCHS INTO HEALTH BUILDING COMPLETE RENOVATION OF ELSEE BUILDING GIVE CLEVELAND CENTER BACK TO COUNTY CREATE A STUDENT HUB RELOCATE THE FITNESS CENTER: 2,500 SF REDUCE CLASSROOMS TO INCREASE STAFF OFFICES RELOCATE COSMETOLOGY OFF CAMPUS: 6,000 SF RENOVATE WILSON: COSMETOLOGY WING ONLY FULL RENOVATION OF WILSON, CONSOLIDATE ADMINISTRATIVE SERVICES TO GROUND LEVEL CREATE CAMPUS STANDARDS

CREATE A CAMPUS IDENTIFIER RELOCATE TRUCK DRIVER TRAINING SCHOOL: NEW 6,000 SF FACILITY MODIFY VEHICLE ROADWAYS CREATE A NEW CENTER FOR AUTOMOTIVE TECHNOLOGY: 60,000 SF MODIFY PEDESTRIAN NETWORK NEW CLASSROOMS AND STAFF OFFICE SPACE AT WORKFORCE DEVELOPMENT CENTER: 12,000 SF

CONSOLIDATE STUDENT AND FACULTY TECHNOLOGY IN LEARNING RESOURCE CENTER: 5,000 SF RENOVATE STEAM TO FACILITY AND OPERATIONS BUILDING DEMOLISH AND RECONSTRUCT SANDERS CREATE TEACHING FACILITY AT HOWELL WOODS RENOVATE CURRENT MULTI-PURPOSE ROOM: 6,000 SF

RELOCATE PLUMBING AND INCREASE TRADE FOCUS OFFERINGS TO BRITT BUILDING REPLACE FIRE TOWER AS IT IS AT END OF ITS LIFE

TOP PRIORITY MEDIUM PRIORITY LOW PRIORITY

CAMPUS VISION Advancing a Lively Campus Environment Enhanced by Community + Place

JCC MASTER PLAN - 2024

151

CAMPUS VISION: The Nexus for Innovation, Collaboration and Professional Career Advancement

JCC MASTER PLAN - 2024

152

Strategies For Creating a Vibrant Student Hub

Cent ral Pied mo nt Co mmunit y Co llege - Charlot t e, NC

JCC MASTER PLAN - 2024

N o r m a n d a l e C o m m un i t y C o l l e g e - Bl o o m i n g to n , I N

Cent ral P iedmont C om m u nit y C olleg e - Ch arlot t e, NC

Mo ra i n e Va l l e y C o m m un i t y C ollege - Sta tesville, NC

An n e Ar un d e l C o m m un i ty C ollege - Arn old, MD

153

Strategies For Creating a Signature Icon

Aims Co mmunit y C olleg e - Greeley, C O

Mo r iane Valley Co mmunit y Co llege - St at ev ille, NC

JCC MASTER PLAN - 2024

N o r t he a s t e r n U n i v e r sity - Boston , MA

Aus t i n C o m m un i t y C o l l e g e - S a n G a b r i e l , T X

T hr e e R i v e r s C o m m un ity C ollege - Nor wic h, CT

154

Strategies For Enhancing Campus Experience

Anne Ar und el Co mmunit y Co llege - Ar no ld, M D

Wake Tech Co mmunit y Co llege - Wake C ou nt y, NC

JCC MASTER PLAN - 2024

Po r t l a n d C o m m un i t y C o l l e g e - Po r t l a n d , OR

Or e g o n S t a t e Un i v e r sity - Ben d, OR

Wa k e T e c h C o m m un i t y C o l l e g e - Wa k e C o un t y , N C

155

Strategies For Enhancing Campus Placemaking

Aims Co mmunit y Co llege - Gr eeley, C O

Wake Tech Co mmunit y Co llege - Wake C ou nt y, NC

JCC MASTER PLAN - 2024

Mo hav e C o m m un i t y C o l l e g e - C o l o ra d o C i t y , A Z

A n n e Ar un d e l C o m m un i t y C ollege - Arn old, MD

A i m s C o m m un i t y C o l l e g e - G r e e l e y , C O

Ta c o m a C o m m un i t y C o llege - Ta c oma , WA

156

Strategies For Enhancing Campus Identity

L o s A n g e l e s H a r b o r College - Los An geles, C A

E lgin C om m u n it y C ollege - E lgin , I L

JCC MASTER PLAN - 2024

Log an M em orial Edu c at ion Camp u s - S an D ieg o, C A

E a st C a rolin a U n iversity - Green ville, NC

Aus t i n C o m m un i t y C ollege Highla n d - Austin , TX

157

We Tested Grouped16Them Design into Options Four Key forThemes the Workforce Development Center Expansion

JCC MASTER PLAN - 2024

158

We Grouped Them into Four Key Themes Mobility Enhancements

Enhanced Arrival Sequence

Signature Branding Moment

Campus Placemaking

JCC MASTER PLAN - 2024

159

3 Stood Out to Meet the Needs of the Workforce Development Center 2.

3.

JCC MASTER PLAN - 2024

1.

160

3 Design Options that Amplified Our Goals 1. A New Campus Collaboratory

2. Transforming The Innovation Campus Experience

A

Project Goals

3. Changing the Character of Innovation + Technology

B

Project Goals

A

Project Goals

Expand Academic Capacity

Expand Academic Capacity

Expand Academic Capacity

Diversify Academic Offerings

Diversify Academic Offerings

Diversify Academic Offerings

Provide Offering to Under Served Areas

Provide Offering to Under Served Areas

Provide Offering to Under Served Areas

Unlock Greater Economic Development

Unlock Greater Economic Development

Unlock Greater Economic Development

Enhance Campus Experience

Enhance Campus Experience

Enhance Campus Experience

Heighten Student Attraction

Heighten Student Attraction

Heighten Student Attraction

Strengthen Student Retention

Strengthen Student Retention

Strengthen Student Retention

Amplify Community Connectivity, Impact, and Identity

Amplify Community Connectivity, Impact, and Identity

Amplify Community Connectivity, Impact, and Identity

JCC MASTER PLAN - 2024

161

A New Campus Collaboratory

Project Goals E n h a n c ed Arriva l Seq uen c e + C on n ec tion s

Expand Academic Capacity Diversify Academic Offerings Provide Offering to Under Served Areas Unlock Greater Economic Development Enhance Campus Experience Heighten Student Attraction Strengthen Student Retention Amplify Community Connectivity, Impact, and Identity E n t ry Pla za Fra med by Arc hitec tura l E lemen ts

Legend Existing Building Potential Building Potential Plaza Walkways Modern Arc hitec tura l E xpression

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Transforming The Innovation Campus Experience

Project Goals

U n iq ue Arc hitec tura l E xpression

Expand Academic Capacity Diversify Academic Offerings Provide Offering to Under Served Areas Unlock Greater Economic Development Enhance Campus Experience Heighten Student Attraction Strengthen Student Retention Amplify Community Connectivity, Impact, and Identity Am e n i t y - R ic h C our ty a rd for Ga therin g + Even ts

Legend Existing Building Potential Building Potential Plaza Walkways

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E nha n c ed Ga tewa y Bra n din g + Iden tity

163

Changing the Character of Innovation + Technology

Project Goals

In tegra ted Bra n d + Iden tity

Expand Academic Capacity Diversify Academic Offerings Provide Offering to Under Served Areas Unlock Greater Economic Development Enhance Campus Experience Heighten Student Attraction Strengthen Student Retention Amplify Community Connectivity, Impact, and Identity A Lus h La n dsc a pe C our ty a rd + In tima te Sea tin g

Legend Existing Building Potential Building Potential Plaza Walkways

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C rea tin g a D istin c t Arc hitec tura l C ha ra c ter

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We Tested 12 Design Options for the Main Campus

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We Grouped Them Around 3 Key Themes

Transforming the Student Commons Unique Student Hub

Campus on the Lake

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3 Stood Out to Ideally Meet the Needs of the Main Campus

2.

3.

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1.

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3 Design Stood Out Options as Uniquely that Amplified JCC Our Goals 1. A Cohesive Campus on the Lake

2. Uniting Around a Vibrant Campus Core

A

Project Goals

3. Well Connected Campus Hubs

B

Project Goals

B-

Project Goals

Expand Academic Capacity

Expand Academic Capacity

Expand Academic Capacity

Diversify Academic Offerings

Diversify Academic Offerings

Diversify Academic Offerings

Provide Offering to Under Served Areas

Provide Offering to Under Served Areas

Provide Offering to Under Served Areas

Unlock Greater Economic Development

Unlock Greater Economic Development

Unlock Greater Economic Development

Enhance Campus Experience

Enhance Campus Experience

Enhance Campus Experience

Heighten Student Attraction

Heighten Student Attraction

Heighten Student Attraction

Strengthen Student Retention

Strengthen Student Retention

Strengthen Student Retention

Amplify Community Connectivity, Impact, and Identity

Amplify Community Connectivity, Impact, and Identity

Amplify Community Connectivity, Impact, and Identity

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Legend Existing Building Future Expansion

A Cohesive Campus on The Lake

Anticipated Facility Potential Plaza Existing Plaza Walkways

6

5

4

3 7 1

2

8

Anticipated Facilities 1

New Student HUB, Classroom + Culinary Arts Added to LRC

2

Future Const. Trades Center

3

Future Automotive Tech Center

4

Future Recreation Center

5

Future Public Safety Facility

6

New Fire Training Facility

7

Renovate Portion of STEAM

8

New Truck Driver Training Facility

9

Renovate for New Maintenance + Operations Complex

Project Goals 9

Expand Academic Capacity Diversify Academic Offerings Provide Offering to Under Served Areas Unlock Greater Economic Development Enhance Campus Experience Heighten Student Attraction Strengthen Student Retention

Reorien ti n g Fu tu re Acad emic Pro grams Arou n d Ca mpu s Greens Quad s

JCC MASTER PLAN - 2024

Foc u s ing t h e C amp u s A m ent ies A rou nd a Ex is it ng Wat er F eat u res

Amplify Community Connectivity, Impact, and Identity A Camp u s C o n n e c t e d w i t h Di r e c t , A c c es s ibl e Pa t hs A l o n g t he L a k e

A N e w S t ud e n t H ub R e a c t i va t e s t he L e a r n i n g C o m m o n s

169

Legend Existing Building Future Expansion

Uniting Around a Vibrant Campus Core

Anticipated Facility Potential Plaza Existing Plaza Walkways

Anticipated Facilities 6

4 3 9

5

8

7 1

7

1

New Student HUB, Classroom + Culinary Arts Added to LRC

2

Future Recreation Center

3

Future Automotive Tech Center

4

Future Const. Trades Center

5

Relocate Maintenance + Operations Facility

6

Future Public Safety Facility

7

New Fire Training Facility

8

New Classroom Wing at STEAM

9

Renovate STEAM with Relocated Truck Driver Training Facility

2

Project Goals Expand Academic Capacity Diversify Academic Offerings Provide Offering to Under Served Areas Unlock Greater Economic Development Enhance Campus Experience Heighten Student Attraction Strengthen Student Retention

E n h an cin g th e Ca mpu s wit h Co mmunal Gat hering S pa ces f or Pa ssiv e a nd Act ive Int eract io n

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Fram ing t h e C amp u s wit h a Lu s h Lands c ap e A long F lu id, S w eep ing Walk s

D ef inin g t he C a m p us w i t h a D ynam i c S t ud e n t C o m m o n s

A W e l c o m i n g C a m p us G a t e w a y De l i n e a t e s E a c h E n t r y

Amplify Community Connectivity, Impact, and Identity

170

Legend Existing Building Future Expansion

Well Connected Campus Hubs

Anticipated Facility Potential Plaza Existing Plaza Walkways

Anticipated Facilities

10

8

9 4 6 5 3

7

1

New Student HUB with Wilson Classrooms + Culinary Arts

2

Future Recreation Center

3

New Health Sciences Center + Future Expansion

4

New Smith Classroom Addition

5

Future Public Safety Facility

6

Future Automotive Tech Center

7

New Maintenance + Operations Facility

8

New Truck Driver Training Facility

9

Future Const. Trades Center

10

New Fire Training Tower + Renovated Facilities

1 2

Project Goals Expand Academic Capacity Diversify Academic Offerings Provide Offering to Under Served Areas Unlock Greater Economic Development Enhance Campus Experience Heighten Student Attraction Strengthen Student Retention

Cen teri n g th e S tu dent Co mmo ns at th e Hea r t of th e Campus Co re

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Fram ing P laz as t h at are Enliv ened wit h Ric h A m enit ies D ining , Lou ng es and A c t iv it y Zones

C ent ral P e d e s t r i a n S p i n e E n ha n c e s C am p us C o n n e c t i v i t y

C r e a t e s Op p o r t un i t i e s f o r S o c i a l C o he s i o n w i t hi n t he C a m p us

Amplify Community Connectivity, Impact, and Identity

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Key Design Strategies 1. Enhanced Architecture with Parking Tucked Behind to Improve Arrival Experience

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2. Define Open Space to Increase Connectivity between Buildings and Student Interaction

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Key Design Strategies 4. Establish a Network of Paths to Connect to Surrounding Partners

A TA

N

RD .

3. Create a Bold Road Presence from Powhatan Rd.

H W PO

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Key Design Strategies 1. Define a Series of Student Activity Zones Along a Centralized Spine

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2. Create a Series of Interconnected Campus Greens to the Existing Site Features

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Key Design Strategies 3. Create Student Hubs Serving the Districts within the Campus

4. Energize Campus Greens with Key Activity Zones

Athletic District

Public Services + Trades District

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Knowledge District

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Key Design Strategies 5. Establish a Network of Paths Connecting Campus Assets

6. Extend Network of Paths to Increase Community Accessibility Downtown Smithfield

Smith-Collins Park + Community Center

Commercial Dining

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