yavapai college campus master plan

YAVAPAI COLLEGE CAMPUS MASTER PLAN

2 | Yavapai College Campus Master Plan

Table of Contents

I. Introduction A. Purpose Of The Plan B. Campus Master Plan Objectives C. Planning Context

II. Planning Process A. Planning Philosophy B. Master Planning Process C. Campus and Community Engagement D. Summary of Outreach E. Building Consensus F. Acknowledgments

III. Master Planning Drivers A. Master Planning Drivers Overview B. External Planning Drivers C. Internal Planning Drivers D. Campus-by-Campus Analysis

IV. Master Plan Recommendations A. System Wide Recommendations B. Campus-by-Campus Recommendations Summary

V. Implementation A. Implementation Overview B. Phasing And Cost Matrix C. Key Project Sequencing

Yavapai College Campus Master Plan | 3

A Vision for the Future

“The vast possibilities of our great future will become realities only if we make ourselves responsible for that future.” – Gifford Pinchot, First Chief of the United States Forest Service

No one can predict the future but, as the quote above suggests, we can take steps to help ensure that our future is great. It is for this reason that I am pleased to present the Yavapai College Campus Master Plan to you. It serves as one important step in defining our future direction. The Campus Master Plan is the result of a significant investment of time and energy on the part of faculty, staff, students, and community members. It presents a shared vision for Yavapai College that is rooted in the mission of our great institution. Higher education is currently undergoing a number of dynamic transitions from the way courses are delivered to the role of the institution within the regional economy. Yavapai College is charged with delivering more advanced technologies to reach a larger demographic. We are also striving to build upon existing strong partnerships within the community, region, and state and to create new ones.

The Campus Master Plan takes these factors into consideration and provides us with a vision that is responsive to them. The outcome of this effort is not a detailed blueprint, but rather a flexible, living document designed to better adapt to unexpected changes that undoubtedly lie ahead. I believe the Campus Master Plan will facilitate our making wise future decisions about how best to use our resources.

I would like to express my sincere appreciation to all campus and community constituents that participated in this exciting nine month process. Your input has helped shape this document and ensure that we are all united in our effort to define a successful future for Yavapai College. I look forward to our continued collaboration as we move forward together to implement the Yavapai College Campus Master Plan.

Warm Regards,

Dr. Penelope WillsPresident, Yavapai College

Letter from the President


Yavapai College Mission, Vision, and Ends

The Yavapai College Campus Master Plan reflects the mission, vision, and ends of the institution. It provides a guiding framework to address future growth and changes in the decade ahead that represent the goals and aspirations of both the college and the community.

Mission Statement

The Mission of Yavapai College is to provide quality higher learning and cultural resources for the diverse populations of Yavapai County.

Vision Statement

Yavapai College exists to provide educational and cultural opportunities to students of all ages. We shall strive to create stronger partnerships and enhance leadership to develop and strengthen our community. Our students will have the abilities to be active participants in the global community.

Ends Statement

Yavapai College exists so communities within Yavapai County are equipped with the vision and skills to create a sustainable economic environment. The college will fulfill this role at a justifiable cost.

Ends

1.1 Education Ends Students achieve their educational goals.

1.2 Economic Ends Communities have the leadership and educational resources to generate and sustain economic base jobs.

1.3 Community Ends Yavapai County residents have access to a vibrant social and cultural life.


Introduction

Introduction

Yavapai College was established in 1965 through a countywide initiative to enhance educational opportunity within Yavapai County. In 1970, the institution’s first building was dedicated on a 100-acre site in Prescott, Arizona. Since that time, Yavapai College has expanded its presence in the county to include two campuses: Prescott and Verde Valley, as well as four centers: Chino Valley, Career and Technical Education (CTEC), Prescott Valley, and Sedona.

In early 2013, Yavapai College (YC) embarked upon development of the Yavapai College Campus Master Plan (Campus Master Plan) through a transparent nine-month process that sought input from students, faculty, staff, administrators, community members, and outside stakeholders. The effort produced this campus master plan report which presents a unifying vision for Yavapai College that aligns the institution’s strategic initiatives, educational master plans, and physical development goals into a single document to help guide the future direction of the college.

This document is designed as a long-range tool that can adapt and flexibly respond to unforeseen changes. The Campus Master Plan presents a visionary, yet realistic framework for growth. It defines parameters for the strategic management and phasing of development that is rooted in the master plan objectives outlined on the next page. It identifies both short-term, mid-term, and long-term goals which are intended to encourage student success and promote greater efficiency throughout the institution. Many of the concepts illustrated in the master plan are multi-year initiatives. Together, they represent a holistic vision for the future of Yavapai College.

Completed over a 9-Month Process Organized into 6 Steps.

Master Planning Process Focused on Consensus Building.

Encompasses all Yavapai College Campuses and Centers.

Embraces both Campus and Community.

Initiatives Focused on Encouraging Student Achievement.

Promotes Shared Resources Between Departments.

Provides a 10-Year Vision for Yavapi College.


Purpose of the PlanPurpose of the Plan

A Living Document

The Campus Master Plan is a collection of powerful ideas. These ideas establish the framework for coordinating physical change across Yavapai College’s campuses and centers. The master plan report is the culminating product of the master planning process. It is a composite document of goals, objectives, observations, ideas, and recommendations. Graphics help support and illustrate these key concepts.

The master plan report is designed to serve as a living document, allowing flexibility in its application as specific planning initiatives and goals evolve over time. In order to address the possibility of change, the Campus Master Plan Objectives (shown on the adjacent page) serve as one of the most important pieces of information outlined within these pages.

The Campus Master Plan Objectives provide the fundamental guiding framework that should advise all future planning decisions at Yavapai College. They convey the intent, goals, and long-term values of the institution. They are designed to be the most enduring component of the plan. All recommendations outlined in this report were measured against these five Campus Master Plan Objectives.


Campus Master Plan Objectives

Does the plan encourage efficiency in the yavapai college system?

Does it position compatible programs anD services together?

Does the plan minimize travel between campuses?

Does it locate programs in physical proximity to strategic partners?

Does the plan foster increaseD eDucational opportunities?

Does the plan broaDen the eDucational reach of the college?

Does the plan encourage stuDent retention?

Does it align with the eDucational master plan?

Does the plan increase exposure within the community?

Does it expanD cultural offerings for the yavapai campus anD community?

Does it Distribute resources appropriately across the region?

Does the plan encourage increaseD economic Development?

is the plan responsive to the economic neeDs of yavapai county?

Does the plan position programs in a location to maximize economic benefit?

Does the plan encourage new strategic relationships?

shar

edre

sou

rces

stra

tegi

cpa

rtn

ersh

ips

edu

cati

on

com

mu

nit

y &

cult

ure

eco

no

mic

d

evel

opm

ent

enhanceefficiency

right programsin right locations

supports eDucationmaster plan

expanD offeringsacross county

encourage regionaleconomic Development


Planning ContextThe master planning effort encompassed an evaluation of all Yavapai College campuses and centers: Prescott, Verde Valley, Chino Valley, Prescott Valley, CTEC, and Sedona. Each location was analyzed for both its academic and programmatic role within Yavapai College. The master planning team also gained an understanding of all off-site facilities the college utilizes for educational purposes.

As part of the process, the master planning team conducted an environmental scan as a critical first step in the planning effort. Local, regional, and statewide data was collected from secondary sources to provide a broad-level baseline for the study. The findings derived from this analysis served as key master planning drivers that shaped development of the final campus master plan.

In addition, detailed enrollment data was collected from Yavapai College. Data on enrollment projections and course offerings was validated by campus representatives through multiple on-site meetings. Fall semester 2013 is used as the Base Year for analysis throughout the master plan.

For Fall semester 2013, total annualized student full-time equivalent (SFTE) was 4,245. The Prescott Campus supported the largest student population in 2013 and is expected to continue to do so through 2023. The Sedona Center supported the smallest population with 45 SFTE.

For Fall semester 2023, SFTE projections vary widely by campus as the programs at Chino Valley are migrated to other locations, and Sedona credit coursework migrates to dual credit (in high schools) and online. Sedona physical facilities will focus on OLLI and Community Education programming which is in high demand. At the District level, online programs are expected to see continued growth, as well as off-site programming that appeals to high school students. Enrollment and space utilization data significantly informed the master planning effort and will be discussed in more detail later in this report.

Existing District Assignable Square Feet (ASF)

Master Plan Enrollment Assumptions


Yavapai College: Who’s Where Today?


Process

Planning Philosophy

DiscoveryAn Inclusive Approach

The Campus Master Plan was completed over a nine-month planning period that began in the spring of 2013. The master planning process followed a clear methodology defined by six distinct phases: (1) Discovery, (2) Cross Discipline Analysis, (3) Space Needs, (4) Exploration of Alternatives, (5) Preliminary Plan, and (6) Final Plan & Documentation.

An inclusive, consensus-based approach was utilized to encourage greater representation across wide reaching constituent groups. The Campus Master Plan is representative of a collaborative effort between Yavapai College and the communities it serves. Extensive input from these groups guided the process, providing valuable insight to the planning team and allowing constituents to gain ownership of the master plan.


Master Planning Process

The master planning process began with the Discovery Phase which consisted of listening and learning. This important first step included data collection, interviews and meetings, and the development of goals for the master plan.

I. DiscoveryThe planning team evaluated both physical features of all locations, as well as the distribution of programs and services within the college. Conclusions established baseline parameters for the master plan framework.

II. Cross Discipline AnalysisA spatial evaluation of all campuses and centers was completed to understand the existing and future space needs for Yavapai College. The analysis considered educational master plan goals and comparisons to peer institutions.

III. Space Needs

This phase involved the testing of ideas. Three alternative concept scenarios were presented and thoroughly scrutinized against the master plan objectives as well as against the political and logistical realities affecting Yavapai College.

IV. Exploration of AlternativesThe best aspects of the alternative concepts were refined into a single preliminary plan for each Yavapai College location. This task quantified and verified the programmatic elements and space needs for completion of the final plan.

V. Preliminary PlanThe last phase of the planning process included preparation of the final Campus Master Plan, development of a phasing and cost matrix, as well as documentation of the goals, objectives, and recommendations in a final report.

VI. Final Plan & Documentation

CB

A

YAVAPAI COLLEGE CAMPUS MASTER PLAN Draft Report

January 2014


Campus and Community Engagement

A Transparent Process

During every phase of the master planning process, Yavapai College students, faculty, staff, and community constituents were encouraged to participate in feedback opportunities to help guide development of the master plan. An inclusive and transparent process was achieved by involving individuals from all facets of the Yavapai College community.

Input was solicited from an expansive audience in an attempt to capture diverse perspectives on the master plan. Open house meetings were held on both sides of Mingus Mountain and student open forums were conducted at each Yavapai College location. Efforts to engage the campus and community also transcended beyond traditional outlets, such as local newspapers and open houses, to include communication through the Yavapai College website and the distribution of online surveys.

In addition, Yavapai College administrators personally reached out to community officials and business leaders to keep them apprised of the process. As a result, the variety of outreach methods used to engage constituents produced very useful feedback and enhanced the outcome of Yavapai College’s Campus Master Plan.


The following list provides a summary of outreach conducted as part of the process: April 2-4, 2013Project Kick-off Meetings: Campus Advisory Committee Executive CommitteeGuided Tours: Prescott Campus Sedona Center Verde Valley Campus Chino Valley Center CTEC Prescott Valley CenterStudent Open Forums: Prescott Campus Sedona Center Verde Valley Campus Chino Valley Center CTEC Prescott Valley Center

April 17, 2013Online Survey Distributed via Email

April 26, 2013Faculty Input Sessions: Business, Computer Science, District Workforce & Economic Development Nursing & Allied Health Science/PE Art/Music

Summary of Outreach

Social Sciences/Humanities Career & Technical Education Foundation Studies

May 14-16, 2013 Space Needs Analysis Sessions: Dir. Facilities & Planning Mgmt. Dean of CTEC Dean of Verde Valley Osher Lifelong Learning Institute & Community Education Dean of Bus., Computer Science Dean of Student Services Athletics Dean of Science & Health VP for Advancement & Ed. Foundation VP for Instruction & Student Services VP for Finance & Admin. Services Director of Institutional Research Dean of Foundation Studies Dean of Visual & Performing ArtsOpen Houses: Prescott Campus Verde Valley CampusAnalysis Meetings: Campus Advisory Committee Executive Committee

May 29-30, 2013 Instructional Division Input Sessions: Business, Computer Science, District Workforce & Economic Development

Nursing and Allied Health Science PE/Athletics Osher Lifelong Learning Institute Career & Technical Education Music Art Social Sciences/Humanities Foundation Studies

August 8, 2013 Alternatives Meetings: Campus Advisory Committee Executive Committee Open House Presentation

September 24, 2013Preliminary Plan Meetings: Campus Advisory Committee Executive Committee October 10-11, 2013Open Houses: Verde Valley Campus Prescott CampusOnline Survey Posted on YC Website

November 12, 2013District Governing Board Meeting

December 10, 2013District Governing Board Meeting


Building Consensus

Guided by Thoughtful Input

Throughout the process, the master planning team received a tremendous amount of support and engagement from faculty, staff, and students of Yavapai College, as well as from members of the regional community. All those who participated provided thoughtful input to help build consensus for the Campus Master Plan and guide the college towards a vision that is forward-thinking, yet realistic.

Yavapai College would like to express its gratitude to all individuals involved with the master planning effort. Thank you.


Acknowledgments

Executive CommitteePenny Wills, PresidentClint Ewell, VP for Finance & Administrative ServicesSteve Walker, VP of AdvancementGreg Gillespie, VP for Instruction & Student Services thru May 2013Barbara Wing, Interim Representative for Instruction & Student ServicesStuart Blacklaw, VP for Instruction & Student Services starting November 2013

Campus Advisory CommitteeJim Bostwick, Faculty, Foundation Studies –Verde ValleyRoy Breiling, Faculty, Visual Performing Liberal ArtsEd Bushman, Faculty, Business Computer Science, District Workforce & Economic DevelopmentPatrick Burns, Information Technology Systems ManagerJoe Cappelli, Police ChiefBrad Clifford, Athletic DirectorSandy Garber, Dean of Student ServicesDennis Garvey, Dean of Community EducationKara Gianetto, Faculty, Science & HealthErnie Hernandez, Faculty, Career & Technical EducationStacey Hilton, Dean of Instructional Support & ImprovementBob Hoskovec, Director of Student LifeTom Hughes, Director of Institutional Research Rose Hurley, Director of Human ResourcesMike Lange, Director of Marketing and CommunicationsDavid Laurence, Director of FacilitiesJohn Morgan, Dean of CTEC/CV/PV

James Perey, Dean of Verde Valley Campus & Sedona CenterGino Romeo, Faculty - Faculty Senate RepresentativeJeff Rose, Assistant Director of FacilitiesJoni Westcott, YCSACaleb Boone, CHP RepresentativeNatalie Black, SLC Representative

Master Planning Team

Eddie Garcia, Principal-in-ChargeDoug Kozma, Principal Campus PlannerLauren Williams, Campus PlannerKatie Stachler, Project ManagerLorna Allen, Site Designer

Frank Markley, Ph. D., Academic PlannerShuli Steele, Academic Planner


Planning Drivers

Master Planning Drivers Overview

As part of the master planning process, an Analysis Phase was completed in order to understand both the external and internal factors affecting the future of Yavapai College. The themes that emerged during this phase of the process served as the master planning drivers throughout the remainder of the master planning effort.

The analysis included an evaluation of external planning drivers such as current trends in higher education, county demographics, and occupational job growth projections for both Yavapai County and the State of Arizona. Each external planning driver was considered for its possible implications in shaping the future of Yavapai College.

The Analysis Phase also included a review of internal planning drivers as part of a district-wide analysis. This evaluation encompassed a review of the Yavapai College Mission, Vision, and Ends Statements, as well as the Educational Master Plans 2012-2017 and Strategic Plan. In addition, an analysis of program offerings, delivery locations, existing space needs, classroom utilization, and the physical composition of each campus was evaluated in order to understand opportunities for greater efficiency and ways to improve educational access across the Yavapai College system.

Together, the findings derived from this analysis guided development of the master plan alternatives, as well as the final campus master plan recommendations. An understanding of both external and internal drivers helps ensure that Yavapai College is well positioned for future success.

External Planning Drivers: Trends in Higher Education Yavapai County Demographics Yavapai County & Arizona Occupational Trends

Internal Planning Drivers: Mission, Vision, and Ends Statements Strategic Plan Educational Master Plans Future Enrollment Projections System-Wide Efficiency: Classroom Utilization Replication of High-Cost Programming Geographic Proximity


External Planning Driver: Trends in Higher Education

Limited Funding - Increase Efficiency

Increased Accountability:

Retention, Completion, Transfer

Rise in Online Education

Creating Identity in a Crowded Market

Changing Pedagogies

Expanded University-Comm. College Relations

Leading Regional Economic Development

The analysis process began with a review of the current trends in higher education and the potential impact these trends will have upon the future of Yavapai College. Actual as well as anticipated shifts in higher education have created a growing sense of uncertainty among institutions of higher learning. The emergence of Massive Open Online Courses (MOOCs) and new online degree options are triggering questions about what kind of educational infrastructure will be needed in the future.

Increasingly, institutions of higher learning are being asked to do more with less. Since 2008, state and federal funding levels have diminished across the country, yet accountability as it relates to retention, completion, and transfer rates has increased. In addition, communities are routinely turning to their local colleges to help lead regional economic development initiatives.

A shift is also occurring in the classroom with a move away from the traditional didactic learning environment to a more student-centered active learning model. Campuses nationwide are trending towards more flexible spaces both inside and outside. There are many higher education options today making it imperative that institutions find ways to create a distinct identity to help attract and retain talented students.


External Planning Driver: Rise in Online Education

Source: Babson Survey Research Group- 2013

One key external planning driver impacting the future outlook for Yavapai College is the continued rise in online education. Over the past decade, online education has emerged as an increasingly popular delivery method for higher education courses. Many traditional institutions of higher learning, including Yavapai College, have embraced this trend and responded with online classes and programs. The table below charts nationwide growth in online education over a ten year period from

Online Enrollment as a Percent of Total Enrollment: Fall 2002 - Fall 2011

2002-2011. The increase in online education at Yavapai College over this same period closely mirrors this growth rate. Future enrollment projections for Yavapai College suggest that online education is expected to continue to increase significantly over the ten-year master planning horizon.


External Planning Driver: Yavapai County Demographics

The Analysis Phase included a review of demographic information, both historical census data and future population projections, in order to better target areas of future expansion within Yavapai County. Prescott Valley demonstrated the most significant population growth over the past decade and is expected to continue to follow a similar pattern of growth over the next ten-year period. In total, Yavapai County is projected to grow in population by 19 percent over the ten-year planning horizon. There is anticipated to be continued diversity across age cohorts with the largest growth expected in the 30-39 and 65 and older populations.

Population Estimates for Yavapai County 2000 ‐ 2012.

Census/Estimate PeriodEst. July 1,

2000Est. July 1,

2001Est. July 1,

2002Est. July 1,

2003Est. July 1,

2004Est. July 1,

2005Est. July 1,

2006Est. July 1,

2007Est. July 1,

2008Est. July 1,

2009

July 1, 2010 Est. Revised to Census

Est. July 1, 2011

Est. July 1, 2012

Percent Change 2000

to 2012Yavapai 169,520 173,343 176,672 182,534 187,623 196,629 202,764 211,137 212,585 211,917 210,899 211,247 211,583 24.8% Camp Verde 9,513 9,701 9,777 9,910 10,169 10,375 10,783 10,984 10,967 10,916 10,875 10,849 10,883 14.4% Chino Valley 7,901 8,007 7,851 8,506 8,688 11,175 11,296 11,429 11,188 10,988 10,825 10,808 10,783 36.5% Clarkdale 3,431 3,542 3,582 3,632 3,666 3,726 3,769 4,051 4,104 4,102 4,103 4,084 4,072 18.7% Cottonwood 9,288 9,784 10,044 10,335 10,614 10,975 11,056 11,280 11,399 11,379 11,238 11,237 11,224 20.8% Dewey ‐ Humboldt ‐ ‐ ‐ ‐ 3,757 3,744 3,873 4,001 3,952 3,945 3,896 3,890 3,889 Jerome 332 342 352 362 373 386 397 407 420 430 441 443 442 33.0% Peoria (part) ‐ ‐ ‐ ‐ ‐ 16 17 6 6 6 7 7 7 Prescott 34,487 35,364 35,550 37,140 38,178 38,838 39,699 40,371 40,041 39,932 39,771 39,873 39,865 15.6% Prescott Valley 23,829 24,537 26,096 27,387 30,265 33,686 35,860 38,489 39,105 39,116 38,839 38,769 38,964 63.5% Sedona (part) 7,229 7,275 7,279 7,291 7,294 7,309 7,255 7,278 7,370 7,248 7,191 7,189 7,181 ‐0.7%Balance of County 73,509 74,791 76,142 77,969 74,617 76,400 78,759 82,840 84,033 83,854 83,714 84,098 84,273 14.6%

* The April 1, 2000 estimates base reflects changes to the Census 2000 population resulting from legal boundary updates, other geographic program changes, and Count Question Reso** An "(X)" in the Census 2000 field indicates a locality that was formed or incorporated after Census 2000.

Source: Office of Employment & Population Statistics, Arizona Department of Administration

Population Estimates for Yavapai County 2000 ‐ 2012.

Census/Estimate PeriodEst. July 1,

2000Est. July 1,

2001Est. July 1,

2002Est. July 1,

2003Est. July 1,

2004Est. July 1,

2005Est. July 1,

2006Est. July 1,

2007Est. July 1,

2008Est. July 1,

2009

July 1, 2010 Est. Revised to Census

Est. July 1, 2011

Est. July 1, 2012

Percent Change 2000

to 2012Yavapai 169,520 173,343 176,672 182,534 187,623 196,629 202,764 211,137 212,585 211,917 210,899 211,247 211,583 24.8% Camp Verde 9,513 9,701 9,777 9,910 10,169 10,375 10,783 10,984 10,967 10,916 10,875 10,849 10,883 14.4% Chino Valley 7,901 8,007 7,851 8,506 8,688 11,175 11,296 11,429 11,188 10,988 10,825 10,808 10,783 36.5% Clarkdale 3,431 3,542 3,582 3,632 3,666 3,726 3,769 4,051 4,104 4,102 4,103 4,084 4,072 18.7% Cottonwood 9,288 9,784 10,044 10,335 10,614 10,975 11,056 11,280 11,399 11,379 11,238 11,237 11,224 20.8% Dewey ‐ Humboldt ‐ ‐ ‐ ‐ 3,757 3,744 3,873 4,001 3,952 3,945 3,896 3,890 3,889 Jerome 332 342 352 362 373 386 397 407 420 430 441 443 442 33.0% Peoria (part) ‐ ‐ ‐ ‐ ‐ 16 17 6 6 6 7 7 7 Prescott 34,487 35,364 35,550 37,140 38,178 38,838 39,699 40,371 40,041 39,932 39,771 39,873 39,865 15.6% Prescott Valley 23,829 24,537 26,096 27,387 30,265 33,686 35,860 38,489 39,105 39,116 38,839 38,769 38,964 63.5% Sedona (part) 7,229 7,275 7,279 7,291 7,294 7,309 7,255 7,278 7,370 7,248 7,191 7,189 7,181 ‐0.7%Balance of County 73,509 74,791 76,142 77,969 74,617 76,400 78,759 82,840 84,033 83,854 83,714 84,098 84,273 14.6%

* The April 1, 2000 estimates base reflects changes to the Census 2000 population resulting from legal boundary updates, other geographic program changes, and Count Question Reso** An "(X)" in the Census 2000 field indicates a locality that was formed or incorporated after Census 2000.


Population Estimates for Yavapai County(2000-2012)

Source: Office of Employment & Population Statistics, Arizona Department of Administration Source: Office of Employment & Population Statistics, Arizona Department of Administration

Year ArizonaPhoenix Metro

Tucson Metro

Balance of State Yavapai County

2012 6,498,600 4,273,900 990,400 1,234,300 211,6002013 6,572,000 4,329,300 998,300 1,244,400 213,2002014 6,659,800 4,393,500 1,008,400 1,257,900 216,1002015 6,777,500 4,478,700 1,022,100 1,276,700 220,8002016 6,912,200 4,577,100 1,037,200 1,297,900 226,200

5 Year Change 6% 7% 5% 5% 7%2017 7,059,000 4,684,300 1,053,600 1,321,100 232,2002018 7,205,700 4,792,000 1,069,900 1,343,800 238,0002019 7,347,500 4,897,400 1,085,300 1,364,800 243,2002020 7,485,000 5,000,100 1,100,000 1,384,900 247,9002021 7,622,100 5,102,800 1,114,700 1,404,600 252,400

10 Year Change 17% 19% 13% 14% 19%2022 7,758,600 5,205,600 1,129,200 1,423,800 256,9002023 7,895,400 5,308,700 1,143,700 1,443,000 261,2002024 8,031,700 5,411,900 1,158,200 1,461,600 265,5002025 8,168,200 5,515,600 1,172,500 1,480,100 269,7002026 8,305,100 5,619,800 1,186,800 1,498,500 273,800

15 Year Change 28% 31% 20% 21% 29%2027 8,441,700 5,724,400 1,201,000 1,516,300 277,8002028 8,578,300 5,829,400 1,215,100 1,533,800 281,7002029 8,715,200 5,934,900 1,229,100 1,551,200 285,6002030 8,852,800 6,041,100 1,243,100 1,568,600 289,4002031 8,990,500 6,147,900 1,257,100 1,585,500 293,100

20 Year Change 38% 44% 27% 28% 39%Source: Arizona Department of Administration, Office of Employment & Population Statistics, 12/07/2012

2032 9,128,500 6,255,100 1,270,900 1,602,500 296,8002033 9,266,000 6,362,300 1,284,700 1,619,000 300,3002034 9,403,300 6,469,700 1,298,400 1,635,200 303,8002035 9,540,800 6,577,000 1,312,100 1,651,700 307,1002036 9,677,400 6,684,300 1,325,700 1,667,400 310,3002037 9,813,500 6,791,300 1,339,300 1,682,900 313,4002038 9,949,100 6,898,000 1,352,800 1,698,300 316,4002039 10,084,400 7,004,300 1,366,200 1,713,900 319,2002040 10,218,200 7,109,800 1,379,600 1,728,800 321,9002041 10,351,800 7,215,100 1,393,000 1,743,700 324,5002042 10,485,400 7,320,200 1,406,500 1,758,700 327,1002043 10,619,100 7,425,300 1,420,000 1,773,800 329,6002044 10,752,400 7,530,300 1,433,700 1,788,400 332,0002045 10,886,000 7,635,400 1,447,400 1,803,200 334,4002046 11,019,900 7,740,700 1,461,200 1,818,000 336,8002047 11,154,500 7,846,300 1,475,200 1,833,000 339,2002048 11,289,800 7,952,200 1,489,400 1,848,200 341,6002049 11,426,000 8,058,600 1,503,700 1,863,700 344,1002050 11,562,500 8,165,500 1,518,200 1,878,800 346,600

Arizona Department of Administration, Office of Employment & Population StatistTelephone: 602‐771‐2222Fax: 602‐771‐1207

ARIZONA STATE AND COUNTY POPULATION PROJECTIONS: 2012 TO 2031Arizona State and County Population Projections(2012-2031)

Yavapai College - Fall 2012


External Planning Driver: Yavapai County & Arizona Occupational Trends

The demographic analysis was coupled with a review of occupational trends across both Yavapai County and the State of Arizona. The objective for evaluating this data was to ensure that Yavapai College is well-positioned to meet future employment needs in the region.

The diagram on the right identifies the major occupational groups within the State of Arizona and their projected change thru the year 2020. Construction, extraction, healthcare, education and hospitality related fields are expected to demonstrate strong growth over the ten-year master planning horizon. 38 percent of Yavapai County is employed in areas showing over 20 percent projected growth within the next decade.

Yavapai College currently offers training in all of the areas demonstrating over 30 percent growth by 2020. The occupational data suggests that the college should continue to support these programs and possibly look for ways to increase educational access to them across the county.


Arizona State and County Population Projections(2012-2031)

Yavapai College - Fall 2012

Source: Office of Employment & Population Statistics in cooperation with U.S. Department of Labor, Bureau of Labor Statistics


Internal Planning Driver: Educational Master Plans

In 2012, Yavapai College completed an Educational Master Plan for each of the six divisions within the college, as well as a seventh master plan for district services:

• Business, Computer Science, District Workforce & Economic Development Division

• Career & Technical Education Division• Foundation Studies Division• Sciences & Health Division• Visual, Performing, & Liberal Arts

Division• Division of Lifelong Learning• District Services Information Technology Services (ITS) Library Services Student Services

Each educational master plan provides a five-year outlook detailing program costs, future academic goals, and areas of potential growth. The divisions that identified the greatest opportunity for program growth were the Career & Technical Education Division, Sciences & Health Division, and the Division of Lifelong Learning. The master planning team thoroughly reviewed each of these documents to ensure that the goals and recommendations of the Campus Master Plan align with the academic goals of Yavapai College.


Internal Planning Driver: Geographic Proximity

By physical size, Yavapai County is one of the largest counties within the United States. The defining natural feature within the county is Mingus Mountain which bisects the region in a north-south direction. This presents many challenges to providing adequate educational access and student services across the region. Yavapai College currently supports

one campus on each side of Mingus Mountain, as well as four centers throughout the county. During master plan outreach sessions, many Yavapai College constituents raised concerns over the need to routinely commute between locations. They expressed a desire to minimize travel across the county for faculty, staff, and students.


Internal Planning Driver: Off-Site Locations

In addition to Yavapai College’s two campuses and four centers, numerous off-site locations are utilized by the college for classes and technical training programs. These are the result of corporate, municipal, and institutional partnerships. This approach allows Yavapai College to expand educational access within the region, control program and facility costs, and better target specific types of students such as high school students through the Mountain Institute Joint Technical Education

District programs (JTED). The diagram below represents an abbreviated list of the many sites utilized by Yavapai College throughout the county. This has proven a successful approach for the college and suggests that partnership opportunities should continue to be strengthened and explored.


Internal Planning Driver: Program Distribution

An important objective of the Campus Master Plan was to identify opportunities for improved efficiency across Yavapai College. A key strategy to understanding opportunities for greater efficiency was to first understand where potential inefficiencies exist.

As part of the analysis process, the master planning team evaluated program offerings and delivery by location in order to better understand areas of program duplication. The assessment consisted of a physical mapping exercise to understand the geographical locations of program offerings within each of the six Yavapai College divisions.

Program duplication was then identified and evaluated against program costs and the necessity of multiple locations. The diagrams on the right show that all divisions support some level of programming across the county. However, Career & Technical Education and Sciences & Health demonstrated greater inefficiencies than other divisions. High-cost programs such as nursing and the sciences are being taught in multiple locations. Northern Arizona Regional Training Academy (NARTA) spends considerable time and money moving students between off-site locations. Together, this puts strains on administrators, faculty, and student support services. An opportunity exists to improve efficiency in these areas by consolidating and centralizing key programs.

Visual, Performing & Liberal Arts Business & Computer Science

Career & Technical Education Foundation Studies

Sciences & Health Lifelong Learning & Comm. Ed.


Internal Planning Driver: Existing Space Needs Assessment

An important aspect of the district-wide analysis was understanding exactly how much and what type of space Yavapai College currently supports, as well as how this space compares to institutional peers. Student Full Time Equivalent (SFTE) enrollment, course data, and faculty and staff information were used to establish the relative quantities of space needed for this analysis. The amount of space required was compared to existing space on campus to illustrate surpluses or deficits in various space categories. When the space needs guideline analysis was

applied at the Base Year (Fall 2013), only the Prescott Valley Campus generated a need for additional space. The Verde Valley Campus demonstrated the largest existing surplus of space given enrollment, program, and staffing data. While the Career & Technical Education Center also generated a significant surplus of space, future enrollment projections suggest that program growth will soon fill this space.


Internal Planning Driver: Classroom Utilization Analysis

Weekly Room HoursThe average number of hours per week a room is scheduled over a

term or semester.

Student Station OccupancyThe average percent of seats filled when a room is occupied during

scheduled use.

A classroom utilization analysis was completed to identify potential inefficiencies at Yavapai College. The course data and facility inventory files for the Fall 2013 semester were used to conduct the analysis. Results by campus or center are noted in the table below. In reviewing the District average, classrooms were being utilized 21 weekly room hours at 57% student station occupancy. Classrooms averaged 31 assignable square feet (ASF) per station. Typical community college guidelines suggest rooms be used 35 weekly room hours at 65% student station occupancy as fiscal realities demand more efficient course scheduling.

Given the guidelines, classrooms at Prescott Valley and CTEC are at full utilization while Prescott can grow from 1,595 to 2,690 FTE and Verde Valley can grow from 310 to 883 FTE before additional classrooms are needed.

There are no national guidelines that exist, but there are other sources to guide assessment:• Western Interstate Commission on Higher

Education (WICHE)• Council of Educational Facility Planners

International (CEFPI)• Arizona Board of Regents (ABOR)• Paulien & Associates - benchmark of more

than 160 community colleges


Campus-by-Campus Analysis: Prescott CampusOverviewThe Prescott Campus is Yavapai College’s oldest location with the first campus building constructed on this property in 1970. Today, it supports over 500,000 gross square feet of space and the college’s largest student population. Yavapai College administrative leaders reside on this campus. In addition, the campus is home to the college’s successful Osher Lifelong Learning Institute (OLLI) that provides programming throughout Yavapai County. The Prescott Campus appeals to a more traditional student by providing the most comprehensive academic and student life

offerings as compared to the college’s other locations. Student housing and full-service dining is only offered on this campus. This is also the only location to support athletic venues and a performing arts center. Open space amenities such as a community supported sculpture garden and nature trail form the perimeter of campus. The campus is located approximately one mile from downtown Prescott and is essentially landlocked in its current position.


Campus-by-Campus Analysis: Prescott CampusCampus OrganizationThis diagram depicts the existing campus land use organization found on the Prescott Campus. This campus is the most complex of Yavapai College’s locations due to its age, size, and program diversity.

The current layout represents a successful campus organization with compatible uses positioned close to one another to help create campus neighborhoods. Academic facilities, shown in blue, take prominence in the core of campus. Residential, athletic, and administrative uses are positioned around the perimeter. Student life facilities are strategically located near hubs of activity within the center of campus.

Parking is distributed throughout campus and presents an opportunity to reconsider its future placement to better unite campus neighborhoods to the academic core.


Campus-by-Campus Analysis: Prescott CampusCampus Gathering SpaceThe following diagram identifies important indoor and outdoor gathering spaces found on the Prescott campus. Social spaces are key to creating an appealing campus environment and encouraging students to remain on campus to study and socialize.

Campus gathering spaces are well positioned within the academic core of campus and near student housing. Building 3 serves as the center point of student life since it supports the campus dining facility. Building 19 takes on a secondary role containing the library, cafe, computer lab, and large meeting space.

The space assessment identified the need for additional student life space on this campus. An opportunity exists to expand and improve existing social spaces to create even more desirable options for students, faculty, and staff to gather.


Campus-by-Campus Analysis: Prescott CampusCampus Connectivity (Pedestrian, Vehicular, Wayfinding)As part of the analysis process, connectivity across the Prescott Campus was reviewed to identify potential opportunities for improvement. Campus connectivity encompasses pedestrian and vehicular circulation on campus, as well as wayfinding.

There is one primary vehicular access point on campus from Sheldon Street. The entry can often be difficult for approaching motorists to see and suggests the need for increased signage.The location of this entry creates a significant amount of vehicular traffic within the center of campus.

Pedestrian connectivity is limited across the entire campus, making it challenging for people to access student housing on the north or administrative offices on the south. An opportunity exists to strengthen connections across campus.

A nature trail runs along the eastern, northern, and western boundaries of campus. It stops just short of connecting with the trail that winds through the existing sculpture park. These trails are valued by campus constituents and should be preserved.


Campus-by-Campus Analysis: Verde Valley CampusOverviewThe Verde Valley Campus is located on the east side of Mingus Mountain in Yavapai County. It represents Yavapai College’s second largest location by both student enrollment and size. Over 120,000 gross square feet of space is present on this campus. The Verde Valley Campus also offers numerous academic and student life offerings as demonstrated by the diverse space distribution on campus. The campus recently received a $17 million dollar renovation to upgrade all facilities including the introduction of the Southwest Wine Center and vineyards.

Verde Valley Campus is located in the town of Clarkdale on property surrounding by residential uses. The campus currently owns a substantial portion of property to the south of the developed portion of campus. This presents numerous opportunities for growth if needed in the future.


Campus-by-Campus Analysis: Verde Valley CampusCampus OrganizationThe existing land use organization of the Verde Valley Campus represents an ideal layout for an institution of higher education. Parking is positioned on the perimeter allowing the center of campus to exist as a pedestrian focused environment.

Academic facilities, shown in blue, are located within the center of campus with student life spaces and public interface zones accenting the core. The only exception to this organization is the position of the winery, located strategically to the west near the existing vineyards.

Administrative uses occupy a logical space adjacent to the center of campus and recreation spaces and facility support services are appropriately positioned near the perimeter. Future development should continue to build upon this land use organization to further strengthen the campus.


Campus-by-Campus Analysis: Verde ValleyCampus Gathering SpaceThe adjacent diagram depicts the gathering spaces found on the Verde Valley Campus. The campus has one primary indoor gathering space. It is the student center located within Building F. A cafe and lounge space is provided inside this facility. With its strategic location near the center of activity, it serves as a very popular space to gather on campus.

Multiple outdoor gathering spaces exist on campus. They range in size and character from the large Pavilion space to small individual seating areas. Due to the size of the Pavilion, people do not casually gather in this area. The space is most successful when programmed with an event. The current outdoor spaces appear to adequately serve the campus.


Campus-by-Campus Analysis: Verde ValleyCampus Connectivity (Pedestrian, Vehicular, Wayfinding)An analysis of connectivity was also completed for the Verde Valley Campus. The campus has two primary vehicular entry points off of Black Hills Drive. Finding the campus from 89A can be challenging for motorists due to the lack of signage. However, efforts are currently underway with the Arizona Department of Transportation to correct this situation.

Due to the existing land use organization, with parking at the perimeter, the interior of campus is easily navigated by pedestrians. Potential improvements could be made to pedestrian connections to existing parking areas since not all parking areas are well connected to the interior of campus.

An unmaintained nature trail begins at the southern edge of the developed portion of the Verde Valley campus and extends to the west. An opportunity exists to upgrade the quality of this trail system to provide an additional recreational feature on campus.


Campus-by-Campus Analysis: Chino Valley CenterOverviewThe Chino Valley Agribusiness & Science Technology Center serves as Yavapai College’s center for agribusiness studies, hydroponics, equine science, and fisheries management. One 12,919 gross square foot classroom building is located on the site, along with several greenhouses to support academic coursework. The building was designed with a focus on sustainability and received LEED Silver status from the United States Green Building Council. A small area within the classroom building is dedicated to student center space. The facility currently serves the existing

programs well. However, underutilized classroom space is available within the building. The Chino Valley Campus is located in a rural area within Old Home Manor. The campus occupies a large portion of land which allows for the presence of two wetlands and an equestrian arena for academic use. Plans are currently underway for the addition of an unmanned aviation program and lineman program.


Campus-by-Campus Analysis: Career & Technical Education CenterOverviewThe Career & Technical Education Center (CTEC) is located on an eight acre parcel of land in the City of Prescott near Interstate 89A and the Prescott Municipal Airport. It serves as the hub of Yavapai College’s trade and technical programs. The programs share one large hi-bay space encompassing 108,000 gross square feet. As the diagram below demonstrates, the majority of the facility is dedicated to laboratory space. The facility is strategically positioned near compatible uses and corporate partners. The airport provides key training space for Yavapai College’s

aviation programs. Very limited student center space exists within this facility and limited parking presents daily challenges for students, faculty, and staff. During daytime hours, CTEC is primarily utilized by high school students taking programs through JTED. Around five o’clock, the campus transitions to an older student population taking courses for certification.


Campus-by-Campus Analysis: Prescott Valley CenterOverviewThe Prescott Valley Center is located along Glassford Hill Road within a commercial area of Prescott Valley. The center is located adjacent to Bradshaw Mountain High School and Glassford Hill Middle School. The facility is a one-story linear building encompassing 21,235 gross square feet of space. This space is almost equally distributed between classrooms, laboratories, and offices. In addition to general education courses, the center serves as the hub for the NARTA police certification program. Both indoor and outdoor physical training space is provided

for this program. NARTA is an intensive program that requires housing and dining services. For this reason, students are shuttled between Yavapai College locations, as well as off-site partner locations to meet all of the program’s needs. The center also serves as the home of the college’s emergency medical service programs. A second Yavapai College owned facility is located across the street near the Prescott Library. This 10,168 gross square foot facility is currently occupied by Northern Arizona University.


Campus-by-Campus Analysis: Sedona CenterOverviewYavapai College’s Sedona Film School and Osher Lifelong Learning Institute fill the space available within the Sedona Center for Arts and Technology. The center is defined by one 18,004 gross square feet building located within a defunct cultural park. The facility was not originally designed to serve as a classroom building and thus presents many challenges to use by the film school. As the diagram below highlights, the majority of space within the building is dedicated to classrooms and laboratories. Yavapai College only owns a very small

portion of land around the building. A small parking lot adjacent to the building is due to an agreement with the cultural park owner. During peak times, parking becomes a significant challenge for the center. The Sedona Center is located several miles west of downtown Sedona. Most students live in Cottonwood and commute to the center for classes.


Recommendations

System-wide Recommendations

The Master Plan recommendations were generated after analyzing all of the data and information gathered. Serving such a wide geographical region and diverse population continues to be a goal of the college. Migration of several programs is recommended to minimize travel for faculty and students between campuses. This will allow for a more efficient administrative model, consolidate cost intensive programs such as nursing and CTEC, and co-locate programs requiring housing and services such as athletics and NARTA. The Master Plan recommends building on the strong presence of the two main campuses at Prescott and Verde Valley by enhancing them with social and student activity spaces. Creating places to linger and learn with a student life focus within the existing facilities will attract more students to the campus and encourage them to stay on campus before and after class.

In addition to maintaining the two existing campuses, the Master Plan recommends a larger, consolidated facility in Prescott Valley to accommodate the new Nursing and Allied Health Center of Excellence. Consolidating the programs from Prescott and Verde Valley, while still offering pre-nursing classes at each campus, will allow the college to leverage the resources allocated to an advanced program. Moving the EMS/EMT program to the new campus will build on the synergies these programs have with the Nursing and Allied Health program further reinforcing the focus of the new campus.

The map, shown at right, outlines the migrations and developments.

Prescott:• NARTA and Administration of Justice move from Prescott Valley to

Prescott• Nursing moves to Prescott Valley (Science and Pre-Nursing remain)

Verde Valley:• Agriculture and Equine move from Chino Valley to Verde Valley• Nursing moves to Prescott Valley (Science and pre-nursing remain)• Enhance partnerships with high schools including JTED and

International Baccalaureate

Prescott Valley:• Sell existing two facilities and replace with one large center, with

enough land to eventually become a campus• Current programs migrate to new location with the exception of

NARTA and Administration of Justice• Create Center for Excellence for Nursing and Allied Health• Partner with NAU to offer Bachelor and graduate degrees

CTEC:• Expand existing programs and partnerships

Chino Valley:• Agriculture and Equine move to Verde Valley• Sell existing facility• Continue to serve community via online, dual credit, and proximity

to full- service campus

Sedona:• OLLI moves to lease space closer to Sedona• Sell existing facility• Continue to serve community via online, dual credit, and proximity

to full service campus


System-wide Recommendations: Who’s Where in the Future?

89A

169

17

17

89A

89

89

260Prescott

Visual and Performing arts

olli / community ed

Verde Valley

Prescott Valley

narta

nursing / allied HealtH

ems / emt

olli / community ed

legenD

Business & Computer Science Career & Technical Education Foundation Studies Sciences & Health

Visual / Performing / Liberal Arts

sedona

ctecscience & Pre-nursingsustainable agriculture

science & Pre-nursing

Visual and Performing arts

nau yaVaPai

cte (Jted)

animal science

career tecH education

locations to be determined

linemen

fire science

uaV

nau yaVaPai grad Programs

olli / community ed


System-wide Recommendations: Centers of ExcellenceMigration also offers an opportunity to create centers of excellence by focusing program delivery at each location. This will allow the college to maintain strong independent locations that are interwoven with the overall goals and vision of the college. Destination programs draw students from around the state and nation, making the Yavapai College brand well known. Strong partnerships have been formed with regional businesses for the mining and NARTA programs while aviation and gunsmithing attract students on a national level. The introduction of viticulture and enology builds on the wineries in the Verde Valley promising to be a destination program as well. Fortifying regional partnerships with Yavapai Regional Medical Center and Verde Valley Medical Center creates opportunities for students and community members alike, allowing the college to truly serve the community at large.

GUNSMITHINGAVIATION

VITICULTURE / ENOLOGYNARTA MINING

Each location will have a unique focus while still maintaining general education for learners of all ages.

Prescott Campus - Performing and Visual Arts Athletics

Verde Valley Campus - Viticulture and Enology, Agriculture Visual Arts

Prescott Valley Center - Nursing Allied Health

CTEC - Career and Technical Education


System-wide Recommendations: System-wide Space Needs Summary

PRESCOTT CAMPUSVERDE VALLEYCAMPUS

PRESCOTT VALLEYCAMPUS

CAREER & TECHNICALEDUCATIONCENTER

EXISTING AVAILABLE ASF 254,598 63,586 14,353 92,020 SPACE NEED FALL 2013 250,476 46,939 16,129 69,587 SPACE NEED FALL 2023 245,597 60,840 76,061 97,224

‐50,000

100,000 150,000 200,000 250,000 300,000

ASF

SPACE NEEDS ANALYSIS FALL 2013 & FALL 2023

The table at the right shows the ten year enrollment assumptions with the program migrations proposed by the master plan taken into account. The table below uses these assumptions to show the space available at each location today as well as the amount of space needed today and projected to be needed ten years from now. The space needs are given in assignable square feet (ASF) which will then be adjusted with a grossing factor to arrive at the gross square feet (GSF) required at each location.

The table identifies additional space requirements at Prescott Valley and CTEC while also showing an overage of space at the Prescott and Verde Valley Campuses over the next ten years. This does not, however, tell the complete story. While there is space available at both Prescott and Verde Valley, it is not the right type and mix of space needed for program requirements. As a result, the following pages recommend specific spaces be introduced on these campuses over the life of the master plan.

Ten Year Enrollment Assumptions

Campus

2013 Annualized

SFTE

2023 Annualized

SFTE % Change

Prescott 1,595 1,353 -15.2%

Chino Valley 108 - -100.0%CTEC 268 292 8.7%

Prescott Valley 187 563 201.3%

Verde Valley 310 334 7.8%

Sedona 45 - -100.0%On-Line Delivery 1,194 1,864 56.1%

Off-Site 538 660 22.7%

Total 4,245 5,066 19.3%Source: YC Office of Institutional Effectiveness and Research


Campus-by-Campus Recommendations Summary: Prescott CampusProposed Expansions

A

E

C

B

D

F

A. Surface Parking Lot

280 Spaces

B. Event Center and

Multi-purpose Field

C. Multipurpose Facility

Locker Rooms

NARTA Facilities

D. Open Music Labs

Storage

E. Lecture Hall

F. Residence Halls

LegendExisting Building

Building Renovation

Proposed Building

Parking Area


A

B

CSURFACE PARKING LOT - 280 SPACES

The recommended surface parking lot of 280 spaces will replace the spaces displaced by the development of the Event Center and Multipurpose Field. The parking is recommended to be installed to the west of the Event Center to keep the student-focused spaces closer to the center of campus and to allow a green space network to be enhanced tieing the new development to the remainder of the existing campus.

EVENT CENTER AND MULTIPURPOSE FIELD

The recommended Event Center and Multipurpose Field will serve the College on many levels. The space needs analysis identified a shortfall in athletic and recreational space on campus. Yavapai College has a solid reputation as a very competitive soccer program having won seven National titles in the past 25 years. This development would allow the team to practice and play on campus thus boosting student and community involvement alike.

The recommendation is for a lit synthetic field due to the multiple activities and year-round uses being envisioned. The field can also be used for musical performances, marching bands, graduation and other ceremonies. In addition, the field can be rented out in conjunction with the dorms for summer camps and other programs.

The initial development would include locker rooms and a concession area to support the activities on the field. These are envisioned to be built under the stands to localize construction activities. The abandoned dorms provide a relatively flat site for construction of such a large open space.

MULTIPURPOSE FACILITY

Throughout the planning process the demand for a larger, flexible gathering space, in addition to the existing community room, was evident. The master plan recommends a new multipurpose facility to be built in conjunction with the Event Center and Multipurpose Field. The new building would house a divisible multipurpose room, additional locker room facilities, training space for NARTA and weight room for the college.

The placement of this facility in relation to the dorms and Event Center will create a student commons and outdoor recreation space. Careful planning of the building and site will allow for an indoor/outdoor connection between the building and thus enhancing the use of both.


E

D F

Campus-by-Campus Recommendations Summary: Prescott CampusProposed Expansions

LECTURE HALL

Another need identified by the master plan was a 200-300 seat lecture hall. This space would alleviate pressure on the community room and provide a place on campus for guest lectures and lecture series. It could also accommodate smaller performances that the Performing Arts Center is too large to hold. The space would have tiered seating and be acoustically designed for a variety of events. The location adjacent to the Performing Arts Center and attached to the Library and community room is at the heart of the community focused portion of the campus. Close proximity to the music building allows instruments and other props to be easily transported.

RESIDENCE HALLS

Additional residence halls are recommended to be built over the life of the master plan to accommodate both the loss of Supai Hall and the migration of the NARTA program from Prescott Valley to the Prescott Campus. NARTA attracts students from all over the state who require housing. Because the students tend to be older, apartment style housing is recommended for the new halls as opposed to the typical dormitory style housing.

The housing would be placed adjacent to the existing housing and in close proximity to the food service in Building 3. An extension of the green space network on camps will further tie the new halls to the remainder of campus.

OPEN MUSIC LABS AND STORAGE

The music program at Yavapai College continues to grow and be a source of pride for the campus with its focus on the arts. The existing facility contains only one large rehearsal space, which is shared between both instrumental and vocal disciplines. This results in the search for rehearsal space, which often extends to the community room, making it unavailable for the community at large as was originally intended. The Campus Master Plan recommends the addition of a proper rehearsal space, with attention to the acoustical requirements needed for such a space.

Because Building 15 is shared with some visual arts programs, storage is also an identified need for the two programs. Land exists immediately adjacent to the existing Building 15 making this the ideal location for expansion.


Campus-by-Campus Recommendations Summary: Prescott CampusProposed Renovations and Relocations

1

1. Renovate for University

Transfer Center

2. Renovate Nursing Space

for NARTA

3. Renovate for Student

Activity Space

15. Renovate Art/Music

19. Relocate TELS and

Renovate Learning

Commons

29. Convert to Business

Center

31. Expand OLLI

32. Relocate Instructional

Support

31 29

3

2

15

32

19


Building Renovation

Proposed Building

Parking Area


1 RENOVATE FOR UNIVERSITY TRANSFER CENTER

Building 1 already houses the advising space and several smaller spaces for various institutions of higher education. The Master Plan recommends moving the NAU and ODU spaces to this building and combining them with the spaces for other institutions creating a consolidated University Transfer Center. This would make all transfer options available to students in one location near advising and the main public access for the college.

2 RENOVATE NURSING SPACE FOR NARTA

As the Nursing Program moves to the Prescott Valley location, space will be vacated on the second floor of Building 2. The Master Plan recommends renovating this space to accommodate the NARTA program which will be moving from Prescott Valley to Prescott. Utilizing this space will allow the NARTA program to maintain its own identity while also integrating it into the campus. The location above the athletic spaces and adjacent to the proposed housing makes it ideal for NARTA which will use both amenities regularly.

3 RENOVATE FOR STUDENT ACTIVITY SPACE

Building 3 already houses the student dining and student club space making it the ideal location for the student activity space identified by the space needs analysis. Pairing the interior space with development of the adjacent outdoor space will provide a variety of settings in which students can engage and interact with one another. The proximity to the residence halls and classroom buildings make this a natural student hub.

15 RENOVATE ART/MUSIC

Building 15 currently contains space for both the music and arts programs. With the recommended addition of rehearsal space, there is opportunity to look at the organization of the building as a whole making it more suitable for all the various programs sharing space. One major need identified during the master plan process was the need for additional storage space for the music program.

19 RELOCATE TELS AND RENOVATE LEARNING COMMONS

The master Plan recommends relocating TELS to Building 19 to make space for student activity in Building 3 and to build on the synergy of the TELS program offerings with the library and computer commons. Over the life of the Master Plan the reference section of the library will diminish but the need for group and individual study spaces will expand. Renovating the current space in conjunction with the addition of the lecture hall will allow Building 19 to serve both the student and public populations located at the heart of campus.


31

32

29

EXPAND OLLI

Building 31 is currently shared between OLLI and ODU. The master plan recommends dedicating the whole building to OLLI when ODU moves to the University Transfer Center in Building 1. Yavapai College is well ahead of the national average in serving life-long learning opportunities. The strong partnership with the OLLI program will be enhanced with this expansion. The location of this building on a relatively flat part of campus makes for easier access by patrons.

Campus-by-Campus Recommendations Summary: Prescott CampusProposed Renovations and Relocations

RELOCATE INSTRUCTIONAL SUPPORT

The lower level of Building 32 is underutilized. The master plan recommends relocating Instructional Support to this location to enhance the faculty ties to the administration. This move will also open more space in Building 3 for student activities.

CONVERT TO BUSINESS CENTER

Building 29 will be available for conversion to a business center when NAU moves to the University Transfer Center in Building 1. The building already contains several smaller office and conference spaces around a central open space so very little work would be required to convert it to a business center. The location in the administrative section of campus ties the business center to the economic development mission of the college.


Campus-by-Campus Recommendations Summary: Prescott CampusProposed Open Space Enhancements and Wayfinding Improvements

1

1. Rough Rider Plaza

2. NARTA Training Zone

3. Central Commons

4. Yavapai Gateway Plaza

5. Student Center Quad

52

3

4

LegendCentral Campus

High Activity Zone

Small Gathering Space

Pedestrian Circulation

Vehicular Circulation

Scuplture Garden

Athletics/Recreation


1 ROUGH RIDER PLAZA

OPEN SPACE ENHANCEMENTS

WAYFINDING IMPROVEMENTSConcerns were raised by constituents regarding challenges faced when navigating the campus. The following recommendations outline a series of relatively simple strategies that will help improve overall wayfinding:• Direct motorists to 1 or 2 key points on campus such as PAC and

Building 1, then provide more detailed signage in those locations• Provide an overall campus map in a central location • Enhance pedestrian connections to naturally improve wayfinding• Ensure all buildings are signed on all sides from both a vehicular and

pedestrian viewpoint

The Prescott Campus makes a striking first impression with beautifully maintained open spaces throughout the site and an impressive sculpture garden near the entry. Upon additional review, it appears that there are several ways to further improve upon the existing open space network.

The campus currently lacks a strong hierarchy of open spaces that provide people with diverse seating choices. There are many small, secluded gathering areas throughout campus, but very few high activity open space zones. Without these spaces, the Prescott Campus has a tendency to feel empty and less inviting to potential students and visitors.

An opportunity exists to create five high activity open space zones in strategic areas of the site to enliven the campus. Each space should be of a slightly different character with a variety of seating and shade options, landscaping, and paving designs. The following text provides a brief summary of the proposed vision for each space:

A plaza is proposed adjacent to the main entry to the event center and multipurpose field. This space will allow for gathering before and after functions, as well as an opportunity to be programmed for special events.

2 NARTA TRAINING ZONE

With NARTA’s move to the Prescott Campus, a space for outdoor training is needed. This proposed space is appropriate due to its level grade and location adjacent to NARTA’s recommended academic space. Its centralized location will activate the center of campus when in use.

3 CENTRAL COMMONS

This area serves as the center of campus between academics and student housing. It presents a unique opportunity to develop this area as a casual gathering spot that students can use for informal recreation

4 YAVAPAI GATEWAY PLAZA

Nearly all visitors to campus pass through this space on their way to their destination. A plaza already exists in this location, but without shade or seating it does not encourage people to linger. It is recommended that this area be redesigned and celebrated as the “gateway” to campus.

5 STUDENT CENTER QUAD

This area is located directly outside of the dining hall and naturally serves as a gathering space for students. An improvement in amenities in this area could make it an even more inviting space through the addition of moveable tables and chairs, an outdoor fireplace, and increased shade.


Campus-by-Campus Recommendations Summary: Verde Valley CampusProposed Expansions and Renovations

EXPANSIONS

1. Greenhouses

2. Surface Parking Lot

20 Spaces

RENOVATIONS

21

L. Renovate for Agriculture

Programs

O. Renovate for Winery and

Tasting Room

LO


Building Renovation

Proposed Building

Parking Area


2

L

O

1 GREENHOUSES

The Campus Master Plan recommends the construction of greenhouses on the Valley Verde campus to accommodate the move of the agriculture programs from the Chino center. These would replace the greenhouses currently at the Chino center and take advantage of the land available on the Verde Valley campus. As the viticulture and enology programs grow over the life of the master plan, the greenhouses could be shared between the programs.

SURFACE PARKING LOT - 20 SPACES

Once Building O is renovated for the winery and tasting room, additional visitor parking adjacent to the building will be required. Because the building is slightly removed from campus and already had some parking, the identified need is limited to 20 additional spaces.

RENOVATE FOR AGRICULTURE PROGRAMS

Building L currently houses the Nursing program. As the program migrates to the Prescott Valley campus, the master plan recommends renovating this building for use by the agriculture programs relocating from the Chino center. As laboratories already exist in Building L, the addition of the agricultural classes will virtually recreate the Chino Valley Center’s main building.

RENOVATE FOR WINERY AND TASTING ROOM

Building O is already being renovated for a winery and tasting room as part of the development of the viticulture and enology programs. The renovation, schedule to be complete by the time the master plan report is issued, is identified in the master plan report due to its significant impact on the development of the Verde Valley campus as a center for excellence for these programs.


Campus-by-Campus Recommendations Summary: Verde Valley CampusProposed Open Space Enhancements and Wayfinding Improvements

1

1. Verde Valley Pavilion

Plaza

2. Southwest Wine Center

Outdoor Terrace

3. Walking Trail

Improvements

2

LegendCentral Campus

High Activity Zone

Small Gathering Space

Pedestrian Circulation

Vehicular Circulation

3


Improvements to upgrade the existing trail system will enhance the recreational offerings on campus and serve as an extension of campus open spaces. It will also help strengthen community connections.

OPEN SPACE ENHANCEMENTS

The Verde Valley Campus also makes a good first impression with very well maintained landscaping and open spaces. The dramatic mountain views to the northwest provide a spectacular backdrop for this campus. This natural feature is taken advantage of in several outdoor spots, but has even more potential to define the identity of campus and frame vistas.

Due to the compact composition of the Verde Valley Campus, the open space network is primarily confined to the core of campus. Fingers of open space radiate out from this central space to connect to existing parking areas on the perimeter of campus. Building entries are oriented towards this central open space, naturally energizing the area with pedestrians.

An opportunity exists to enhance the open space corridors by improving the pedestrian connections and by increasing the number of small seating areas positioned along these walkways. The Verde Valley Campus provides a greater variety of seating options when compared to the Prescott Campus, but still has an opportunity to increase the diversity of outdoor furniture to create interest on campus.

The existing outdoor pavilion is already well established as a high activity zone on campus. There is potential to further enhance this area to make it an even more dynamic outdoor space. An opportunity also exists to create an outdoor gathering space near the Southwest Wine Center. The following text provides an overview of the vision for each of these areas:

1 VERDE VALLEY PAVILION PLAZA

The existing pavilion is a wonderful outdoor space located in the heart of campus. The Pavilion Plaza builds upon this amenity by proposing an open space around it that plays off the features already in place within this area. Tables and chairs with shade structures can make this a more inviting space and allow activities within the pavilion to spill out into the adjacent open space areas.

2 SOUTHWEST WINE CENTER OUTDOOR TERRACE

The recent opening of the Southwest Wine Center presents new and exciting opportunities for attracting visitors to campus. The creation of an outdoor terrace adjacent to the facility would provide an inviting space for people to relax and enjoy wine and mountain views. This space also presents programming opportunities for small concerts and educational demonstrations.

WAYFINDING IMPROVEMENTS

During the master planning process, wayfinding was not as significant an issue at Verde Valley as it was at Prescott. The biggest issue facing Verde Valley is the challenge faced by motorists trying to find the campus from Old Jerome Highway. Signage is needed at the corner of Black Hills Drive and Old Jerome Highway to guide visitors to the campus entry.

3 WALKING TRAIL IMPROVEMENTS


Campus-by-Campus Recommendations Summary: CTECProposed Expansions and Renovations

1

3

1. Surface Parking Lot

88 Spaces

2. Renovate Classrooms/

Labs

3. Expansion for

Classrooms/Labs

2


1

2

3SURFACE PARKING LOT - 88 SPACES

The current CTEC parking lor is nearing capacity. As the programs grow over the life of the master plan, additional parking will be needed to accommodate the growth. Because the current building and parking lot occupy the available land capacity, additional adjacent land will have to be acquired for the expanded parking needs.

RENOVATE CLASSROOMS/LABS

An opportunity was identified in the master planning process to renovate the existing CTEC facility to create a better flow between the classroom and lab spaces. Students in this facility learn in the classroom and then immediately apply those skills in the lab or field. Some available space exists in the northeast corner of the facility for build-out allowing other spaces to be reorganized.

The space needs analysis also identified the need for offices and student activity space as those programs grow. In order to enhance the student experience access to faculty, student services and student activity space is required. Opportunities exist to build on the existing partnerships developed with JTED (Joint Technical Education), mining companies and local businesses.

EXPANSION FOR CLASSROOMS/LABS

A growth of over 40% was identified for the CTEC programs over the life of the master plan. Due to the available space within the current facility, the need for expansion is limited. A space on the east side of the facility has been identified for this expansion as the building occupies much of the site. This space is also adjacent to space inside the facility that is available for development, thus making it very flexible.


NAU/ Yavapai

Parking

Parking

Campus-by-Campus Recommendations Summary: Prescott Valley CenterProposed Phase 1 Organization

Classrooms

Laboratories

Offices

Support

Academic Core

The current Prescott Valley locations have limited growth potential given the current level of population growth in this area of the county, growth in the college is anticipated. In keeping with the principles of creating centers of excellence, consolidating cost intensive programs and building partnerships within the region, the recommendation is to sell the existing properties and acquire land on which to build a new campus. This campus will focus on allied health and nursing while still offering general education.

The location of the new campus is critical to the community and college alike. Ideally the new campus would be in the northeast section of Prescott Valley to limit commuter time from both Prescott and Verde Valley. Building on the partnership with Yavapai Regional Medical Center (YRMC), it would be beneficial to all parties to locate central to YRMC in order to strengthen the relationship and offer medical professionals on-going training.

The Phase 1 development will focus on the academic core with classrooms, laboratories and simulation labs to serve these focus programs and general education. Office and support space would be required as well as student services, student life, learning center and common space to create a functioning center.

The Phase 2 development would expand to a campus adding a library, recreation, additional support and student housing. Eventually a clinic could be added to enhance the community outreach and student development.

The list on the following page shows the progression of the campus.

SimulationLab

Common Space

Student Life

Student Services

Learning Center


SimulationLab

Campus-by-Campus Recommendations Summary: Prescott Valley CampusProposed Phase 2 Organization

Parking

Parking

Parking

Parking Plant

Recreation

SimulationLab

Classrooms

Laboratories

Offices

Support

Academic Core

Common Space

Student Life

Student Services

Learning Center

Library

NAU/ Yavapai

StudentHousing

Clinic

Planned Growth of a New Campus

1. Instructional Classrooms

2. Instructional Laboratories

3. Faculty Offices

4. Student services

5. Common Spaces

6. Learning Center

7. Campus Support

8. Library

9. Recreation

10. Administrative Offices

11. Community Outreach


Campus-by-Campus Recommendations Summary: Sedona CenterProposed Migration


The current Sedona center was not designed as a classroom building although the college has made a valiant effort to function within this facility. Furthermore the college does not own the land immediately adjacent to the building making expansion or reconfiguration nearly impossible.

Therefore, the recommendation is for the college to lease a space closer to the center of town to continue to serve primarily the OLLI students who attend classes at the current location. The college will explore potential partnership opportunities within the Sedona development community.

MIGRATION OPPORTUNITY


Implementation

Implementation Overview

The following section presents a framework to guide implementation of the Campus Master Plan. When the master planning process began, the college already had a few initiatives under way. The first page documents those projects currently under construction or recently completed in order to represent a complete picture of current ongoing improvements. The remainder of the implementation was broken down into three periods: short term, mid term and long term. The periods suggest a prioritization for proposed initiatives to occur on campus. Each of these periods was given a time range to allow the college to shift projects within a given period as funding becomes available.

The master planning team worked closely with College leadership to develop a Phasing and Cost Matrix to accompany each phase of the plan which is also included in this document. The matrix outlines general project costs for each item included in the Campus Master Plan. Careful consideration has been taken to ensure that the phasing order makes strategic use of Yavapai College’s resources and reflects an appropriate sequencing.

A final recommendation of the Campus Master Plan, is to establish an Implementation Team to help facilitate implementation of the initiatives outlined in this report. The team should be comprised of a diverse group of Yavapai College constituents. It is recommended that the team meet on a regular basis to maintain momentum and provide guidance on all projects.

Priority projects focus on enhancing the student experience in an effort to improve recruitment, retention, and student success

Within the short-term phase, emphasis is placed on renovations to existing facilities

Each phase includes a range of project types and sizes

Critical Path projects require additional consideration in order to appropriately sequence related initiatives

Projects not highlighted in critical path slides can happen independently and at any point during master plan timeframe


Under ConstructionPhasing and Cost MatrixYavapai College Campus Master Plan and Capital ImprovementsPhasing and Cost Matrix (DRAFT)

Type Project Name *Project Size Unit Cost **Estimated Total

Type Project Name Campus Unit Cost ***Estimated Total

Project Type Legend

UNDER CONSTRUCTION R = RENOVATION

R Building O: Conversion to Southwest Wine Center Verde Valley 3,454 GSF $1,900,000.00 E - EXPANSION

R Performing Arts Center Elevator Prescott LS $750,000.00 NC - NEW CONSTRUCTION

R Marapai Residence Hall plus Site Improvements Prescott 27,189 GSF $4,500,000.00 D = DEMOLITION

D Supai Residence Hall (2014) Prescott 29,404 GSF $175,000.00 O = OPEN SPACE IMPROVEMENTS

Subtotal $7,325,000.00 P = PARKING

W = WAYFINDING

SHORT-TERM A = PROPERTY ACQUISITION

R Building 1: 1st Floor for University Transfer Center Prescott 3,600 GSF $150.00 $540,000.00 L = LEASE SPACE

R Building 3: 1st Floor for Student Activity Center Prescott 2,560 GSF $150.00 $384,000.00 P = PROPERTY SALE

R Building 15: Art / Music Updates Prescott 21,226 GSF $150.00 $3,183,900.00

R CTEC: Classroom and Laboratory Renovation CTEC 29,313 GSF $150.00 $4,396,950.00

E CTEC: Classroom and Laboratory Expansion CTEC 4,425 GSF $350.00 $1,548,750.00

E Building 15: Open Music Labs/Storage Expansion Prescott 3,700 GSF $275.00 $1,017,500.00

NC Multi-Purpose Field with Locker Rooms and Concessions Prescott 4,200 GSF/LS $300.00 $2,560,000.00

NC Residence Hall (apartment-style) Prescott 30,000 GSF $225.00 $6,750,000.00

O General Open Space Improvements - Phase 1 Verde Valley 1 LS - $100,000.00

O General Open Space Improvements - Phase 1 Prescott 1 LS - $250,000.00

P New Surface Parking Lot near Events Center Prescott 280 SPACES $4,000.00 $1,120,000.00

W Wayfinding Improvements - Phase 1 Prescott 1 LS - $75,000.00

W Wayfinding Improvements - Phase 1 Verde Valley 1 LS - $75,000.00

A New Prescott Valley Campus Location Prescott Valley 80 ACRES - -

A CTEC Expansion CTEC 1 ACRES - -

L New Sedona Center Location (Lease) Sedona 10,000 GSF - -

Subtotal $22,001,100.00

MID-TERMR Building 31: Expand OLLI Prescott 4,905 GSF $150.00 $735,750.00

R Building 29: Conversion to Business Center Prescott 3,631 GSF $150.00 $544,650.00Open

Space &

E Building 19: Lecture Hall (200-300 seat) Prescott 12,000 GSF $275.00 $3,300,000.00

NC New Prescott Valley Center - Phase 1 Development Prescott Valley 100,000 GSF $300.00 $30,000,000.00

NC New NAU Yavapai Campus Prescott Valley 11,000 GSF $300.00 $3,300,000.00

NC Greenhouses Verde Valley 7,500 GSF $275.00 $2,062,500.00

NC Events Center with Multi-Purpose Room and NARTA Training Center Prescott 13,250 GSF $300.00 $3,975,000.00



O General Open Space Improvements CTEC 1 LS - $100,000.00

P Parking Expansion CTEC 88 SPACES $4,000.00 $352,000.00



S Sell Existing Prescott Valley Facilities Prescott Valley - - - -

S Sell Existing Sedona Center Sedona - - - -

S Sell Existing Chino Valley Facilities Chino Valley - - - -

Subtotal $44,869,900.00 D = DEMOLITION

LONG-TERMR Building 19: Transform Library into Learning Commons Prescott 30,000 GSF $150.00 $4,500,000.00

R Building 2: Renovate space for NARTA Prescott 12,500 GSF $150.00 $1,875,000.00

NC Expansion to Prescott Valley Center - Phase 2 Development Prescott Valley 25,000 GSF $290.00 $7,250,000.00



P New Surface Parking Lot near Southwest Wine Center Verde Valley 20 SPACES $4,000.00 $80,000.00




Total $81,076,000.00 D = DEMOLITION

NOTES * PROJECT SIZE ABBREVIATIONS:

GSF = GROSS SQUARE FEETSF = SQUARE FEET

**Estimated Projected Construction Costs

*Project Size

*Project Size

Projects

1/13/2014

Yav

apai

Col

lege

Cam

pus

Mas

ter P

lan

and

Cap

ital I

mpr

ovem

ents

Pha

sing

and

Cos

t Mat

rix (

DR

AFT

)Ty

pePr

ojec

t Nam

e*P

roje

ct S

ize

Uni

t Cos

t**

Estim

ated

Tot

al

Type

Proj

ect N

ame

Cam

pus

Uni

t Cos

t**

*Est

imat

ed T

otal

Proj

ect T

ype

Lege

nd

UN

DER

CO

NST

RU

CTI

ON

R =

REN

OVA

TIO

N

RBu

ildin

g O

: C

onve

rsio

n to

Sou

thw

est W

ine

Cen

ter

Verd

e Va

lley

3,45

4G

SF$1

,900

,000

.00

E - E

XPAN

SIO

N

RPe

rform

ing

Arts

Cen

ter E

leva

tor

Pre

scot

tLS

$750

,000

.00

NC

- N

EW C

ON

STR

UC

TIO

N

RM

arap

ai R

esid

ence

Hal

l plu

s Si

te Im

prov

emen

tsPr

esco

tt27

,189

GSF

$4,5

00,0

00.0

0D

= D

EMO

LITI

ON

DSu

pai R

esid

ence

Hal

l (20

14)

Pres

cott

29,4

04G

SF$1

75,0

00.0

0O

= O

PEN

SPA

CE

IMPR

OVE

MEN

TS

Subt

otal

$7,3

25,0

00.0

0P

= PA

RK

ING

W =

WAY

FIN

DIN

G

SHO

RT-

TER

MA

= PR

OPE

RTY

AC

QU

ISIT

ION

RBu

ildin

g 1:

1st

Flo

or fo

r Uni

vers

ity T

rans

fer C

ente

rPr

esco

tt3,

600

GSF

$150

.00

$540

,000

.00

L =

LEAS

E SP

ACE

RBu

ildin

g 3:

1st

Flo

or fo

r Stu

dent

Act

ivity

Cen

ter

Pres

cott

2,56

0G

SF$1

50.0

0$3

84,0

00.0

0P

= PR

OPE

RTY

SAL

E

RBu

ildin

g 15

: Ar

t / M

usic

Upd

ates

Pres

cott

21,2

26G

SF$1

50.0

0$3

,183

,900

.00

RC

TEC

: C

lass

room

and

Lab

orat

ory

Ren

ovat

ion

CTE

C29

,313

GSF

$150

.00

$4,3

96,9

50.0

0

EC

TEC

: C

lass

room

and

Lab

orat

ory

Expa

nsio

nC

TEC

4,42

5G

SF$3

50.0

0$1

,548

,750

.00

EBu

ildin

g 15

: O

pen

Mus

ic L

abs/

Stor

age

Expa

nsio

nPr

esco

tt3,

700

GSF

$275

.00

$1,0

17,5

00.0

0

NC

Mul

ti-Pu

rpos

e Fi

eld

with

Loc

ker R

oom

s an

d C

once

ssio

nsPr

esco

tt4,

200

GSF

/LS

$300

.00

$2,5

60,0

00.0

0

NC

Res

iden

ce H

all (

apar

tmen

t-sty

le)

Pres

cott

30,0

00G

SF$2

25.0

0$6

,750

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 1

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 1

Pre

scot

t1

LS-

$250

,000

.00

PN

ew S

urfa

ce P

arki

ng L

ot n

ear E

vent

s C

ente

r Pr

esco

tt28

0SP

ACES

$4,0

00.0

0$1

,120

,000

.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

1P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

1Ve

rde

Valle

y1

LS-

$75,

000.

00

AN

ew P

resc

ott V

alle

y C

ampu

s Lo

catio

n Pr

esco

tt Va

lley

80AC

RES

--

AC

TEC

Exp

ansi

onC

TEC

1AC

RES

--

LN

ew S

edon

a C

ente

r Loc

atio

n (L

ease

)Se

dona

10,0

00G

SF-

-

Subt

otal

$22,

001,

100.

00

MID

-TER

MR

Build

ing

31:

Expa

nd O

LLI

Pres

cott

4,90

5G

SF$1

50.0

0$7

35,7

50.0

0

RBu

ildin

g 29

: C

onve

rsio

n to

Bus

ines

s C

ente

rPr

esco

tt3,

631

GSF

$150

.00

$544

,650

.00

Ope

n Sp

ace

&

EBu

ildin

g 19

: Le

ctur

e H

all (

200-

300

seat

)Pr

esco

tt12

,000

GSF

$275

.00

$3,3

00,0

00.0

0

NC

New

Pre

scot

t Val

ley

Cen

ter -

Pha

se 1

Dev

elop

men

tPr

esco

tt Va

lley

100,

000

GSF

$300

.00

$30,

000,

000.

00

NC

New

NAU

Yav

apai

Cam

pus

Pres

cott

Valle

y11

,000

GSF

$300

.00

$3,3

00,0

00.0

0

NC

Gre

enho

uses

Verd

e Va

lley

7,50

0G

SF$2

75.0

0$2

,062

,500

.00

NC

Even

ts C

ente

r with

Mul

ti-Pu

rpos

e R

oom

and

NAR

TA T

rain

ing

Cen

ter

Pres

cott

13,2

50G

SF$3

00.0

0$3

,975

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 2

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 2

Pre

scot

t1

LS-

$250

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

tsC

TEC

1LS

-$1

00,0

00.0

0

PPa

rkin

g Ex

pans

ion

CTE

C88

SPAC

ES$4

,000

.00

$352

,000

.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

2P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

2Ve

rde

Valle

y1

LS-

$75,

000.

00

SSe

ll Ex

istin

g Pr

esco

tt Va

lley

Faci

litie

s Pr

esco

tt Va

lley

--

--

SSe

ll Ex

istin

g Se

dona

Cen

ter

Sedo

na-

--

-

SSe

ll Ex

istin

g C

hino

Val

ley

Faci

litie

s C

hino

Val

ley

--

--

Subt

otal

$44,

869,

900.

00D

= D

EMO

LITI

ON

LON

G-T

ERM

RBu

ildin

g 19

: Tr

ansf

orm

Lib

rary

into

Lea

rnin

g C

omm

ons

Pres

cott

30,0

00G

SF$1

50.0

0$4

,500

,000

.00

RBu

ildin

g 2:

Ren

ovat

e sp

ace

for N

ARTA

Pres

cott

12,5

00G

SF$1

50.0

0$1

,875

,000

.00

NC

Expa

nsio

n to

Pre

scot

t Val

ley

Cen

ter -

Pha

se 2

Dev

elop

men

tPr

esco

tt Va

lley

25,0

00G

SF$2

90.0

0$7

,250

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 3

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 3

Pre

scot

t1

LS-

$250

,000

.00

PN

ew S

urfa

ce P

arki

ng L

ot n

ear S

outh

wes

t Win

e C

ente

rVe

rde

Valle

y20

SPAC

ES$4

,000

.00

$80,

000.

00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

3P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

3Ve

rde

Valle

y1

LS-

$75,

000.

00

Subt

otal

$14,

205,

000.

00D

= D

EMO

LITI

ON

Tota

l$8

1,07

6,00

0.00

D =

DEM

OLI

TIO

N

N

OTE

S

* P

RO

JEC

T SI

ZE A

BB

REV

IATI

ON

S:G

SF =

GR

OSS

SQ

UAR

E FE

ETSF

= S

QU

ARE

FEET

**Es

timat

ed P

roje

cted

Con

stru

ctio

n C

osts

*Pro

ject

Siz

e

*Pro

ject

Siz

e

Proj

ects

1/13

/201

4

Yavapai College Campus Master Plan and Capital ImprovementsPhasing and Cost Matrix (DRAFT)



Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014

Notes:* Project Size Abbreviations: GSF = Gross Square Feet SF = Square Feet LF = Linear Foot LS = Lump Sum

** Estimated Projected Construction Costs Are Listed. Costs Do Not Include Land Prices, Design, Moving Cost, Administrative Fees, FFE, Etc.

*** Estimated Total Construction Costs Shown Reflect 2013 Prices. For Each Phase, A 2% Cost Escalation Average Per Year, Will Need To Be Applied. Reference “The ENR Building And Construction Cost Index” As A Guide.


Short Term: 0–3 yearsPhasing and Cost MatrixYavapai College Campus Master Plan and Capital ImprovementsPhasing and Cost Matrix (DRAFT)



Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014

Yav

apai

Col

lege

Cam

pus

Mas

ter P

lan

and

Cap

ital I

mpr

ovem

ents

Pha

sing

and

Cos

t Mat

rix (

DR

AFT

)Ty

pePr

ojec

t Nam

e*P

roje

ct S

ize

Uni

t Cos

t**

Estim

ated

Tot

al

Type

Proj

ect N

ame

Cam

pus

Uni

t Cos

t**

*Est

imat

ed T

otal

Proj

ect T

ype

Lege

nd

UN

DER

CO

NST

RU

CTI

ON

R =

REN

OVA

TIO

N

RBu

ildin

g O

: C

onve

rsio

n to

Sou

thw

est W

ine

Cen

ter

Verd

e Va

lley

3,45

4G

SF$1

,900

,000

.00

E - E

XPAN

SIO

N

RPe

rform

ing

Arts

Cen

ter E

leva

tor

Pre

scot

tLS

$750

,000

.00

NC

- N

EW C

ON

STR

UC

TIO

N

RM

arap

ai R

esid

ence

Hal

l plu

s Si

te Im

prov

emen

tsPr

esco

tt27

,189

GSF

$4,5

00,0

00.0

0D

= D

EMO

LITI

ON

DSu

pai R

esid

ence

Hal

l (20

14)

Pres

cott

29,4

04G

SF$1

75,0

00.0

0O

= O

PEN

SPA

CE

IMPR

OVE

MEN

TS

Subt

otal

$7,3

25,0

00.0

0P

= PA

RK

ING

W =

WAY

FIN

DIN

G

SHO

RT-

TER

MA

= PR

OPE

RTY

AC

QU

ISIT

ION

RBu

ildin

g 1:

1st

Flo

or fo

r Uni

vers

ity T

rans

fer C

ente

rPr

esco

tt3,

600

GSF

$150

.00

$540

,000

.00

L =

LEAS

E SP

ACE

RBu

ildin

g 3:

1st

Flo

or fo

r Stu

dent

Act

ivity

Cen

ter

Pres

cott

2,56

0G

SF$1

50.0

0$3

84,0

00.0

0P

= PR

OPE

RTY

SAL

E

RBu

ildin

g 15

: Ar

t / M

usic

Upd

ates

Pres

cott

21,2

26G

SF$1

50.0

0$3

,183

,900

.00

RC

TEC

: C

lass

room

and

Lab

orat

ory

Ren

ovat

ion

CTE

C29

,313

GSF

$150

.00

$4,3

96,9

50.0

0

EC

TEC

: C

lass

room

and

Lab

orat

ory

Expa

nsio

nC

TEC

4,42

5G

SF$3

50.0

0$1

,548

,750

.00

EBu

ildin

g 15

: O

pen

Mus

ic L

abs/

Stor

age

Expa

nsio

nPr

esco

tt3,

700

GSF

$275

.00

$1,0

17,5

00.0

0

NC

Mul

ti-Pu

rpos

e Fi

eld

with

Loc

ker R

oom

s an

d C

once

ssio

nsPr

esco

tt4,

200

GSF

/LS

$300

.00

$2,5

60,0

00.0

0

NC

Res

iden

ce H

all (

apar

tmen

t-sty

le)

Pres

cott

30,0

00G

SF$2

25.0

0$6

,750

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 1

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 1

Pre

scot

t1

LS-

$250

,000

.00

PN

ew S

urfa

ce P

arki

ng L

ot n

ear E

vent

s C

ente

r Pr

esco

tt28

0SP

ACES

$4,0

00.0

0$1

,120

,000

.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

1P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

1Ve

rde

Valle

y1

LS-

$75,

000.

00

AN

ew P

resc

ott V

alle

y C

ampu

s Lo

catio

n Pr

esco

tt Va

lley

80AC

RES

--

AC

TEC

Exp

ansi

onC

TEC

1AC

RES

--

LN

ew S

edon

a C

ente

r Loc

atio

n (L

ease

)Se

dona

10,0

00G

SF-

-

Subt

otal

$22,

001,

100.

00

MID

-TER

MR

Build

ing

31:

Expa

nd O

LLI

Pres

cott

4,90

5G

SF$1

50.0

0$7

35,7

50.0

0

RBu

ildin

g 29

: C

onve

rsio

n to

Bus

ines

s C

ente

rPr

esco

tt3,

631

GSF

$150

.00

$544

,650

.00

Ope

n Sp

ace

&

EBu

ildin

g 19

: Le

ctur

e H

all (

200-

300

seat

)Pr

esco

tt12

,000

GSF

$275

.00

$3,3

00,0

00.0

0

NC

New

Pre

scot

t Val

ley

Cen

ter -

Pha

se 1

Dev

elop

men

tPr

esco

tt Va

lley

100,

000

GSF

$300

.00

$30,

000,

000.

00

NC

New

NAU

Yav

apai

Cam

pus

Pres

cott

Valle

y11

,000

GSF

$300

.00

$3,3

00,0

00.0

0

NC

Gre

enho

uses

Verd

e Va

lley

7,50

0G

SF$2

75.0

0$2

,062

,500

.00

NC

Even

ts C

ente

r with

Mul

ti-Pu

rpos

e R

oom

and

NAR

TA T

rain

ing

Cen

ter

Pres

cott

13,2

50G

SF$3

00.0

0$3

,975

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 2

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 2

Pre

scot

t1

LS-

$250

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

tsC

TEC

1LS

-$1

00,0

00.0

0

PPa

rkin

g Ex

pans

ion

CTE

C88

SPAC

ES$4

,000

.00

$352

,000

.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

2P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

2Ve

rde

Valle

y1

LS-

$75,

000.

00

SSe

ll Ex

istin

g Pr

esco

tt Va

lley

Faci

litie

s Pr

esco

tt Va

lley

--

--

SSe

ll Ex

istin

g Se

dona

Cen

ter

Sedo

na-

--

-

SSe

ll Ex

istin

g C

hino

Val

ley

Faci

litie

s C

hino

Val

ley

--

--

Subt

otal

$44,

869,

900.

00D

= D

EMO

LITI

ON

LON

G-T

ERM

RBu

ildin

g 19

: Tr

ansf

orm

Lib

rary

into

Lea

rnin

g C

omm

ons

Pres

cott

30,0

00G

SF$1

50.0

0$4

,500

,000

.00

RBu

ildin

g 2:

Ren

ovat

e sp

ace

for N

ARTA

Pres

cott

12,5

00G

SF$1

50.0

0$1

,875

,000

.00

NC

Expa

nsio

n to

Pre

scot

t Val

ley

Cen

ter -

Pha

se 2

Dev

elop

men

tPr

esco

tt Va

lley

25,0

00G

SF$2

90.0

0$7

,250

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 3

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 3

Pre

scot

t1

LS-

$250

,000

.00

PN

ew S

urfa

ce P

arki

ng L

ot n

ear S

outh

wes

t Win

e C

ente

rVe

rde

Valle

y20

SPAC

ES$4

,000

.00

$80,

000.

00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

3P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

3Ve

rde

Valle

y1

LS-

$75,

000.

00

Subt

otal

$14,

205,

000.

00D

= D

EMO

LITI

ON

Tota

l$8

1,07

6,00

0.00

D =

DEM

OLI

TIO

N

N

OTE

S

* P

RO

JEC

T SI

ZE A

BB

REV

IATI

ON

S:G

SF =

GR

OSS

SQ

UAR

E FE

ETSF

= S

QU

ARE

FEET

**Es

timat

ed P

roje

cted

Con

stru

ctio

n C

osts

*Pro

ject

Siz

e

*Pro

ject

Siz

e

Proj

ects

1/13

/201

4




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014





Mid Term: 3–7 yearsPhasing and Cost MatrixYavapai College Campus Master Plan and Capital ImprovementsPhasing and Cost Matrix (DRAFT)



Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014

Yav

apai

Col

lege

Cam

pus

Mas

ter P

lan

and

Cap

ital I

mpr

ovem

ents

Pha

sing

and

Cos

t Mat

rix (

DR

AFT

)Ty

pePr

ojec

t Nam

e*P

roje

ct S

ize

Uni

t Cos

t**

Estim

ated

Tot

al

Type

Proj

ect N

ame

Cam

pus

Uni

t Cos

t**

*Est

imat

ed T

otal

Proj

ect T

ype

Lege

nd

UN

DER

CO

NST

RU

CTI

ON

R =

REN

OVA

TIO

N

RBu

ildin

g O

: C

onve

rsio

n to

Sou

thw

est W

ine

Cen

ter

Verd

e Va

lley

3,45

4G

SF$1

,900

,000

.00

E - E

XPAN

SIO

N

RPe

rform

ing

Arts

Cen

ter E

leva

tor

Pre

scot

tLS

$750

,000

.00

NC

- N

EW C

ON

STR

UC

TIO

N

RM

arap

ai R

esid

ence

Hal

l plu

s Si

te Im

prov

emen

tsPr

esco

tt27

,189

GSF

$4,5

00,0

00.0

0D

= D

EMO

LITI

ON

DSu

pai R

esid

ence

Hal

l (20

14)

Pres

cott

29,4

04G

SF$1

75,0

00.0

0O

= O

PEN

SPA

CE

IMPR

OVE

MEN

TS

Subt

otal

$7,3

25,0

00.0

0P

= PA

RK

ING

W =

WAY

FIN

DIN

G

SHO

RT-

TER

MA

= PR

OPE

RTY

AC

QU

ISIT

ION

RBu

ildin

g 1:

1st

Flo

or fo

r Uni

vers

ity T

rans

fer C

ente

rPr

esco

tt3,

600

GSF

$150

.00

$540

,000

.00

L =

LEAS

E SP

ACE

RBu

ildin

g 3:

1st

Flo

or fo

r Stu

dent

Act

ivity

Cen

ter

Pres

cott

2,56

0G

SF$1

50.0

0$3

84,0

00.0

0P

= PR

OPE

RTY

SAL

E

RBu

ildin

g 15

: Ar

t / M

usic

Upd

ates

Pres

cott

21,2

26G

SF$1

50.0

0$3

,183

,900

.00

RC

TEC

: C

lass

room

and

Lab

orat

ory

Ren

ovat

ion

CTE

C29

,313

GSF

$150

.00

$4,3

96,9

50.0

0

EC

TEC

: C

lass

room

and

Lab

orat

ory

Expa

nsio

nC

TEC

4,42

5G

SF$3

50.0

0$1

,548

,750

.00

EBu

ildin

g 15

: O

pen

Mus

ic L

abs/

Stor

age

Expa

nsio

nPr

esco

tt3,

700

GSF

$275

.00

$1,0

17,5

00.0

0

NC

Mul

ti-Pu

rpos

e Fi

eld

with

Loc

ker R

oom

s an

d C

once

ssio

nsPr

esco

tt4,

200

GSF

/LS

$300

.00

$2,5

60,0

00.0

0

NC

Res

iden

ce H

all (

apar

tmen

t-sty

le)

Pres

cott

30,0

00G

SF$2

25.0

0$6

,750

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 1

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 1

Pre

scot

t1

LS-

$250

,000

.00

PN

ew S

urfa

ce P

arki

ng L

ot n

ear E

vent

s C

ente

r Pr

esco

tt28

0SP

ACES

$4,0

00.0

0$1

,120

,000

.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

1P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

1Ve

rde

Valle

y1

LS-

$75,

000.

00

AN

ew P

resc

ott V

alle

y C

ampu

s Lo

catio

n Pr

esco

tt Va

lley

80AC

RES

--

AC

TEC

Exp

ansi

onC

TEC

1AC

RES

--

LN

ew S

edon

a C

ente

r Loc

atio

n (L

ease

)Se

dona

10,0

00G

SF-

-

Subt

otal

$22,

001,

100.

00

MID

-TER

MR

Build

ing

31:

Expa

nd O

LLI

Pres

cott

4,90

5G

SF$1

50.0

0$7

35,7

50.0

0

RBu

ildin

g 29

: C

onve

rsio

n to

Bus

ines

s C

ente

rPr

esco

tt3,

631

GSF

$150

.00

$544

,650

.00

Ope

n Sp

ace

&

EBu

ildin

g 19

: Le

ctur

e H

all (

200-

300

seat

)Pr

esco

tt12

,000

GSF

$275

.00

$3,3

00,0

00.0

0

NC

New

Pre

scot

t Val

ley

Cen

ter -

Pha

se 1

Dev

elop

men

tPr

esco

tt Va

lley

100,

000

GSF

$300

.00

$30,

000,

000.

00

NC

New

NAU

Yav

apai

Cam

pus

Pres

cott

Valle

y11

,000

GSF

$300

.00

$3,3

00,0

00.0

0

NC

Gre

enho

uses

Verd

e Va

lley

7,50

0G

SF$2

75.0

0$2

,062

,500

.00

NC

Even

ts C

ente

r with

Mul

ti-Pu

rpos

e R

oom

and

NAR

TA T

rain

ing

Cen

ter

Pres

cott

13,2

50G

SF$3

00.0

0$3

,975

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 2

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 2

Pre

scot

t1

LS-

$250

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

tsC

TEC

1LS

-$1

00,0

00.0

0

PPa

rkin

g Ex

pans

ion

CTE

C88

SPAC

ES$4

,000

.00

$352

,000

.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

2P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

2Ve

rde

Valle

y1

LS-

$75,

000.

00

SSe

ll Ex

istin

g Pr

esco

tt Va

lley

Faci

litie

s Pr

esco

tt Va

lley

--

--

SSe

ll Ex

istin

g Se

dona

Cen

ter

Sedo

na-

--

-

SSe

ll Ex

istin

g C

hino

Val

ley

Faci

litie

s C

hino

Val

ley

--

--

Subt

otal

$44,

869,

900.

00D

= D

EMO

LITI

ON

LON

G-T

ERM

RBu

ildin

g 19

: Tr

ansf

orm

Lib

rary

into

Lea

rnin

g C

omm

ons

Pres

cott

30,0

00G

SF$1

50.0

0$4

,500

,000

.00

RBu

ildin

g 2:

Ren

ovat

e sp

ace

for N

ARTA

Pres

cott

12,5

00G

SF$1

50.0

0$1

,875

,000

.00

NC

Expa

nsio

n to

Pre

scot

t Val

ley

Cen

ter -

Pha

se 2

Dev

elop

men

tPr

esco

tt Va

lley

25,0

00G

SF$2

90.0

0$7

,250

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 3

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 3

Pre

scot

t1

LS-

$250

,000

.00

PN

ew S

urfa

ce P

arki

ng L

ot n

ear S

outh

wes

t Win

e C

ente

rVe

rde

Valle

y20

SPAC

ES$4

,000

.00

$80,

000.

00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

3P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

3Ve

rde

Valle

y1

LS-

$75,

000.

00

Subt

otal

$14,

205,

000.

00D

= D

EMO

LITI

ON

Tota

l$8

1,07

6,00

0.00

D =

DEM

OLI

TIO

N

N

OTE

S

* P

RO

JEC

T SI

ZE A

BB

REV

IATI

ON

S:G

SF =

GR

OSS

SQ

UAR

E FE

ETSF

= S

QU

ARE

FEET

**Es

timat

ed P

roje

cted

Con

stru

ctio

n C

osts

*Pro

ject

Siz

e

*Pro

ject

Siz

e

Proj

ects

1/13

/201

4




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014





Long Term: 8–10+ yearsPhasing and Cost Matrix

Yav

apai

Col

lege

Cam

pus

Mas

ter P

lan

and

Cap

ital I

mpr

ovem

ents

Pha

sing

and

Cos

t Mat

rix (

DR

AFT

)Ty

pePr

ojec

t Nam

e*P

roje

ct S

ize

Uni

t Cos

t**

Estim

ated

Tot

al

Type

Proj

ect N

ame

Cam

pus

Uni

t Cos

t**

*Est

imat

ed T

otal

Proj

ect T

ype

Lege

nd

UN

DER

CO

NST

RU

CTI

ON

R =

REN

OVA

TIO

N

RBu

ildin

g O

: C

onve

rsio

n to

Sou

thw

est W

ine

Cen

ter

Verd

e Va

lley

3,45

4G

SF$1

,900

,000

.00

E - E

XPAN

SIO

N

RPe

rform

ing

Arts

Cen

ter E

leva

tor

Pre

scot

tLS

$750

,000

.00

NC

- N

EW C

ON

STR

UC

TIO

N

RM

arap

ai R

esid

ence

Hal

l plu

s Si

te Im

prov

emen

tsPr

esco

tt27

,189

GSF

$4,5

00,0

00.0

0D

= D

EMO

LITI

ON

DSu

pai R

esid

ence

Hal

l (20

14)

Pres

cott

29,4

04G

SF$1

75,0

00.0

0O

= O

PEN

SPA

CE

IMPR

OVE

MEN

TS

Subt

otal

$7,3

25,0

00.0

0P

= PA

RK

ING

W =

WAY

FIN

DIN

G

SHO

RT-

TER

MA

= PR

OPE

RTY

AC

QU

ISIT

ION

RBu

ildin

g 1:

1st

Flo

or fo

r Uni

vers

ity T

rans

fer C

ente

rPr

esco

tt3,

600

GSF

$150

.00

$540

,000

.00

L =

LEAS

E SP

ACE

RBu

ildin

g 3:

1st

Flo

or fo

r Stu

dent

Act

ivity

Cen

ter

Pres

cott

2,56

0G

SF$1

50.0

0$3

84,0

00.0

0P

= PR

OPE

RTY

SAL

E

RBu

ildin

g 15

: Ar

t / M

usic

Upd

ates

Pres

cott

21,2

26G

SF$1

50.0

0$3

,183

,900

.00

RC

TEC

: C

lass

room

and

Lab

orat

ory

Ren

ovat

ion

CTE

C29

,313

GSF

$150

.00

$4,3

96,9

50.0

0

EC

TEC

: C

lass

room

and

Lab

orat

ory

Expa

nsio

nC

TEC

4,42

5G

SF$3

50.0

0$1

,548

,750

.00

EBu

ildin

g 15

: O

pen

Mus

ic L

abs/

Stor

age

Expa

nsio

nPr

esco

tt3,

700

GSF

$275

.00

$1,0

17,5

00.0

0

NC

Mul

ti-Pu

rpos

e Fi

eld

with

Loc

ker R

oom

s an

d C

once

ssio

nsPr

esco

tt4,

200

GSF

/LS

$300

.00

$2,5

60,0

00.0

0

NC

Res

iden

ce H

all (

apar

tmen

t-sty

le)

Pres

cott

30,0

00G

SF$2

25.0

0$6

,750

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 1

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 1

Pre

scot

t1

LS-

$250

,000

.00

PN

ew S

urfa

ce P

arki

ng L

ot n

ear E

vent

s C

ente

r Pr

esco

tt28

0SP

ACES

$4,0

00.0

0$1

,120

,000

.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

1P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

1Ve

rde

Valle

y1

LS-

$75,

000.

00

AN

ew P

resc

ott V

alle

y C

ampu

s Lo

catio

n Pr

esco

tt Va

lley

80AC

RES

--

AC

TEC

Exp

ansi

onC

TEC

1AC

RES

--

LN

ew S

edon

a C

ente

r Loc

atio

n (L

ease

)Se

dona

10,0

00G

SF-

-

Subt

otal

$22,

001,

100.

00

MID

-TER

MR

Build

ing

31:

Expa

nd O

LLI

Pres

cott

4,90

5G

SF$1

50.0

0$7

35,7

50.0

0

RBu

ildin

g 29

: C

onve

rsio

n to

Bus

ines

s C

ente

rPr

esco

tt3,

631

GSF

$150

.00

$544

,650

.00

Ope

n Sp

ace

&

EBu

ildin

g 19

: Le

ctur

e H

all (

200-

300

seat

)Pr

esco

tt12

,000

GSF

$275

.00

$3,3

00,0

00.0

0

NC

New

Pre

scot

t Val

ley

Cen

ter -

Pha

se 1

Dev

elop

men

tPr

esco

tt Va

lley

100,

000

GSF

$300

.00

$30,

000,

000.

00

NC

New

NAU

Yav

apai

Cam

pus

Pres

cott

Valle

y11

,000

GSF

$300

.00

$3,3

00,0

00.0

0

NC

Gre

enho

uses

Verd

e Va

lley

7,50

0G

SF$2

75.0

0$2

,062

,500

.00

NC

Even

ts C

ente

r with

Mul

ti-Pu

rpos

e R

oom

and

NAR

TA T

rain

ing

Cen

ter

Pres

cott

13,2

50G

SF$3

00.0

0$3

,975

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 2

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 2

Pre

scot

t1

LS-

$250

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

tsC

TEC

1LS

-$1

00,0

00.0

0

PPa

rkin

g Ex

pans

ion

CTE

C88

SPAC

ES$4

,000

.00

$352

,000

.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

2P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

2Ve

rde

Valle

y1

LS-

$75,

000.

00

SSe

ll Ex

istin

g Pr

esco

tt Va

lley

Faci

litie

s Pr

esco

tt Va

lley

--

--

SSe

ll Ex

istin

g Se

dona

Cen

ter

Sedo

na-

--

-

SSe

ll Ex

istin

g C

hino

Val

ley

Faci

litie

s C

hino

Val

ley

--

--

Subt

otal

$44,

869,

900.

00D

= D

EMO

LITI

ON

LON

G-T

ERM

RBu

ildin

g 19

: Tr

ansf

orm

Lib

rary

into

Lea

rnin

g C

omm

ons

Pres

cott

30,0

00G

SF$1

50.0

0$4

,500

,000

.00

RBu

ildin

g 2:

Ren

ovat

e sp

ace

for N

ARTA

Pres

cott

12,5

00G

SF$1

50.0

0$1

,875

,000

.00

NC

Expa

nsio

n to

Pre

scot

t Val

ley

Cen

ter -

Pha

se 2

Dev

elop

men

tPr

esco

tt Va

lley

25,0

00G

SF$2

90.0

0$7

,250

,000

.00

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 3

Verd

e Va

lley

1LS

-$1

00,0

00.0

0

OG

ener

al O

pen

Spac

e Im

prov

emen

ts -

Phas

e 3

Pre

scot

t1

LS-

$250

,000

.00

PN

ew S

urfa

ce P

arki

ng L

ot n

ear S

outh

wes

t Win

e C

ente

rVe

rde

Valle

y20

SPAC

ES$4

,000

.00

$80,

000.

00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

3P

resc

ott

1LS

-$7

5,00

0.00

WW

ayfin

ding

Impr

ovem

ents

- Ph

ase

3Ve

rde

Valle

y1

LS-

$75,

000.

00

Subt

otal

$14,

205,

000.

00D

= D

EMO

LITI

ON

Tota

l$8

1,07

6,00

0.00

D =

DEM

OLI

TIO

N

N

OTE

S

* P

RO

JEC

T SI

ZE A

BB

REV

IATI

ON

S:G

SF =

GR

OSS

SQ

UAR

E FE

ETSF

= S

QU

ARE

FEET

**Es

timat

ed P

roje

cted

Con

stru

ctio

n C

osts

*Pro

ject

Siz

e

*Pro

ject

Siz

e

Proj

ects

1/13

/201

4




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014




Project Type Legend







W = WAYFINDING


















Subtotal $22,001,100.00



Space &





























*Project Size

*Project Size

Projects

1/13/2014





Key Project Sequencing

University Transfer Center

Critical Path Projects:

Student Activity Center

New Prescott Valley Location

Most of the recommendations can be implemented at any time, however the projects listed here require carfeul consideration due to the sequencing involved. Each project triggers something of domino effect allowing another recommendation to be implemented. Each recommendation spans over more than one period in the Phasing and Cost Matrix.

The following pages outline the sequence required to implement each of these recommendations.


Renovate 3,600 GSF within Building 1 for Transfer Center

Relocate ODU from Building 31 to Transfer Center

Renovate Building 31 for OLLI expansion

Relocate NAU from Building 29 to Transfer Center

Renovate Building 29 for Business Center

Key Project Sequencing: University Transfer Center (3,600 GSF in Building 1)

The University Transfer Center is a critical component to the college’s ongoing success in preparing students for future educational opportunities. The goal of consolidation was identified early in the Master Planning process. Consolidating the various University transfer programs into Building 1 will allow students to receive both advising and transfer opportunities in the same building, thus streamlining the process.

It will also free up space elsewhere on campus to allow the successful and growing OLLI program to expand in Building 29 where it is currently housed. The OLLI staff have simply outgrown their current setting and have started to impinge on the learning space. The recommended expansion would allow OLLI to offer more in-person enrollment and enrichment opportunities.

In addition, a business center can be created within the existing Building 29 footprint to facilitate more strategic partnerships and economic development. Building 29 is located at the southeast corner of the campus, close to the administration but slightly removed from the academic core, thus making it an ideal location for a business center focused on community outreach and partnerships.


Key Project Sequencing: Student Activity Center (1st Floor of Building 3)

The space needs analysis identified underused classroom space on the second floor of Building 19 and a shortage of student activity space on campus. Relocating Teaching and eLearning Support (TELS) to Building 19 will enhance the synergy between the library, computer commons and the TELS program.

A similar underutilization of office space was identified in Building 32, allowing Instructional Support to be relocated. While this will move the instructors farther from their office space, it will allow a more robust student activity center to be created within Building 3, which already houses the food service and student life space.

Renovate 1st Floor of Building 3 for enhanced Student Activity Center

Relocate TELS to underutilized space

in Building 19

Relocate Instructional Support offices to

Building 32

Creating more space for students to congregate, learn from each other outside the classroom and have a space to call their own will build the student culture and encourage opportunites for students to stay on campus.


Key Project Sequencing: New Prescott Valley Location

The most ambitious recommendation of the Master Plan involves the development of a new center, and eventually campus, in Prescott Valley. The first logical step is to identify a site and acquire land for the present and future needs. The location chosen will be critical to the success of the new center. With the geographical challenges of the area, the Master Plan recommends the new location to be in the northeast portion of Prescott Valley in order to limit commuter times for all students traveling from both sides of the mountain to the center.

The Master Plan recommends the first build-out to be a robust one to accommodate the entire nursing and allied health offerings of the College, along with EMS/EMT, in order to capitalize on the synergy of these programs. General Education would also move from the current Prescott Valley building to the new location. With the consolidation of all these program, student services would also be required.

Space would also be built to accommodate the existing NAU Yavapai campus currently located adjacent to the library. This space, as it is now, would be dedicated to NAU Yavapai. Relocating the NAU Yavapai space to the new Prescott Valley center would allow the opportunity for its future growth.

Acquire land for future PV Campus

Sell existing Prescott Valley and Chino

facilities

Design and Build Phase 1 – 100,000 GSF

• Nursing/Allied Health• EMS/EMT• Gen Eds / ESL• Minor Student Services

Design and Build Phase 2 – 25,000 GSF

• Expand Gen Eds• Enhance Student Services/

Support

Design and Build NAU Yavapai– 11,000 GSF


Renovate 2nd Floor of Building 2 for

NARTA/ AJS programs

Relocate NARTA/AJS to Building 2 on Prescott Campus

Relocate existing PV programs to new PV (minus NARTA/AJS)

Relocate Nursing from Prescott and

Verde Valley to new PV location

Renovate Building L for Chino programs

Following construction of the new cetner, the existing Prescott Valley programs and the Nursing and Allied Health programs from Prescott and Verde Valley would migrate to the new location. This, in turn, would free up space on the Prescott campus or NARTA/AJS to move to the second floor of Building 2 and for agriculture to move from Chino to Verde Valley.

The existing Prescott Valley and Chino Valley centers could then be sold to fund phase 2, transforming Prescott Valley from a center to a campus complete with full student services, expanded general education, library, recreation and possibly student housing.

Relocate Chino programs to Building L on V V Campus


yavapai college campus master plan

Documents