JCC Masterplan 2024 by Johnston Community College

FINAL MASTER PLAN

Envisioning the Future for JCC | 2024

LETTER FROM THE PRESIDENT

Vern L. Lindquist

President

Johnston Community College

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.

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.

ACKNOWLEDGMENTS

Katherine Peele Principal In Charge

Chris Roberts Project Manager

BRAILSFORD & DUNLAVEY

Brad Noyes Executive Vice President

Scott Greenman Project Architect

Joe Winters Vice President

Ashleigh Ogden Master Planner

Kevin Mara Senior Associate

Molly Nealon Project Analyst

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

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.

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 Smithfield, 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.

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 infrastructure, and illustrate distinct approaches for future campus land development.

Johnston County in North Carolina

MASTER PLAN VISION

Johnston Community College’s diverse campus environment spreads across Johnston County in four unique campus locations. The main campus in Smithfield anchors three satellite campuses with a fifth campus coming soon in Four Oaks. The goal of the 2024 Campus Master Plan is to provide a unified, comprehensive vision for campus development across all five 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 frameworks for land use, building use, and mobility with the aim of unifying and enhancing the established campus network with the surrounding context.

The Master Plan is guided by eight Design Principles developed from broad campus input from 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 defined activity zones. These frameworks, 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.

PLANNING PROCESS

INCLUSIVE APPROACH

The Campus Master Plan was developed in collaboration with campus leadership, department heads, faculty, and staff from 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.

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.

CAMPUS MASTER PLAN PROCESS

Phase 1: Inventory and Analysis

MISSION & GOALS

• Project Kick Off and Visioning Workshop

• Institutional Framework and Success Criteria

• Student pop-ups

OPPORTUNITIES, CHALLENGES, & ASSESSMENT

• 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 2: Design Optioneering

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.

Phase 3: Documentation

CAMPUS MASTER PLAN PROCESS

Phase 1: Inventory and Analysis

MISSION & GOALS

OPPORTUNITIES, CHALLENGES, & ASSESSMENT

Phase 2: Design Optioneering

Phase 3: Documentation

SPECTRUM OF OPTIONS SCENARIO TESTING DRAFT MASTER PLAN FINAL MASTER PLAN

• Potential Master Plan Frameworks

• Existing Campus Accommodation Plans

• 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.

CAMPUS MASTER PLAN PROCESS

Phase 1: Inventory and Analysis

MISSION & GOALS

OPPORTUNITIES, CHALLENGES, & ASSESSMENT

Phase 2: Design Optioneering

Phase 3: Documentation

SPECTRUM OF OPTIONS SCENARIO TESTING DRAFT MASTER PLAN FINAL MASTER PLAN

• Refine Draft Master Plan

• Phasing and Implementation 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.

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.

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.

PRINCIPLES, PROCESSES, AND POSITIONING

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.

PRINCIPLES 1 2 3 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.

GUIDING PRINCIPLES

Expand Academic Capacity

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.

Diversify Academic Offerings Provide Offering to Underserved Areas

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.

Enhance Campus Experience

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.

Heighten Student Attraction

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.

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.

Strengthen Student Retention

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.

Amplify Community Connectivity, Impact, and Identity

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.

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.

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.

Athletic District

Public Services + Trades District Knowledge District

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.

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

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.

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 specifically, and to determine how to create cohesive solutions.

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

ACADEMIC PLANNING

PROGRAM OBJECTIVES

EXISTING CONDITIONS

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.

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 friendly environment that supports all students.

OVERALL OBJECTIVES

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.

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.

ALIGNING PRIORITIES

Guiding Principles

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

Core Design Priorities

Relocate Health Science Programs to New Campus

Create a Center for Academic Success

Strengthen Campus Brand with Signature Icon

Create a Unified Campus Identity

Enhance Campus Placemaking

Modify Pedestrian Network

Modify Vehicular Network

Expand Workforce Development Center

Relocate Truck Driver Training

Renovate + Reprogram STEAM

Enhance Learning Resource Center

Incorporate New Automotive Technology Center

Incorporate New Construction Trades Center

Consolidate Key Programs to Health Sciences

Renovate Fire Training Center Key Facilities

Renovate Elsee Building

Renovate Wilson Building

Relocate Maintenance + Facilities Complex

IMPLEMENTATION

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

RELOCATE COSMETOLOGY OFF CAMPUS: 6,000 SF

RENOVATE WILSON: COSMETOLOGY WING ONLY DEMOLISH SANDERS

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

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

BUILDING PROGRAM

DESCRIPTIONS

RELOCATE HEALTH SCIENCES PROGRAM

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.

CONSOLIDATE HIGH SCHOOL PROGRAMS INTO HEALTH 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.

EXPAND PUBLIC SAFETY

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.

RENOVATE ELSEE BUILDING

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.

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

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.

CREATE A CENTER FOR ACADEMIC SUCCESS

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).

CONSOLIDATE CENTRALIZED TESTING IN TART BUILDING

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.

CREATE NEW RECREATION CENTER

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.

GIVE CLEVELAND CENTER TO COUNTY

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.

BUILDING PROGRAM

DESCRIPTIONS

CREATE NEW MAINTENANCE + OPERATIONS FACILITY

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.

DEMOLISH SANDERS BUILDING

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.

RENOVATE WILSON

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.

RELOCATE TRUCK DRIVER TRAINING PROGRAM

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.

RELOCATE COSMETOLOGY OFF CAMPUS

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 from the nearby community. The new location should have lab-specific spaces but also classroom and staff spaces.

CREATE CAMPUS STANDARDS + GUIDELINES

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.

CREATE NEW AUTOMOTIVE TECHNOLOGY BUILDING

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.

CREATE A CAMPUS IDENTIFIER DEMOLISH EXISTING TRUCK DRIVER TRAINING BUILDING

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.

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

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.

CAMPUS MASTER PLAN

MAIN CAMPUS

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.