HomeMy WebLinkAbout2024-02-07-tcc-facilities-master-plan-vol-1+ Master Plan Volume I
February 2024
+PLANNING 253 College Level Planning 255 3G8P Planning Concepts 257 Campus Level Planning 261 South Campus 262 Northeast Campus 264 Northwest Campus 266 Alliance West Site 268 Southeast Campus 270 Trinity River Campus 272 Trinity River Campus East 274 TCC Connect 276
PRIORITIZATION 279 Prioritization Rationale 281 Master Plan Recommendation — Northeast Campus 284 Master Plan Recommendation — South Campus 288 Campus Level Prioritization 291 South Campus 292 Northeast Campus 334 Trinity River Campus East 48 TCC Connect 50
RESEARCH 53 College Level Research 55 Academic Programs and Initiatives 56 Demographic Study 58 Labor Market Study Process 68 Campus Level Research 75 South Campus 76 Northeast Campus 98 Northwest Campus 120 Alliance West Site 142 Southeast Campus 164 Trinity River Campus 186 Trinity River Campus East 208 TCC Connect 230
INTRODUCTION 1 Mission and Vision 2 Master Plan Vision 4 Master Plan Scope of Services 5 Planning Process 7
LEARNING 13 College Level Background 15 Service Area Context 20 Regional Context 22 College History 24 Current Planning and Design Initiatives 29 Campus Level Background 35 South Campus 36 Northeast Campus 38 Northwest Campus 40 Alliance West Site 42 Southwest Campus 44 Trinity River Campus 46 Northwest Campus 364 Alliance West Campus 390 Southeast Campus 404 Trinity East Campus 428 Trinity River Campus East 460 TCC Connect 468
ACKNOWLEDGMENT 485
Table of Contents
Volume I
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Introduction
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NORTHWEST CAMPUS
Ongoing construction as part of
bond projects involved in the campus
redevelopment.
Tarrant County College 2022
Master Plan Study
Tarrant County College (TCC) engaged Corgan to prepare a master plan that provides
a holistic view, preparing the College for the future. This master plan study provides an
opportunity to reflect upon its history and heritage, assess its current conditions and
needs, and incorporate the 3 Goals and 8 Principles (3G8P) to align with TCC’s vision.
The master plan provides a broad framework to guide campus development in terms of
building infr astructure, program access, and transit. The master plan aligns the College’s
mission and vision with the standards defined through the 3G8P. Through this framework,
it coordinates near-term facility development and maintenance decisions with a long-
term perspective for both the campuses and the college.
The master plan implements a framework for how TCC can develop its campuses
acr oss the college over the course of the next 20 years. This framework considers the
best possible use of the College’s resources to achieve the goals of its students, local
industries, and community partners. This is a flexible document to guide development
while understanding that priorities may change over time.
The master plan provides the College with a clear understanding of the sense of place
at each c ampus. The framework for each campus defines an achievable vision that
celebrates the distinct purpose at each campus.
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Mission and Vision
One College — Three Goals, Eight Principles
Role and Scope
Tarrant County College implements its mission through a clearly
defined set of programs, services, and partnerships that include:
— University transfer programs
— Workforce education programs
— Technical programs
— Customized training
— Developmental courses
— Adult literacy courses
— Community education and engagement and community services
Values
STUDENT SUCCESS
Belief in providing quality instruction, resources, and support
services to assist our students in achieving their lifelong goals.
ACCESS
Belief in providing educational opportunities for all members of
the community.
EXCELLENCE
Belief in providing outstanding quality in educational programs,
administrative support, and services to its students, faculty,
and staff.
DIVERSITY
Beliefs that the College should reflect the diversity of the
community.
Tarrant County College (TCC)
is committed to providing
guided pathways for students
that help them achieve their
educational goals.
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INNOVATION AND CREATIVITY
Belief in cultivating a learning environment that evaluates and incorporates emerging
technologies and methodologies to enhance the quality of instruction and administrative
support for our students, faculty, and staff.
3G8P
Tarrant County College is committed to providing guided pathways for students that help
them to achieve their educational goals. In doing so, TCC engaged in a visioning process
during the 2016-2017 year to determine its future focus. The College worked with a
national consulting firm, Ayers Saint Gross (ASG) and held 25 visioning sessions.
3 GOALS
One College
TCC will function as one College to provide a consistent and successful student experience.
Student Ready College
TCC will put students at the core of all programs and services, so that they are welcomed,
engaged, and suppor ted inside and outside the classroom.
Serve the Community
TCC will serve the community and be its first choice for partnership.
8 PRINCIPLES
Learning Commons
Learning commons are an integrated component with the college level active learning experience and foster greater student engagement by meeting student needs in a
dynamic and flexible environment. Libraries are undergoing physical and programmatic
changes and are less about books and more about supporting learning activities.
Integrated Instructional Learning Environments
The College embraces a culture of teaching and learning as the foundation of its mission,
and suppor ting innovation in space, technology, and teaching practices serves as the
core for student learning and success. To that end, the transformation of learning spaces
be yond the traditional format to accommodate additional learning experiences such as
experiential and active learning environments, help better support the learning needs of
students.
Integrated Student Success Model
The College dedicates significant resources focused on student success including faculty and staff, spaces, equipment, and technology. Successful integration of
resources is fundamental to the learning experience, so that the College is a welcoming
environment for students that promotes learning.
Student Experience
A student-ready College provides an experience for students that is welcoming, simple to
under stand, provides a clear pathway, and breaks down barriers. Streamlined processes
which are more student-centric ensure that students get through the door on their
desired pathway more quickly.
High Schools
Building and maintaining strong P-20 partnerships is essential for the student pathways to success. The dual enrollment (Early College High Schools) and dual credit partnerships
with local school districts supports the student transition to college.
Scheduling and Facility Utilization
A student-centered schedule of classes is offered and supports student access and
suc cess.
Campus Character and Quality
A student-ready College provides a welcoming and easily navigated experience for
students and us es spaces effectively to maximize the student experience.
Workspace Environments
Redesigned workspace environments will promote more collegiality, enhance spatial
qualit y, provide flexibility and increased efficiency, and support a culture of collaboration.
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Master Plan Vision
Guiding Principles
SERVE THE COMMUNITY
Collaborating with community partners benefit everyone.
Valuable partnerships can be developed through the Early
College High School on each campus and other local universities.
EQUITY IN STUDENT EXPERIENCE
The College provides a uniformly excellent experience for
students across all campuses.
FUTURE FOCUSED
The master plan analyzes the future and envisions the
possibilities at each campus while building on the base of existing
projects.
CELEBRATE ACCOMPLISHMENTS
Due to the history of the College and each campus, diverse
programs are established at each campus, each having their own
unique identity. The vision for each campus celebrates these
efforts while investing in them further.
ACADEMIC EXCELLENCE
The academic experience of the College is important —
successful academic initiatives and technical programs are
elevated through the master plan.
The master plan re-envisions
development across the
College to celebrate the
unique identities and diverse
programs at each campus.
VOLUME I INTRODUCTION
Master Plan Scope of Services
College Level Analysis
The master plan team was charged with providing a comprehensive master plan that is
prioritized, phases, and implemented over time.
The master plan defines existing conditions and issues across the College and considers
the numer ous factors that influence the planning scenarios proposed. These factors
include, but are not limited to:
— Current and projected capital improvements and academic initiatives
— Demographic analysis
— Workforce trend analysis
— Academic analysis
— Campus space utilization analysis
— Facility condition assessment
The master plan team developed and reviewed multiple planning scenario options based
on thes e factors. These planning scenarios strive to meet the objectives of the College’s
Capital Improvement Program and consider the best possible use of the College’s
facilities.
During this process, the master plan team worked with both the individual campuses,
their stak eholders, as well as with members of the College’s Real Estate and Facilities
team. Additional guidance was provided by the College’s program manager and the
consultants that make up the master plan team.
The master plan team defined campus and program concepts to increase the depth and validity of the proposed cost models and sequencing.
The framework considers multiple planning scenario options, providing opportunities
and challenges t o develop and maintain the College’s campuses over the next 20 years.
The framework guides future decision making while remaining flexible as priorities and
needs change.
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Firm Discipline
Corgan Master Planning, Architecture
FPC Utilization, Demographics, Planning
Manning Architects Associate Architect
CCS Cost Estimating
Coleman & Associates Landscape Architecture
Pacheco Koch Civil Engineering, Traffic, Parking
Ponce Fuess Structural Engineering
Jones DBR MEP Engineering, Fire Protection
DataCom Design Group Information Technology
Learning Research
Planning
One College,
One
Master Plan
Planning
Planning
Prioritization
VOLUME I INTRODUCTION
Planning Process
Master Plan Development
Corgan’s master plan process incorporates the master plan scope of services into
different task groups. These task groups acknowledge the possibility of overlap between
the services included in the master plan and the iterative process that comes with
developing a comprehensive master plan.
LEARNING
The Learning task group focuses on understanding the College’s current and projected
campus improvements. Additionally, the master plan team gathered additional
information regarding the College and each of the campuses, which involved the
following categories.
Context
The master plan team investigated not just each of the College’s campuses, but also
how those c ampuses fit into the surrounding community. Included in this context were
the campuses’ interiors, including any ongoing projects or construction. A core tenet of
the master plan is to treat these ongoing projects as though they are complete, and an
understanding that the projects were successful in resolving the challenges they were
seeking to address. The master plan team also examined how each campus fits into
the context of the College's goal for “One College” and the existing inequities that exist
between each campus.
Vision and Goals
The master plan team considered the College’s mission and vision as well as the
standards laid out by the established 3G8P . These tenets were considered in their
application and implementation over both the near term and the 20-year planning
horizon.
Facilities Assessment
The facilities assessment, which was completed as the master plan was developed,
created a gr oundwork for understanding the existing conditions of the College’s physical
assets. This information played a key role in grounding the planning scenarios as the
master plan developed frameworks for each campus.
Information and Data Assembly
To understand the College’s existing conditions, the team engaged with baseline
information pro vided by TCC. This information was not limited to just physical facilities,
but also included program information and existing deficiencies that had been identified
and that the College was seeking to address.
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RESEARCH
The Research task group focuses on the internal and external
drivers to the master plan. The Research effort sought to ground
the master plan in factual data and quantifiable information to
expedite decisions and provide context and rationale for the
planning scenarios and recommendations.
Demographic Analysis
Demographic analysis of the College’s service area provides
insight int o the growth and characteristics at both a college and
campus level. Understanding scenarios for enrollment growth
effects the planning scenarios and the potentials of different
campuses and programs.
Labor Market Analysis
TCC places an emphasis on preparing students for the workplace.
Corr elating programs the College offers to trending jobs in
distinct categories provides a clear connection between success
in academics and success in the workplace.
Academic Initiatives and Analysis
Evaluating the College’s current academic program as well as
student enr ollment in each informs the investment in future
programs. An exploration of these metrics can also help pinpoint
both areas where the College has seen success and should
continue to invest, but also areas where there is potential for
growth and where further investigation should occur. Further
discussions with both the campus stakeholders and College
administrators offer insight into the unique pedagogies that are
present at TCC and how success is determined. This creates a
deeper understanding of potential changes, challenges, and new
ways to continue to elevate TCC.
Space Utilization Analysis
By analyzing existing spaces on each campus as well as its
utiliz ation, the College can understand not only which spaces
are underperforming, but also which are performing above and
beyond. Identification of these spaces and further analysis can
reveal whether the issues are linked to a lack of technology and
outfitting that impacts the pedagogical potential of a space or
whether a space or facility is inadequate for certain programs.
Functional Adequacy
Investigations into the pedagogy and teaching environments
outlined in 3G8P pr ovides insight into specific spaces and
buildings that would benefit from 21 st century teaching modalities.
The master plan considers the College from both a near-term
context and a 20-year viewpoint. The functional adequacy
of certain spaces and buildings may increase the urgency to
address those issues in the master plan prioritization.
Gap Analysis
Producing the master plan at the college level allows for the
inequities bet ween campuses to surface. Gap analysis identifies
these inequities between campuses and synthesizes them into
accommodated needs in the master plan. Gaps are also identified
as College faculty and staff communicate areas that are lacking
currently.
PLANNING
The Planning task group focuses on the holistic consideration of
planning alternatives that consider the effects of each design and
planning decision. These alternatives are reviewed for the effect
that it may have on the development in the near-term and over the
20-year horizon of the master plan.
The master plan ensures
that the development of the
planning scenarios are highly-
integrated and coordinated
with the prioritization at the
campus and college level.
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Planning Scenarios
The master plan team considered a variety of different planning scenarios at both the campus and college level. The master plan team approached each potential planning
scenario with the following understanding:
— The framework that the master plan provides should be flexible enough to
change with priorities o ver time.
— The master plan framework considers that there is not just one correct answer
but r ecommends employing the best correct answer.
During this process of evaluating planning scenarios, the master plan team engaged
in multiple w orking review sessions with both the College’s Real Estate and Facilities
team as well as stakeholders at each of the campuses. These work sessions were highly
participatory and provided valuable feedback regarding goals of each campus.
Campus Character
The master plan’s starting point is “first, do no harm” to the existing campus form,
fr amework, and massing. A core tenet of the master plan is that the most valuable asset
that the College has in its possession is its existing space. While partial demolition and
replacement is recommended by the master plan, it is based on the facility assessment
and is always data driven.
Existing Building Condition
The master plan considers the mature nature of many of the College’s campuses and focuses on the existing space inventory in the framework for the future development
for each campus. A paramount tenet of the master plan is to ensure that the highest
and best used is made of the College’s existing resources. The master plan prioritizes
and recommends based on the facility assessment how existing buildings might be
re-purposed or renewed through clear and logical phasing plans. Or, where the findings
indicate otherwise, new buildings are implemented to replace aging facilities or to
address growth and program specific needs.
Campus Infrastructure
The master plan framework also considers the impact of these future developments on campus infrastructure, plant capacity, parking, drainage, landscape, and integration with
the urban framework.
PRIORITIZATION
The Prioritization task group embraces the understanding that master plans are about
defining the time and cost that is required to achieve certain goals established by
the College or uncovered by the master plan team. The master plan ensures that the
development of the planning scenarios are highly-integrated and coordinated with the
prioritization at the campus and college level.
Phasing
The master plan considers the overlapping of a conceptual phasing plan onto each
planning s cenario. The primary parameters that inform the phasing in addition to the
prioritization are:
— Sequencing of new construction versus remodeling.
— Minimizing disruption of campus operations and safety.
Cost
The master plan applies preliminary cost to each planning scenario to provide additional
inf ormation to order priorities. The cost models consider escalation factors to provide a
relationship between cost and time.
Schedule and Budget
The master plan proposes a list of implementable priority projects and a delivery schedule to achieve those. Remaining projects are planned over the course of the 20
year horizon. -
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Learning
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TARRANT COUNTY COLLEGE
CAMPUSES
Tarrant County College has nine
campuses, eight of which were included
in the scope of the master plan.
College Level Background
The college level Learning sub-section focuses on establishing the College, its service
areas, and background context. This included gaining an understanding of past, current,
and projected improvements and any long-term planning or design initiatives that the
College was engaged in.
The master plan team investigated not just each of the College’s campuses, but also how
thos e campuses fit into the surrounding community. Included in this context was the
history of the College as a whole and how it connects into its service area and region.
The master plan team considered the College’s mission and vision, as well as the
standar ds laid out by the established 3G8P. These tenets were considered in their
application and implementation over both the near term and the 20-year planning
horizon.
Existing conditions were realized through baseline information provided by the College.
This inf ormation was not limited to just physical facilities, but also identified program
information and existing deficiencies that the College was wanting to address. By
evaluating this information, the master plan team had a preliminary understanding of the
College’s approach to address current and future needs.
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SOUTH CAMPUS
Library and campus green, central campus elements.
SOUTH CAMPUS
Year Constructed: 1967
Campus Size: 145.40 acres in South For t Worth
Building Inventory: 36 Buildings, 687,601 SF
Campus President: Dr. Lufkin
Student Enrollment: 7,475 students
Signature Programs:
— Architecture T echnology, Computer-Aided Drafting, Construction Management
— Automotive
— Electronics Technology
— Gaming
— Heating, Air Conditioning, and Refrigeration
— Teacher Education
— Welding
NORTHEAST CAMPUS
Clock tower at the Student Union, a defining campus landmark.
NORTHEAST CAMPUS
Year Constructed: 1968
Campus Size: 186.79 acres between North Richland Hills and Hurst
Building Inventory: 23 Buildings, 665,862 SF
Campus President: Dr. Ayers-Palmore
Student Enrollment: 9,968 students
Signature Programs:
— Child Development
— Dental Hygiene
— Information Technology
— Teacher Education
— Visual Arts
— World Languages
VOLUME I LEARNING
NORTHWEST CAMPUS
Marine Creek Lake, an important part of the campuses character.
NORTHWEST CAMPUS
Year Constructed: 1975
Campus Size: 187.50 acres in North F ort Worth
Building Inventory: 38 Buildings, 523,460 SF
Campus President: Dr. Blankenbaker
Student Enrollment: 7,372 students (shared with Alliance West Site)
Signature Programs:
— Aviation
— Criminal Justice
— Danc e
— Fire Technology
— Horticulture
— Nondestructive Inspection, Testing, and Evaluation
ALLIANCE WEST SITE
Front entry to the site at Alliance Airport.
ALLIANCE WEST SITE
Year Constructed: 1991
Campus Size: 40.41 acres in North F ort Worth
Building Inventory: 2 buildings, 164,060 SF
Campus President: Dr. Blankenbaker
Student Enrollment: 7,372 students (shared with Northwest Campus)
Signature Programs:
— Aviation
— Avionics
— Logistics and Supply Chain Management
— Nondestructive Inspection, Testing, and Evaluation
— Welding Technology
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SOUTHEAST CAMPUS
View of front entry and barrel vaults, important initial campus elements.
SOUTHEAST CAMPUS
Year Constructed: 1996
Campus Size: 162.15 acres in Southeastern Arlington
Building Inventory: 14 Buildings, 635,965 SF
Campus President: Dr. Coppola
Student Enrollment: 8,537 students
Signature Programs:
— Culinary Arts
— Dietetics
— Drama/Theater
— Engineering
— Hospitality Management
TRINITY RIVER CAMPUS
Rotunda and circle drive that define the primary campus visitor experience.
TRINITY RIVER CAMPUS
Year Constructed: 2003
Campus Size: 39.9 acres in downtown Fort Worth
Building Inventory: 1 Building Complex, 965,360 SF
Campus President: Dr. Madison
Student Enrollment: 5,908 students (shared with Trinity River Campus East)
Signature Programs:
— GIS Technology
— Healthcare Professions
— Sign Language Interpreting
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TRINITY RIVER CAMPUS EAST
View of the campuses central path and connection to surrounding urban fabric.
TRINITY RIVER CAMPUS EAST
Year Constructed: 2011
Campus Size: 8.75 acres in downtown Fort Worth
Building Inventory: 5 Buildings, 134,364 SF
Campus President: Dr. Madison
Student Enrollment: 5,908 students (shared with Trinity River Campus)
Signature Programs:
— Healthcare Professions
— Nursing
TCC CONNECT
Students engage with the campus through both physical and digital identities.
TCC CONNECT CAMPUS
Year Constructed: 2015
Campus Size: Single floor of Trinity River Campus West Fork
Building Inventory: TRWF floor 2 — 30,290 SF
Campus President: Dr. Morales
Student Enrollment: 14,763 students across the college
Signature Programs:
— eLearning
— Weekend College
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TARRANT COUNTY COLLEGE CATCHMENT AREA
Dallas, North Central Texas, Tarrant WDAs
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Service Area Context
Tarrant County
Located in the north central area of Texas, Tarrant County is an
urban area. Fort Worth serves as the county seat to a population
of approximately 2.1 million citizens. Tarrant County is a member
of the North Central Texas Council of Governments.
Tarrant County's roots lie in the 'Old West' and much of the county’s heritage can be traced to the era of the cowboy and the
cattle drives that passed through Tarrant County. Tarrant County
is one of 254 counties in Texas which were originally set up by the
State to serve as decentralized administrative divisions providing
state services and collecting state taxes.
The decades of the 1950s and 1960s brought phenomenal
gr owth to Tarrant County. The county transportation network
was greatly improved during this period. The Dallas-Fort Worth
Turnpike (later part of Interstate Highway 30) opened in 1957.
In 1960 Fort Worth and Arlington were connected by Spur 303,
and Interstate 30 West was functional by 1964. Finally, when the
1970s saw the completion of the Dallas-Fort Worth International
Airport, Tarrant County was truly linked with the world at large.
The 1980s witnessed more growth for Tarrant County. In the early
1990s the c ounty economy was tremendously diverse, with more
than 1,000 factories and a strong agricultural base. In spite of its
urban growth, Tarrant County still maintained the atmosphere of a
frontier county. Opportunities abounded, and people were proud
of the advantages that progress had brought, while admiring the
people of the past and preserving a western spirit.
Today, much of the flavor and attitudes that are the history of Tarrant County live on. The frontier has changed, but not the
pioneering spirit. Tarrant County's western heritage sits side by
side with its internationally renowned cultural district.
Tarrant County's economy is one of the most vibrant and diverse
in the nation and is leading the r egional resurgence in business
re-locations and expansions, retail development and new housing
construction. Once tied to the oil rigs and cattle ranches of west
Texas, today Tarrant County's businesses reach around the globe
and the County's airports are among the country's foremost
international gateways.
Today, much of the flavor and
attitudes that are the history
of Tarrant County live on. The
frontier has changed, but not
the pioneering spirit.
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DOWNTOWN FORT WORTH
Aerial view of Fort Worth Convention Center, circa 1969.
DOWNTOWN FORT WORTH
Aerial view of Fort Worth.
DOWNTOWN FORT WORTH
View of the Trinity River and TCC's Trinity River Campus.
VOLUME I LEARNING
Regional Context
Dallas-Fort Worth Metroplex
DEMOGRAPHICS
The Dallas-Fort Worth Metroplex is the most populous metropolitan area in both Texas
and the southern United States. The region also functions as the economic and cultural
hub of North Texas. In 2016, the Dallas-Fort Worth Metroplex had the highest annual
population growth in the United States.
WORKFORCE
The cities of Dallas and Fort Worth are the two central cities of the metroplex, with
Arlington being a third economically important city; it is a center for sporting events,
tourism, and manufacturing.
The Texas farming and ranching industry is based in Fort Worth, though the area's
ec onomy is diverse. Several major defense manufacturers, maintain significant
operations in the metroplex, primarily on the "Fort Worth side." They are concentrated
along State Highway 170 near I-35W, commonly called the "Alliance Corridor" due to
its proximity to the Fort Worth Alliance regional airport. Location, transportation, and
a large, diverse labor pool keep DFW a prime destination for relocating and expanding
businesses.
EDUCATION
As the College looks to partner with businesses and other institutions, the Dallas-
Fort Worth Metroplex is an active and growing area. The Dallas-Fort Worth Metroplex
comprises the highest concentration of colleges and universities in Texas. In 2020,
Dallas–Fort Worth was recognized as the 36 th best metropolitan area for STEM
professionals in the U.S.
TRANSPORTATION
Much of the growth can be attributed to building various forms of transportation
strategically ahead of actual need, beginning with the DFW International Airport. The
airport set the region to be recognized as a national crossroad.
RECREATION
North Texas is home to 124 museums, 180 golf courses, 1,000 miles of off-street trails,
2,000 public parks, dozens of lakes, two world-class zoos, and thousands of restaurants
and other recreational opportunities. The Fort Worth Stockyards is a historic district
where the past comes to life and western culture thrives. Fifteen professional and
e-sports teams call North Texas home.
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College History
1965 to Today
Tarrant County College was established by a county-wide
election on July 31, 1965, as Tarrant County Junior College, the
name change coming in 1999. The South Campus opened in
1967, followed by Northeast (1968), Northwest (1976), Southeast
(1996), Trinity River Campus (2009) and TCC Connect Campus
(2015). The Erma C. Johnson Hadley Northwest Center of
Excellence for Aviation, Transportation and Logistics opened in
Fall 2014 at Alliance Airport as part of the Northwest Campus.
The College is governed by a seven-member Board of Trustees
elected for staggered six-year terms in single member districts.
Enrollment growth has been steady throughout recent years. The
South Campus, at 4,772, had the lar gest opening-day enrollment
of any community college in the nation up to that time. Overall
credit student enrollment passed the 20,000 mark in 1980 and
exceeded 50,000 in the fall of 2011. Recently, TCC was named the
seventh-largest college or university in Texas.
TCC celebrated its Golden Jubilee in 2015, by recognizing 50 years since the college was established. 1960s
Unlimited optimism matched with boundless energy marked
TCJC’s first five years. Under the guidance of the Board of
Trustees, Dr. Joe B. Rushing and his team created a curriculum,
built, and staffed two campuses, received full accreditation, and
— most important — began the tradition of providing knowledge,
skills, and the hope of a better future to the people of Tarrant
County.
1967 — South Campus Dedication
Governor Connally indirectly spurred the formation of TCJC in
1963 when his T exas Commission on Higher Education called
for more junior colleges, including one in Fort Worth. Another
Connally panel, the Committee on Education Beyond High School,
included founding Board of Trustees President Jenkins Garrett.
1967 — South Campus Opens
The Board of Trustees, on December 1, 1965, selected the campus site, engaged Morris Parker and Mervyn Croston and
the lead architects, and declared that the campus would open for
“…began the tradition of
providing knowledge, skills,
and the hope of a better
future to the people of
Tarrant County.”
VOLUME I LEARNING
classes in September 1967 — only 21 months away.
The accelerated design process yielded a plan for
23 buildings, all but two being single-story and thus
quicker to build. The contractor brought the job in on
time, and classes began on September 18, 1967.
1969 — Northeast Campus Project
The 188-acre site, which lay across the border
bet ween Hurst and North Richland Hills, was
purchased for $2,500 per acre. With all buildings
running up to two months behind schedule, the
College was forced to adopt a plan whereby Northeast
students would attend classes on South for the fall
1968 semester. 1970s
It was a decade of growth, with enrollment almost
20,000 by 1979. The College welcomed two
campuses in 1976 — the Northwest Campus and a
college level administrative building. It was also a time
of change on the Board of Trustees. By decade’s end,
only two of the original seven trustees, Dr. May Owen
and Dr. Ardis Bell, remained.
1971 — Bonds Fund Expansion
The $21 million package, second in the college’s
hist ory, was to fund the construction of the new
Northwest Campus and expansion at South and
Northeast.
1974 — Northwest Campus Ground-breaking
Land for the campus, 193 acres on the east end of
Marine Cr eek Lake, was donated to the College years
earlier by F. Howard and Mary D. Walsh. The original
gift was to consist of 150 acres, but 50 acres turned
ORIGINAL TCJC BOARD OF TRUSTEES
Dr. May Owen, Jenkins Garrett, John Finn, Delbert
Adams, Edward Hudson, Dr. Ardis Bell, Rev. Haynes out to be in a floodplain and thus not suitable for
buildings.
1975 — TCJC is Ten Years Old
The 10-year span saw the passage of two bond
elections, the building of t wo campuses with a third
nearing completion, an enrollment increase from
4,272 to more than 16,500, an increase in the annual
budget from $1.8 million to $22.6 million, and full
accreditation by the Southern Association of College
and Schools’ Commission on Colleges.
1975 — Northwest Campus Construction
Designed by the architectural firm of Preston Geren
and Ass ociated, the campus was all under a single
roof except for the D Wing which housed the physical
SOUTH CAMPUS
Aerial view of South Campus under construction,
circa fall 1967.
education facilities, and the slender Maintenance
Building .
1976 — Northwest Campus Dedication
The campus was planned to have been ready for
class es the previous September, but the opening
was delayed. The delay turned out to be a blessing in
disguise as Northwest proved to be the only college or
university campus to open in the Bicentennial year of
1976. 1980s
Enrollment kept growing. The fall of 1980 total of
22,026 made TCJC the largest college or university in
Tarrant County. A third bond election provided needed
expansion. The big change was at the top when Dr.
26 27 +VOLUME I LEARNING
NORTHEAST CAMPUS
Aerial view of Northeast Campus, circa 1969.
Joe Rushing retired as chancellor and C.A. Roberson
was appoint ed.
1983 — May Owen Center Dedication
The College’s administrative offices outgrew their
leas ed space in the Electric Service Building in
downtown Fort Worth, so in 1981 the board purchased
parcels of land on either side of Throckmorton Street
just to the north of Lancaster Avenue and built the
40,000-square-foot facility that has served the
College administration ever since.
1985 — TCJC Turns Twenty
Reflecting on the anniversary, Chancellor Joe B.
Rushing wr ote this for the August 1985 issue of
Momentum: "Excellence cannot be achieved with
NORTHWEST CAMPUS
Aerial view of Northwest Campus under
construction, circa 1975.
good facilities alone; excellence can only be achieved
with good people ." 1990s
TCJC came to Arlington with the opening of the
Southeast Campus in 1996. Enrollment surged, but
state funding failed to keep pace, and tuition and
taxes increased. There was a new chancellor, with
Dr. Leonardo de la Garza coming on board in 1997 to
replace the retired C.A. Roberson. The most dramatic
change was in the name itself as the College became
Tarrant County College in 1999.
1996 — Southeast Campus Construction
Tarrant County Junior College had pretty much left
the s outheast part of the county alone, but the need
for a campus in the burgeoning Arlington-Mansfield
ar ea could no longer be ignored. The two cities’
combined population jumped from 94,311 in 1970
to 181,720 in 1990. A 123-acre tract was purchased
in 1987, but construction had to wait on the partial
completion of Texas 360 south of I-20. Finally, in 1992,
voters passed a fourth bond election to fund the
building of the campus, make additions to the other
three campuses, and spend $3.1 million on a new
computer system. The campus opened in fall 1996
with an enrollment of 3,993 students. It was designed
for 5,000 students, but quickly exceeded that number.
By 2000, Southeast was second in enrollment only to
Northeast Campus.
1999 — TCJC Becomes TCC
The board had discussed the change for some time
but was hesitant t o buck tradition. But a survey of
faculty, staff, and students showed that 71 percent
wanted a name change.
2000 s
The 2000s were dominated by the building of a fifth
TCC campus in downtown Fort Worth. The initial,
ambitious concept had to be curtailed, but the College
was able to buy the RadioShack complex, most of
which became the Trinity River Campus. Elsewhere,
TCC was re-accredited for another 10 years and the
first facilities master plan was completed.
2002 — Fire Service Training Center Opens
The FSTC, sitting on 23 acres, was hailed at the time
as the most t echnologically advanced facility in the
country. It features a live-fire disaster city replicating
elements found in every community, including
VOLUME I LEARNING
landscaped residential streets, homes, businesses,
an apartment/hotel complex, warehouse, high-rise
building, and a fire station. The facility also has a large
pad for driver training, a swift-water rescue channel,
and a 48,000-square-foot classroom building.
2004 — Plans for a Downtown Fort Worth Campus
What began as a brainstorming session about expanding the May Owen Center, morphed into an
ambitious plan for an additional TCC Campus in
downtown Fort Worth. Designed by world-class
architect Bing Thom of Vancouver, the plan featured
educational complexes on both sides of the Trinity
River connected by a pedestrian footbridge. The
photo shows the model looking from north to south
with part of the North Main Street Bridge and the
Tarrant County Courthouse complex at the top right.
The model was unveiled on October 29, 2004, and
ground was broken on June 10, 2005. Unforeseen
issues with the siting along Trinity River and
coordination with the different governing bodies lead
to the decision to only build on the South side of the
Trinity River. The portion on the south bank of the river
would eventually survive as Trinity River Campus East.
2008 — Secret Negotiations with RadioShack
In late 2007, TCC officials did not know when, or even
if, the College would get permission from the Army
Corps of Engineers to build part of the proposed
downtown Fort Worth campus on the levee north of
the Trinity River or to build a bridge linking it with the
south portion. Trustee Bobby McGee, who advocated
exploring other possibilities, discovered that the
German consortium that was leasing part of the
RadioShack complex to the west of the proposed
campus might be interested in selling it instead. Very
delic ate, very secret negotiations stretched into the
next year but finally, on June 25, 2008, the board voted
to authorize Chancellor Leonardo de la Garza to enter
into agreements to buy the property. After about $80
million worth of remodeling, three of the five buildings
opened in fall 2009 as the Trinity River Campus.
2009 — Trinity River Campus Opens
By early 2009, renovation of the portion of the
RadioShack c omplex that was to become TCC Trinity
River Campus progressed to the point where the
first administrators could move in. The new campus
opened its doors to students that fall with an initial
enrollment of 3,717. By the fall of 2013, there were
8,849 students, many of them enrolled in the health
professions programs housed in Trinity River Campus
East, and still others as part of the early college high
school made possible by a partnership with the Fort
Worth ISD Texas Academy of Biomedical Sciences.
2010 – PRESENT
Recent years have seen fundamental changes
brought about by a new and inexorable drive for
student success. With Erma Johnson Hadley as
the prime mover, TCC plunged into a whirlwind of
initiatives — Achieving the Dream, common course
learning materials, and consolidation of alternative
learning venues under the banner of TCC Connect.
2013 — Trinity River Campus East Opens
After the TCC Board of Trustees agreed in 2008 to purchase the RadioShack complex to be the
Trinity River Campus, there remained the question
of what to do with the partially completed south
SOUTHEAST CAMPUS
Southeast Campus under construction, circa 1996.
TRINITY RIVER CAMPUS
Trinity River Campus when it was RadioShack's
headquarters.
28 29 +VOLUME I LEARNING VOLUME I LEARNING
portion of the original design. Options included
restoring the bluff leading down to the river, selling
the building, or completing the construction. The
first was economically and ecologically unfeasible.
The second, because the basic design was that of an
educational facility, was likewise unlikely. The problem
with the third was cost. An extra $103 million was
needed to finish the project. In the end, the board
voted to approve the expenditure, and Trinity River
Campus East opened in 2011 as both an educational
and architectural marvel.
2015 — TCC Connect Opens
TCC Connect is the sixth campus of the Tarrant
Count y College, opening in 2015. This campus is
commonly known as the virtual campus but offers
more than traditional virtual campuses. The campus
offers two teaching modalities: eLearning and
Weekend College. The TCC Connect Campus was
named a Top 60 Best Online Community Colleges and
Trades Schools of 2022 — Intelligent.com
TRINITY RIVER CAMPUS EAST
Model of original plan by Bing Thom for TRCE.
TCC CONNECT
Ribbon cutting ceremony for TCC Connect in 2015.
Current Planning and Design Initiatives
Ongoing Construction Efforts
2019 BOND PROGRAM
Tarrant County College Bond Project
In November 2019, Tarrant County voters approved TCC’s $825
million bond pr oposal to fund a plan that will construct, improve,
renovate, and equip buildings throughout the six-campus college.
An additional $12 million will be added to the Northwest Campus
redevelopment to support the Early College High School program.
Northwest Campus Re-Development
The windstorm that caused severe structural damage to campus
buildings in 2016 has led t o a redevelopment budgeted at $352
million, part of the $825 million bond program authorized by the
voters of Tarrant County in 2019.
The site plan shows that all to remain from the prior campus core
will be W ACB, WHPE and WBSA, which houses the maintenance
and physical plant functions. These will be “re-skinned,” given
new exteriors so as to blend with the four new buildings, which are
named Buildings 1, 2, 3, and 4.
Building 1 will be on the northwest corner of the core campus,
midwa y between WACB and WHPE. Its three levels will contain
the early college high school as well as science labs. Building 3
will be to the southeast of WACB with a park-like plaza to the north
reaching to Building 1. It will be on two levels and will house art,
music and general-purpose classrooms. Building 4 will be to the
south of Building 3 with the two connected by an enclosed bridge
on the second level. The Learning Commons will be located here
and will retain its view of Marine Creek Lake. Also in Building 4 will
be the bookstore, food services and a multipurpose center.
Building 2, extending east and north of Building 4 with another
enclos ed bridge linking them, will have most of the student
development services functions and a large student gathering
atrium with a spectacular “learning stair.” Other student services
will be on the second level, as will testing areas and faculty
spaces. Administrative offices and more faculty space take up
the third level along with general classrooms. With this building,
TCC Northwest seems to have achieved the always-sought-after
but never-quite-realized “One-Stop Shop” for student services.
In November 2019, Tarrant
County voters approved TCC’s
$825 million bond proposal to
fund a plan that will construct,
improve, renovate and equip
buildings throughout the six-
campus college.
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VOLUME I LEARNING
NORTHWEST CAMPUS RE-DEVELOPMENT
Projected rendering by Gensler+Huckabee.
SOUTHEAST CAMPUS EXPANSION
Projected rendering by Perkins and Will.
Instead of sending students to buildings scattered across a campus, they can be not just
dir ected, but escorted to whatever is needed next.
There’s a practical side, as well. “It’s about building for flexibility,” Blankenbaker said. “The elements that make up each building have been informed by the work of the eight
Principle Advisory Panels. From formal to informal student learning spaces, faculty and
staff neighborhoods, Learning Commons and the student welcome center – this vision of
TCC Northwest is modern, flexible, accessible and most importantly, student-ready.”
Building 1 is due to be completed by March 2023 and will provide “swing space” for facilities displaced by the demolition of WTLO, WSTU and WFAB, which is to begin in July,
2023. Building 2 is due to be completed by May, 2023.
Acknowledging the impact of the campus construction projects, Dr. Blankenbaker said,
“w e are not just building TCC Northwest, we are building for the future of Tarrant County
College and the community we serve.”
Southeast Campus Expansion
The TCC Southeast project, budgeted at $142 million, is part of an $825 bond program
appr oved by Tarrant County voters in November 2019. Preliminary work began in March,
with a projected completion date of September 2024. All in all, the campus will gain about
100,000 square feet and will be large enough to accommodate enrollment through 2030.
The new buildings will account for about 100,000 square feet of the total, and 234,000
square feet of the present structure will be renovated.
The new buildings will “bookend” the campus and provide the needed quality outdoor
spac e by partially enclosing the grassy area outside ESED and the rose garden area
outside the library. The new look and functionality are grounded in the values inherent
in the College’s 3G8P and that the project’s mission is to deliver a plan providing
accessibility, efficiency, connectivity, integration, innovation, flexibility, transparency, and
invitation.
Work planned outside the primary campus footprint will include the removal of six temporary structures to the east, and the gravel parking lot will be expanded and paved,
helping to alleviate a problem that has existed at Southeast since it opened.
VOLUME I LEARNING
NORTHWEST CAMPUS RE-DEVELOPMENT
Projected rendering by Gensler+Huckabee.
SOUTHEAST CAMPUS EXPANSION
Projected rendering by Perkins and Will.
NORTHWEST CAMPUS RE-DEVELOPMENT
Re-development of the Northwest Campus including demolition, renovations,
infrastructure, and new construction.
Current Stage: Construction
Project Opening: December 30, 2025
Current Budget: $352,000,000
SOUTHEAST CAMPUS EXPANSION
The project consists of the renovation and expansion of Tarrant County College’s
Southeast Campus. The renovation scope will include selective structural renovation,
major renovation, and finish level renovation to address campus needs and college
level initiatives, and to fit contextually within the overall design concept to create a new
campus identity. The renovation will also include selective façade and building envelope
updates.
Current Stage: Construction
Project Opening: August 31, 2024
Current Budget: $151,200,000
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EMERGENCY POWER INSTALLATION
Southeast Campus upgrade in progress.
EMERGENCY POWER INSTALLATION
College-wide backup power for lighting, IT, and critical infrastructure life safety systems.
Current Stage: Planning/Programming
Project Opening: December 31, 2023
Current Budget: $37,293,000
WAYFINDING PROGRAM
Monument sign at Northeast Campus.
WAYFINDING PROGRAM
Through a series of workshops with students and employees, the CCQ and Real Estate
teams identified four key priorities to improve the on-campus experience: increase
visibility of the TCC brand, create cohesive orientation and wayfinding, clarify connection
points (like parking lots) and develop a consistent naming system, or nomenclature, for
buildings and classrooms.
Current Stage: Construction
Project Opening: December 30, 2025
Current Budget: $352,000,000
VOLUME I LEARNING
NORTHEAST CAMPUS SEWER REHABILITATION
Infrastructure project at Northeast Campus.
NORTHEAST CAMPUS SEWER REHABILITATION
This project is to replace all in ground sewer mains at Northeast Campus that are over 50
years old and are nearing the end of their life cycle.
Current Stage: Construction
Project Opening: —
Current Budget: $2,528,500
NTAB AND SACA – SACD RENOVATIONS
Exterior photo of NTAB Building at Northeast Campus.
NTAB AND SACA – SACD RENOVATIONS
This project seeks to bring poor and fair as well as previously upgraded basic condition
classrooms in line with the IILE Principle as part of the 3G8P efforts for both Northeast
Campus NTAB building and the South Campus SACA – SACD buildings. Refinish of the
existing hallways and common spaces as well as necessary ADA updates to restroom
facilities are also planned as part of the project scope. A Fire Sprinkler system will be
added to the entire NTAB facility.
Current Stage: Construction
Project Opening: February 28, 2023
Current Budget: $8,155,220
34 35 + SUB SECTION TITLE SUB SECTION TITLE
SOUTH CAMPUS
Aerial view of South Campus under
construction, circa fall 1967.
Campus Level Background
The campus level Learning sub-section focuses on each campuses’ history and
context. The history of each campus is the foundation for their identity and how the local
community perceives it. This background establishes an understanding of past, current,
and projected improvements and any long-term planning or design initiatives of the
campus.
The master plan team investigated not just each of the College’s campuses, but also
ho w those campuses fit into the surrounding community. Included in this context were
the campuses’ interiors, including any ongoing projects or construction that the College
was engaged in. A core tenet of the master plan is to treat these ongoing projects and
construction as though they are complete, and an understanding that the projects were
successful in resolving any issues that they were seeking to address.
The facilities assessment, which was completed as the master plan was developed,
cr eated the groundwork for understanding the existing conditions of the College’s
physical assets. This information included physical facility background, program
information, and existing deficiencies that had been identified and that the College was
seeking to address.
36 37 + VOLUME I LEARNING VOLUME I LEARNING
South Campus students promoting the $21,000,000 bond that
eventually funded TCC's expansion.
South Campus
Campus History
Voters of Tarrant County formed the Tarrant County Junior
College District in a bond election on July 31, 1965. The Board
of Trustees, on December 1, 1965, selected the campus site,
engaged Morris Parker and Mervyn Croston and the lead
architects, and declared that the campus would open for classes
in September 1967 — only 21 months away. When the architects
protested that the deadline could not be met, they were told to
start work or face replacement by another firm.
The accelerated design process yielded a plan for 23 buildings,
all but t wo being single-story and thus quicker to build. The
construction contract was awarded on August 19, 1966, to
McCann Construction of Fort Worth for $8,617,455. Using a novel
plan that divided the project into four color-coded segments,
each with its own crew and supervisor, the contractor brought the
job in on time, and classes began on September 18, 1967, as the
board promised.
Center of Excellence for Energy Technology under construction. Aerial view of South Campus, circa 1975.
The South Campus, at 4,772 students, had the largest opening-
da y enrollment of any community college in the nation up to
that time. Over the next several decades, the campus would
continue to grow in enrollment and quantity of buildings to include
instructional spaces, technical buildings, and an Early College
High School. In addition, several recent building renovations, and
planned renovations in the SELE and the STEC, are working to
implement IILE standards, increase student spaces, and update
infrastructure in the remaining original campus buildings.
The South Campus offers a multitude of programs including:
ar chitecture technology, automotive, computer-aided drafting,
construction management, electronics technology, gaming,
heating, air conditioning and refrigeration, and welding.
As the first and oldest campus
of Tarrant County College, the
South Campus is comprised
of numerous single-story and
a few multi-story buildings.
Having a high quantity of
smaller buildings created
a typical college campus
feel, encouraging a network
of paths and green spaces
between the buildings with all
parking on the exterior of
the campus.
38 39 + VOLUME I LEARNING
Aerial view of Northeast Campus.
Dr. Rushing (former Chancellor) and Donald Anthony (former
President) at TCJC Dental Lab.
Aerial view of Northeast Campus, circa 1969.
VOLUME I LEARNING
Northeast Campus
Campus History
The second of the six Tarrant County College campuses to be
developed, the Northeast Campus, opened its doors to students
in Spring 1969. The 186.79-acre triangularly shaped property,
which lies across the border between Hurst and North Richland
Hills, was purchased for $2,500 per acre. Albert Komatsu was
the architect, and McCann Construction, which was to build the
South Campus, also won the contract for Northeast with a bid
of $6,913,333. McCann had slightly more time for the Northeast
project, but a seven-week strike by the Iron Workers Union and a
spate of bad weather cost him 124 work days. With all buildings
running up to two months behind schedule, the College was
forced to adopt a plan whereby Northeast students would attend
classes on South for the fall 1968 semester. Even when the
majority of the campus opened in spring 1969, physical education
classes were conducted in a nearby church gym.
The campus is bordered by several major thoroughfares which
pr ovide five access points to the campus; the main entrance is
located on Harwood Road. The initial campus was comprised
of 14 buildings serving student, staff and faculty functions plus
eight support buildings. The academic and support buildings are
lar gely concentrated in the center of the campus with surrounding
surface parking lots.
Over the past few decades several of the original campus
buildings ha ve received minor renovations to support changes
in curriculum and functional needs. However, the majority of
renovations completed to date have entailed mechanical and
life safety projects. The most recent academic building, the
Technology and Arts Building (NTAB), was constructed in 1985.
Some college buildings are also located on the property, one of
which provides space for an Early College High School. While
these projects helped to provide additional academic space
and necessary repairs, there remains a need on the campus for
updated, flexible, student-centric spaces. Growth space should
also be incorporated into the campus master plan. Over the past
decade, enrollment has remained constant near 13,000 students
with a peak of over 17,000 students. Future population growth is
projected within the catchment and service area.
The Northeast Campus is the
second oldest campus within
the college and shares the
College’s commitment to being
One College, Student Ready,
and Serving the Community.
40 41 + VOLUME I LEARNING
Aerial view of Northwest Campus under construction,
circa 1975.
Dr. Rushing (former Chancellor) at Northwest Campus
groundbreaking ceremony, circa 1974.
Aerial view of Northwest Campus.
VOLUME I LEARNING
Northwest Campus
Campus History
The Northwest Campus was initially comprised of five buildings
constructed in 1975. Land for the campus, 193 acres on the east
end of Marine Creek Lake, was donated to the College years
earlier by F. Howard and Mary D. Walsh. The original gift was to
consist of 150 acres, but 50 acres turned out to be in a floodplain
and thus not suitable for buildings. Designed by the architectural
firm of Preston Geren and Associated, the campus was all under
a single roof except for the D Wing, which housed the physical
education facilities, and the slender Maintenance Building to its
left. The traffic circle is in a corner formed by Administration Wing
extending upward and C Wing extending to the left. The node is
just to the right of the C Wing, with A Wing extending toward the
top left and B Wing jutting right, toward the lakefront.
Over time, the campus added several additional structures,
including a F ire Service Training Center, a Technical Building with
an Air Hangar, a Criminal Justice Center, and a Firing Range. While
the newer structures on the campus helped to meet additional
program needs and student growth, the five original buildings
received only minor renovations and have not undergone any
major renovations, classroom reconfigurations, or ADA upgrades.
In addition, in 2016 the c ampus experienced severe storm
damage. This storm damage and the need for updated teaching
and support spaces, technology, and configuration updates
created the basis for a Campus Redevelopment Project initiated
in 2019 by the passing of an $825 million dollar bond package.
The Northwest campus received $320 million dollars of this
funding for a needed redevelopment project. This project saw
the demolition of the original five buildings and construction of
four new buildings. The new buildings, slated for completion in
late 2025, provided the campus with updated teaching spaces, an
Early College High School, a state-of-the-art theatre, an inclusive
Learning Commons, faculty and staff neighborhoods, and a
consolidated onboarding experience for students.
While these projects helped fill a significant need in the academic core of the campus there was no construction or renovation
projects related to the technical facilities on campus. Future
campus enrollment growth was also not included in the bond
project construction.
The Northwest Campus has
focused on putting students
first for over 40 years. As
teaching methodologies,
technology, and student
needs continue to change,
so have the space needs of
the educational facilities that
support those functions.
42 43 + VOLUME I LEARNING VOLUME I LEARNING
Aircraft utilized by the Commercial Pilot program.
Alliance West Site
Site History
The Erma C. Johnson Hadley Northwest Center of Excellence for
Aviation, Transportation and Logistics, formerly known as the TCC
Aviation Center, opened in Fall 2014 at Alliance Airport as part of
the Northwest Campus. The newly renovated 164,060-square-
foot facility at the Alliance Airport provided TCC with the ability to
expand into the aviation field and related fields, supporting a large
component of the northern Texas economy. Project cost neared
$20 million, including the purchase, design, and renovation of the
building.
The credit programs include aviation maintenance technology,
pr ofessional pilot , logistics and supply chain management,
nondestructive inspection, testing and evaluation, and
welding technology. The non-credit programs include project
management professional exam preparation, remote pilot
certific ation test prep, and SHRM essentials of human resources.
In addition to the academic pr ogr ams provided, Corporate
Services relocated to a portion of the third floor of Alliance West
in 2018 with an expansion and full renovation of the third floor in
2020. Corporate Services utilizes the renovated space to work
with businesses, community members, economic development
organizations, and industry associations to further develop the
workforce of Tarrant County.
As aviation and logistics
employment needs accelerate,
an educated workforce will
be required to fill positions
in two of North Texas’ most
rapidly growing industries.
The Northwest Campus Center
of Excellence for Aviation,
Transportation, and Logistics
reflects the college’s desire to
educ ate future pilots, aircraft
mechanics and logistics
professionals.
Faculty leading the Aviation Career Education Academy Camp. Opening of the Northwest Campus Center of Excellence for Aviation, Transportation, and Logistics.
44 45 + VOLUME I LEARNING VOLUME I LEARNING
The “bridge” connecting the main building and Science and
Academic Building.
Southeast Campus
Campus History
While Tarrant County Junior College continued to expand within
Tarrant County from its dedication of the South Campus in 1967
and construction of two additional campuses, Northeast and
Northwest, and the addition of the May Owen Center it had pretty
much left the southeast part of the county unserved. However, the
need for a campus in the rapidly expanding Arlington-Mansfield
area was becoming harder to ignore as the two cities’ population
had almost doubled in 20 years growing from 94,311 in 1970
to 181,720 in 1990. A 123-acre tract was purchased in 1987,
but construction had to wait on the partial completion of Texas
360 south of I-20. Finally, in 1992, voters passed a fourth bond
election to fund the building of the campus, make additions to the
other three campuses, and spend $3.1 million on a new computer
system. Opening in the fall 1996, the campus was able to fill an
overwhelming need in the area enrolling 3,993 students in the
fall semester. By the fall of 2000 the campus was only second in
enrollment to the Northeast Campus and had already outgrown its
5,000 student capacity.
Southeast Campus under construction, circa 1996. Front entry of Southeast Campus.
Over the next decade the campus would continue to grow reaching an enrollment nearing 13,000 students in 2009 while still
operating in its originally facility. Portable buildings were provided
to help ease the crowding while a new 120,000-gross-square-foot
Science and Technology Building began construction. The new
facility opened in 2010 providing much needed instructional and
science lab spaces. As growth in the area continued the campus
would take the initiative to fill another need in the community. The
30,000-gross-square-foot Early College High School opened its
doors to its first semester of Fort Worth ISD students in 2015.
Growth on the campus reached a high point in 2013 with over
15,000 students. Ov er the next several years the campus
experienced consistent enrollment and an ever present need
for more space. Passing of the $825 million Tarrant County
College Bond Program in 2019 allowed the Southeast Campus
to construct two new buildings, a Student Success Building and
an Academic Building. In addition, a portion of the instructional
space, Onboarding areas, and the Learning Commons also
received updates and functional renovations.
As a higher institution of
learning, TCC’s Southeast
Campus’ most capital-
intensive aspect of its
institution is its buildings.
Space is an asset and a tool
for delivering the educational
mission, vision, values, and
pedagogy for students on the
Southeast Campus.
46 47 + VOLUME I LEARNING
Aerial view of downtown Fort Worth and Texas Electric Power
Plant, razed for construction of TCC’s downtown campus.
View of the primary urban connection at the Trinity River
Campus to downtown Fort Worth.
RadioShack Headquarters (now Trinity River Campus) under construction.
VOLUME I LEARNING
Trinity River Campus
Campus History
In 2005, RadioShack opened its new 38-acre corporate campus in
downtown Fort Worth, designed by HKS Architects. In late 2007,
TCC officials did not know when, or even if, the College would get
permission from the Army Corps of Engineers to build part of the
proposed downtown Fort Worth campus. Trustee Bobby McGee,
who advocated exploring other possibilities, discovered that
the German consortium that was leasing part of the RadioShack
complex to the west of the proposed campus might be interested
in selling it instead. Very delicate, very secret negotiations
stretched into the next year but finally, on June 25, 2008, the
board voted to authorize Chancellor Leonardo de la Garza to
enter into agreements to buy the property. Remodeling and
reconfiguration of the newly acquired property cost an estimated
$80 million for the first phase.
By early 2009, renovation of the portion of the RadioShack complex that was to become TCC Trinity River Campus
progressed to the point where the first administrators could
move in. The architectural firm, Jacobs, designed the campus
reconfiguration while Beck Construction supported renovation.
The new campus opened its doors to students that fall with an
initial enr ollment of 3,717. By the fall of 2013, there were 8,849
students, many of them enrolled in the health professions
programs housed in Trinity River Campus East, and still others
as part of the early college high school made possible by a
partnership with the Fort Worth ISD Texas Academy of Biomedical
Sciences.
The campus opened portions of the remaining buildings in 2011, totaling 965,360 square feet. The campus is made up of three
six-story buildings, a commons building, the Tarrant County Idea
Store, and a multi-level parking garage.
The Trinity River Campus is
comprised of two physical
locations; Trinity River
Campus and Trinity River
Campus East. The campuses,
separated by only a half
mile, are easily accessible
by road or a beautiful walk
along the adjacent West
Fork Trinity River path. The
Trinity River Campus offers a
number of general education
programs supporting careers
in the STEM disciplines while
also providing signature
educational paths in areas
such as sign language.
48 49 +VOLUME I LEARNING
Trinity River Campus East under construction as seen from the
Trinity River that the campus faces.
Model of original plan for Trinity River Campus East by Bing
Thom Architects.
Aerial view of Trinity River Campus East under construction, circa 2016.
VOLUME I LEARNING
Trinity River Campus East
Campus History
What started out as a brainstorming session about possibly
expanding the May Owen Center eventually morphed into an
ambitious plan for a TCC campus in downtown Fort Worth.
Designed by world-class architect Bing Thom of Vancouver, the
plan featured educational complexes on both sides of the Trinity
River connected by a pedestrian footbridge. The design was
unveiled on October 29, 2004, and ground was broken on June
10, 2005. Unfortunately, clearance to build on the north side levee
and to sink columns into the river could never be obtained, and
the plan for the northern part of the campus was scrapped. The
portion on the south bank of the river would eventually survive as
Trinity River Campus East.
After the TCC Board of Trustees agreed in 2008 to purchase
the RadioShack c omplex to be the Trinity River Campus, there
remained the question of what to do with the partially completed
south portion of the original design. Options included restoring
the bluff leading down to the river, selling the building, or
completing the construction. The first was economically and
ecologically unfeasible. The second, because the basic design
was that of an educational facility, was likewise unlikely. The
pr oblem with the third was cost. An extra $103 million was needed
to finish the project. In the end, the board voted to approve the
expenditure, and Trinity River Campus East opened in 2011 as
both an educational and architectural marvel. The campus is
comprised of four main buildings and is strategically located in
downtown Fort Worth near the Fort Worth medical district.
Trinity River Campus East offers a simulation hospital, which
pr ovides real-world experience to students, reduced impact
on clinical sites increased exposure to bedside care situations,
and increased opportunities for collaborations and internships.
The programs provided at the campus continue to grow as they
graduate licensed graduates who are work ready. The high-
demand graduates continue to fill an ever-increasing need in the
Tarrant County economy — Healthcare.
Trinity River Campus East
focuses on providing quality
healthcare programs as its
main educational focus. The
programs provided at the
campus continue to grow
as they graduate licensed
graduates who are work ready.
50 51 + VOLUME I LEARNING
TCC Connect is located in the West Fork Tower of the Trinity
River Complex.
The TCC Connect Campus provides students both and
eLearning and Weekend College option.
Carlos Morales cuts the ribbon on the Tarrant County College Connect Campus.
VOLUME I LEARNING
TCC Connect
Campus History
TCC Connect is the sixth campus of the Tarrant County College,
opening in 2015. This campus is commonly known as the virtual
campus but offers more than traditional virtual campuses. The
campus offers two teaching modalities: eLearning and Weekend
College. The Connect Campus was named a Top Leader of 60
Online Community Colleges for 2022, by Intelligent.com.
eLearning gives students the opportunity to learn in real-time
and the distanc e-learning format makes it easier to pursue higher
education goals while balancing life responsibilities. The program
provides students maximum flexibility in their education and
offers 13 fully online associate programs, 24 certificates, and
more than 220 online college credit courses in multiple fields
including Accounting, Business, Small Business Management,
Office Technology, and others. Online courses can be taken in
16-week, 8-week, or monthly-start course lengths
Weekend College is designed to allow students the ability to
join a c ohort and complete a college degree or transferable
core curriculum by attending hybrid classes on the weekends.
Students can choose to attend class on Friday or Saturday on a
seven-week class term allowing the ability to balance family and
work responsibilities with education.
TCC Connect provides
alternative educational
modalities to students through
eLearning and Weekend
College. TCC Connect is
designed to provide online and
accelerated learning options
to propel you to a successful
position in the workplace or
move you into a dream career.
eLearning gives students
the opportunity to learn in
real-time and the distance-
learning format makes it easier
to pursue higher education
goals while balancing life
responsibilities.
+VOLUME I RESEARCH VOLUME I RESEARCH
Research
c 55 + VOLUME I RESEARCH
TCC TRANSFER FAIR
Student participating in a Transfer Fair,
exploring the future degree pathways
that an education from TCC has created.
College Level Research
The college level Research sub-section focuses on the impact of regional and service
area trends on the College both near-term and over the 20-year master plan horizon. This
effort grounded the master plan in factual data and quantifiable information to expedite
decisions and provide context and rationale for college level recommendations.
Through the development of this research for at the college level, the following factors
shaped the pr ofile of each campus:
— Demographic analysis of the College’s service area provides insight into the college
and c ampuses’ growth and characteristics. By understanding these scenarios,
enrollment growth effects campus and program potential.
— TCC’s commitment to its students and its community is clear in the emphasis in
pr eparing students for the workplace. Correlating programs the College offers to
trending jobs provides a connection between academics and the workplace.
— Evaluation of the College’s current academic programs and student enrollment in
each pr ovides an understanding of which programs require further investments. This
pinpoints areas where the College has seen success and should continue to invest,
and also areas needing growth and further investigation.
— Producing the master plan at the college level allows for the inequities between campuses to surface and synthesized into the master plan.
56 57 +Academic Programs and Initiatives
Supporting Student Success
VOLUME I RESEARCH
Academic Programs and Initiatives
Supporting Student Success
ACADEMIC ADVISING
Academic advisors collaborate with students to help them achieve academic and
personal success. Advisors are available for face to face, phone or remote virtual
appointments. Students may schedule an appointment or walk-in to see an advisor.
CAREER SERVICES
TCC provides a variety of services to help students and alumni in developing job search
skills and in locating employment. The College also works with employers to promote
job opportunities for students and alumni with the training and educational experience
needed to fill positions in a wide variety of technical and occupational areas.
DUAL CREDIT PROGRAMS
TCC's Dual Credit Program is a way students can earn college credit while attending
high school. Dual Credit students take college-level courses taught by fully credentialed
faculty. These courses satisfy high school graduation requirements and provide college
credit at the same time. When Dual Credit students graduate from high school, they may
have already completed transferable college credits.
EARLY COLLEGE HIGH SCHOOL
Early College High Schools (ECHS) are usually located on or near a college campus and
provide high school students who might not otherwise consider attending college the
opportunity to graduate with a high school diploma and 60 college credit hours.
GUIDED PATHWAYS
A pathway is a group of degree and certificate programs in a career area. The programs
share similar interests and skills. Pathways are like road maps. They help students
navigate education to reach their destination: a career.
PROFESSIONAL CERTIFICATION TESTING CENTER
TCC's state-of-the-art testing facility offers high-stakes certification and licensure
exams for professional, government, and corporate agencies. TCC also proctor exams
for students enrolled in a college or university online course locally and throughout the
United States. The Professional Certification Testing Center's mission is to promote
student success, serve the community, and excel at administering exams in a secure,
high-quality, service-oriented manner.
VOLUME I RESEARCH
SCHOLARSHIPS
The TCC Foundation administers a variety of scholarships, including general Foundation
scholarships, community, faculty/staff development and school district partnerships.
Academic program scholarships are also available with various award criteria. These
awards generally require a specific major.
SERVICE LEARNING
Service learning promotes leadership, social, and civic responsibility and student
involvement as part of a college education. Students participate in an organized service
activity that combines academic study, community service, and reflection.
STUDENT ACCESSIBILITY RESOURCES
The Student Accessibility Resources (SAR) Office provides resources to help students
take charge and succeed in their education. Services are provided to any student who
is disabled as defined in Section 504 of the Rehabilitation Act and the Americans with
Disabilities Act (ADA). SAR offices are located on each campus.
SUPPLEMENTAL INSTRUCTION
Supplemental Instruction (SI) is a free peer-led program that can help students succeed
in historically difficult courses. The guided study sessions encourage students to
collaborate with others while also teaching what to learn and how to learn it. With each
session, students develop critical thinking, teamwork, and communication skills.
TRIO STUDENT SUPPORT SERVICES
TRIO Student Support Services (TRIO SSS) is a federally funded program created more
than 50 years ago to help students who are first generation, low-income, or students who
have a documented disability successfully earn a college certificate and/or degree.
VETERANS SERVICES
TCC was named a Top School by the 2018 Military Advanced Education and Transition
(MAE&T) Guide to Colleges and Universities, and ranked as the number two community
college in the nation by the Military Times magazine award, Military Times Best: Colleges
2018, formerly known as Best for Vets: Colleges. TCC offers quality support and services
to help veterans succeed with their education, as well as their career and life beyond.
EARLY COLLEGE HIGH SCHOOLS
High school students engaged in the higher education experience.
SUPPLEMENTAL INSTRUCTION
Students engaged in teaching and helping other students.
58 59 + VOLUME I RESEARCH
HISTORIC AND PROJECTED POPULATION ESTIMATES
College Catchment Area
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Demographics Study
Service Area Trends
Facility Programming and Consulting (FPC) was engaged as a
component of the master planning team to provide analysis of
the student population at all its campus locations, while focusing
on the enrollment, programs, and population makeup of the main
campus. As part of the master planning effort, FPC provided high
level population projections of the region, including the Tarrant
County College service area and the taxing district.
Analysis includes calculating the compound annual growth rate (CAGR) to better understand where higher/lower growth
rate is anticipated in the next decade. In addition, an enhanced
demographic study of each campus, including TCC Connect, was
provided, which includes:
— Diagrams overall college density by student residence by
loc ation, zip code, and by census block.
— Identifies the “catchment area” for the college (catchment area
is the ar ea/boundary derived by calculating the cumulative
80% of all students enrolled at Tarrant County College from the
top student resident zip codes).
— Identifies change in growth of the projected age 18 to 64
population of s ervice area over the next ten years by census
block group.
— Data on student enrollment and residence. To understand
curr ent and future demographics at the college, FPC used
historic and five-year projected demographic data to obtain a
10-year projection utilizing a simple trend analysis.
— Unless noted otherwise, data and maps found in this section capture students who were reported to be associated with
a specific campus; this data includes all learning modes: on-
campus, exclusively 100% online, and/or a combination (hybrid)
of both. This is an un-duplicated headcount.
— A market study with related detailed information on race,
ethnicit y, income, education, and other data for the catchment
area, for the college is also provided.
The combined data from
the labor market study and
the demographic analysis
helped to inform various
components of the master
plan. Demographic analysis
of the College’s service area
provides insight into the
growth and characteristics
at both a college and campus
level. Understanding scenarios
for enrollment growth effects
the potentials of different
campuses and programs.
This analysis grounded the
master plan in quantifiable
information for the planning
recommendations.
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MARKET SUMMARY MARKET SUMMARY
College Catchment Area College C atchment Area
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EDUCATION SUMMARY SHARE OF POPULATION BY AGE COHORTS, 2011 – 2031
College Catchment Area College Catchment Area
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2010 POPULATION AGE 18 – 64 2021 POPULATION AGE 18 – 64
ZIP Code Analysis ZIP Code Analysis
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2031 POPULATION AGE 18 – 64 POPULATION GROWTH AGE 18 – 64, CAGR 2021 – 2031
ZIP Code Analysis ZIP Code Analysis
68 69 + VOLUME I RESEARCH
TARRANT COUNTY COLLEGE CATCHMENT AREA
Dallas, North Central Texas, Tarrant WDAs
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Labor Market Study Process
Education to Workforce Analysis
COLLECT AVAILABLE DATA BY OCCUPATION
Data collected from Texas Workforce Commission (TWC) for each
of the three Workforce Development Areas (WDAs) with which
Tarrant County College borders and/or intersects:
— North Central Texas
— Dallas County
— Tarrant County
IDENTIFY THE TOP 20 OCCUPATIONS
Occupations chosen which require education of an Associates
Level Degree or less for each of the following categories:
— Highest Aggregate Job Change
— Highest Annual Growth
— Highest Annual Turnover
— Highest Average Annual Wage
CORRELATE TWC OCCUPATIONS WITH
TARRANT COUNTY COLLEGE HISTORIC
ENROLLMENT/AWARD DATA (2015-2020)
Information provided by Tarrant County College and the Office
of Institutional Research and Effectiveness, supplemented
by THECB data, compared across all three WDAs. CIPs were
associated with TWC SOC.
IDENTIFY REMAINING OCCUPATIONS
Occupations for which Tarrant County College offers degree/
certificate programs, but which did not “make the cut” based on
selected criteria for top 20 occupations. These occupations were
not included in the study. All of Tarrant County College’s
average enrollment and award
totals by program were linked
to occupations using the
National Center for Education
Statistics SOC to CIP
crosswalk. This links programs
that Tarrant County College
offers to in-demand jobs in the
local community.
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HIGHEST PAYING OCCUPATIONS
Dallas, North Central Texas, Tarrant WDAs
FASTEST GROWING OCCUPATIONS 2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
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OCCUPATIONS ADDING THE MOST JOBS 2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
OCCUPATIONS WITH THE GREATEST ANNUAL OPENINGS 2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
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TRINITY RIVER CAMPUS VISIT
Master plan team visiting the Trinity
River Campus, touring the Idea Store and
exploring the connection between the
campus and downtown Fort Worth.
Campus Level Research
The campus level Research sub-section focuses on the impact of existing conditions
specific to each campus. This included visits to each campus by the master plan team
and meeting with campus leadership and stakeholders to gain valuable background on
perceived successes and opportunities for improvement. This effort provided context
and rationale for the master plan’s college level recommendations.
Through the development of this research for each campus, the following factors shaped
the pr ofile of each campus:
— Demographic analysis of the campuses service area provides insight into the growth
and char acteristics for both campus facilities and specific programs.
— Correlating programs the campus offers to trending jobs in distinct categories
pr ovides a clear connection between success in academics and the workplace.
— Evaluation of the College’s academic programs and student enrollment in each
pr ovides an understanding of which programs need to have further investments.
— Analysis of the existing space on each campus and its utilization. Further analysis can reveal potential sources and generate different planning scenarios.
— Gap analysis identifies these inequities between campuses and synthesizes them into
needs t o be accommodated into the master plan. Gaps were also identified during
meetings with campus leadership and stakeholders.
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Central campus green and public space.
South Campus
Campus Background
The first and oldest campus apart of Tarrant County College, the
South Campus, is comprised of numerous one and two story
buildings. Having a high quantity of smaller sized buildings allowed
the campus to create a more typical college campus feel, creating
a network of paths and green spaces between the buildings with
all parking on the exterior of the campus. However, the minimal
square footage of many of the buildings has created functional
and operational challenges on the campus and the quantity of
front facing buildings creates a challenge for future students to
locate the “front door” of the campus. Looking towards the future,
all new construction, existing building renovations, and functional
reconfigurations should further the campus’ mission to produce
career-ready graduates.
The master plan team’s tour with the campus President and their
faculty and staff established a backgr ound of the campuses
identity and the direction that the campus leadership had in
mind. The history of the campus and the identity that has been
established was deemed integral to the success of the campus in
the future. However, aging infrastructure was recognized as being
Automotive Building shop space. Library and campus green, central campus elements.
a limiter for both student and community engagement. Future
program gro wth is also constrained by current available facilities
and the lack of an accessible experience for potential students.
The master plan programming for the future of the South
Campus should include the construction of new facilities aimed
at meeting the curr ent and future needs of technical programs,
general instruction, and the creation of an Onboarding Building
consolidating student enrollment and support services. While the
overall square footage of the existing campus building stock is
sufficient to support current enrollment, the size, configuration,
and functionality of a portion of the space does not. Changing
pedagogy, section size, and program needs has led to the need
to evaluate some existing buildings in terms of their ability to
be renovated and support changing instructional needs. This
evaluation has identified campus buildings which may be better
served by demolition and replacement rather than renovation.
“Our faculty and staff work
efficiently and effectively for
the sole purpose of serving
students and helping to make
a difference in their lives,
and together we ensure that
they are prepared for further
education and productive
careers. Here students will find
a place that opens its doors to
all individuals who are eager to
learn, in an environment where
ideas are openly exchanged,
and diverse perspectives are
respected and appreciated. In
the end, we want our students
to excel.”
— Dr. Lufkin
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SOUTH CAMPUS SITE PLAN
Master Plan Landscape Plan
South Campus
Key Campus Statistics
Year Constructed: 1967
Campus Size: 145.40 acres in South Fort Worth
Building Inventory: 36 Buildings, 687,601 SF
Campus President: Dr. Lufkin
Student Enrollment: 7,475 students
Signature Programs:
— Architecture Technology
— Automotive
— Computer-Aided Drafting
— Construction Management
— Electronics Technology
— Gaming
— Heating, Air Conditioning, and Refrigeration
— Teacher Education
— Welding
0' 100' 200' 400' North
GAP ANALYSIS
Gap analysis identified inequities between campuses and synthesized them into needs
to be accommodated into the master plan. Work sessions with faculty and staff at each
campus helped identify deficiencies and desired improvements.
The work session with the campus faculty and staff provided an opportunity for an
iteration of the phases to be reviewed and the campus priorities to be stated. This
opportunity yielded the valuable feedback that the campus was lacking in:
— A defined front entry.
— A consolidated “One-Stop Shop” for students with Onboarding, student services, and
a W elcome Center.
— The importance of the campus identity and the strong campus framework were also reiterated. Both of these were identified as being integral to the campus’ character and
quality.
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LEGEND
Good Facility
Condition
Fair Facility
Co ndition
SECH Poor Facility
Condition
SBSW Critical Facility
SBSA SHPE Condition
SBSP SNUR
SELT
SETC
SETC
SAUT
SSCI
SCLC
SHSC
SELE
SACA
STEC
SBUS
SACB
SMTH
SACR
South Campus
Facility Condition Assessment Report
Based on the facility condition assessment provided by Jacobs, the critical buildings on
this campus were built around 1967 and are nearing the end of their projected life span.
Based on the Facility Condition Index (FCI), there are 12 buildings on this campus that
ha ve a good FCI score. The majority of the building on this campus are in the fair and poor
FCI score ranges.
FCI Categories: —Good: 0 – 0.02 —Fair: 0.02 – 0.05 —Poor: 0.06 – 0.19 —Critical: +0.20
Critical Buildings:
The master plan phasing addresses the following critical issues: —SACT Building (0.42)
SACCSERS SLIB SACD SMTC
SACT SPAC
SFOB —Phase 1 — Construct new Onboarding Building —SFOE Building (0.34) SFOC
SFOA SBKS
SFOD SSTU SART SMUS
SFOE
SREC
SFOF
FACILITY CONDITION ASSESSMENT DIAGRAM
Existing Conditions Site Plan 0' 100' 200' 400' North
80 —Phase 2 — Renovate Enrollment Services Building —Phase 3 — Construct new Automotive Building —Phase 4 — Renovate existing Automotive Building —Phase 6 — Renovate Performing Arts Center —Phase 8 — Renovate Student Union —Phase 10 — Renovate Nursing and Health Science Buildings —Phase 13 — Renovate Science Building
Facility Condition Index (FCI) is the total cost of needed building repairs and renewal
divided b y the current cost of replacing the building. Each building’s FCI score reflects the
current condition of the building: Good, Fair, Poor, or Critical. —SFOB Building (0.31) —SFOA Building (0.29) —SFOD Building (0.29) —SAUT Building (0.22) —SPAC Building (0.20)
Poor Buildings: —SART Building (0.19) —SELE Building (0.15) —SERS Building (0.15) —SMTH Building (0.11)
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LEGEND
Utilization >75%
Utilization 50% – 75%
SECH Utilization
0% – 50%
SBSW Program Defined
SBSA SHPE Utilization
Not Assignable SBSP SNUR
SELT
SETC
SETC
SAUT
SSCI
SCLC
SHSC
SELE
SACA
STEC
SBUS
SACB
SMTH
SACR
South Campus
Space Utilization Study
Based on overall building utilization, there are zero buildings on this campus that have a
good overall utilization. Out of the over twenty buildings that serve students of the South
Campus, the majority that are scheduled contain space scheduled for classrooms or labs
that are below the utilization target.
Utilization Categories: —Good: +75% —Fair: 50% – 75% —Poor: 0% – 50% —Program Specific Utilization: Utilization standards not applied
Overall building utilization identifies current opportunities within existing campus class
lab and classr oom inventory to determine if they are capable of supporting current
and projected enrollment or if additional inventory is needed. Analysis utilizes course
schedule data from the Fall 2021 semester. —Not Assignable: No Class Labs or Classrooms
Poor Utilization:
SACCSERS SLIB SACD SMTC
SACT SPAC
SFOB —SCLC Building (0%) SFOC
82 83
SPACE UTILIZATION DIAGRAM
Existing Conditions Site Plan
SFOA
SFOD
SFOF
SBKS
SFOE
SSTU SMUS SART
SREC
0' 100' 200' 400' North
Primary limiters to the higher utilization of classrooms and labs can be attributed to size,
configuration, lack of upgraded technology, and functionality of many of the buildings
that are original to the campus. The utilization of the Automotive and any program that is
part of the Center of Excellence for Energy Technology should be considered separately
from other programs based on the unique programming requirements. —SPAC Building (7.3%) —SACR Building (8%) —SACC Building (11.5%) —SART Building (12%) —SHSC Building (13.2%) —SREC Building (16%) —STEC Building (20.3%) —SMUS Building (20.6%)
Program Specific Utilization: —SAUT Building
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MARKET SUMMARY
Campus Catchment Area
MARKET SUMMARY
Campus Catchment Area
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EDUCATION SUMMARY
Campus Catchment Area
HISTORIC AND PROJECTED POPULATION ESTIMATES
Campus Catchment Area
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SHARE OF POPULATION BY AGE COHORTS, 2011 – 2031
Campus Catchment Area
TOTAL FALL ENROLLMENTS PROJECTIONS
Campus Cat chment Area
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2021 POPULATION AGE 18 – 64
ZIP Code Analysis
POPULATION GROWTH AGE 18 – 64, CAGR 2021 – 2031
ZIP Code Analysis
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STUDENT RESIDENCE DENSITY BY ZIP CODE
TCC has no on-campus student residences
STUDENT RESIDENCE DENSITY HEAT MAP
TCC has no on-campus student residences
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Campus Access
Vehicular and Pedestrian Circulation
VEHICULAR CIRCULATION
The campus is bound by four roadways, Campus Drive to the West, Joe B. Rushing
Road to the North, C.A. Roberson Boulevard to the East, and Interstate Highway 20 to
the South. Each of the roadways offers vehicular connectivity to the campus. None
of the proposed phases would negatively impact vehicular paths and/or traffic with
the exception of the construction material drop offs and the staging of construction
materials.
VOLUME I RESEARCH
PEDESTRIAN CIRCULATION
There are no sidewalks that connect to any of the main roadways, so pedestrian
connectivity will originate from either the parking lots or drop off areas. There are public
bus stops located on the East side off of C.A. Roberson Boulevard, on the North side off
of Joe B. Rushing Road and on the South side of the campus off an internal drive. INTERST A TE 20
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Vehicular and Pedestrian Traffic
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Student using models and drafting as part of the Architectural
Technology program.
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Labor Market Analysis
South Campus Occupational Programs
Fastest Growing Occupations
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #5: Web Developers
Occupations Adding the Most Jobs
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #5: First-Line Supervisors of Office and Administrative Support
Workers
— #10: First-Line Supervisors of Mechanics, Installers, and
Repairers
Highest Paying Occupations
Dallas, North Central Texas, Tarrant WDAs
— #11: Web Developers
— #12: First-Line Supervisors of Mechanics, Installers, and
Repairers
Occupations With Greatest Annual
Openings 2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #4: First-Line Supervisors of Office and Administrative Support
Workers
— #5: First-Line Supervisors of Mechanics, Installers, and
Repairers
FPC provided data related to
job demand, need, and growth
within the College’s service
area and the Greater Dallas-
Fort Worth-Arlington, Texas,
MSA (Metropolitan Statistic
Area). This study was cross-
walked with the programs
that the South Campus offers
and the available top 20
occupations were outlined.
Student using the Library to study. Professor utilizing hands on learning with Automotive program students.
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View of a campus quad near the Library.
Interior of the Theater in the Fine Arts Building. Clock tower at the Student Union, a defining campus landmark.
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Northeast Campus
Campus Background
The Northeast Campus is the second oldest campus within the
college and shares the Tarrant County College joint commitment
to being One College, Student Ready, Serving the Community.
The campus has been serving students for over 50 years on their
186.79-acre site. The campus consists of 17 buildings housing
various technical, academic, early education, and community
programs ensuring there is a place for everyone at the Northeast
Campus. Looking towards the future, all new construction,
existing building renovations, and functional re-configurations
should further the campus’ mission to support all learners in
achieving their goals.
The master plan team’s tour with the campus President and their
faculty and staff established a background of the campuses
identity and the direction that the campus leadership had in mind.
Emphasis was placed on the people that make up the campus,
from the students to the faculty and staff. The importance
of involvement in both the campus and the community were
underlined by the academic and student-centric programs that
the campus engages in. The diversity of the student body and the
pride that the students have in the campus was identified as a key
factor in the success of the campus. Additionally, the condition
of the existing facilities was identified as something that directly
effects overall campus morale. The leadership believes that
students deserve a high quality experience and that the spaces
should enable students to achieve their dreams.
The master plan programming for the future of the Northeast
Campus should take into account the construction of new
facilities aimed at meeting the current and future needs of
technical programs, Early College High School, Student Support
Services, and the development of a Learning Commons.
Renovations, additions, and new construction should focus on
implementing the College initiative of 3 Goals and 8 Principles.
The master plan will further enhance the existing cohesiveness
on campus by creating and enhancing pedestrian paths, outdoor
spaces, and connections between the existing buildings and any
new construction.
“Our faculty and staff take
pride in working here to
support learners in bringing
their goals to fruition. We are
TCC proud and resolute in
our commitment to support
students in completing the
goals they set for themselves.
We also take pride in a long
history of working lockstep
with our community partners
– civic, educational, economic
development, and corporate
– to ensure exceptional
experiences for TCC students
and families.”
— Dr. Ayers-Palmore
100 101
+
Tarran
, WCCE55 wm•• AEACH. ~ I Cou11ty College· CORGAN
GRAPEVINE HIGflWAY
(1 '';
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VOLUME I RESEARCH VOLUME I RESEARCH
NORTHEAST CAMPUS SITE PLAN
Master Plan Landscape Plan
Northeast Campus
Key Campus Statistics
Year Constructed: 1968
Campus Size: 186.79 acres between North Richland Hills and Hurst
Building Inventory: 23 Buildings, 665,862 SF
Campus President: Dr. Ayers-Palmore
Student Enrollment: 9,968 students
Signature Programs:
— Child Development
— Dental Hygiene
— Information Technology
— Teacher Education
— Visual Arts
— World Languages
0' 100' 200' 400' North
GAP ANALYSIS
Gap analysis identified inequities between campuses and synthesized them into needs
to be accommodated into the master plan. Work sessions with faculty and staff at each
campus helped identify deficiencies and desired improvements.
The work session with the campus faculty and staff provided an opportunity for an
iteration of the phases to be ranked based on importance of the work completed during
that phase to the state of the campus. This opportunity yielded the valuable feedback
that the campus was lacking in:
— A defined campus front entry.
— A consolidated “One-Stop Shop” for students with Onboarding, student services, and
a Welcome Center.
— The science buildings were also identified as being sub-par and an urgent issue to
resolve to improve campus perception and student service.
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VOLUME I RESEARCH
LEGEND
GRAPEVINE HIGHWAY Good Facility
Condition
Fair Facility
NBSA NDPP Condition
NMPC NDPW
NBSA NDSC
Poor Facility
Condition
Critical Facility
NDPA Condition
NSCW NTAB
NHSC
NSCE
NHPE
NACB
NFAC
NIMC NLIB NBSS
NFAB NCAB
NADM
NSTU
FACILITY CONDITION ASSESSMENT DIAGRAM
Existing Conditions Site Plan 0' 100' 200' 400' North
VOLUME I RESEARCH
Northeast Campus
Facility Condition Assessment Report
Based on the facility condition assessment provided by Jacobs, the most critical
buildings on this campus were originally built between 1968 and 1972 and are ending
their projected life span.
Based on the Facility Condition Index (FCI), there are 11 buildings on this campus that
have a good FCI score. The majority of the proposed work on this campus is renovation
of existing buildings to accommodate present programs and make the buildings operate
more efficiently.
The master plan phasing addresses the following critical issues:
—Phase 1 — Construct new Science Building
—Phase 2 — Renovate Science Buildings
—Phase 6 — New Academic Classroom Building
—Phase 8 — Addition to Health & Physical Education Building
—Phase 9 — Renovate Communication Arts Building
Facility Condition Index (FCI) is the total cost of needed building repairs and renewal
divided by the current cost of replacing the building. Each building’s FCI score reflects the
current condition of the building: Good, Fair, Poor, or Critical.
FCI Categories:
—Good: 0 – 0.02
—Fair: 0.02 – 0.05
—Poor: 0.06 – 0.19
—Critical: +0.20
Critical Buildings:
—NFAC Building (0.38)
—NHPE Building (0.29)
—NBSA Building (0.24)
—NSCE Building (0.23)
—NCAB Building (0.21)
—NACB Building (0.20)
Poor Buildings:
—NFAB Building (0.18)
—NHSC Building (0.18)
—NADM Building (0.17)
—NSCW Building (0.13)
—NLIB Building (0.09)
102 103
+
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VOLUME I RESEARCH
LEGEND
GRAPEVINE HIGHWAY Utilization >75%
Utilization
NBSA NDPP 50% – 75%
NMPC NDPW Utilization
NBSA NDSC 0% – 50%
Program Defined
NDPA Utilization
Not Assignable
NSCW NTAB
NHSC
NSCE
NHPE
NACB
NFAC
NIMC NLIB NBSS
NFAB NCAB
NADM
NSTU
SPACE UTILIZATION DIAGRAM
Existing Conditions Site Plan 0' 100' 200' 400' North
VOLUME I RESEARCH
Northeast Campus
Space Utilization Study
Based on overall building utilization, there are zero buildings on this campus that have
a good overall utilization. Out of the 17 buildings that serve students of the Northeast
Campus, the majority that are scheduled contain space scheduled for classrooms or labs
that are below the utilization target.
Overall building utilization identifies current opportunities within existing campus class
lab and classroom inventory to determine if they are capable of supporting current
and projected enrollment or if additional inventory is needed. Analysis utilizes course
schedule data from the Fall 2021 semester.
Further analysis of the existing spaces on the Northeast Campus indicate that primary
limiters to the higher utilization of classrooms and labs can be attributed to the lack of
upgraded classrooms and classrooms that are undersized or lack the proper technology.
The utilization of the Dental Hygiene and EMS programs should be considered separately
from other programs based on the unique programming requirements.
Utilization Categories:
—Good: +75%
—Fair: 50% – 75%
—Poor: 0% – 50%
—Program Specific Utilization: Utilization standards not applied
—Not Assignable: No Class Labs or Classrooms
Poor Utilization:
—NIMC Building (25.5%)
—NACB Building (35.9%)
—NHPE Building (43.2%)
—NBSS Building (46.6%)
—NSCW Building (48.4%)
—NSCE Building (49.6%)
—NFAB Building (48.7%)
—NCAB Building (49.5%)
Program Specific Utilization:
—NHSC Building
104 105
106 107
+,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
□FACILITY PROGRAMM ING
AND CO NSULT ING
Market Summary
2021 v TCC: NE Campus Catchment Area, 2021 F V SOURCE: ESRI I Page 1 of2
□FACILITY PROGRAMMING
AND CONS U LTI NG
Market Summary
2021 v TCC: NE Campus Catchment Area , 2021 F V SOURCE: ESRI I Page 2 of2
Total Population Businesses and Employment
2010 934,900 Sector PCT Businesses Employmen1 PCT Occupations
Age Groups 2021 Race/ Ethnicity 0 Businesses Retai l 14.9% 5,500 67,740
2031
10-YrProjected CAGR ► 1.6% 0 :51 4 Population Age 18-64 0 15-17 593,800 • 2010
18-34
0 2021 35-64
0 2031
2:65 10-Yr Projected CAGR ► 1.3%
• Employment Accommodation 7.6% 2,830 49,030 Diversity 71.7 Health Care Index 8.5% 3,160 40,710 • White Collar • Manufacturing 3.3% 1,210 34,330 8.3% 0 White Educatio n Blue Collar An estimated 36,980 2.4% 890 34,130 8.2% 0 Black businesses are located within Other Serivces 11.7% 4,310 27,790 6.7% 0 Services
0 Asian the Market Area and t h ey Construction 7.3% 2,690 22,430 5.4%
0 employed approximately Professional 9.1% 3,360 22,260 5.4% Other 414,870 workers. Wholesa le 2.7% 1,000 17,940 4.3% Q Hispanic Government 1.3% 480 17, 130 4.1% Management Finance 5.8% 2,140 15,720 3.8%
Educational Attainment
No High School
High School Degree or Equivalent
Households Some College, No Degree
Transportation 2.1% 770 15,620 3.8% Professional
In terms of employment, the
Retail Trade sector was the Administrative 3.4% 1,250 13,690 3.3% Sales
NOTE: Pe!sons of Hispanic Origin may be of any race. I Th e Diveisitylndex mrosues the p1000bil iy Real Estate 5.5% 2,040 13,450 3.2% tllat ~vo people from the same M!!l will be f,omdiffeient race/ ethnic groups . A Diveisily Index largest in t h e *M arket Area Admin 1111:re;:-f)f-!i h1 J1r1 II lo 1{K> as llte Iq11lal11H1 1s evml y d1•.11ct-x:l 11llo l wc1 f)r rrKN~ ,a:P., l-!lhr11c gn11IIis with app roxi mately 67,740 Informatio n 1.8% 660 10,490 2.5% Farming 0.1% worke rs. This sector Enterta inment 1.8% 670 7,490 1.8% Income accounted for an esti mat ed Unclass ified 10.1% 3,730 2,220 0.5% Construction 4.3%
415,400 Associates Degree
Total 46.4% Bachelor's Degree $266,100
Home Value Graduate Degree
$78,000 5500 businesses. Headquarters 0.3% 120 1,070 0.3% Maintenance .3.1%
Median HH Income Mining 0.2% 70 780 0.2% Production Utilities 0.1% 30 590 0.1% $38,400 Agricultu re 0 .2% 80 270 0.1% Transportation 8.9%
Per Capita Income
• Market Area: Is the same as the region refe renced in the YELLOW bar highlighted at the top of the page
VOLUME I RESEARCH VOLUME I RESEARCH
MARKET SUMMARY MARKET SUMMARY
Campus Catchment Area Campus Catchment Area
108 109
+
Education Summary □FACILITY PROGRA MMING
AND CO N S U LT ING 202 1 v T C C : N E Campus C atchment A rea , 2 021 F
Education Enrollment
Total Enrolled in School
Not Enrolled in School
304,700
736,500
Percent in/ Not in School 29.3% 70.7%
School Enrollment by Grade Level
0 PRE-Preschool -KND-Grade 12 0 Higher Ed
SOURCE: 2015-2019 American Com munity S urvey
Percent of
Enrolled
70.8%
K-12
17.4%
College
5.1%
Grad School
V SOURC E: ESRI , ACS
Household Expenditures on Education
Total Spending
Average/ Household
Index
Spending Category
College Tuition
K-12 Tuition
Other School Supplies
Rental of Books/ Equipment
Supplies for College
Test Preparation/ Tutoring Services
Supplies for K-12 Schools
Vocational Tuition
Tuition for Other Schools
Supplies for Preschool
Supplies for Vocational Schools
$796,014,900
$1,916
111
Total Expenditures
$472,450,500
$109,862,000
$29,907,000
$26,776,300
$22,071,200
$11,723,000
$10,781 ,800
$7,062,900
$6,409,300
$1,524,700
$450,800
I Page 1 of 1
Average/ Index
Household
$1,137 108
$265 111
$72 118
$64 116
$53 121
$28 108
$26 122
$17 120
$15 109
$4 117
$1 118
NOTE: A n index of 100 re flect s t he national average. An i ndex of 120 s uggests spending is 20 percent above t he average.
SOURCE: ESRI and Fac ility Prog ramming and Consu lting
1,600,000
1,400,000
1,200,000
1,000,000
953,300
Historic Population Estimates
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
800,000 ----812,600 710,800 ---------------
604,4 A~QQ~-------------------600,QOQ :
400,000
222,900 268,800 -----------------------318,300
200,000 I I
0
42,500 46,200
------------------------ - - - - --------- - ---- - - -50,800
2011 2013 2015 2017 2019 2021 2023 2025 202 7 2029 2031
-2011-21 Total Popu lation CNG: 184,600, 19.4 % or CAGR 1.8% 11 2021-31 CNG: 191,800, 16.9% or CAGR 1.6%
-2011-21 Population Age 18-64 CNG: 106,400, 17.6% or CAGR 1.6% 11 2021-31 CNG : 101,700, 14.3% or CAGR 1.3%
-2011-21 Population Age 18-34 CNG: 45,900, 20.6% or CAGR 1.9% 11 2021-31 CNG: 49 ,600, 18.4% or CAGR 1.7%
-2011-21 Population Age 15-17 CNG: 3,700 , 8.8% o r CAGR 0.8% 11 2021-31 CNG: 4,600, 9.9% or CAGR 1.0%
VOLUME I RESEARCH VOLUME I RESEARCH
EDUCATION SUMMARY HISTORIC AND PROJECTED POPULATION ESTIMATES
Campus Catchment Area Campus Catchment Area
110 111
+
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
SOURCE ES RI and Faci lity Prog ramming and Con sult ing
':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. 0 ~ 0 0 0 0 8, ~ 0 0 0 ~ 0 0 ~ 0 0 0 0 0 0 00 CD 0) C"') CD ~ ~ ..... ..... 0 .,, ..... 0) ..... C"') .,, 00 c,; c,; c,; ci ci ci ..... ..... ..... N N N ('I) ('I) ('I) ('I) ('I) ~ ~ ~ ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... ..... .....
':§e. ':§e. ':§e. ~ ':§e. 0 0 &, ':§e. ':§e. 0 0) .. 0 ':§e. ':§e. '#. ~ ;j ~ '° .,, ~ .. ~ 0 ':§e. ':§e. ':§e. ':§e. c,; c,i c,; c,; C"') ..... 0) ~ 0 .. 0 ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ~ .,, .. 0 C"') c,; c,; co N 0) CD C"') 0 0 0 0 ~ ['I') C"') C"') co 00 00 ....: CD .,, "<:I" C"') C"') C") ....: ....: ....: C") ['I') C"') C"') C") ....: ....: ....: ....: C"') C") M M C"') C") C")
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Percentage Point Change by Cohort and 10-YearTime Frames
■ 2010-21 Age ~14 -2011-21: -1.9% II 2021-31 : -0 .9 % ■ 2010-21 Age 15-17 -2011-21: -0.4% II 2021-31: -0 .2%
■2010-21Age18-34-2011-21:0.2% 112021-31:0.3% □2010-21Age35-64-2011-21:-1.2% 112021-31:-1.7%
a 2010 -21 Age ~65 -201 1-21: 3.2% II 2021 -31: 2.5%
20,000
18,000
16,00 0
14,000
12,000
10,000
8,000
6,00 0
4,000
2,000
SOURCE: Tarrant County Co ll ege and Facility Programming and Con sulting
Historic Enrollment
17,458
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH.
Average of All Enrollment Scenarios
Projected Growth (2021-31)
■ Enrollment Change: 2,048
■ Total Percent Change: 21.5%
■ Annual Growth (CAGR): 1.96%
CORGAN
13,185
11,591 10,909 10,678
6,252
201 0 2011 20 12 20 13 2014 2015 2016 201 7 20 18 20 19 2020 2021 2022 2023 202 4 2025 2026 2027 2028 2029 2030 203 1
-Based on 2016-21 Trend Line
-2021 Capture Rate (2021 Enrollment/ 2021 College Service Area Population Age 18-64) Held Constant at 0.7%
-catchment Area Population Age 18-64, CAGR 2021-31 Held Constant at 1.3%
-9-12 Grade Graduate Growth in Catchment Area (Institutions with > 100 Graduates), CAGR 2015-20 Held Constant at 3.3%
-Average of all Enrollment Projection Scenarios (minus Trend Line)
□FACILITY PROGRAMMING
AN D CONS ULT I NG
VOLUME I RESEARCH VOLUME I RESEARCH
SHARE OF POPULATION BY AGE COHORTS, 2011 – 2031 TOTAL FALL ENROLLMENTS PROJECTIONS
Campus Catchment Area Campus Catchment Area
112 113
+
@ Northwest
... Northeast
@ South
@ Southeast
@ Trinity River
Mile Radius O s Miles
0 10 Miles
0 15 Miles
Population Age 18-64
LJ 510,000 -530,000
c:]520,000 -~30,001
Ellis
□FACILITY PROGRAMM ING
AN D CO N SU LTI NG
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon.
0
'-{ Wise 1
I White Slettle I
a O 5 10Mi les W Source: ESRI and Facility Programming and Consulting
@ Northwest
@ Northeast
@ South
Rendon • Mans •
A-isco I • I I
The Colont . '
I
,~ Tarranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
Murphy Wylie • •
' I I
owlett i • I
oo ----------r-~--
@ Southeast
@ Trinity River
Mile Radius O s Miles
0 10 Miles
0 15 Miles
1 IL-.,;~-'
Annual Growth
Population Age 18-64
D :;;;0.0% -52.0% -54.0%
D :;;;1_0% •53.o% •>4.o%
Ellis
□FACILITY PROGRAMMING
A N D CONS UL T I NG
Information shown hereon is a graphical representation only and based upon available information Facility Programming and Consulting cannot be responsible for consequences resu lting from error or omission in the in formation and graphical representations made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
2021 POPULATION AGE 18 – 64 POPULATION GROWTH AGE 18 – 64, CAGR 2021 – 2031
ZIP Code Analysis ZIP Code Analysis
114 115
+
□ Catchment Area
Catchment Area: Top ZIP Codes comprised of
7,694 students (CUML 79.6%); Capture Rate : 1.1%
Mile Radius
0 5 Miles
0 10 Miles Q 15 Miles
Students by ZIP Code
LJ:50 -:5200
c=J ::;;50 -::;;400 1111 ::;;100 ->400
Ellis
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be respon~ble for consequences resulting from error or omission in the information and graphical representations made hereon.
• I
'
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..
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I
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. , . . ' . ... -
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0 0 5 10Mi les W Source: ESRI and Facility Programming an d Consu lting
Johnson
.... Northeast Campus
• Little Elm
Mile Radius 0 5 Miles 0 15 Miles
0 10 Miles
,~ Tarranl Cou11ty College·
~ WCCE55 wm•• AEACH.
Sparse
Dense
CORGAN
• •
Information shown hereon is a graphical representation only and based upon available information Facility Programming and Consulting cannot be responsible for consequences resu lting from error or omission in the information and graphical representations made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
STUDENT RESIDENCE DENSITY BY ZIP CODE STUDENT RESIDENCE DENSITY HEAT MAP
TCC has no on-campus student residences TCC has no on-campus student residences
116 117
+Tarran
, WC:CE55 wm .. AEACH. ~ I Cou11ty College· CORGAN VOLUME I RESEARCH
Campus Access
Vehicular and Pedestrian Circulation
VEHICULAR CIRCULATION
The Northeast Campus connects North Richland Hills at its Western edge and Hurst
on its Eastern edge. The campus is bordered by several major thoroughfares which
provide access points to the campus. Primary access points are from Harwood Road and
Grapevine Highway via Interstate Highway 820 and State Highway 183. Tarrant County
Jr. College Road and TCC Road provide access to the college campus from Harwood
Road, Grapevine Highway, and Precinct Line Road. None of the proposed phases would
negatively impact vehicular paths and/or traffic with the exception of the construction
material drop offs and the staging of construction materials.
PEDESTRIAN CIRCULATION
There are no sidewalks along any of the main roads. All pedestrian traffic will come from
the parking lots and drop offs. Mass transit options include a stop for the Trinity Metro
Bus Route #23 located at the South corner outside the Student Center (NSTU) and the
TEXRail Smithfield station. Internally, the normal pedestrian traffic routes should not be
interrupted except for master plan phases 3 and 6. Phase 3 consists of a renovation and
expansion as well as an expansion to its parking lot. Phase 6 consists of a new academic
classroom that will remove the sidewalk, so students that traditionally use these
sidewalks will have to navigate around the proposed building or find a different route.
VOLUME I RESEARCH
TX HIGHWAY 121
CAMPUS ACCESS FRAMEWORK
Vehicular and Pedestrian Traffic
N. HARDWOOD RD.
G
R
A
P
E
V
I
N
E
H
I
G
H
W
A
Y
PREC
I
N
C
T
L
I
N
E
R
D
.
DAV
I
S
B
L
V
D
.
118 119
+
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN VOLUME I RESEARCH
Students taking notes as part of their course.
Students participating in an SI discussion. Dental Hygiene program student practicing their skills in the Dental Hygiene Clinic.
VOLUME I RESEARCH
Labor Market Analysis
Northeast Campus Occupational Programs
Fastest Growing Occupations
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #1: Dental Hygienists
— #5: Web Developers
— #6 Substance Abuse and Mental Health Counselors
— #7: Paralegals and Legal Assistants
— #12: Tax Preparers
Occupations Adding the Most Jobs
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #5: First-Line Supervisors of Office and Administrative Support
Workers
— #11: Paralegals and Legal Assistants
— #15: Dental Hygienists
— #16: Real Estate Sales Agents
— #18: Property, Real Estate, and Community Association
Managers
Highest Paying Occupations
Dallas, North Central Texas, Tarrant WDAs
— #4: Tax Preparers
— #5: Property, Real Estate, and Community Association
Managers
— #9: Dental Hygienists
— #11: Web Developers
— #19: Photographers
— #20: Real Estate Sales Agents
Occupations With Greatest Annual
Openings 2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #4: First-Line Supervisors of Office and Administrative Support
Workers
— #14: Real Estate Sales Agents
— #20: Paralegals and Legal Assistants
FPC provided data related to
job demand, need, and growth
within the College’s service
area and the Greater Dallas-
Fort Worth-Arlington, Texas,
MSA (Metropolitan Statistic
Area). This study was cross-
referenced with the programs
that the Northeast Campus
offers and the available top 20
occupations were outlined.
120 121
+
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
.
~
~ • ~ v~l
"--'! • -• . . .
,:..,. . ;-~ ...
~
VOLUME I RESEARCH
Annual Horticulture program Spring plant sale.
Fire Academy training using the Fire Field at the Public Safety
Training Center.
Ongoing construction as part of bond projects involved in the campus redevelopment.
VOLUME I RESEARCH
Northwest Campus
Campus Background
The Northwest Campus has focused on putting students first
for over 40 years. As teaching methodologies, technology, and
student needs continue to change, so have the space needs of
the educational facilities that support those functions. As TCC
looks forward to 40 more years of serving students, they are also
looking at what that means in terms of their current and future
facilities.
The master plan team’s tour with the campus President and their
faculty and staff established a background of the campuses
identity and the direction that the campus leadership had in mind.
Dr. Blankenbaker made it clear to the master plan team that the
defining guide for the campus is to respond to community and
employment needs.
The tour’s focus on the Public Safety Training Center and
Horticulture facilities was based on programs not addressed
by ongoing projects. Further development of these programs
is restricted by the existing facilities and the lack of updates. In
particular, the stagnant nature of the Fire Field and Swift Water
program, while unique elements, are not drivers for community
members to come back and engage with. These unique
facilities provide potential community involvement and revenue
opportunities, but lack of attention has lessened their usage.
Future program success was also established on the growth of
the facilities despite constant increase in student and community
member interest/enrollment.
The master plan programming for the future of the Northwest
Campus should take into account the construction of new
facilities aimed at meeting the current and future needs of the
Horticulture program, the Public Safety Training Center, and
future enrollment growth. In addition, renovation, expansion, and
reprogramming of the WHPE which provides resources for dance,
physical education and aquatic programs should be addressed.
The master plan will also focus on creating a cohesive campus
and working to create paths, outdoor spaces, and connections
between the existing buildings and any new construction.
“TCC Northwest is committed
to providing a student-
centered environment and
focusing our resources on
student learning, development,
and success. Our college
has over 155 student
organizations providing
you an opportunity to make
connections and develop
leadership skills that translate
to professional careers. We
hope that during your time at
TCC, you experience a sense
of community, respect, and
belonging both in and out of
the classroom.”
— Dr. Blankenbaker
122 123
+
MARINE CREEK LAKE
---------
\_____ ----
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,~ Tarranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN VOLUME I RESEARCH VOLUME I RESEARCH
NORTHWEST CAMPUS SITE PLAN
Master Plan Landscape Plan
Northwest Campus
Key Campus Statistics
Year Constructed: 1975
Campus Size: 187.50 acres in North Fort Worth
Building Inventory: 38 Buildings, 523,460 SF
Campus President: Dr. Blankenbaker
Student Enrollment: 7,372 students (shared with Alliance West Site)
Signature Programs:
— Aviation
— Criminal Justice
— Dance
— Fire Technology
— Horticulture
— Nondestructive Inspection, Testing, and Evaluation
0' 100' 200' 400' North
GAP ANALYSIS
Gap analysis identified inequities between campuses and synthesized them into needs
to be accommodated into the master plan. Work sessions with faculty and staff at each
campus helped identify deficiencies and desired improvements.
The campus visit with the campus faculty and staff provided an opportunity for the
master plan team to hear items that the campus wanted to focus future development
efforts on. This opportunity yielded the valuable feedback that the campus was lacking
in:
— A defined identity for the Public Safety Training Center.
— Many of the facilities and site infrastructure for the Public Safety Training Center are
sub-par and an urgent issue to resolve to improve campus perception and student
service.
— The Horticulture program also was identified as needing attention.
+~~ Tnrrant County Co llegec
~ sucass wn 1-1N REACH. CORGAN
■
■
■
■
DRIVE
COLLEGE
WFSK
W
F
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C
W
F
S
S
WACB
WFSE
WATB
VOLUME I RESEARCH VOLUME I RESEARCH
LEGEND
Good Facility
Condition
WFMP Fair Facility
Condition
WCJD
Poor Facility
Condition
WCTT
Critical Facility
WCJC WFSJ Condition WFSIWCJR
WPFR WFSF WFSH
WFSG
WFSB WFSD
WFSA
WFSV
WMBD
WMBC
Northwest Campus
Facility Condition Assessment Report
Based on the facility condition assessment provided by Jacobs, the most critical
buildings on this campus were originally built between 1975 and 1988 and are ending
their projected life span.
FCI Categories:
—Good: 0 – 0.02
—Fair: 0.02 – 0.05 WMBBWMBA
—Poor: 0.06 – 0.19
Based on the Facility Condition Index (FCI), there are 29 buildings on this campus that
have a good FCI score. The majority of the proposed work on this campus is renovation
of existing buildings to accommodate present programs and make the buildings operate
more efficiently.
—Critical: +0.20 WHPE
BUILDING 1 WGHB Critical Buildings: WBSA WHPB —WATB Building (23.85) MARINE CREEK LAKE —WGHA Building (0.44)
The master plan phasing addresses the following critical issues: —WCJR Building (0.33) BUILDING 3 —Phase 1 — New Building Services Building at Construction Hub
BUILDING 2 —Phase 2 — Renovate Building Services Building Poor Buildings:
BUILDING 4 —Phase 3 — New Public Safety Training Center Building —WCJC Building (0.16)
—Phase 5 — Construct new Reality-based Training Center —WACB Building (0.11)
—Phase 7 — Renovate Fire Service Training Center —WGHB Building (0.10)
—Phase 9 — Renovate Academic Classroom Building —WFSC Building (0.07)
Facility Condition Index (FCI) is the total cost of needed building repairs and renewal
divided by the current cost of replacing the building. Each building’s FCI score reflects the
current condition of the building: Good, Fair, Poor, or Critical.
FACILITY CONDITION ASSESSMENT DIAGRAM
Existing Conditions Site Plan 0' 100' 200' 400' North
124 125
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DRIVE
COLLEGE
WFSK
W
F
S
C
W
F
S
S
WACB
VOLUME I RESEARCH VOLUME I RESEARCH
LEGEND
Utilization >75%
WFMP Utilization
50% – 75%
WCJD
Utilization
0% – 50%
WCTT
Program Defined
WCJC WFSJ Utilization WFSIWCJR
WPFR WFSF Not Assignable WFSH
WFSG
WFSB WFSD
WFSA
WFSE
WATB
Northwest Campus
Space Utilization Study
WFSV
Based on overall building utilization, there are four buildings on this campus that have
a good overall utilization. Out of the over 35 buildings on the Northwest Campus, the
majority that are scheduled contain space scheduled for classrooms or labs that should
be considered separately from other programs based on the unique programming
requirements.
Utilization Categories: WMBD
WMBC —Good: +75%
—Fair: 50% – 75% WMBBWMBA
—Poor: 0% – 50%
—Program Specific Utilization: Utilization standards not applied WHPE
—Not Assignable: No Class Labs or Classrooms BUILDING 1 WGHB Overall building utilization identifies current opportunities within existing campus class
lab and classroom inventory to determine if they are capable of supporting current
and projected enrollment or if additional inventory is needed. Analysis utilizes course
schedule data from the Fall 2021 semester.
WBSA WHPB Poor Utilization: MARINE CREEK LAKE —WATB Building (0%)
—WHPE Building (48.5%)BUILDING 3
BUILDING 2 Separating these certain programs from the defined standards is appropriate at the
Northwest Campus because of the requirement of many of these programs. In particular,
the Horticulture and Public Safety Training Center programs require unique instructional
spaces. Many of these spaces are also utilized as part of Continuing Education, which is
not included in utilization.
Program Specific Utilization:
BUILDING 4 —All Fire Training Field Buildings/Facilities
—WCJC Building
—WCJR Building
—WFSC Building
—WFSS Building
—WPFR Building
SPACE UTILIZATION DIAGRAM
Existing Conditions Site Plan 0' 100' 200' 400' North
126 127
128 129
+
FACILITY PROGRAMM ING
AND C ONSULT IN G
Market Summary
2021 v TCC: NW Campus Catchment Area, 2021 F V SOURCE: ESRI I Page 1 of2
Total Population
2010 733,700
Age Groups 2021 Race/ Ethnicity
2031 Diversity 71.5
10-YrProjected CAGR ► 1.8% 0 :51 4 Population Age 18-64 0 15-17 455,600 • 2010
18-34
0 2021 35-64
0 2031 2:65 10-Yr Projected CAGR ► 1.6%
Index • White
0 Black
0 Asian 0 Other
Q Hispanic
Educational Attainment
No High School NOTE: Pe!sons of Hispanic Origin may be of any race. I Th e Diveisitylndex mrosues the p1000bil iy tllat ~vo people from the same M!!l will be f,omdiffeient race/ ethnic groups . A Diveisily Index
1111:re;:-f)f-!i h1 J1r1 II lo 1{K> as llte Iq11lal11H1 1s evml y d1•.11ct-x:l 11llo l wc1 f)r rrKN~ ,a:P., l-!lhr11c gn11IIis
High School Degree or Equivalent
Households Some College, No Degree Income
319,500 Associates Degree $77,200
Total Median HH Income 40.9% Bachelor's Degree $240,100 $34,600
Home Value Graduate Degree Per Capita Income
□FACILITY PROGRAMMING
A ND C O N S U LTI NG
Market Summary
2021 v TCC: NW Campus Catchment Area, 2021 F
Businesses and Employment
Sector PCT Businesses Employmen1 PCT
0 Businesses Retai l 15.9% 3,690 44,400
• Employment Accommodation 8.4% 1,950 30,480
Education 2.5% 590 23,280
Professional 7.8% 1,800 23,030 8.9%
An estimated 23, 160 Health Care 6.8% 1,580 19,950 7.7%
busi nesses are locat ed within Manufacturing 3.5% 820 18,420 7.1%
the Market Area and t h ey Other Seriv ces 13.0% 3,010 17,910 6.9%
employed approximately Construction 8.5% 1,960 15,910 6.1% 260, 160 workers. Wholesa le 3.0% 700 13,840 5.3%
Transportation 2.1% 490 12,880 5.0%
Government 1.2% 270 9,390 3.6%
Finance 5.2% 1,210 7,950 3.1% In t erms of employment, the
Retail Trade sector was the Real Estate 5.3% 1,220 6,110 2.3%
largest in t h e *Market Area Administrative 3.4% 780 5,680 2.2%
with app r oxi mately 44,400 Entertainment 1.8% 410 4,070 1.6%
worke rs. This se ctor Information 1.7% 400 3,560 1.4%
accounted for an esti mat ed Unclassified 9.0% 2,080 1,470 0.6%
3690 businesses. Mining 0.2% 60 650 0.3%
Headquarters 0.3% 70 500 0.2%
Utilities 0.1% 20 360 0.1%
Agricultu re 0 .3% 60 310 0.1%
• Market Area: Is the same as the region refe renced in t he YE LLOW bar highlig hted at the top of t he page
,~ T arranl Cou11t y College·
~ WCCE55 wm•• AEACH. CORGAN
V SOURCE: ESRI I Page 2 of2
Occupations
Management
Professional
Sales
Admin
Farming
Construction
Maintenance
Production
Transportation
• White Collar Q Blue Collar
Q Services
0.1%
9.1%
VOLUME I RESEARCH VOLUME I RESEARCH
MARKET SUMMARY MARKET SUMMARY
Campus Catchment Area Campus Catchment Area
130 131
+
Education Summary □FACILITY PROGRA MMING
AND CO N S U LT ING 202 1 v T CC: NW C ampus Catchme nt Area , 202 1 F
Education Enrollment
Total Enrolled in School
Not Enrolled in School
236,500
585,700
Percent in/ Not in School 28.8% 71.2%
School Enrollment by Grade Level
GRAD
11K
0 PRE-Preschool -K ND-Grade 12 0 Higher Ed
SOURCE: 2015-2019 A mer ican Commu nity Survey
Percent of
Enrolled
72.9%
K-12
15.9%
College
4.6%
Grad School
V SOURC E: ESRI , ACS
Household Expenditures on Education
Total Spending
Average/ Household
Index
Spending Category
College Tuition
K-12 Tuition
Other School Supplies
Rental of Books/ Equipment
Supplies for College
Test Preparation/ Tutoring Services
Supplies for K-12 Schools
Vocational Tuition
Tuition for Other Schools
Supplies for Presc hool
Supplies for Vocational Schools
$552,243,000
$1,728
100
Total Expenditures
$324,625,300
$80,009,500
$21,650,900
$19,076,800
$15,284,200
$8,377,100
$8,120,100
$5,087,300
$4,654,600
$1,060,700
$318,000
I Page 1 of 1
Average/ Index
Household
$1,016 96
$250 105
$68 111
$60 107
$48 109
$26 100
$25 120
$16 113
$15 103
$3 106
$1 108
NOTE: A n index of 100 reflect s t he national average. An i ndex of 120 s uggests spending is 20 percent above t he average.
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
SOURCE ESR I and Facil ity Programm ing and Consu lting
1,200,000 I Historic Population Estimates
1,000 ,000
800 ,000
750,400
600 ,000 -----659,400
562,200 ---------------
465i:,3~00~---------------------
400 ,000
212,700 ---------------255,600 -------------------------------200,000
174,200
33,800 37,700
------------------------ - - - - ---- - - - ---- -------43,300 0
2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031
-2011-21 Total Population CNG: 166,900 , 22.2% or CAGR 2.0% 11 2021-31 CNG: 181 ,300 , 19.8% or CAGR 1.8%
-2011-21 Population Age 18-64 CNG: 96,900, 20 .8% or CAGR 1.9% 11 2021-31 CNG: 97 ,200 , 17 .3% or CAGR 1.6%
-2011-21 Population Age 18-34 CNG: 38 ,600, 22.1% orCAGR 2.0% 11 2021-31 CNG: 42 ,900 , 20.1% orCAGR 1.9%
-2011-21 Population Age 15-17 CNG: 3,900, 11.5% orCAGR 1.1% 11 2021-31 CNG: 5,600, 14.8% or CAGR 1.4%
VOLUME I RESEARCH VOLUME I RESEARCH
EDUCATION SUMMARY HISTORIC AND PROJECTED POPULATION ESTIMATES
Campus Catchment Area Campus Catchment Area
132 133
+
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
SOURCE ES RI and Faci lity Prog ramming and Con sult ing
':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. 0 0 0 ~ 0 0 0 ~ 0 0 0 ~ 0 0 0 0 0 0 8, 0 0 ..... ..,, CIO ..,, CIO "'": ~ CJ? ..... ..... en ..... C") ..,, ..... ..... C") CJ) CJ) CJ) 0 0 0 .... .... .... .... N N N N ('I) ('I) ('I) ('I) ('I) ~ ~ .... .... .... .... .... .... .... ..... ..... ..... .... ..... .... .... ..... ..... ..... .....
':§e. '#. ':§e. ~ ':§e. ':§e. &, ..... 0 0 0 '#. ':§e. ':§e. ':§e. ~ ':§e. co co ..,, 0 0 ':§e. ':§e. ':§e. co co co -.:I" C") C") ~ 0 0 0 '#. ~ ':§e. ':§e. ':§e. ':§e. a:i ~ co N ..... CIO 0 0 0 C") co co ~ N 0 0 0 0 0 C") C") C") co co ~ ....: ..... .... 0 en CIO CIO C") C") C") C") C") ..... ....: ....: CD ....: ....: CD CD ~ C") C") C") C") C") C") C") C") C")
~ "#-~ ..... ~ ~ r.l
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Percentage Point Change by Cohort and 10-YearTime Frames
■ 2010-21 Age ~14 -2011-21: -1.9% II 2021-31 : -0 .7% ■ 2010-21 Age 15-17 -2011-21: -0.4% II 2021-31: -0 .2%
■2010-21Age18-34-2011-21:0.0% 112021-31:0.1% □2010-21Age35-64-2011-21:-0.7% 112021-31:-1.3%
a 2010 -21Age~65 -201 1-21:3.0% 112021-31:2 .1%
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
SO UR CE : Tarran t Cou nty Coll ege and Faci lity Program mi ng and Cons ulti ng
16,000 Historic Enrollment
14,000 13,,..:!,43~---,_,
12 ,000
10,000
8,000
6,000
4,000
2,000
10,054
8,614 8,080 7,708
Average of All Enrollment Scenarios 4,397
Projected Growth (2021-31)
■ Enrollment Change: 1,725
■ Total Percent Change: 25.0%
■ Annual Growth (CAGR): 2.26%
2010 20 11 20 12 201 3 201 4 201 5 20 16 20 17 20 18 20 19 2020 202 1 2022 2023 202 4 2025 2026 2027 2028 2029 2030 203 1
-Based on 2016-21 Trend Line
-2021 Capture Rate (2021 En rollmenU 2021 College Service Area Population Age 18-64) Held Constant at 0.5%
-catchment Area Population Age 18-64, CAGR 2021 -31 Held Constant at 1.6%
-9-12 Grade Graduate Growth in Catchment Area (Institutions with >100 Graduates), CAGR 2015-20 Held Constant at 3.9%
-Average of all Enrollment Projection Scenarios (minus Trend Line)
□FACILITY PROGRAMM I NG
AN D CO NSU LT I N G
VOLUME I RESEARCH VOLUME I RESEARCH
SHARE OF POPULATION BY AGE COHORTS, 2011 – 2031 TOTAL FALL ENROLLMENTS PROJECTIONS
Campus Catchment Area Campus Catchment Area
134 135
+
I ' ....,
@ Northwest
... Northeast
@ South
@ Southeast
@ Trinity River
Mile Radius O s Miles
0 10 Miles
0 15 Miles
Population Age 18-64
LJ 510,000 -530,000
c:]520,000 -~30,001
□FACILITY PROGRAMM ING
AN D CO N SU LTI NG
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consu lting cannot be responsible for consequences res ulting from error or omission in the information and graphical representations made hereon.
a O 5 10Mi les W Source: ESRI and Facility Programming and Consulting
@ I eB i --·--r·-----1 ~ - --- - - --eu
@ Northwest
@ Northeast
@ South
Johnson
@ Southeast
@ Trinity River
Mile Radius O s Miles
0 10 Miles
0 15 Miles
,~ Tarranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
Annual Growth
Population Age 18-64
LJ 50.0% -52.0% -54.0%
□~1.0% -53 .0% ->4.0%
d.,;• rr ■SCO ' he Colony • • I
Heig
•
Oak
□FACILITY PROGRAMMING
A N D CONS UL T I NG
Information shown hereon is a graph ica l representation only and based upon available information Foc:il ity Programm ing and Consu lting cannot be responsib le for consequences resu lting from error or omission in th e in formation and graph ica l representat ions made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
2021 POPULATION AGE 18 – 64 POPULATION GROWTH AGE 18 – 64, CAGR 2021 – 2031
ZIP Code Analysis ZIP Code Analysis
136 137
+
. .
•
• .t'\.
Northwest Campus
c:J Catchment Area
Catchment Area: Top ZIP Codes comprised of
5,527 students (CUML 79.8%); Capture Rate: 1.0%
Mile Radius
0 5 Miles
0 10 Miles Q 15 Miles
Students by ZIP Code 0 :::;o -:::;250 0 :::;2s -:::;soo
-:::;75 ->500
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be respon~ble for consequences resulting from error or omission in the information and graphical representations made hereon.
/'
•
... t I
I .. , .. ..... '
I . • • .. . ( ...
1' • I . • I
,
0 0 5 10Mi les W Source: ESRI and Facility Programming an d Consu lting
I
•
•
4
liif Northwest Campus
Highland • Denton
•
Mile Radius
0 5 Miles 0 15 Miles
0 10 Miles
,~ T arranl C ou11ty College·
~ WCCE55 wm•• AEACH.
I ·• Fpsc
I
The Colon •
Spa rse
Dense
CORGAN
Information shown hereon is a graphical representation only and based upon available information Facility Programming and Consulting cannot be responsible for consequences resu lting from error or omission in the information and graphical representations made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
STUDENT RESIDENCE DENSITY BY ZIP CODE STUDENT RESIDENCE DENSITY HEAT MAP
TCC has no on-campus student residences TCC has no on-campus student residences
138 139
+I~ Tarranl Cou11ty College· ~ """"w"-""'" CORGAN VOLUME I RESEARCH VOLUME I RESEARCH
Campus Access
Vehicular and Pedestrian Circulation
VEHICULAR CIRCULATION
The main vehicular access points will be from Marine Creek Parkway which lies to the
East of the campus, where it connects to Interstate Highway 820 to the south. There is
also a small drive that connects to the Interstate Highway 820 Westbound frontage road,
West of the Marine Creek/I.H. 820 interchange. Some additional vehicular traffic may
originate from the Chisholm Trail High School located directly to the North of the campus.
In the Southeast corner of the site there is currently a temporary gravel parking lot. That
location could be used for permanent parking. A permanent pavement would be needed,
and the grades as well as drainage will need to be analyzed. Providing utilities to the new
Construction Hub may be challenging, especially sanitary sewer.
PEDESTRIAN CIRCULATION
With no sidewalks leading off campus, the majority of the pedestrian traffic will originate
from the parking lots. Some of the pedestrian traffic, however, will come from the
Chisholm Trail High School located directly to the North of the campus. There is also a
public bus stop located at the Southeast corner of the campus at the intersection of
Northwest College Drive and Marine Creek Parkway.
CAMPUS ACCESS FRAMEWORK
Vehicular and Pedestrian Traffic
M
A
R
I
N
E
C
R
E
E
K
P
K
W
Y
O
L
D
D
E
C
A
T
U
R
R
D
.
L O N G H O R N R D .
HUF
F
I
N
E
S
BLVD
INTER
S
T
A TE 820
140 141
+
,~ TarronlC wccEss wn_ouHt)' College· AEACH. CORGAN VOLUME I RESEARCH
Student participating in event to promote women in firefighting.
VOLUME I RESEARCH
Labor Market Analysis
Northwest Campus Occupational Programs
Fastest Growing Occupations
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
—
Occupations Adding the Most Jobs
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #5: First-Line Supervisors of Office and Administrative Support
Workers
— #13: Police and Sheriff's Patrol Officers
Highest Paying Occupations
Dallas, North Central Texas, Tarrant WDAs
— #13: Police and Sheriff's Patrol Officers
Occupations With Greatest Annual
Openings 2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #13: Police and Sheriff's Patrol Officers
FPC provided data related to
job demand, need, and growth
within the College’s service
area and the Greater Dallas-
Fort Worth-Arlington, Texas,
MSA (Metropolitan Statistic
Area). This study was cross-
walked with the programs
that the Northwest Campus
offers and the available top 20
occupations were outlined.
Father and son graduating from the Law Enforcement Academy. The Fire Field in use by students at the Public Safety Training Center at the Northwest Campus.
142 143
+
,},-Tarran! Counl)' College· C O R G A N
~ WCCE55 wm•• AEACH.
VOLUME I RESEARCH
Classroom and lab space.
Flight Simulators used in the Pilot program. Aviation Maintenance Technology Lab.
VOLUME I RESEARCH
Alliance West Site
Site Background
The Alliance West Site, also known as the Erma C. Johnson Hadley
Northwest Center of Excellence for Aviation, Transportation, and
Logistics, provides students with expanded credit and non-credit
training opportunities. The site provides specialty training while
core curriculum classes are completed online or on the main
campus. Students participating in programs at the Alliance West
Site are enrolled through the Northwest Campus.
The master plan team’s tour with the Real Estate and Facility staff
and conversations with site faculty established a background of
the site’s identity and the potential direction that the site had in
mind. The College’s investment has been very fruitful and yielded
a great asset, but there have been difficulties transitioning the
property from a corporate building to a community college site.
The usage of the third floor for Corporate Services has been
beneficial for the College, but the remainder of the building still
lacks student-centric functions and spaces. The all-day nature
of some of the programs and site location substantiates a need
for a food service option for students. Additionally, the former
corporate identity leaves little space for students to use as study
or gathering. The design of the hangar spaces were based on
workforce needs, which now do not provide optimal conditions for
instructional environments. The future of the site has determined
to lie in being more student-centric with its resources.
Master plan programming for the Alliance West Site should be
a multi-phase plan, allowing the facility to remain operational
while renovations provide necessary updates and expansions.
Reorganization and initial renovations should focus on the
aviation shop lab and its supporting facilities. Creating improved
flow, additional support spaces, and functional adjacencies
are a priority for this renovation. Additional building projects
should continue the focus on student, staff, and faculty needs,
implementing the College initiative of 3 Goals and 8 Principles.
Upgrading classrooms to align with IILE standards, providing
student success spaces, and creating staff and faculty
neighborhoods should be a priority as additional renovations
occur. Creating a visible, welcoming, easily accessible main entry
and an expanded pilot ramp are also proposed future campus
projects.
“It was important for us to
establish a center for aviation,
transportation and logistics
excellence in the Tarrant
County College because
the need for transportation
workers is continuing to grow.
… As the only public institution
that offers these critical
programs, we needed to be
prepared to meet that growing
need that undergirds the
economic development in this
region.”
— Erma Johnson Hadley
144 145
+
~ Tar rant County College~
~ SUCCESS WITHIH IIUCH. CORGAN
I I
I
,.
VOLUME I RESEARCH VOLUME I RESEARCH
ALLIANCE WEST SITE PLAN
Master Plan Landscape Plan
Alliance West Site
Key Campus Statistics
Year Constructed: 1991
Campus Size: 40.41 acres in North Fort Worth
Building Inventory: 2 buildings, 164,060 SF
Campus President: Dr. Blankenbaker
Student Enrollment: 7,372 students (shared with Northwest Campus)
Signature Programs:
— Aviation
— Avionics
— Logistics and Supply Chain Management
— Nondestructive Inspection, Testing, and Evaluation
— Welding Technology
0' 100' 200' 400' North
GAP ANALYSIS
Gap analysis identified inequities between campuses and synthesized them into needs
to be accommodated into the master plan. Work sessions with faculty and staff at each
campus helped identify deficiencies and desired improvements.
The site visit by the master plan team and discussion with faculty and staff familiar
with the facility provided a background for site resources that need improvement. This
opportunity yielded the valuable feedback that the site was lacking:
— Providing student-centric spaces, such as study spaces and a food service option.
— Additionally, the former corporate identity of the site was readily evident. While this is
a benefit to students as it prepares them for the workforce, the site does not present
itself as being focused on student service.
+,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
■
\ I ■
■
■
VOLUME I RESEARCH
LEGEND
Good Facility
Condition
Fair Facility
Condition
Poor Facility
Condition
Critical Facility
Condition
VOLUME I RESEARCH
Alliance West Site
Facility Condition Assessment Report
Based on the facility condition assessment provided by Jacobs, this site is not that old
and most of the issues are that of deferred maintenance or functional improvements.
Based on the Facility Condition Index (FCI), there are two buildings on this site that have
a good FCI score. The majority of the building on this site are in the good range based
on the FCI. The proposed work on this site focuses on renovation of existing buildings to
accommodate present programs and make the buildings operate more efficiently.
The master plan phasing addresses the following critical issues:
—Phase 1 — Renovate Aviation Maintenance Technology (AMT)
—Phase 2 — Renovate classrooms to align with IILE standards
—Phase 4 — Construct Pilot Ramp Extension
FCI Categories:
—Good: 0 – 0.02
—Fair: 0.02 – 0.05
—Poor: 0.06 – 0.19
—Critical: +0.20
FACILITY CONDITION ASSESSMENT DIAGRAM
Existing Conditions Site Plan 0' 100' 200' 400' North
146 147
+,~ T arranl CouHt)' College·
~ WCCE55 wm•• AEACH. CORGAN
■
\ I ■
■
■ --
,(<?
__:~:¢' ■
,,{r:::::-::>/
1/ •
-{
VOLUME I RESEARCH
LEGEND
Utilization >75%
Utilization
50% – 75%
Utilization
0% – 50%
Program Defined
Utilization
Not Assignable
VOLUME I RESEARCH
Alliance West Site
Space Utilization Study
Based on overall building utilization, there are two buildings on this site that have a good
overall utilization. Of the rooms on the Alliance West Site, several major spaces that are
scheduled should be considered separately from other programs based on the unique
programming requirements. While there are typical classroom and lab space at the site,
the specialized hangar and other workforce training spaces require unique programming
and layout standards.
Overall building utilization identifies current opportunities within existing site class
lab and classroom inventory to determine if they are capable of supporting current
and projected enrollment or if additional inventory is needed. Analysis utilizes course
schedule data from the Fall 2021 semester.
Separating these specialty programs from the defined standards is appropriate because
of the requirements of many of these programs. In particular, the Aviation Maintenance
Technology and Welding Technology programs require unique instructional spaces.
Further, the size of the equipment used for the programs present further constraints.
SPACE UTILIZATION DIAGRAM
Existing Conditions Site Plan 0' 100' 200' 400' North
Utilization Categories:
—Good: +75%
—Fair: 50% – 75%
—Poor: 0% – 50%
—Program Specific Utilization: Utilization standards not applied
—Not Assignable: No Class Labs or Classrooms
Poor Utilization:
—Third Floor Classrooms (0%)
—Classroom 2305 (0%)
—Lab 2303 (6.3%)
—Classroom 2319 (20.1%)
—Classroom 2321 (39.2%)
—Classroom 2212 (42.5%)
—Classroom 2317 (48.6%)
Program Specific Utilization:
—Aviation Maintenance Technology Lab/Shop
—Welding Lab
148 149
150 151
+,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
Market Summary
2021 v TCC: NW Campus Catchment Area, 2021F □ rn~!1i~Pil Market Summary
V SOURCE: ESRI I Page 1 of2 2021 V TCC: NW Campus Catchment Area, 2021 F V SOURCE: ESRI I Page 2 of2
Total Population Businesses and Employment
2010 733,700 Sector PCT Businesses Employmen1 PCT Occupations
Age Groups 2021 Race/ Ethnicity Q Businesses Retail 15.9% 3,690 44,400
2031
10-Yr Projected CAGR ► 1.8% 0 S14 Population Age 18-64 0 15-17 455,600 • 2010 18-34
0 2021 35-64
0 2031 ~65 10-Yr Projected CAGR ► 1.6%
• Employment Accommodation 8.4% 1,950 30,480 Diversity 71.5 Education Index 2.5% 590 23,280 • White Collar Professional 7.8% 1,800 23,030 8.9% 0 • White Health Care Blue Collar An estimated 23, 160 6.8% 1,580 19,950 7.7% 0 Black businesses are located within Manufactu ring 3.5% 820 18,420 7.1% 0 Services
0 Asian the Market Area and they Othe r Serivces 13.0% 3,010 17,910 6.9%
0 employed approximately Construct ion 8.5% 1,960 15,910 6.1% Other 260, 160 workers. Vl/holesale 3.0% 700 13,840 5.3% Q Hispanic Transportation 2.1% 490 12,880 5.0% Management Governme nt 1.2% 270 9,390 3.6%
Educational Attainment
No High School
High School Degree or Equivalent
Households Some College, No Degree
Finance 5.2% 1,210 7,950 3.1% Professional
In terms of employment, the
Retail Trade sector was the Real Estate 5.3% 1,220 6,110 2.3% Sales
NOTE. f'e 1S()(1' of Hispa1Hc Ongi11 may be of any race. I n,e Diveisity Index ""'"""" u-., p1cwboliy Administrative 3.4% 780 5,680 2 .2% tllm two peopl e from the same area will be from d fferent raoe I ethnic QllX.l)S. A Clversity Index largest in the *Market Area Admin 1ncicascs from Oto 100 as the popuallon 1s evenly Mdcd mto lWO or moic rocc I ethnic groups w i th approximately 44,400 Entertainment 1.8% 410 4,070 1.6%
workers. This sec tor Information 1.7% 400 3,560 ~ 1.4% Farming I 0.1%
Income accounted for an estimated Unclassified 9.0% 2,080 1,470 0.6% Construction
319,500 Associates Degree
Total 40.9% Bachelor's Degree $240,100
Home Value Graduate Degree
$77,200 3690 businesses. Mining 0.2% 60 6S0 0.3% Maintenance
Median HH Income Headquarters 0.3% 70 500 0.2% Production Utilities 0.1% 20 360 0.1% $34,600 Agriculture 0.3% 60 310 0.1% Transportation 9.1%
Per Capita Income
• Market Area: Is t h e same as the region referenced in the YELLOW bar highlig hted at the l op of the page
VOLUME I RESEARCH VOLUME I RESEARCH
MARKET SUMMARY MARKET SUMMARY
Campus Catchment Area Campus Catchment Area
152 153
+
Education Summary □FACILITY PROGRA MMING
AND CO N S U LT ING 202 1 v T CC: NW C ampus Catchme nt Area , 202 1 F
Education Enrollment
Total Enrolled in School
Not Enrolled in School
236,500
585,700
Percent in/ Not in School 28.8% 71.2%
School Enrollment by Grade Level
GRAD
11K
0 PRE-Preschool -K ND-Grade 12 0 Higher Ed
SOURCE: 2015-2019 A mer ican Commu nity Survey
Percent of
Enrolled
72.9%
K-12
15.9%
College
4.6%
Grad School
V SOURC E: ESRI , ACS
Household Expenditures on Education
Total Spending
Average/ Household
Index
Spending Category
College Tuition
K-12 Tuition
Other School Supplies
Rental of Books/ Equipment
Supplies for College
Test Preparation/ Tutoring Services
Supplies for K-12 Schools
Vocational Tuition
Tuition for Other Schools
Supplies for Presc hool
Supplies for Vocational Schools
$552,243,000
$1,728
100
Total Expenditures
$324,625,300
$80,009,500
$21,650,900
$19,076,800
$15,284,200
$8,377,100
$8,120,100
$5,087,300
$4,654,600
$1,060,700
$318,000
I Page 1 of 1
Average/ Index
Household
$1,016 96
$250 105
$68 111
$60 107
$48 109
$26 100
$25 120
$16 113
$15 103
$3 106
$1 108
NOTE: A n index of 100 reflect s t he national average. An i ndex of 120 s uggests spending is 20 percent above t he average.
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
SOURCE ESR I and Facil ity Programm ing and Consu lting
1,200,000 I Historic Population Estimates
1,000 ,000
800 ,000
750,400
600 ,000 -----659,400
562,200 ---------------
465i:,3~00~---------------------
400 ,000
212,700 ---------------255,600 -------------------------------200,000
174,200
33,800 37,700
------------------------ - - - - ---- - - - ---- -------43,300 0
2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031
-2011-21 Total Population CNG: 166,900 , 22.2% or CAGR 2.0% 11 2021-31 CNG: 181 ,300 , 19.8% or CAGR 1.8%
-2011-21 Population Age 18-64 CNG: 96,900, 20 .8% or CAGR 1.9% 11 2021-31 CNG: 97 ,200 , 17 .3% or CAGR 1.6%
-2011-21 Population Age 18-34 CNG: 38 ,600, 22.1% orCAGR 2.0% 11 2021-31 CNG: 42 ,900 , 20.1% orCAGR 1.9%
-2011-21 Population Age 15-17 CNG: 3,900, 11.5% orCAGR 1.1% 11 2021-31 CNG: 5,600, 14.8% or CAGR 1.4%
VOLUME I RESEARCH VOLUME I RESEARCH
EDUCATION SUMMARY HISTORIC AND PROJECTED POPULATION ESTIMATES
Campus Catchment Area Campus Catchment Area
154 155
+
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
SOURCE ES RI and Faci lity Prog ramming and Con sult ing
':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. 0 0 0 ~ 0 0 0 ~ 0 0 0 ~ 0 0 0 0 0 0 8, 0 0 ..... ..,, CIO ..,, CIO "'": ~ CJ? ..... ..... en ..... C") ..,, ..... ..... C") CJ) CJ) CJ) 0 0 0 .... .... .... .... N N N N ('I) ('I) ('I) ('I) ('I) ~ ~ .... .... .... .... .... .... .... ..... ..... ..... .... ..... .... .... ..... ..... ..... .....
':§e. '#. ':§e. ~ ':§e. ':§e. &, ..... 0 0 0 '#. ':§e. ':§e. ':§e. ~ ':§e. co co ..,, 0 0 ':§e. ':§e. ':§e. co co co -.:I" C") C") ~ 0 0 0 '#. ~ ':§e. ':§e. ':§e. ':§e. a:i ~ co N ..... CIO 0 0 0 C") co co ~ N 0 0 0 0 0 C") C") C") co co ~ ....: ..... .... 0 en CIO CIO C") C") C") C") C") ..... ....: ....: CD ....: ....: CD CD ~ C") C") C") C") C") C") C") C") C")
~ "#-~ ..... ~ ~ r.l
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Percentage Point Change by Cohort and 10-YearTime Frames
■ 2010-21 Age ~14 -2011-21: -1.9% II 2021-31 : -0 .7% ■ 2010-21 Age 15-17 -2011-21: -0.4% II 2021-31: -0 .2%
■2010-21Age18-34-2011-21:0.0% 112021-31:0.1% □2010-21Age35-64-2011-21:-0.7% 112021-31:-1.3%
a 2010 -21Age~65 -201 1-21:3.0% 112021-31:2 .1%
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
SOURCE: Tarrant County Co ll ege and Facility Programming and Con sulting
16,000 Historic Enrollment
14 ,000 13,,~4t.J3 i-------~
12,000
10,000
8,00 0
6,00 0
4,000
2,000
Average of All Enrollment Scenarios
Projected Growth (2021-31)
■ Enrollment Change: 1,725
■ Total Percent Change: 25.0%
■ Annual Growth (CAGR): 2.26%
201 0 20 11 20 12 2013 2014 2015 2016 20 17 201 8 20 19 2020 202 1 2022 2023 2024 2025 2026 2027 2028 2029 2030 203 1
-Based on 2016-21 Trend Line
-2021 Capture Rate (2021 Enrollment/ 2021 College Service Area Population Age 18-64) Held Constant at 0.5%
10,054
8,614 8,080 7,708
4,397
-catchment Area Population Age 18-64, CAGR 2021-31 Held Constant at 1.6%
-9-12 Grade Graduate Growth in Catchment Area (Institutions with >100 Graduates), CAGR 2015-20 He ld Constant at 3.9%
-Average of all Enrol lment Projection Scena rios (minus Trend Line)
□FACILITY PROG RAMM ING
AN D CON SU LT I NG
VOLUME I RESEARCH VOLUME I RESEARCH
SHARE OF POPULATION BY AGE COHORTS, 2011 – 2031 TOTAL FALL ENROLLMENTS PROJECTIONS
Campus Catchment Area Campus Catchment Area
156 157
+
I ' ....,
@ Northwest
... Northeast
@ South
@ Southeast
@ Trinity River
Mile Radius O s Miles
0 10 Miles
0 15 Miles
Population Age 18-64
LJ 510,000 -530,000
c:]520,000 -~30,001
□FACILITY PROGRAMM ING
AN D CO N SU LTI NG
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consu lting cannot be responsible for consequences res ulting from error or omission in the information and graphical representations made hereon.
a O 5 10Mi les W Source: ESRI and Facility Programming and Consulting
@ I eB i --·--r·-----1 ~ - --- - - --eu
@ Northwest
@ Northeast
@ South
Johnson
@ Southeast
@ Trinity River
Mile Radius O s Miles
0 10 Miles
0 15 Miles
,~ Tarranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
Annual Growth
Population Age 18-64
LJ 50.0% -52.0% -54.0%
□~1.0% -53 .0% ->4.0%
d.,;• rr ■SCO ' he Colony • • I
Heig
•
Oak
□FACILITY PROGRAMMING
A N D CONS UL T I NG
Information shown hereon is a graph ica l representation only and based upon available information Foc:il ity Programm ing and Consu lting cannot be responsib le for consequences resu lting from error or omission in th e in formation and graph ica l representat ions made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
2021 POPULATION AGE 18 – 64 POPULATION GROWTH AGE 18 – 64, CAGR 2021 – 2031
ZIP Code Analysis ZIP Code Analysis
158 159
+
. .
•
• .t'\.
Northwest Campus
c:J Catchment Area
Catchment Area: Top ZIP Codes comprised of
5,527 students (CUML 79.8%); Capture Rate: 1.0%
Mile Radius 0 5 Miles
0 10 Miles
Q 15 Miles
Students by ZIP Code 0 :::;o -:::;250 0 :::;2s -:::;soo
-:::;75 ->500
Information shown hereon is a graphical representation only and based upon available information. Facility Prog ramm ing and Consulting cannot be respon~ble for consequences resulting from error or omission in the information and graphical representations made hereon.
/'
. .
I
• I
•
•
-------'----~-----~~--
~ .. ' , .. ,
-..... ' ' I . • I .. s. . ' ~ ...
1' • :,
•
,
• .. \
Johnson
"' ~ :l
liilll Northwest Campus
•
Mile Radius
Highland • Denton
Flower Mound •
0 5 Miles O 15 Miles
Q 10Miles
,~ Tarranl Cou11ty College·
~ WCCE55 wm•• AEACH.
Little Elm ,. Frisc
I
The Colon •
Glenn Ellis Height ..,_._ "R
Sparse
Dense
--~
CORGAN
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be respon~ble for consequences resulting from error or omission in the information and graphical representations made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
STUDENT RESIDENCE DENSITY BY ZIP CODE STUDENT RESIDENCE DENSITY HEAT MAP
TCC has no on-campus student residences TCC has no on-campus student residences
160 161
+-,i~ T arranl Cou11ty College·
~ WC:CE55 wm .. AEACH. CORGAN VOLUME I RESEARCH VOLUME I RESEARCH
Site Access
Vehicular and Pedestrian Circulation
VEHICULAR CIRCULATION
The main vehicular access points will be from Legacy Crossing, where it connects to
Interstate Highway 35 West. None of the proposed phases would negatively impact
vehicular paths and/or traffic with the exception of the construction material drop offs
and the staging of construction materials. However, coordinating with the AHJ and
the airport will likely need to occur as construction projects may need to access the
restricted air-side of the site.
PEDESTRIAN CIRCULATION
There are no sidewalks that connect to any of the main roadways, so pedestrian
connectivity will originate from either the parking lots or drop off areas.
O
L
D
D
E
N
T
O
N
R
D
.
WESTPORT PKWY
IN
T
E
R
M
O
D
A
L
P
K
W
Y
IN
T
E
R
S
T
A
T
E
35
CAMPUS ACCESS FRAMEWORK
Vehicular and Pedestrian Traffic
162 163
+
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN VOLUME I RESEARCH
Student engaged in the Welding program.
VOLUME I RESEARCH
Labor Market Analysis
Alliance West Site Occupational Programs
Fastest Growing Occupations
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #8: Commercial Pilots
— #17: Transportation, Storage, and Distribution Managers
Occupations Adding the Most Jobs
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #5: First-Line Supervisors of Office and Administrative Support
Workers
— #19: Transportation, Storage, and Distribution Managers
— #20: First-Line Supervisors of Transportation and Material
Moving Workers, Except Aircraft Cargo Handling Supervisors
Highest Paying Occupations
Dallas, North Central Texas, Tarrant WDAs
— #2: Commercial Pilots
— #3: Transportation, Storage, and Distribution Managers
— #8: Transportation Inspectors
— #17: Aircraft Mechanics and Service Technicians
Occupations With Greatest Annual
Openings 2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #4: First-Line Supervisors of Office and Administrative Support
Workers
— #10: Transportation, Storage, and Distribution Managers
— #18: First-Line Supervisors of Transportation and Material
Moving Workers, Except Aircraft Cargo Handling Supervisors
FPC provided data related to
job demand, need, and growth
within the College’s service
area and the Greater Dallas-
Fort Worth-Arlington, Texas,
MSA (Metropolitan Statistic
Area). This study was cross-
referenced with the programs
that the Alliance West Campus
offers and the available top 20
occupations were outlined.
Student pilot learning as part of the Aviation programs. Students investigating a mechanical component as part of the Non-Destructive Inspection, Testing, and
Evaluation program.
164 165
+
CORGAN VOLUME I RESEARCH
Ongoing construction as part of bond projects involved in the
campus redevelopment.
Fine Arts classroom. Aerial view of Southeast Campus prior to redevelopment construction.
VOLUME I RESEARCH
Southeast Campus
Campus Background
As a higher institution of learning, the Southeast Campuses most
capital-intensive aspect of its institution is its buildings. Space
is an asset and a tool for delivering the educational mission,
vision, values, and pedagogy for students on the Southeast
Campus. The need for additional, functional, and updated space
on the campus is the guiding strategy in the master plan for the
Southeast Campus.
Space is an asset and TCC’s facilities are a tool for delivering the
educational mission, vision, values, and pedagogy for students
on the Southeast Campus. Understanding what assets the
Southeast Campus currently has is imperative to establishing a
baseline upon which to build future space and renovation needs.
Existing space was examined to determine its current ability
to serve departmental needs both in quantity and functional
adequacy. The results of this analysis were utilized by the
master plan team to develop a detailed program of new and
renovated spaces as the campus moves forward with a mix of new
construction and renovation. The analysis was used to compare
current Southeast Campus facilities with the 3G8P guidelines to
make sure current and future spaces are functionally appropriate
and have enough flexibility to adapt to changes in instruction and
technology. The information will be used to bring transformative
spaces to the current and future buildings on the Southeast
Campus.
The master plan programming for the future of the Southeast
Campus should include the construction of additional academic
facilities and student spaces. The construction of the Student
Experience Building and the Academic Building, scheduled for
completion in 2024, provided the campus with additional space,
but was unable to bridge the enrollment cap in terms of the
overall campus space needs. Future expansion at the campus
should focus on creating a college campus atmosphere with
outdoor spaces, study spaces, student support areas, outdoor
recreational areas, and provide a place for students to be. The
overall plan should create a cohesive campus which includes the
existing and future early college high school communities.
“For the past 18 years, TCC
Southeast has focused on
helping thousands of students
achieve their personal and
professional goals though
our myriad academic and
workforce development
programs. Like all of the
campuses in the TCC family,
we commit daily to bringing
quality education to our
communities in an open,
friendly and affordable
manner.”
— Dr. Coppola
166 167
+
Cou11ty C ollcg Tarranl ACH. , WCCE55 wm•• AE ~ ,· CORGAN
r-·-·-·-·-·-·7 I . i ! i 1 i ! , I r r j ' ; I I -
j I ! i L:,_, ________ .J
CD
\,"~--_#..,/
VOLUME I RESEARCH VOLUME I RESEARCH
SOUTHEAST CAMPUS SITE PLAN
Master Plan Landscape Plan
Southeast Campus
Key Campus Statistics
Year Constructed: 1996
Campus Size: 162.15 acres in Southeastern Arlington
Building Inventory: 14 Buildings, 635,965 SF
Campus President: Dr. Coppola
Student Enrollment: 8,537 students
Signature Programs:
— Culinary Arts
— Dietetics
— Drama/Theater
— Engineering
— Hospitality Management
0' 100' 200' 400' North
GAP ANALYSIS
Gap analysis identified inequities between campuses and synthesized them into needs
to be accommodated into the master plan. Work sessions with faculty and staff at each
campus helped identify deficiencies and desired improvements.
The work session with the campus faculty and staff provided an opportunity for an
iteration of the phases to be reviewed and the campus priorities to be stated. This
opportunity yielded the valuable feedback that the campus was lacking in:
— Providing student-centric spaces, such as study spaces.
— The Music and Theater spaces need additional support space.
— The additional student support that the ongoing bond projects would provide was
considered as well, as it had been identified that it would have to work within the
existing building massing.
+
I I !
r
ffi I \__
■
■
■
■
~~ Tarrant County Coll .. ~ wcms wm.,, '""" egc CORGAN ■
SOUT
H
E
A
S
T
P
A
R
K
W
A
Y
EMOD
VOLUME I RESEARCH VOLUME I RESEARCH
LEGEND
Good Facility
Condition
Fair Facility
ECHS Condition
Poor Facility
Condition
Critical Facility
Condition
Southeast Campus
Facility Condition Assessment Report
Based on the facility condition assessment provided by Jacobs, the most critical
buildings on this campus is the Building Services Power Plant (EBSP) and Classroom
Buildings.
FCI Categories:
—Good: 0 – 0.02
ESSE
ESEE
ESEB
ESEC ESED
ESCT
EBSP
ESAC
EART
EBSE
EBSA
EBSB
Based on the Facility Condition Index (FCI), there are five buildings on this campus that
have a good FCI score. The majority of the building on this campus are in the fair and poor
FCI score ranges.
The master plan phasing addresses the following critical issues:
—Phase 2 — Construct Physical Education Addition and Performing Arts Addition,
renovate Physical Education Wing
—Phase 4 — Renovate Fine Arts Building
—Phase 7 — Renovate Science and Technology Building
—Fair: 0.02 – 0.05
—Poor: 0.06 – 0.19
—Critical: +0.20
Critical Buildings:
—EBSP Wing (0.88)
—EMOD Buildings (0.47)
Poor Buildings:
—EART Building (0.17)
—EBSA Building (0.16)
—ESED Wing (0.09)
NE
W
YO
R
K
AV
E
N
U
E
Facility Condition Index (FCI) is the total cost of needed building repairs and renewal
divided by the current cost of replacing the building. Each building’s FCI score reflects the
current condition of the building: Good, Fair, Poor, or Critical
—ESEE Wing (0.09)
EBSC —ESEB Wing (0.08)
—ESEC Wing (0.08)
FACILITY CONDITION ASSESSMENT DIAGRAM
Existing Conditions Site Plan 0' 100' 200' 400' North
168 169
+
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PARK
W
A
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SOUT
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A
S
T
EMOD
VOLUME I RESEARCH VOLUME I RESEARCH
ECHS
LEGEND
Utilization >75%
Utilization
50% – 75%
Utilization
0% – 50%
Program Defined
Utilization
Not Assignable
ESSE
ESEE
ESEC ESED ESEB
ESCT
EBSP
ESAC
EART
EBSE
EBSA
EBSB
Southeast Campus
Space Utilization Study
Based on overall building utilization, there are two buildings on this campus that have a
good overall utilization. Of the buildings and wings on the Southeast Campus, several
major spaces that are scheduled should be considered separately from other programs
based on the unique programming requirements. These spaces have been identified as
those that contain programs involving the ECHS, Community and Continuing Education,
Fine and Performing Arts, and Physical Education.
Overall building utilization identifies current opportunities within existing campus class
lab and classroom inventory to determine if they are capable of supporting current
and projected enrollment or if additional inventory is needed. Analysis utilizes course
schedule data from the Fall 2021 semester.
The growth in campus and program enrollment has outpaced the available space and
caused issues with poor utilization. Primary conclusions from the space utilization
analysis found that many of the classrooms are not right-sized or setup for active
teaching modalities, a need for additional faculty support spaces, a lack of student
support space for studying and gathering, and a need for additional wellness and storage
spaces.
Utilization Categories:
—Good: +75%
—Fair: 50% – 75%
—Poor: 0% – 50%
—Program Specific Utilization: Utilization standards not applied
—Not Assignable: No Class Labs or Classrooms
Poor Utilization:
—ESED Wing (25.9%)
—ESEE Wing (44.8%)
—ESEC Wing (45.7%)
Program Specific Utilization:
NE
W
YO
R
K
AV
E
N
U
E
EBSC —EMOD Modular Buildings
—ESEB Wing
SPACE UTILIZATION DIAGRAM
Existing Conditions Site Plan 0' 100' 200' 400' North
170 171
—EART Building
—ECHS Building
172 173
+,~ T arranl Cou11t y College·
~ WCCE55 wm•• AEACH. CORGAN
□FACILITY PROGRAMM ING
AND C ONSULT IN G
Market Summary
2021 v TCC: SE Campus Catchment Area, 2021F V SOURCE: ESRI I Page 1 of2
□FACILITY PROGRAMMING
A ND C O N S U LTI NG
Market Summary
2021 v TCC: SE Campus Catchment Area , 2021F V SOURCE: ESRI I Page 2 of2
Total Population Businesses and Employment
2010 478,900 Sector PCT Businesses Employmen1 PCT Occupations
Age Groups 2021 Race/ Ethnicity 0 Businesses Retail 15.8% 2,510 31,720
2031
10-YrProjected CAGR ► 1.1% 0 :51 4 Population Age 18-64 0 15-17 302,700 • 2010 18-34
0 2021 35-64
0 2031 2:65 10-Yr Projected CAGR ► 0.9%
Educational Attainment
No High School
High School Degree or Equivalent
Households Some College, No Degree
• Employment Accommodation 8.6% 1,360 24,370 Diversity 81.4 Education Index 2.8% 440 19,270 • White Collar • Manufacturing 3.1% 490 18,890 10.1% 0 White Health Care Blue Collar An estimated 15,850 8.5% 1,360 18,320 9.8% 0 Black busi nesses are locat ed within Other Serivces 13.0% 2,060 12,510 6.7% 0 Services
0 Asian the Market Area and t h ey Professional 8.5% 1,340 10,300 5.5%
0 employed approximately Government 1.1% 170 9,110 4.9% Other 186,800 workers. Wholesa le Q Hispanic 2.6% 410 7,560
r:
4.0%
Entertainment 1.8% 290 7,140 3.8%
Construction 8 Management
5.7% 910 7,020 3.8%
Fi nance 5.8% 920 5,480 2.9% Professional
In t erms of employment, the
Retail Trade sector was the Real Estate 5.4% 850 4,890 2.6% Sales
NOTE: Pe!sons of Hispanic Origin may be of any race. I Th e Diveisitylndex mrosues the p1000bil iy A dministrative 3.3% 520 3,710 ! 2.0% tllat ~vo people from the same M!!l will be f,omdiffeient race/ ethnic groups . A Diveisily Index largest in t he *Market Area i Admin 1111:re;:-f)f-!i h1 J1r1 II lo 1{K> as llte Iq11lal11H1 1s evml y d1•.11ct-x:l 11llo l wc1 f)r rrKN~ ,a:P., l-!lhr11c gn11IIis with app r oxi mately 31,720 Transportation 2.1% 340 3,190 ! 1.7% ! 1 0.1% worke rs. This se ctor Informati on 1.6% 250 2,010 i 1.1% Farming
Income ;
accounted for an esti mat ed Unclassified 9.8% 1,550 770 I 0.4% Construction
182,300 Associates Degree
Total 41.2% Bachelor's Degree $229,800
Home Value Graduate Degree
$72,200 2510 businesses. Headquarters 0.2% 30 260 0.1% Maintenance
Median HH Income Agri c ultu re 0.2% 30 110 0.1% Production 5.2% Mining 0.1% 20 110 0.1% $30,900 Utilities 0.0% 10 80 0.0% Transportation 10.1%
Per Capita Income
• Market Area: Is the same as the region refe renced in t he YE LLOW bar highlig hted at the top of t he page
VOLUME I RESEARCH VOLUME I RESEARCH
MARKET SUMMARY MARKET SUMMARY
Campus Catchment Area Campus Catchment Area
174 175
+
Education Summary □F ACIL IT Y PROGRAMM ING
AND CO NSULT ING 2021 v TCC: SE Campus Catchment Area, 2021F
Education Enrollment
Total Enrolled in School 161, 700
Not Enrolled in School 349,400
Percent in/ Not in School 31.6% 68.4%
School Enrollment by Grade Level
0 PRE-Preschool -KND-Grade 12 0 Higher Ed
SOURCE: 2015-2019 American Community Survey
Percent of
Enrolled
67.0%
K-12
23.1%
College
5.4%
Grad School
V SOURC E: ESRI , ACS
Household Expenditures on Education
Total Spending
Average/ Household
Index
Spending Category
College Tuition
K-12 Tuition
Other School Supplies
Rental of Books/ Equipment
Supplies for College
Test Preparation/ Tutoring Services
Supplies for K-12 Schools
Vocational Tuition
Tuition for Other Schools
Supplies for Preschool
Supplies for Vocational Schools
$301,594,800
$1,655
96
Total Expenditures
$177,418,100
$41,526,400
$11,531,200
$10,154,700
$8,561,200
$4,518,800
$4,149,900
$2,773,800
$2,513,400
$610,400
$176,500
I Page 1 of 1
Average/ Index
Household
$973 92
$228 96
$63 103
$56 100
$47 107
$25 95
$23 107
$15 108
$14 98
$3 107
$1 105
NOTE: An index of 100 reflects the national average. An index of 120 s uggests s pending is 20 percent above the average.
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
SOURC E ESRI and Faci lity Progra mming and Con sulting
700,000
Historic Population Estimates
600,000 -----600,000 ---------539,500 - - - ----------500,000
484,400
400,000
341700 ----------375,100 ' -------------306i~,20~0---------------
300,000
200,000
141,100 -------------162,000 119,!40~0~----------------------- - - ---- -
100,000
23, 700 22, 700 ---------------------------------------------0 22,100
2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031
-2011-21 Total Populat ion CNG: 55,100, 11.4% orCAGR 1.1% 11 2021-31 CNG: 60,500, 11 .2% orCAGR 1.1%
-2011-21 Population Age 18-64 CNG: 35,400, 11 .6% or CAGR 1.1 % 11 2021-31 CNG: 33 ,400 , 9.8% or CAGR 0.9%
-2011-21 Population Age 18-34 CNG: 21 ,700, 18.1% orCAGR 1.7% 11 2021-31 CNG: 21 ,000, 14.9% orCAGR 1.4%
-2011-21 Population Age 15-17 CNG: -900, -3.9% or CAGR-0.4% 11 2021-31 CNG: -600, -2.8% or CAGR-0.3%
VOLUME I RESEARCH VOLUME I RESEARCH
EDUCATION SUMMARY HISTORIC AND PROJECTED POPULATION ESTIMATES
Campus Catchment Area Campus Catchment Area
176 177
+
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
SOURCE ES RI and Faci lity Prog ramming and Con sult ing
':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. 0 0 0 0 0 0 0 0 0 ~ ~ 0 0 ~ 0 0 ~ 0 0 ~ CD ('? .... .... .... .... .... C! ~ ~ «? .... C") CD en GO GO oi oi oi 0 0 0 .... .... .... .... N N N N (") (") (") .... .... .... .... .... .... .... .... .... .... .... .... .... .... ':§e. ':§e. ~ ~ ':§e. 0 ~ ':§e. '#. ~ CD C") 0 0 0 ':§e. ':§e. ~ ... ':§e. ':§e. ~ ~ ~ ~ 0 co .... CD ~ 0 0 ~ ':§e. ':§e. ':§e. ':§e. ':§e. ':§e. GO .,..; C") N 0 • 0 0 ~ ':§e. .,..; .,..; CD ~ 0 .,..; .,..; ~ .... en 0 0 0 ~ C") C") C") co co co co en co CD C") C") C") iri co ~ iri C") C") (") (") (") (") iri iri (") (") C")
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Percentage Point Change by Cohort and 10-YearTime Frames
■ 2010-21 Age ~14 -2011-21: -2.8% II 2021-31 : -1.3% ■ 2010-21 Age 15-17 -2011-21: -0.7% II 2021-31: -0 .5%
■2010-21 Age 18-34 -2011-21: 1.5% II 2021-31: 0.9% □2010-21 Age 35-64 -2011-21: -1.4% II 2021-31: -1.7%
a 2010 -21 Age ~65 -201 1-21: 3.4% II 2021 -31: 2.7 %
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
SO UR CE : Tarran t Cou nty Coll ege and Fac ility Program mi ng and Cons ulti ng
16,000 Historic Enrollment
14,000
12 ,000
10,000 10,313 R:3i ~ 8,890
8,000
6,000
4,000 Average of All Enrollment"-'~~-
Projected Growth (2021-31)
■ Enrollment Change: 1,324 2,687
2,000 ■ Total Percent Change: 16.4%
■ Annual Growth (CAGR): 1.53%
2010 20 11 20 12 20 13 201 4 201 5 20 16 20 17 20 18 20 19 2020 202 1 2022 2023 202 4 2025 2026 2027 2028 2029 2030 203 1
-Based on 2016-21 Trend Line
-2021 Capture Rate (2021 Enro llmenU 2021 Col lege Service Area Population Age 18-64) Held Constant at 0.6%
-catchment Area Population Age 18-64 , CAGR 2021-31 Held Constant at 0.9%
-9-12 Grade Graduate Growth in Catchment Area (Institutions with >100 Graduates), CAGR 2015-20 Held Constant at 2.4%
-Ave rage of all Enrollment Projection Scenarios (minus Trend Line)
□FACILITY PR OGRAMMING
AND C O N S UL T IN G
VOLUME I RESEARCH VOLUME I RESEARCH
SHARE OF POPULATION BY AGE COHORTS, 2011 – 2031 TOTAL FALL ENROLLMENTS PROJECTIONS
Campus Catchment Area Campus Catchment Area
178 179
+
Hood
Johnson '
Cleburne • c~
@ Northwest
... Northeast
@ South
@ Southeast
@ Trinity River
Mile Radius
0 5 Miles
0 10 Miles
0 15 Miles
Population Age 18-64
LJ 510,000 -530,000
c:]520,000 -~30,001
□FACILITY PROGRAMM IN G
A N D CO N SU LTI NG
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consu lting cannot be responsible for consequences res ulting from error or omission in the information and graphical representations made hereon.
,~ Tarranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
:::::::~~========~=::;:---...-r--------..----r----....... --------..... ---_----,,_-... _.....,,=--=-----.7"'1'""...,,.~b!--;..-;:_-;,""L---_-'"'1.,..,..-.....-~-------"T---_-.::-_-_-_-_-_-...,-..:::___,,--........ .....,.
a O 5 10Mi les W Source: ESRI and Facility Programming and Consu lting
@ Northwest
@ Northeast
@ South
Southl •
@ Southeast
@ Trinity River
Mile Radius O s Miles
0 10 Miles
0 15 Miles
Annual Growth
Population Age 18-64
LJ 50.0% -52.0% -54.0%
□~1.0% -53 .0% ->4.0%
□FACILITY PROGRAMMING
A N D CONSULT I NG
Information shown hereon is a graph ica l representation only and based upon available information Foc:il ity Programm ing and Consu lting cannot be responsib le for consequences resu lting from error or omission in th e in formation and graph ica l representat ions made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
2021 POPULATION AGE 18 – 64 POPULATION GROWTH AGE 18 – 64, CAGR 2021 – 2031
ZIP Code Analysis ZIP Code Analysis
180 181
+
I I I I A.tie • I .
Hood
Cleburne •
@ Southeast Campus
c:J Catchment Area
Catchment Area : Top ZIP Codes comprised of
6,499 students (CUML 79.6%); Capture Rate: 1 .9%
Mile Radius O s Miles
0 10 Miles
Q 15 Miles
Students by ZIP Code o ~o -~200
□~25 -~300
-~75 ->300
.. , all ---
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be respon~ble for consequences resulting from error or omission in the information and graphical representations made hereon.
f-1' I I I I
•
•4 /
• , I I C L .. I' ..... .. I Whi
. . ---------
0 0 5 10Mi les W Source: ESRI and Facility Programming and Consulting
... :; . j~
I • • • I • I ~ I
@ Southeast Campus
Mile Radius
0 5 Mi les 0 15 Miles
0 10 Miles
,~ Tarranl Cou11ty College·
~ WCCE55 wm•• AEACH.
Sparse
Dense
CORGAN
I -
Information shown hereon is a graphical representation only and based upon available information Facility Programming and Consulting cannot be responsible for consequences resu lting from error or omission in the information and graphical representations made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
STUDENT RESIDENCE DENSITY BY ZIP CODE STUDENT RESIDENCE DENSITY HEAT MAP
TCC has no on-campus student residences TCC has no on-campus student residences
182 183
+-,~ T arranl Cou11ty College·
~ WC:CE55 wm .. AEACH. CORGAN VOLUME I RESEARCH VOLUME I RESEARCH
Campus Access
Vehicular and Pedestrian Circulation
VEHICULAR CIRCULATION
The Southeast College campus is located in Arlington, West of State Highway 360,
South of Southeast Parkway, and East of New York Avenue. The main drives connect the
campus to Southeast Parkway and New York Avenue. There are also internal drives that
provide access between drop-offs and parking lots. None of the proposed phases would
negatively impact vehicular paths and/or traffic with the exception of the construction
material drop offs and the staging of construction materials.
PEDESTRIAN CIRCULATION
There are sidewalks along all three roadways, but only Southeast Parkway provides
pedestrian connectivity to the campus. There is also a public bus drop off/pick up point
located on the North side of the main building.
TEX
A
S
3
6
0
T
O
L
L
R
D
.
SOUTHEAST PKWY.
S
C
O
L
L
I
N
S
S
T
.
NE
W
YO
R
K
AV
E
.
WEBB
L
Y
N
N
R
D
.
CAMPUS ACCESS FRAMEWORK
Vehicular and Pedestrian Traffic
184 185
+
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
.r
VOLUME I RESEARCH
Student using software to explore digital modeling.
VOLUME I RESEARCH
Labor Market Analysis
Southeast Campus Occupational Programs
Fastest Growing Occupations
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #5: Web Developers
— #10: Chefs and Lead Cooks
— #11: Computer User Support Specialist
— #16: Food Service Managers
Occupations Adding the Most Jobs
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #5: First-Line Supervisors of Office and Administrative Support
Workers
Highest Paying Occupations
Dallas, North Central Texas, Tarrant WDAs
— #10: Computer Network & Support Specialists
— #11: Web Developers
Occupations With Greatest Annual
Openings 2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #4: First-Line Supervisors of Office and Administrative Support
Workers
FPC provided data related to
job demand, need, and growth
within the College’s service
area and the Greater Dallas-
Fort Worth-Arlington, Texas,
MSA (Metropolitan Statistic
Area). This study was cross-
walked with the programs
that the Southeast Campus
offers and the available top 20
occupations were outlined.
Students taking notes during classes. Culinary Arts students learning in the extensive teaching kitchen.
186 187
+
I
TRINIIY LEVEL 2. MAIN ST.
I'-Bookstore
1' Porking Goroge
Student life Center
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN VOLUME I RESEARCH
Trinity River "Main Street" near Rotunda and parking garage.
Recently renovated Learning Commons. The Idea Store is an important connection between the campus and downtown Fort Worth.
VOLUME I RESEARCH
Trinity River Campus
Campus Background
The Trinity River Campus is comprised of two physical locations;
Trinity River Campus and Trinity River Campus East. The
campuses, separated by only a half mile, are easily accessible
by road or a beautiful walk along the adjacent West Fork Trinity
River path. The Trinity River Campus offers a number of general
education programs supporting careers in the STEM disciplines
while also provided signature educational path in areas such as
sign language. The Trinity River Campus was purchased from
RadioShack in 2008 and opened its doors to its first students in
the fall of 2009.
The master plan team’s tour with the campus President and their
faculty and staff established a background of the campuses
identity and the direction that the campus leadership had
in mind. The former corporate identity of the building had
caused the campus to develop in a staggered manner, and a
comprehensive review of program placement was welcomed.
The spatial limitations of the building constrains the placement
of program. The inadequacies of the existing space and layout
was most prevalent for the Onboarding and Health Professions
programming. Access for potential and current students is
hampered by the poor visibility of the current Onboarding location
and layout. The Health Professions programs lack space that
is properly sized or outfitted for optimal utilization. The exterior
conditions of the campus were also identified as an asset that can
further engage students and other community members.
Master plan programming for the Trinity River Campus requires
multiple building and campus wide improvements. While
the building is beautiful, it is over 15 years old and has some
deferred maintenance and functional improvements which
need addressed. Trinity River currently has a multi-level “Main
Street” in the TRTR Building which provides a number of student
services. A major project of the master plan on the campus is
the further development of a main, welcoming, accessible entry
point which provides easy and direct access to the “Main Street".
The construction of a new fourth wing is recommended to house
the Health Care Professions. Development of the new tower and
all interior renovations should include the implementation of the
College initiative 3 Goals and 8 Principles.
“From the moment you set foot
on TCC Trinity River Campus,
you will notice something truly
special about its environment.
The College has not only
invested in a positive learning
space that accommodates a
community of learners, but it
maintains an equitable culture
of care to support our students
and each other. By doing
so, we ensure a consistent
and successful academic
experience for all. Together,
our diversity creates a rich
campus community.”
— Dr. Madison
188 189
+
PEACH STREET
BLUFF STREET
(])
O>
I >-3: I
1-w w a:: 1-(/) z 0 (/) a:: w 0 z w I
TRPG PARKING
TRTR ELBOW
,~ T arranl CouHt)' College·
~ WCCE55 wm•• AEACH. CORGAN
TRIN ITY RIVER
Ch \,"~--_#..,/
VOLUME I RESEARCH
TRINITY RIVER CAMPUS SITE PLAN
Master Plan Landscape Plan
VOLUME I RESEARCH
Trinity River Campus
Key Campus Statistics
Year Constructed: 2003
Campus Size: 39.9 acres in downtown Fort Worth
Building Inventory: 1 Building Complex, 965,360 SF
Campus President: Dr. Madison
Student Enrollment: 5,908 students (shared with Trinity River Campus East)
Signature Programs:
— GIS Technology
— Healthcare Professions
— Sign Language Interpreting
GAP ANALYSIS
Gap analysis identified inequities between campuses and synthesized them into needs
to be accommodated into the master plan. Work sessions with faculty and staff at each
campus helped identify deficiencies and desired improvements.
The work session with the campus faculty and staff provided an opportunity for an
iteration of the phases to be reviewed and the campus priorities to be stated. This
opportunity yielded the valuable feedback that the campus was lacking in:
— A defined front entry.
— A consolidated “One-Stop Shop” for students with Onboarding, student services, and
a Welcome Center.
— The Health Professions facilities were also identified as being sub-par and an urgent
issue to resolve to improve campus perception and student service.
0' 100' 200' 400' North
+,~ T arranl C ou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
■
■
■
■
L. I /
D I
~
~
(k_-__ ,,r'--\ / ._,
,-(+:--..... _\ ,', t \
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' \
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FO
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(T
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WE
S
T
FOR
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) F
CLE
A
R
CRT
(
TRPGPARKING
TRIN
I
T
Y
) RTR
T
(
EAST
F
O
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K
(TRE
F
)
TRTRELBOW
VOLUME I RESEARCH VOLUME I RESEARCH
LEGEND
Good Facility
Condition
Fair Facility
Condition
Poor Facility
Condition
Critical Facility
Condition
TRINITY RIVER
Trinity River Campus
Facility Condition Assessment Report
STREET
Based on the facility condition assessment provided by Jacobs, this campus is not that
old and most of the issues are that of deferred maintenance or functional improvements.
Based on the Facility Condition Index (FCI), there are 10 buildings on this campus that
have a good FCI score. The majority of the building on this campus are in the good range
based on the FCI.
FCI Categories:
—Good: 0 – 0.02
—Fair: 0.02 – 0.05
—Poor: 0.06 – 0.19
—Critical: +0.20 MI
L
L
S
ST
R
E
E
T
PEACH STREET
BLUFF STREET
HE
N
D
E
R
S
O
N
ST
R
E
E
T
(H
W
Y 19
9
)
Poor Buildings:
The master plan phasing addresses the following critical issues: —TRPG Tower (0.07)
—Phase 1 — New Onboarding Center Addition
—Phase 2 — New Health Professions Innovation Center Tower
—Phase 3A — Renovate Rotunda and Community Ed. space
—Phase 3B — Renovate Science Labs into Synergy Labs TA
Y
L
O
R
ST
R
E
E
T
IDEA STORE —Phase 3C — Renovate Healthcare Workforce Annex (TRIS)
BELKNAP STREET
FACILITY CONDITION ASSESSMENT DIAGRAM
Existing Conditions Site Plan
BELKNAP STREET
0' 100' 200' 400' North
—Phase 4E — Renovate Learning Commons
Facility Condition Index (FCI) is the total cost of needed building repairs and renewal
divided by the current cost of replacing the building. Each building’s FCI score reflects the
current condition of the building: Good, Fair, Poor, or Critical
190 191
+,~ T arranl CouHt)' College·
~ WCCE55 wm•• AEACH. CORGAN
--------
-----------■
■
■
■
■
L/-j
□
_J
,.._7
_J _J
FO
R
K
(T
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WE
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CLE
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CRT
(
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TRIN
I
T
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) RTR
T
(
EAST
F
O
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(TRE
F
)
TRTRELBOW
VOLUME I RESEARCH VOLUME I RESEARCH
LEGEND
Utilization >75%
Utilization
50% – 75%
Utilization
0% – 50%
Program Defined
Utilization
TRINITY RIVER Not Assignable
Trinity River Campus
Space Utilization Study
STREET
Based on overall building utilization, there are zero buildings on this campus that have
a good overall utilization. Out of the six towers that serve students of the Trinity River
Campus, the majority that are scheduled contain space scheduled for classrooms or labs
that are below the utilization target.
Utilization Categories:
—Good: +75%
—Fair: 50% – 75%
—Poor: 0% – 50%
—Program Specific Utilization: Utilization standards not applied MI
L
L
S
ST
R
E
E
T
PEACH STREET
BLUFF STREET
HE
N
D
E
R
S
O
N
ST
R
E
E
T
(H
W
Y 19
9
)
Overall building utilization identifies current opportunities within existing campus class
lab and classroom inventory to determine if they are capable of supporting current
and projected enrollment or if additional inventory is needed. Analysis utilizes course
schedule data from the Fall 2021 semester.
—Not Assignable: No Class Labs or Classrooms
Poor Utilization:
—East Fork Tower (TREF) (30.6%)
—Trinity River Tower (TRTR) (44.9%)
The renovation of a former corporate campus to work within a community college model
has caused issues as programs and section sizes have grown. Primary limiters to higher
utilization were identified as under-sized classrooms or labs and that most spaces lack
technology upgrades for active teaching. Additionally, the infill of programming into
available space as need is identified has caused the majority of spaces to not be used for
the best possible function.
Program Specific Utilization: TA
Y
L
O
R
ST
R
E
E
T
IDEA STORE —N/A (TRIS)
BELKNAP STREET BELKNAP STREET
SPACE UTILIZATION DIAGRAM
Existing Conditions Site Plan 0' 100' 200' 400' North
192 193
194 195
+
Market Summary □FACILITY PROGRAMM ING
AND C O N SULTING 2021 v TCC: TR Campus Catchment Area, 2021F
Age Groups
0 :514
0 15-17
0 18-34
0 35-64
0 2:65
Households
533.300
Total
$223.900
Home Value
2010
2021
2031
2010
2021
2031
No High School
High School Degree or Equivalent
Some College, No Degree
Associates Degree
37.7% Bachelor's Degree
Graduate Degree
Total Population
1,282,900
1,530,100
1.775.800
10-YrProjected CAGR ► 1.5%
Population Age 18-64
798,500
940,700
1,071,400
10-YrProjectedCAGR ► 1.3%
Educational Attainment
V SOURCE: ESRI I Page 1 of2
Race/ Ethnicity
Diversity 78. 7
Index
0 White
0 Black
0 Asian 0 Other
Q Hispanic
NOTE: Per.ions of Hspanic Origin may be of any race. I Th e Civersitylndcx mcast1es the piooabil iy
tllat ~vo people from the same M!0 will be from different race/ ethnic groups . A Dversily Index
1111:re,~f-!i l11J1r1 II lo 1{X> as lt1e Iq11lal11x1 1s evmly d1•.11ci-xi 11i!o lwc1 f)r rrK •~ ,~:,~, f-!lhrnc grrnIIis
Income
$66,500
Median HH Income
$30,800
Per Capita Income
□FACILITY Market Summary
PROGRAMMING
AND CONS ULT I NG 2021 v TCC: TR Campus Catchment Area, 2021F
0 Businesses
Q Employment
An estimated 44,430
busin esses are lo cated within
the Market Area and they
employed approximately
537,250 workers.
Businesses and Employment
Sector PCT Businesses Employmen1
Retail
Health Care
Accommodation
Professional
Manufacturing
Educatio n
Other Serivces
Construction
Fin ance
Wholesale
Government
Transportation
Real Estate
Ad ministrative
Entertainment
Informatio n
Mining
Utilities
Unclassified
Headquarters
A gricultu re
15.3%
8.1%
8.0%
8.9%
3.4%
2.5%
12.5%
7.2%
5.9%
2.7%
1.2%
1.9%
5.5%
3.1%
1.7%
1.7%
0.4%
0.1%
9.2%
0.3%
0 .3%
6,800
3,620
3,560
3,940
1,520
1,090
5,580
3,180
2,620
1,210
530
850
2,450
1,390
760
760
170
40
4,100
140
130
76,550
70,570
54,580
47,500
45,720
45,290
35,460
26,980
23,980
22,100
19,630
16,380
14,240
12,320
8,640
7,480
2,720
2,620
2,440
1,430
640
c:--=;;;;;;;-
PCT
14.21'
13.1%
10.2%
8.8%
8.5%
8.4%
6.6%
5.0%
4.5%
4.1%
3.7%
3.0%
2.7%
2.3%
1.6%
1.4%
0.5%
0.5%
0.5%
0.3%
0.1%
• Ma rket Area: Is the same as the region refe renced in the YELLOW ba r highlighted at the top of the page
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN
V SOURCE: ESRI I Page 2 of2
Occupations
Management
Professional
Sales
Admin
Farming
Construction
Maintenance
Production
Transportation
0 White Collar Q Blue Collar
&O.K Q Services
17.1'6
21.7"
0.1%
10.4%
VOLUME I RESEARCH VOLUME I RESEARCH
MARKET SUMMARY MARKET SUMMARY
Campus Catchment Area Campus Catchment Area
197
+
Education Summary PROGRAMM ING
AND CO NSULT ING 2021 v TCC: TR Campus Catchment Area, 2021F
Education Enrollment
Total Enrolled in School
Not Enrolled in School
409,900
982,500
Percent in/ Not in School 29.4% 70.6%
School Enrollment by Grade Level
GRAD
20K
0 PRE-Preschool -KND-Grade 12 0 Higher Ed
SOURCE: 2015-2019 American Community Survey
Percent of
Enrolled
70.4%
K-12
18.9%
College
4.9%
Grad School
V SOURC E: ESRI , ACS
Household Expenditures on Education
Total Spending
Average/ Household
Index
Spending Category
College Tuition
K-12 Tuition
Other School Supplies
Rental of Books/ Equipment
Supplies for College
Test Preparation/ Tutoring Services
Supplies for K-12 Schools
Vocational Tuition
Tuition for Other Schools
Supplies for Preschool
Supplies for Vocational Schools
$831,318,600
$1,559
90
Total Expenditures
$489,262,000
$114,304,000
$32,315,700
$28,766,500
$23,693,800
$12,507,100
$11,877,300
$7,554,900
$6,908,200
$1,613,900
$488,200
I Page 1 of 1
Average/ Index
Household
$917 87
$214 90
$61 99
$54 97
$44 101
$23 90
$22 105
$14 100
$13 92
$3 96
$1 99
NOTE: An index of 100 reflects the national average. An index of 120 s uggests s pending is 20 percent above the average.
,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN
SOURC E ESRI and Faci lity Progra mming and Con sulting
2,000,000
Historic Population Estimates I
1,800,000
1,600,000
1,400,000
1 200 000 1,305,300
' '
1,000,000 --------1,071,400 940,700 ---------------------
811~,4~00!_..----------------'----+----+---+-----+---+--+----+---+------l----l 800 ,000 c-
600 ,000
381,200 ---------------441,100 400,000 325,!7~00~----------------------- -----
200 ,000 58,000 62,400
----------------------- - - - ----- - - - ---- - ------69,000 0
2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031
-2011-21 Total Population CNG: 224,700, 17.2% or CAGR 1.6% 11 2021-31 CNG: 245,700, 16.1% or CAGR 1.5%
-2011-21 Population Age 18-64 CNG: 129,200, 15.9% or CAGR 1.5% 11 2021-31 CNG: 130,700 , 13.9% or CAGR 1.3%
-2011-21 Population Age 18-34 CNG: 55,500, 17.1% or CAGR 1.6% 11 2021-31 CNG: 59,900, 15.7% or CAGR 1.5%
-2011-21 Population Age 15-17 CNG: 4,400, 7.6% or CAGR 0.7% 11 2021-31 CNG: 6,500 , 10.5% or CAGR 1.0%
VOLUME I RESEARCH VOLUME I RESEARCH
EDUCATION SUMMARY HISTORIC AND PROJECTED POPULATION ESTIMATES
Campus Catchment Area
196
Campus Catchment Area
198 199
+
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
SOURCE ES RI and Faci lity Prog ramming and Con sult ing
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'#, 0
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Percentage Point Change by Cohort and 10-YearTime Frames
2010-21 Age ~14 -2011-21: -1.9% II 2021-31 : -0 .8% 2010-21 Age 15-17 -2011-21: -0.4% II 2021-31: -0 .2%
112021-31:-0.1% 112021-31:-1.1%
a 2010 -21Age~65 -201 1-21:2.9% 112021-31:2 .1 %
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
SO UR CE : Tarran t Cou nty Coll ege and Fac ility Program mi ng and Cons ulti ng
Historic Enrollment
,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH.
Average of All Enrollment Scenarios
Projected Growth (2021-31)
Enrollment Change: 1,232
Total Percent Change: 23.3%
Annual Growth (CAGR): 2.12%
CORGAN
7,613 6,510 6,011 5,906
2,452
2010 2011 20 12 20 13 201 4 20 15 20 16 201 7 201 8 2019 20 20 2021 2022 202 3 202 4 2025 2026 20 27 202 8 20 29 20 30
-Based on 2016-21 Trend Line
-2021 Capture Rate (2021 Enro llmenU 2021 Col lege Service Area Population Age 18-64) Held Constant at 0.4%
-catchment Area Population Age 18-64 , CAGR 2021-31 Held Constant at 1.3%
-9-12 Grade Graduate Growth in Catchment Area (Institutions with >100 Graduates), CAGR 2015-20 Held Constant at 3.7%
-Ave rage of all Enrollment Projection Scenarios (minus Trend Line)
PR OGRAMMING
AND CO N S UL T IN G
VOLUME I RESEARCH VOLUME I RESEARCH
SHARE OF POPULATION BY AGE COHORTS, 2011 – 2031 TOTAL FALL ENROLLMENTS PROJECTIONS
Campus Catchment Area Campus Catchment Area
200 201
+
Hood
@ Northwest
... Northeast
@ South
@ Southeast
@ Trinity River
Mile Radius O s Miles
0 10 Miles
0 15 Miles
Population Age 18-64
LJ 510,000 -530,000
c:]520,000 -~30,001
PROGRAMM IN G
A N D CO N SU LTI NG
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon.
Wise
_____ (.....,.___..,,_
a O 5 10Mi les W Source: ESRI and Facility Programming and Consu lting
I ----r ___ ..,l _
@ Northwest
@ Northeast
@ South
@ Joljnson
@ Southeast
@ Trinity River
Mile Radius O s Miles
0 10 Miles
0 15 Miles
Denton r Mound•
-r-
1 I I I I
I
Annual Growth
Population Age 18-64
,~ Tarranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN
LJ 50.0% -52.0% -54.0%
-53 .0% ->4.0%
PROGRAMMING
A N D CONSULT I NG
Information shown hereon is a graphical representation only and based upon available information Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the in formation and graphical representations made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
2021 POPULATION AGE 18 – 64 POPULATION GROWTH AGE 18 – 64, CAGR 2021 – 2031
ZIP Code Analysis ZIP Code Analysis
202 203
+
@ Trinity River Campus
D Catchment Area
Catchment Area: Top ZIP Codes comprised of
4 ,302 students (CUML 79.4%); Capture Rate: 0 .5%
Mile Radius O s Miles
0 10 Miles
0 15 Mil es
Students by ZIP Code O :;;o -:;;100
0:;;25 -~00
-:;;50 ->200
PROGRAMM ING
A N D CO N SU LTI NG
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon.
,
I
"'
. ,
..
..
'
.:-\
,. ..
•
I
..
' I . .. ' • C ' •• )
0 0 5 10Miles W Source: ESRI and Facility Programming and Consulting
•
@ Trin it y River Campus
• ••
Mile Radius Q s Miles O 15 Mi les
Q 10 Miles
,~ Tarranl Cou11ty College·
WCCE55 wm•• AEACH.
Spa rse
Dense
CORGAN
Information shown hereon is a graphical representation only and based upon available information Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
STUDENT RESIDENCE DENSITY BY ZIP CODE STUDENT RESIDENCE DENSITY HEAT MAP
TCC has no on-campus student residences TCC has no on-campus student residences
204 205
+-,i~ T arranl Cou11ty College·
WC:CE55 wm .. AEACH. CORGAN VOLUME I RESEARCH VOLUME I RESEARCH
Campus Access
Vehicular and Pedestrian Circulation
VEHICULAR CIRCULATION
The vehicular traffic will access the campus either from Henderson Street or by Belknap
Street. The parking garage in TRPG is the primary entry for students while the circle drive
off of Belknap Street provides a visible access point for visitors. School buses also use
the gravel drive along the North edge of the site. With some of the parking spaces at the
Rotunda entry being removed due to the proposed construction, the parking garage will
be more utilized. None of the proposed phases would negatively impact vehicular paths
and/or traffic with the exception of the construction material drop offs and the staging of
construction materials.
PEDESTRIAN CIRCULATION
This campus has the highest potential for the pedestrian traffic due to its close proximity
to housing and downtown Fort Worth. The location of the Idea Store on the corner of
Belknap Street and Taylor Street provides a visible entry for pedestrians.
I
N
T
E
R
S
T
A
T
E
3
5
TX HWY 280
W 7TH ST .
E BELKN
A
P
ST.
H
O
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S
T
O
N
S
T
T
X
H
W
Y
1
9
9
N
M
A
I
N
S
T
.
CAMPUS ACCESS FRAMEWORK
Vehicular and Pedestrian Traffic
206 207
+
,~ TarronlC wccEss wn_ouHt)' College· AEACH. CORGAN VOLUME I RESEARCH
Respiratory Therapy students practicing on a dummy.
VOLUME I RESEARCH
Labor Market Analysis
Trinity River Campus Occupational Programs
Fastest Growing Occupations
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #3: Respiratory Therapists
— #4: Physical Therapy Assistants
— #5: Web Developers
— #9: Cardiovascular Technologists and Technicians
— #14: Radiologic Technicians
— #18: Licensed Practical and Licensed Vocational Nurses
Occupations Adding the Most Jobs
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #4: Computer User Support Specialists
— #5: First-Line Supervisors of Office and Administrative Support
Workers
— #7: Licensed Practical and Licensed Vocational Nurses
Highest Paying Occupations
Dallas, North Central Texas, Tarrant WDAs
— #11: Web Developers
Occupations With Greatest Annual
Openings 2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #4: First-Line Supervisors of Office and Administrative Support
Workers
— #9: Licensed Practical and Licensed Vocational Nurses
FPC provided data related to
job demand, need, and growth
within the College’s service
area and the Greater Dallas-
Fort Worth-Arlington, Texas,
MSA (Metropolitan Statistic
Area). This study was cross-
walked with the programs the
Trinity River Campus offers
and the available top 20
occupations were outlined.
Student participating in the Sign Language program. Students utilizing the computers at the Learning Commons.
208 209
+
Cou11ty Collcg Tarranl ACH. , WCCE55 wm•• AE ,· CORGAN
~-
F 1\ ~..,.
~;;:.
VOLUME I RESEARCH
THRA lobby and classrooms.
Health Professions Auditorium. Exterior shaded area with outdoor circulation, water features, and seating.
VOLUME I RESEARCH
Trinity River Campus East
Campus Background
The Trinity River Campus is comprised of two physical locations;
Trinity River Campus and Trinity River Campus East. The
campuses, separated by only a half mile, are easily accessible
by road or a beautiful walk along the adjacent West Fork Trinity
River path. Trinity River Campus East focuses on providing quality
accredited healthcare programs as its main educational focus.
Trinity River Campus East, a newer campus, became operational
in 2011.
The master plan team’s tour with the Real Estate and Facility
staff established a background of the campuses identity and
the direction that the campus leadership had in mind. The initial
identity of the campus was altered during construction from
administrative functions to Health Professions programming.
This has caused the campus to infill within spaces that were
not originally designed for the current programming, and a
comprehensive review of program placement was welcomed.
The spatial limitations of the building constrains the placement
of program. The Health Professions programs lack space that
is properly sized or outfitted for optimal utilization. The master
plan team was invited to explore the different potential futures
of the campus through the lens of best possible use. This
included thinking about the possibilities of the campus not
just as performing college level functions, but also as working
with community members. The urban location of the campus in
downtown Fort Worth provides the College an invaluable asset.
Trinity River Campus East is the newest Tarrant County College
physical campus and as a result does not have a significant
amount of deferred maintenance. However, while in physically
good condition, the facilities are not suited for health care
education. Multiple levels, exterior access classrooms, long linear
buildings, and minimal room for future expansion suggest this
location is not the best fit for the TCC health care professions.
Master planning looks slightly different from the other campuses,
as it is the recommendation of the team to repurpose the building
for a higher and better use. The Health Care Professions should
be located in a newly constructed tower on the Trinity River
Campus. Development of the new tower should include the
implementation of the College initiative 3 Goals and 8 Principles.
"“Our mission is to graduate
highly qualified Health Care
Professionals that exhibit a
desire to serve and advocate
for patient safety with a spirit
of excellence and an aspiration
for lifelong learning.”"
— Trinity River Campus
East Mission
+
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11
11
,~ T arran l Cou11ty College·
WCCE55 wm•• AEACH. CORGAN
b1··
1 .
l J
I
I J
I I
VOLUME I RESEARCH VOLUME I RESEARCH
TRHA
TRHN Trinity River Campus East
Key Campus Statistics
Year Constructed: 2011 GAP ANALYSIS TRHN
TRHP Campus Size: 8.75 acres in downtown Fort Worth Gap analysis identified inequities between campuses and synthesized them into needs
to be accommodated into the master plan. Work sessions with faculty and staff at each
campus helped identify deficiencies and desired improvements.
Building Inventory: 5 Buildings, 134,364 SF
BELKNAP STREET Campus President: Dr. Madison
Student Enrollment: 5,908 students (shared with Trinity River Campus) TRHT
CO
M
M
E
R
C
E
ST
R
E
E
T
TRHW
CA
L
H
O
U
N
ST
R
E
E
T
Signature Programs: The campus visit by the master plan team and discussion with faculty and staff familiar
with the facility provided a background for campus resources that need improvement.
This opportunity yielded the valuable feedback that:
— Healthcare Professions
— Nursing
— Health Professions facilities are sub-par and an urgent issue to resolve to improve
campus perception and student service.
— The campus was lacking in having a defined front entry.
— The architecture of the campus lacked the ability for significant changes to be
possible.
TRINITY RIVER CAMPUS EAST SITE PLAN
Master Plan Site Plan 0' 50' 100' 200' North
210 211
+
f--
1
._'....::.._J
l J
I
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I I
,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN VOLUME I RESEARCH
TRHA
TRHN
TRHN
TRHP
BELKNAP STREET
TRHT
LEGEND
Good Facility
Condition
Fair Facility
Condition
Poor Facility
Condition
Critical Facility
Condition
VOLUME I RESEARCH
Trinity River Campus East
Facility Condition Assessment Report
Based on the facility condition assessment provided by Jacobs, this campus is not that
old and most of the issues are that of deferred maintenance or functional improvements.
Based on the Facility Condition Index (FCI), there is one building on this campus that has a
good score. The majority of the buildings on this campus are in the poor range based on
the FCI.
The master plan phasing addresses the following critical issues:
— Phase 1 — Trinity River Campus East Renovation
Facility Condition Index (FCI) is the total cost of needed building repairs and renewal
divided by the current cost of replacing the building. Each building’s FCI score reflects the
current condition of the building: Good, Fair, Poor, or Critical
FCI Categories:
— Good: 0 – 0.02
Fair: 0.02 – 0.05
Poor: 0.06 – 0.19
Critical: +0.20 —
—
—
CO
M
M
E
R
C
E
ST
R
E
E
T
TRHW
CA
L
H
O
U
N
ST
R
E
E
T
Poor Buildings:
— TRHT Building (0.11)
— TRHW Building (0.08)
— TRHN Building (0.07)
FACILITY CONDITION ASSESSMENT DIAGRAM
Existing Conditions Site Plan 0' 50' 100' 200' North
212 213
+
f--
1
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l J
I
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I I
,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN
VOLUME I RESEARCH VOLUME I RESEARCH
LEGEND
Utilization >75%
Utilization
50% – 75%
Utilization
0% – 50%
Program Defined
Utilization
Not Assignable
TRHA
TRHN
TRHN
TRHP
BELKNAP STREET
TRHT
SPACE UTILIZATION DIAGRAM
Existing Conditions Site Plan
Trinity River Campus East
Space Utilization Study
Based on overall building utilization, there are zero buildings on this campus that have a
good overall utilization. Of the buildings at Trinity River Campus East, the majority that are
scheduled contain space scheduled for classrooms or labs that should be considered
separately from other programs based on the unique programming requirements.
Overall building utilization identifies current opportunities within existing campus class
lab and classroom inventory to determine if they are capable of supporting current
and projected enrollment or if additional inventory is needed. Analysis utilizes course
schedule data from the Fall 2021 semester.
Separating these certain programs from the defined standards is appropriate at Trinity
River Campus East because of the requirements of many of these programs. The history
of the buildings is critical as originally the campus was intended for administrative
functions. Many classrooms and labs lack the appropriate layout for Health Professions
programs and architecture is unable to be altered to provide adequate spatial conditions
for Health Professions programming or future growth.
Utilization Categories:
— Good: +75%
— Fair: 50% – 75%
— Poor: 0% – 50%
— Program Specific Utilization: Utilization standards not applied
— Not Assignable: No Class Labs or Classrooms
Poor Utilization:
— N/A
Program Specific Utilization:
— TRHA Building
— TRHN Building
— TRHT Building
— TRHW Building
CO
M
M
E
R
C
E
ST
R
E
E
T
TRHW
CA
L
H
O
U
N
ST
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T
0' 50' 100' 200' North
214 215
216 217
+
Market Summary PROGRAMM ING
AND C O N SULTING 2021 v TCC: TR Campus Catchment Area, 2021F
Age Groups
0 :514
0 15-17
0 18-34
0 35-64
0 2:65
Households
533.300
Total
$223.900
Home Value
2010
2021
2031
2010
2021
2031
No High School
High School Degree or Equivalent
Some College, No Degree
Associates Degree
37.7% Bachelor's Degree
Graduate Degree
Total Population
1,282,900
1,530,100
1.775.800
10-YrProjected CAGR 1.5%
Population Age 18-64
798,500
940,700
1,071,400
10-YrProjectedCAGR 1.3%
Educational Attainment
V SOURCE: ESRI I Page 1 of2
Race/ Ethnicity
Diversity 78. 7
Index
0 White
0 Black
0 Asian 0 Other
Q Hispanic
NOTE: Per.ions of Hspanic Origin may be of any race. I Th e Civersitylndcx mcast1es the piooabil iy
tllat ~vo people from the same M!0 will be from different race/ ethnic groups . A Dversily Index
1111:re,~f-!i l11J1r1 II lo 1{X> as lt1e Iq11lal11x1 1s evmly d1•.11ci-xi 11i!o lwc1 f)r rrK •~ ,~:,~, f-!lhrnc grrnIIis
Income
$66,500
Median HH Income
$30,800
Per Capita Income
Market Summary
PROGRAMMING
AND CONS ULT I NG 2021 v TCC: TR Campus Catchment Area, 2021F
0 Businesses
Q Employment
An estimated 44,430
busin esses are lo cated within
the Market Area and they
employed approximately
537,250 workers.
Businesses and Employment
Sector PCT Businesses Employmen1
Retail
Health Care
Accommodation
Professional
Manufacturing
Educatio n
Other Serivces
Construction
Fin ance
Wholesale
Government
Transportation
Real Estate
Ad ministrative
Entertainment
Informatio n
Mining
Utilities
Unclassified
Headquarters
A gricultu re
15.3%
8.1%
8.0%
8.9%
3.4%
2.5%
12.5%
7.2%
5.9%
2.7%
1.2%
1.9%
5.5%
3.1%
1.7%
1.7%
0.4%
0.1%
9.2%
0.3%
0 .3%
6,800
3,620
3,560
3,940
1,520
1,090
5,580
3,180
2,620
1,210
530
850
2,450
1,390
760
760
170
40
4,100
140
130
76,550
70,570
54,580
47,500
45,720
45,290
35,460
26,980
23,980
22,100
19,630
16,380
14,240
12,320
8,640
7,480
2,720
2,620
2,440
1,430
640
c:--=;;;;;;;-
PCT
14.21'
13.1%
10.2%
8.8%
8.5%
8.4%
6.6%
5.0%
4.5%
4.1%
3.7%
3.0%
2.7%
2.3%
1.6%
1.4%
0.5%
0.5%
0.5%
0.3%
0.1%
• Ma rket Area: Is the same as the region refe renced in the YELLOW ba r highlighted at the top of the page
,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN
V SOURCE: ESRI I Page 2 of2
Occupations
Management
Professional
Sales
Admin
Farming
Construction
Maintenance
Production
Transportation
0 White Collar Q Blue Collar
&O.K Q Services
17.1'6
21.7"
0.1%
10.4%
VOLUME I RESEARCH VOLUME I RESEARCH
MARKET SUMMARY MARKET SUMMARY
Campus Catchment Area Campus Catchment Area
218 219
+
Education Summary PROGRAMM ING
AND CO NSULT ING 2021 v TCC: TR Campus Catchment Area, 2021F
Education Enrollment
Total Enrolled in School
Not Enrolled in School
409,900
982,500
Percent in/ Not in School 29.4% 70.6%
School Enrollment by Grade Level
GRAD
20K
0 PRE-Preschool -KND-Grade 12 0 Higher Ed
SOURCE: 2015-2019 American Community Survey
Percent of
Enrolled
70.4%
K-12
18.9%
College
4.9%
Grad School
V SOURC E: ESRI , ACS
Household Expenditures on Education
Total Spending
Average/ Household
Index
Spending Category
College Tuition
K-12 Tuition
Other School Supplies
Rental of Books/ Equipment
Supplies for College
Test Preparation/ Tutoring Services
Supplies for K-12 Schools
Vocational Tuition
Tuition for Other Schools
Supplies for Preschool
Supplies for Vocational Schools
$831,318,600
$1,559
90
Total Expenditures
$489,262,000
$114,304,000
$32,315,700
$28,766,500
$23,693,800
$12,507,100
$11,877,300
$7,554,900
$6,908,200
$1,613,900
$488,200
I Page 1 of 1
Average/ Index
Household
$917 87
$214 90
$61 99
$54 97
$44 101
$23 90
$22 105
$14 100
$13 92
$3 96
$1 99
NOTE: An index of 100 reflects the national average. An index of 120 s uggests s pending is 20 percent above the average.
,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN
SOURCE: ESRI and Facility Prog ramm ing and Consultin g
2,000,000
Historic Population Estimates
1,800,000
1,600,000
1,400,000
1 200 000 1,305,300
' '
1,000,000 940,70
811:!;,40~0~-----------------
800,000
------1,071,400
0 ----------------
600,000
0 400 000 381,20 ___ _
, 325,~70~0~---------------------- - - ---------------4 41,100
200,000 58,000 62,400
------------------------ - - - - --------- - - - - ----69,000 0
2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031
-2011-21 Total Popu lation CNG: 224,700, 17.2% or CAGR 1.6% 11 2021-31 CNG: 245,700, 16.1% or CAGR 1.5%
-2011-21 Population Age 18-64 CNG: 129,200, 15.9% or CAGR 1.5% 11 2021-31 CNG : 130,700, 13.9% or CAGR 1.3%
-2011-21 Population Age 18-34 CNG: 55,500, 17.1% or CAGR 1.6% 11 2021-31 CNG: 59 ,900, 15.7% or CAGR 1.5%
-2011-21 Population Age 15-17 CNG: 4,400 , 7.6%o r CAGR 0.7% 11 2021-31 CNG: 6,500, 10.5% orCAGR 1.0%
VOLUME I RESEARCH VOLUME I RESEARCH
EDUCATION SUMMARY
Campus Catchment Area
HISTORIC AND PROJECTED POPULATION ESTIMATES
Campus Catchment Area
220 221
+
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
SOURCE ES RI and Faci lity Prog ramming and Con sult ing
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':§e. '#. ':§e. -;fl. ':§e. ':§e. 0 ':§e. ':§e. ':§e. '#. .... .... 0 0 0 0 -;1e. ':§e. ':§e. ':§e. ....; a, en OC) 0 0 ';;!!. ':§e. '#. ':§e. ':§e. ....; ....; ,.._ ,.._ u, :1, 0 0 0 ':§e. ';;!!. ....: co co M ..... a, 0 0 0 M co co I'-; ..,, OC) 0 M M M co u;; co ,.._ u, u, ..,, M M M in ..,, in in in in M M M M M M in in M M M M M M
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2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Percentage Point Change by Cohort and 10-YearTime Frames
2010-21 Age ~14 -2011-21: -1.9% II 2021-31 : -0 .8% 2010-21 Age 15-17 -2011-21: -0.4% II 2021-31: -0 .2%
112021-31:-0.1% 112021-31:-1.1%
a 2010 -21Age~65 -201 1-21:2.9% 112021-31:2 .1 %
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
SO UR CE : Tarran t Cou nty Coll ege and Fac ility Program mi ng and Cons ulti ng
Historic Enrollment
,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH.
Average of All Enrollment Scenarios
Projected Growth (2021-31)
Enrollment Change: 1,232
Total Percent Change: 23.3%
Annual Growth (CAGR): 2.12%
CORGAN
7,613 6,510 6,011 5,906
2,452
2010 2011 20 12 20 13 201 4 20 15 20 16 201 7 201 8 2019 20 20 2021 2022 202 3 202 4 2025 2026 20 27 202 8 20 29 20 30
-Based on 2016-21 Trend Line
-2021 Capture Rate (2021 Enro llmenU 2021 Col lege Service Area Population Age 18-64) Held Constant at 0.4%
-catchment Area Population Age 18-64 , CAGR 2021-31 Held Constant at 1.3%
-9-12 Grade Graduate Growth in Catchment Area (Institutions with >100 Graduates), CAGR 2015-20 Held Constant at 3.7%
-Ave rage of all Enrollment Projection Scenarios (minus Trend Line)
PR OGRAMMING
AND CO N S UL T IN G
VOLUME I RESEARCH VOLUME I RESEARCH
SHARE OF POPULATION BY AGE COHORTS, 2011 – 2031 TOTAL FALL ENROLLMENTS PROJECTIONS
Campus Catchment Area Campus Catchment Area
222 223
+
Hood
@ Northwest
... Northeast
@ South
@ Southeast
@ Trinity River
Mile Radius O s Miles
0 10 Miles
0 15 Miles
Population Age 18-64
LJ 510,000 -530,000
c:]520,000 -~30,001
PROGRAMM ING
A N D CO N SU LTI NG
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon.
_____ (........__
Wise
I
----, ___ ...J. -
... Northwest
@ Northeast
@ South
@ Johnson
@ Southeast
@ Trinity River
Mile Radius O s Miles
0 10Miles
Q 15Miles
,~ T arranl C ou11ty College·
WCCE55 wm•• AEACH. CORGAN
Dento er Mound• .......,.__, __ _
Annual Growth
Population Age 18-64
LJ50.0% -$2.0% _::,AO%
LJ51.0% -$3.0% ->4.0%
Lancaster •
PROGRAMMI NG
AND CONSU LT I NG
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
2021 POPULATION AGE 18 – 64 POPULATION GROWTH AGE 18 – 64, CAGR 2021 – 2031
ZIP Code Analysis ZIP Code Analysis
224 225
+
@ Trinity River Campus
D Catchment Area
Catchment Area: Top ZIP Codes comprised of
4,302 students (CUML 79.4%); Capture Rate: 0 .5%
Mile Radius O s Miles
0 10 Miles
0 15 Miles
Students by ZIP Code O :;;o -:;;100
0 :;;25 -~00
-:;;50 ->200
PROGRAMM ING
A N D CO N SU LTI NG
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon.
... ' I
4 .. ' - -• . ., ,
•' r. .. •• •
. 1
•
' .. , • • • Wise
r
•• ' Jj
-
@ Trinity River Campus
Mile Radius Q 5 Miles Q 15 Miles
Q 10 Miles
,~ Tarranl Cou11ty College·
WCCE55 wm•• AEACH.
Sparse
Dense
CORGAN
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
STUDENT RESIDENCE DENSITY BY ZIP CODE STUDENT RESIDENCE DENSITY HEAT MAP
TCC has no on-campus student residences TCC has no on-campus student residences
226 227
+-,i~ T arranl Cou11ty College·
WC:CE55 wm .. AEACH. CORGAN VOLUME I RESEARCH VOLUME I RESEARCH
Campus Access
Vehicular and Pedestrian Circulation
VEHICULAR CIRCULATION
The vehicular traffic will access the campus either from Belknap Street or Grove Street.
The parking lots to the East of the campus is the primary student access point. None
of the proposed phases would negatively impact vehicular paths and/or traffic with
the exception of the construction material drop offs and the staging of construction
materials.
PEDESTRIAN CIRCULATION
This campus has a high potential for pedestrian traffic due to its close proximity to
housing and downtown Fort Worth. The below-ground plaza along Weatherford Street
links the campus and downtown Fort Worth. The entry plaza and occupiable spaces
between buildings provide accessible urban space for pedestrians.
I
N
T
E
R
S
T
A
T
E
3
5
TX HWY 280
W 7TH ST .
E BELKN
A
P
ST.
H
O
U
S
T
O
N
S
T
T
X
H
W
Y
1
9
9
N
M
A
I
N
S
T
.
CAMPUS ACCESS FRAMEWORK
Vehicular and Pedestrian Traffic
228 229
+
CORGAN VOLUME I RESEARCH
Nursing students graduating.
Sonography student using an ultrasound machine. Nursing students practicing on a dummy.
VOLUME I RESEARCH
Labor Market Analysis
Trinity River Campus East Occupational Programs
Fastest Growing Occupations
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #3: Respiratory Therapists
— #4: Physical Therapy Assistants
— #5: Web Developers
— #9: Cardiovascular Technologists and Technicians
— #14: Radiologic Technicians
— #18: Licensed Practical and Licensed Vocational Nurses
Occupations Adding the Most Jobs
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #4: Computer User Support Specialists
— #5: First-Line Supervisors of Office and Administrative Support
Workers
— #7: Licensed Practical and Licensed Vocational Nurses
Highest Paying Occupations
Dallas, North Central Texas, Tarrant WDAs
— #11: Web Developers
Occupations With Greatest Annual
Openings 2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #4: First-Line Supervisors of Office and Administrative Support
Workers
— #9: Licensed Practical and Licensed Vocational Nurses
FPC provided data related to
job demand, need, and growth
within the College’s service
area and the Greater Dallas-
Fort Worth-Arlington, Texas,
MSA (Metropolitan Statistic
Area). This study was cross-
walked with programs Trinity
River Campus East offers
and the available top 20
occupations were outlined.
230 231
+
,~ T arranl CouHt)' College·
WCCE55 wm•• AEACH. CORGAN VOLUME I RESEARCH
Faculty breakout space.
Focus rooms. Presentation and event space.
VOLUME I RESEARCH
TCC Connect
Campus Background
TCC Connect provides students with an alternative educational
experience through eLearning and Weekend College. The
campus is designed to provide online and accelerated learning
options through a variety of course offerings to include eight-
week courses, monthly-starts, May-mester and Winter-mester.
All student services, such as advising, online tutoring, library
services, writing center, and test proctoring, can be accessed
online. The TCC Connect Campus was named a Top 60 Best
Online Community Colleges and Trades Schools of 2022
— Intelligent.com. As TCC looks to the future, the College is
exploring the possibilities for eLearning in terms of current
infrastructure and future growth for students, faculty, and staff.
The master plan team’s tour with the Campus President and their
faculty and staff established a background of the campuses
identity and the direction that the campus leadership, had in mind.
While many of the campuses students engage in a distance-
learning capacity, the physical futures of the campus were
identified as being tied to future needs for additional on-location
staff. The need for additional instructional spaces for Weekend
College was also outlined, but potential facility sharing with Trinity
River was a potential solution. The usage of technology impacts
the ability for the campus to function to its desired degree.
Technology for lecture capture and recording would improve the
abilities of the campus. Maintaining the position of the campus on
the cutting edge with its active teaching functionality is central to
its success and ability to provide service for students.
The master plan programming for TCC Connect should account
for the faculty and staff needed to support current and future
student growth. Although most student services are virtual, there
is and will continue to be a need for additional space for the staff
which support these functions. Student growth also requires
additional faculty and faculty resources. Spaces to support the
development of online course work, faculty collaboration, tech
support, and administrative development are needed to support
this unique college. The master plan should be mindful of the
College initiative of 3 Goals and 8 Principles, applying them as
possible to any renovations or expansions to the staff and faculty
spaces of TCC Connect.
“My commitment is to lead our
faculty and staff to continue
to provide students the best
learning experience. Whether
you are a first year student
in one of our fully-online
programs, or part of our
Weekend College, we are here
to assist you in your journey.
I look forward to facilitating
your success and wish you the
best of luck in your college
experience.”
— Dr. Morales
+
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,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN
2060B-X MECH
VOLUME I RESEARCH VOLUME I RESEARCH
24
0
0
A
-
X
CO
R
R
I
D
O
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2907A OPEN OFFICE 2801A OPEN OFFICE
2703-C 2903A CONFERENCE OFFICE
2905A 2906A 2802A 2803A 2804A 2805A
STORAGE 2902A-S 2904A FOCUS FOCUS FOCUS FOCUS FOCUS FOCUS FOCUS
2900A-X 2800A-X CORRIDOR CORRIDOR
2503-R MEN'S 2561A-X 2801-C CONFERENCE 2460A-X 2860A-X
2702A 2901A IDF IDF ELECTRICAL 2602A-S STORAGE
2700A-X OFFICE OFFICE 2800B-X
LOUNGE
MECHANICAL
2360A-X CORRIDOR
2207 2500A-X 2206-C TRAININGCORRIDOR 2600A-X
CORRIDOR CONFERENCE
2601-C 2210A 2701A 2560A-X CONFERENCE VIDEO PRODUCTION OFFICE ELECTRICAL 2300A-X 2502-R CORRIDOR WOMEN'S
2200A-X
2504B-X 1174-X 2301A-X CORRIDOR ELEV. 4 ELEV. LOBBY 2501A-S JANITORIAL 2103-C STORAGE 2101-K BREAK RM.
CONFERENCE
2204A 2208A 2209A FOCUS FOCUS FOCUS 2211A 2212A 1171-X 1172-X 1173-X FOCUS FOCUS ELEV. 1 ELEV. 2 ELEV. 3
2202A 2203A
FOCUS2100C-X FOCUS CORRIDOR
2102-C 2100B-X CONFERENCE LOBBY
2201A
OPEN OFFICE
2100A-X STAIR B RECEPTION1181-X
TCC Connect
Key Campus Statistics
Year Constructed: 2015
Campus Size: Single floor of Trinity River Campus West Fork
Building Inventory: TRWF floor 2 — 30,290 SF
Campus President: Dr. Morales
Student Enrollment: 14,763 students across the college
Signature Programs:
— eLearning
— Weekend College
GAP ANALYSIS
Gap analysis identified inequities between campuses and synthesized them into needs
to be accommodated into the master plan. Work sessions with faculty and staff at each
campus helped identify deficiencies and desired improvements.
The work session with the campus faculty and staff provided an opportunity for an
iteration of the phases to be reviewed and the campus priorities to be stated. This
opportunity yielded the valuable feedback that:
— Despite being a largely online campus, as student enrollment grows then there will be
additional need for both instructional space and faculty workspaces.
— Additionally, the lack of state-of-the-art technology directly impacts the ability for
the campus to function to its desired degree. This technology for lecture capture and
distance teaching was a unique requirement.
TCC CONNECT FLOOR PLAN
Master Plan Floor Plan 0' 10' 20' 40' North
232 233
+
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2060B-X MECH
VOLUME I RESEARCH VOLUME I RESEARCH
LEGEND
Good Facility
Condition
Fair Facility
Condition
Poor Facility
Condition
Critical Facility
Condition
2907A OPEN OFFICE 2801A OPEN OFFICE
2703-C 2903A CONFERENCE OFFICE
2905A 2906A 2802A 2803A 2804A 2805A
STORAGE 2902A-S 2904A FOCUS FOCUS FOCUS FOCUS FOCUS FOCUSFOCUS
2900A-X 2800A-X CORRIDOR CORRIDOR
2503-R MEN'S 2561A-X 2801-C
CONFERENCE 2460A-X 2860A-X
2702A 2901A IDF IDF ELECTRICAL 2602A-S STORAGE
2700A-X OFFICE OFFICE 2800B-X
LOUNGE
MECHANICAL
2360A-X CORRIDOR
2207
CORRIDOR
2500A-X 2206-C TRAINING 2600A-X
CORRIDOR CONFERENCE
2601-C 2210A 2701A 2560A-X CONFERENCE OFFICE VIDEO PRODUCTION 2300A-X 2502-R CORRIDOR WOMEN'S
ELECTRICAL
2200A-X
2504B-X 1174-X 2301A-X CORRIDOR ELEV. 4 ELEV. LOBBY 2501A-S JANITORIAL2103-C STORAGE 2101-K BREAK RM.
CONFERENCE
2204A 2208A 2209A FOCUS FOCUS FOCUS 2211A 2212A 1171-X 1172-X 1173-X FOCUS FOCUS ELEV. 1 ELEV. 2 ELEV. 3
2202A 2203A
FOCUS2100C-X FOCUS CORRIDOR
2102-C 2100B-X CONFERENCE LOBBY
2201A
OPEN OFFICE
2100A-X STAIR B RECEPTION1181-X
24
0
0
A
-
X
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0' 10' 20' 40' North
TCC Connect
Facility Condition Assessment Report
While this campus is largely based online, it is embedded within the larger Trinity River
Campus in the West Fork Tower (TRWF). The Facility Assessment Report for this campus
analyzes the portions of the Trinity River Campus that are deemed relevant as they
house physical portions of the TCC Connect campus. Based on the facility condition
assessment provided by Jacobs, this campus is not that old and most of the issues are
that of deferred maintenance or functional improvements.
FCI Categories:
— Good: 0 – 0.02
— Fair: 0.02 – 0.05
— Poor: 0.06 – 0.19
— Critical: +0.20
Fair Buildings:
Based on the Facility Condition Index (FCI), there is one floor on this campus that has a
good FCI score. The majority of the floors on this campus are in the good range based on
the FCI.
— TRWF Tower (0.02)
The master plan phasing addresses the following critical issues:
— Phase 1 — Upgrade Touch-Down Space and Technology
— Phase 4 — Re-locate College IT and Support Services
— Phase 5 — Expand TCC Connect
FACILITY CONDITION ASSESSMENT DIAGRAM
Existing Conditions Floor Plan
Facility Condition Index (FCI) is the total cost of needed building repairs and renewal
divided by the current cost of replacing the building. Each building’s FCI score reflects the
current condition of the building: Good, Fair, Poor, or Critical
234 235
237
+
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2060B-X MECH
VOLUME I RESEARCH
LEGEND
Utilization >75%
Utilization
50% – 75%
Utilization
0% – 50%
Program Defined
Utilization
Not Assignable
2907A OPEN OFFICE 2801A OPEN OFFICE
2703-C 2903A CONFERENCE OFFICE
2905A 2906A 2802A 2803A 2804A 2805A
STORAGE 2902A-S 2904A FOCUS FOCUS FOCUS FOCUS FOCUS FOCUSFOCUS
2900A-X 2800A-X CORRIDOR CORRIDOR
2503-R MEN'S 2561A-X 2801-C
CONFERENCE 2460A-X 2860A-X
2702A 2901A IDF IDF ELECTRICAL 2602A-S
OFFICE OFFICE STORAGE
2700A-X 2800B-X
LOUNGE
MECHANICAL
2360A-X CORRIDOR
2207
CORRIDOR
2500A-X 2206-C TRAINING 2600A-X
CORRIDOR CONFERENCE
2601-C 2210A 2701A 2560A-X CONFERENCE OFFICE VIDEO PRODUCTION 2300A-X 2502-R CORRIDOR WOMEN'S
ELECTRICAL
2200A-X
2504B-X 1174-X 2301A-X CORRIDOR ELEV. 4 ELEV. LOBBY 2501A-S JANITORIAL2103-C STORAGE 2101-K BREAK RM.
CONFERENCE
2204A 2208A 2209A FOCUS FOCUS FOCUS 2211A 2212A 1171-X 1172-X 1173-X FOCUS FOCUS ELEV. 1 ELEV. 2 ELEV. 3
2202A 2203A
FOCUS2100C-X FOCUS CORRIDOR
2102-C 2100B-X CONFERENCE LOBBY
2201A OPEN OFFICE
2100A-X STAIR B RECEPTION1181-X
24
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SPACE UTILIZATION DIAGRAM
Existing Conditions Site Plan 0' 10' 20' 40' North
VOLUME I RESEARCH
TCC Connect
Space Utilization Study
The TCC Connect Campus, though it provides distance learning options, also must
retain a physical location for Weekend College and for staff and faculty. Though there
are classrooms that are part of the campus, the specialty usage of those spaces should
make them exempt from the utilization targets.
Overall building utilization identifies current opportunities within existing campus class
lab and classroom inventory to determine if they are capable of supporting current
and projected enrollment or if additional inventory is needed. Analysis utilizes course
schedule data from the Fall 2021 semester.
However, the ability for the spaces to be utilized to the utmost ability should not be
ignored. Central to this goal, the lack of state-of-the-art technology directly impacts
the ability for the campus to function to its desired degree. This technology for lecture
capture and distance teaching is a defining requirement to maximize utilization, not just
for students but also for faculty and staff. Future growth of the Weekend College also will
incur need for additional instructional and faculty space.
Utilization Categories:
— Good: +75%
Fair: 50% – 75%
Poor: 0% – 50% —
—
— Program Specific Utilization: Utilization standards not applied
— Not Assignable: No Class Labs or Classrooms
Poor Utilization:
— N/A
Program Specific Utilization:
— West Fork Tower (TRWF) floor 2
236
238 239
+
0 S14 0 15-17 0 18-34 0 35-64 0 c:!65
Market Summary
2 0 2 2 v T C C: CN Connect Catchment Area , 2021 F
Age Groups
18-64
Households
693,300
Total
$252,000
Median Home Value
2010
2022
2032
2010
2022
2032
No High School
Total Population
1,600,000
1,946,000
2,187,000
10-YrProjectedCAGR 1 .2%
Population Age 18-64
1,006,100
1,205,000
1,326,900
10-YrProjectedCAGR 1.0%
Educational Attainment
H igh School Degree or Equivalent
Some College, No Degree
Associates Degree 9.0%
43.5% Bachelor's Degree 23.9%
Graduate Degree 10.6%
V SO URCE : ESRI
Race/ Ethnicity
Diversity 81 .6
Index
I Page 1 of 2
0 White 0 Black
Q Asian Q Other Q Hispanic
NOTE: Peisons of Hispa,,ic Ongin may be of any race. I The Divetsity Index measures the probal>lly that IWo people from the same area will be from different race/ ethnic groups. A llver.;ity lncex
increases from Oto 100 as the population is evenly d1..;ded into IWoormore race I ethnic groups.
Income
$78,500
Median HH Income
$37,800
Per Capita Income
Market Summary
2022 v TCC : CN C onnect Catc hment A rea , 2021 F
Q Businesses 0 Employment
An estimated 55,640
business es are located w ithin
the Market A rea an d t hey
employed approximately
604,100 wo rk ers.
In terms of e mployment, the
Retail Trade secto r was t he
larges t in t h e *Mar ket Area
with approximat e ly 98,400
w orkers. Thi s se ctor
accounted for an estimated
8,350 b u si nesses.
Businesses and Employment
Sector PCT Businesses Employme nt
R etail
Accom modati on
He alth Care
Educat ion
M anufacturin g
Profession al
Other Se rivces
Constru ction
W holesale
Govern ment
Fi nance
T ra nsportation
Rea l Estate
Adm inistrative
Informati on
Ent erta inment
U ncl assi fie d
H eadquarters
Mining
Utilities
Agri c ulture
15.0%
8.1%
7.8%
2.4%
3.3%
8.7%
12.5%
7.5%
2.7%
1.2%
5.5%
2.3%
5.4%
3.3%
1.6%
1.8%
10.1%
0.3%
0.2%
0.1%
0.3%
8,350
4,530
4,350
1,360
1,820
4,820
6,950
4,150
1,500
650
3,070
1,280
3,010
1,810
910
980
5,640
160
120
50
140
98,400
73,070
60,010
53,300
48,550
44,710
42,000
33,190
27,550
22,720
21,870
19,370
16,160
13,020
11,760
11,190
3,200
1,660
1,230
620
530
PCT
16.3%
12.1%
9.9%
8.8%
8.0%
7.4%
7.0%
5.5%
4.6%
3.8%
3.6%
3.2%
2.7%
2.2%
1.9%
1.9%
0 .5%
0.3%
0.2%
0.1%
0.1%
• Market Area: Is the same as the reg ion referenced in t h e YELLOW bar high lighted at the top of the page
,~ Tarranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN
V SOURCE: ESRI I Page 2 of 2
Occupations
11.9"
Manag em ent
Professional
Sa les
Ad mi n
Farming
Construction
Maintenance
Prod uction
Transportation
0 W hite C ollar Q Bl ue Collar
Q Services
18.3"
21.3"
1.9"
12A"
0.1%
5.6%
3 .2%
5.2%
10.1%
VOLUME I RESEARCH VOLUME I RESEARCH
MARKET SUMMARY MARKET SUMMARY
Campus Catchment Area Campus Catchment Area
240 241
+
Education Summary
20 2 2 v TCC: CN Connect Catchment Area , 2021 F
Education Enrollment
Total Enrolled in School
Not Enrolled in School
504,900
1,266,900
Percent in/ Not in Schoo l 28.5% 71.5%
School Enrollment by Grade Level
Grade 5-8 Grad e 1-4 CLG
113K
Grade 9-1 2
106K 92K
PRE KND GRAD
112K 30K 26K 26K
0 PRE-Presc hool O KND-Gra de 12 0 Higher Ed
SOURCE: 2016-2020 American Community Survey
Percent of
Enrolled
70.8%
K-12
18.3%
College
5.1%
Grad School
V SOU RCE : ESRI, ACS
Household Expenditures on Education
Total Spending
Average/ Household
Index
Spending Category
$1,308,134,400
$1,887
96
To tal Ex penditures
I Page 1 of 1
Average/ Index
H ousehold
College Tuition $771,768,400 $1,113 93
K-12 Tuition $181,302,700 $262 97
Other School Su pplies $50,382,500 $73 105
Rental of Books/ Equipment $44,804,300 $65 102
Supplies for College $36,684,400 $53 106
Test Preparation/ Tutoring Services $19,441,800 $28 94
Supplies for K-12 Schools $18,424,700 $27 110
Vocational Tuition $11,801,800 $17 106
Tuition for Other Schools $10,722,000 $15 96
Supplies for Preschool $2,530,300 $4 102
Supplies for Vocational Schools $761,600 $1 105
NOTE: An index of 100 reflects the national average. An i ndex of 120 suggests spending is 20 percent above the average.
SOURCE: ESRI and Facility Programming and Co nsulting
2,500,000
Historic Population Estimates
2,250,000
2,000,000
,~ T arranl Cou11t y College·
WCCE55 wm•• AEACH.
l
1---1----J---f--l---+--t--t--~-2,188,200 --· ---------1,946,000 ---------------------1,750,000 1,65i!7,~60~0!-------------
1,500,000 1,326 ,900
1,250,00 0
1,039 ,
1,000,000
1205 000 --1-~~l-~---'..~-'L__ ----------~~~------------------·--· -------------
750,000
500,000
533 ,900
472 ,200 ----------------------------------------------396 ,000 250,000
74 ,200 79 ,300 83 ,200 ----------------------------------------------0
20 12 20 14 20 16 2018 2020 2022 2024 2026 2028 2030 2032
-2012-22 Total Popu lation CNG: 288,400, 17.4%or CAGR 1.6% II 2022-32 CNG: 242,200 , 12.4%or CAGR 1.2%
-2012-22 Age 18-64 CNG: 165,700 , 15.9% or CAGR 1.5% 11 2022-32 CNG: 122 ,000, 10.1% or CAGR 1.0%
-2012-22 Age 18-34 CNG: 76 ,200, 19.2% or CAGR 1.8% 11 2022-32 CNG: 61,700 , 13.1%or CAGR 1.2%
-2012-22 Age 15-17 CNG: 5,100, 6.9%or CAGR 0.7% 11 2022-32 CNG: 3,900, 4.9%or CAGR 0.5%
CORGAN VOLUME I RESEARCH VOLUME I RESEARCH
EDUCATION SUMMARY HISTORIC AND PROJECTED POPULATION ESTIMATES
Campus Catchment Area Campus Catchment Area
242 243
+
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
SOURCE: ESRI and Facil ity Programming and Consulting
"$. "$. .... .... c .... .... ....
.... &i
.... c-.i ....
"$. .... ...: M
.. .... ...: M
0 M co M
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032
Percentage Point Change by Cohort and 10-YearTime Frames
Age $;14: -1 .9% 11 2022-32: -0.8% Age 15-17: -0.4% 11 2022-32: -0 .3%
Age 18-34: 0.4% II 2022-32: 0.1%
B 2012-22 Age ~65: 3.1 % II 2022-32: 2.4%
II 2022-32:-1.4%
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
SOURCE : Tarrant County College and Facility Programming and Consulting
Historic Enrollment
14,047
12,776
,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN
18,415 17,771
15 ,290 14,123 13 ,975
Average of All Enrollment Scenarios
Projected Growth (2021-31)
Enrollment Change: 2,514
Total Percent Change: 19.7%
Annual Growth (CAGR): 1.81 %
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
-Based on 2016-21 Trend Line
-2021 Capture Rate (2021 Enrollment/ 202 1 Cdlege Service Area lnterpdated Popul ation Age 18-64) Held Constant al 1.()%
-catchment Area Population Age 18-64, CAGR 2022-32 Held Constant at 1.0%
-9-12 Grade Graduate Growth in Catchment Area (Institutions with > 100 Graduates), CAGR 2015-20 Held Cons tant at 3.4%
-Average of all Enrollment Proj ection Scenarios (minus Trend Line)
PROGRAMMING
AND C ON SUl T I N G
VOLUME I RESEARCH VOLUME I RESEARCH
SHARE OF POPULATION BY AGE COHORTS, 2011 – 2031 TOTAL FALL ENROLLMENTS PROJECTIONS
Campus Catchment Area Campus Catchment Area
244 245
+
Tarrant Campus Locations
... Northwest @ South @ Trinity River
@ Northeast @ Southeast
Population Age 18-64 0 S10,000 -S40,000 D s20 ,ooo •sso,ooo
-S30,000 ->50,000
PROGRAMMING
AN D CONSULTING
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon
Tarrant Campus Locations 6 0 5 10Mi les W Source: ESRI and Facility Programming and Cons ulting
@ Northwest @ South @ Trinity River @ Northeast @ Southeast
Annual Growth
Population Age 18-64
D so .0% D :s:2 .0% -:s:4 .0%
D :s:1 .0% -s3.o% ->4.o%
,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resu lting from error or omission in the information and graphical representations made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
2021 POPULATION AGE 18 – 64 POPULATION GROWTH AGE 18 – 64, CAGR 2021 – 2031
ZIP Code Analysis ZIP Code Analysis
246 247
+
c:::::] Catchment Area
Catchment Area: Top ZIP Codes comprised of
10,434 students (CUML 79 .4%); Capture Rate: 0.9%
Students by ZIP Code
0 $0 -$200
0 $50 -$400
-$100 ->400
PROGRAMMING
AN D CONSULTING
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon
,~ Tarranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN
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6 0 5 10Mi les W Source: ESRI and Facility Programming and Cons ulting
Tarrant Campus Locations @ Northwest @ South @ Trinity River
... Northeast @ Southeast
Sparse
Dense
Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resu lting from error or omission in the information and graphical representations made hereon.
VOLUME I RESEARCH VOLUME I RESEARCH
STUDENT RESIDENCE DENSITY BY ZIP CODE STUDENT RESIDENCE DENSITY HEAT MAP
TCC has no on-campus student residences TCC has no on-campus student residences
248 249
+-,i~ T arranl Cou11ty College·
WC:CE55 wm .. AEACH. CORGAN VOLUME I RESEARCH VOLUME I RESEARCH
Campus Access
Vehicular and Pedestrian Circulation
VEHICULAR CIRCULATION
The location of the TCC Connect Campus within the West Fork Tower of the Trinity River
Campus means that the same traffic and access patterns that apply to the Trinity River
Campus are applicable. None of the proposed phases would negatively impact vehicular
paths and/or traffic with the exception of the construction material drop offs and the
staging of construction materials.
PEDESTRIAN CIRCULATION
The location of the TCC Connect Campus within the West Fork Tower of the Trinity River
Campus means that the same traffic and access patterns that apply to the Trinity River
Campus are applicable. However, the location of the campus within a single floor of a
tower means that the pedestrian experience is the primary campus access. Current and
potential students access the campus by navigating through the Trinity River Tower and
then make their way down and across the Clear Fork Tower.
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CAMPUS ACCESS FRAMEWORK
Vehicular and Pedestrian Traffic
250 251
+
,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN VOLUME I RESEARCH
VOLUME I RESEARCH
Students utilizing collaboration for distance assignments.
Student using a computer in a Library to complete assignments. Students in the cybersecurity program participating in an event sponsored by Cisco.
Labor Market Analysis
TCC Connect Occupational Programs
Fastest Growing Occupations
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
—
Occupations Adding the Most Jobs
2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #5: First-Line Supervisors of Office and Administrative Support
Workers
Highest Paying Occupations
Dallas, North Central Texas, Tarrant WDAs
—
Occupations With Greatest Annual
Openings 2018 – 2028
Dallas, North Central Texas, Tarrant WDAs
— #4: First-Line Supervisors of Office and Administrative Support
Workers
FPC provided data related to
job demand, need, and growth
within the College’s service
area and the Greater Dallas-
Fort Worth-Arlington, Texas,
MSA (Metropolitan Statistic
Area). This study was cross-
walked with programs the
TCC Connect Campus offers
and the available top 20
occupations were outlined.
VOLUME I PLANNING VOLUME I PLANNING +
Planning
c 255
+
•
• • • • •
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CORGAN VOLUME I PLANNING
MASTER PLAN WORK SESSION
Master plan work session at the
Northwest Campus discussing impact of
demographics on the campus.
College Level Planning
The college level Planning sub-section focuses on the impact of college level evaluative
standards, primarily the 3G8P. The application of these goals and principles to all
campuses helped establish priorities for each campus related to deficiencies with
meeting these standards. The vision for the future of the College and the available
resources to enact this vision guided project priorities as well. This established overall
college level priorities and began the process to develop a schedule for when these
deficiencies would need to be addressed.
The master plan team considered a variety of different planning scenarios at both the
campus and college level. The master plan team approached each potential planning
scenario with the following understanding:
— The master plan framework is flexible to change over time.
— The master plan framework considers that there is not just one correct answer but
recommends employing the best correct answer.
During this process of evaluating planning scenarios, the master plan team engaged
in multiple working review sessions with the College’s principle advisory panels. These
work sessions were highly participatory and provided valuable feedback. The feedback
included in-depth explanations of the principles that the college had set and feedback
regarding critical principle deficiencies that the master plan would need to address.
256 257
+ VOLUME I PLANNING VOLUME I PLANNING
THREE GOALS, EIGHT PRINCIPLES
Master Plan Planning Standards
3G8P Planning Concepts
Master Plan Guidance
The master plan team used the standards that the 3G8P set for evaluation of existing
facilities and the minimum that proposed projects should achieve. The following
describes the correlation between spaces that are utilized by the College on each
campus and the 3G8P. The team uncovered that multiple principles can be applied to a
single space, elevating the potential of a space.
8 Principles
LEARNING COMMONS
Learning commons are an integrated component with the college level active learning
experience and foster greater student engagement by meeting student needs in a
dynamic and flexible environment. Libraries are undergoing physical and programmatic
changes and are less about books and more about supporting learning activities.
Learning Commons Spaces:
— Reduced Stacks: Substantial reduction in stacks but includes laptop check-out and
collections accessibility.
— Tutoring and Supplemental Instruction: General areas for collaboration between two or
more people.
— Learning Labs: Writing Center, Math Center, Science Center.
— Student Engagement Spaces: Small glass rooms for study, conference rooms for
group meetings, lounge areas for rejuvenation.
— One Button Labs: Technology rich environment for video, video review and editing.
— Maker Spaces: Equipped with small appliances, 3D printers, and layout space.
— AI/VR Lab: Area to stand and work with AI/VR goggles and appliances.
— Gaming Lab: Area to work with gaming software with space to gather and discuss and
record interviews.
INTEGRATED INSTRUCTIONAL LEARNING ENVIRONMENTS
The college embraces a culture of teaching and learning as the foundation of its mission.
Innovation in space, technology, and teaching practices serve as the core for student
learning and success. As a result, the transformation of learning spaces beyond the
traditional format accommodates experiential and active learning environments and
better support the learning needs of students.
Integrated Instructional Learning Environments Spaces:
— Formal Learning Space Tech+ Classroom: The IILE educational specifications with
new formal learning environments called Formal Learning Spaces Tech Classroom
with addition of the Technology Plus components including cameras and additional
Cleartouch screens.
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258 259
+
,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN VOLUME I PLANNING
— Formal Learning Space: Highly used classroom that is
accessible primarily to faculty trained in active and engaged
learning pedagogy and technology. New architecture or
renovation of existing classrooms.
INTEGRATED STUDENT SUCCESS MODEL
The college dedicates significant resources focused on student
success including faculty and staff, spaces, equipment, and
technology. Successful integration of resources is fundamental
to the learning experience, so that the college is a welcoming
environment for students that promotes learning.
Integrated Student Success Model Spaces:
— Wellness Centers: To include Health Services, the Campus
Nurse, and Health Staff, as well as Counseling. Spaces include
an open reception to each, counseling, and health services,
focus rooms for privacy, exam rooms and meditation space.
— Food Pantries: Spaces for storage of dry food, fresh produce,
refrigerated items and frozen items. Location for checkout with
separate discreet entry.
— Orientation and First Year Experience: Large meeting space
with technology to provide streaming video.
— TRIO Space: Federal grant to provide special assistance to
students. Environments include a meeting area, focus rooms
as well as tutoring spaces.
— Childcare Assistance Spaces: Meeting areas with access to
lockers and kitchenette, small child play space within site and
family centered restrooms nearby.
— Co-Curricular Clubs and Organizations: A dedicated gathering
space to socialize, meeting spaces of various sizes are
both important to this concept. Meeting spaces could be
classrooms not in use.
— Student Employment: Spaces throughout the work
environments for students to work, could be touch-down
spaces or smaller temporary workstation areas.
STUDENT EXPERIENCE
A Student-Ready College provides an experience for students
that is welcoming, simple to understand, provides a clear pathway,
and breaks down barriers. Streamlined processes which are more
student-centric ensure that students get through the door on
their desired pathway more quickly.
Student Experience Spaces:
— Onboarding: Guided Pathways, meeting students elsewhere on
campus such as a Welcome Center. Concierge Desk and entry
welcome station.
— Welcome Center: Includes a Concierge Desk, large open
inviting space to house a learning stair for student rejuvenation,
meetings with students and lyceum type meetings.
— Advising: Large area for workstations, Focus rooms for private
conversations, larger meeting/conference rooms.
— First Time in College Students: Special needs include meeting
spaces for families, campus touring noting spaces for
interaction with other students to develop college quality of life
experience.
— Enrollment Services: Transaction areas to be more inviting,
easily located, and consistent among campuses. Includes
Registrar, Business Services and Financial Aid.
— New Student Orientation: Individual space for large groups
of students, smaller spaces for gathering and presenting.
Includes presentation technology. Learning Stair to be used for
New Student Orientations.
“By committing to the
institution’s 3 Goals and 8
Principles, TCC will function as
One College, be Student Ready,
and Serve the Community.”
VOLUME I PLANNING
HIGH SCHOOLS
Building and maintaining strong P-20 partnerships is essential for the student pathways
to success. The dual enrollment (Early College High Schools) and dual credit partnerships
with local school districts support student transition to college.
High School Spaces:
— Free Standing Buildings: 10-14 classrooms for 25 students following the IILE
Classroom Standards including two science labs, Cafetorium, learning commons
space, and administrative spaces. Also, on campus, touch down spaces for High
School students to meet, have meals and congregate throughout the day.
SCHEDULING AND FACILITY UTILIZATION
A student-centered schedule of classes is offered and supports student access and
success.
Scheduling and Facility Utilization Spaces:
— Common Schedule: A common schedule was established to have standard start times
and end times for student classes.
— Schedule Design: Continual work to design a full pathway schedule for students in
both credit degrees and certificates.
— Facility Utilization: Utilization is an ongoing research approach to how we function in
classrooms and meeting spaces. Ad Astra is the scheduling software tool used. We
strive for 75% classroom capacity and a 38 hour utilization week per classroom.
CAMPUS CHARACTER AND QUALITY
A student-ready college provides a welcoming and easily navigated experience for
students and uses spaces effectively to maximize the student experience.
Campus Character and Quality Spaces:
— Outdoor Learning Spaces: Classrooms following the IILE standards outside
environments. Includes the standard technology.
— Wayfinding and Signage: A college level project to redesign TCC wayfinding approach
with new signage.
— Fountains and Exterior Features: A college level approach to fountains, maintenance,
and operations.
— Green Spaces: Inviting outdoor areas for students to lounge, study or meet.
— Amphitheaters: Outdoor assembly spaces for attracting various venues of
entertainment and education.
— Prairie Restoration Projects: Natural features of the land to use for teaching.
— Monarch Butterfly Stations: To house plants appropriate for monarch butterflies.
— Community Gardens: To be used as a teaching tool for students to learn about
sustainable food creation. Includes composting and water collection systems.
WORKSPACE ENVIRONMENTS
Redesigned workspace environments will promote more collegiality, enhance spatial
quality, provide flexibility and increased efficiency, and support a culture of collaboration.
Workspace Environment Spaces:
— Open concept Neighborhoods contain the following spaces:
— Workstations
— Focus Rooms
— Conference Rooms
— Social Zones and Rejuvenation Spaces
— Resource Rooms
— Ancillary Spaces
260 261
+
VOLUME I PLANNING
MASTER PLAN WORK SESSION
Master plan work session at the
Northeast Campus discussing impact of
phasing on the campus.
Campus Level Planning
The campus level Planning sub-section focuses on the holistic consideration of planning
alternatives. These alternatives are reviewed for the effect that each may have on
campus development in the near-term and over the 20-year horizon of the master plan.
The master plan team approached each potential planning scenario with the following
understanding:
— The master plan framework is flexible to change over time.
— The master plan framework considers that there is not just one correct answer but
recommends employing the best correct answer.
During this process of evaluating planning scenarios, the master plan team engaged
in multiple working review sessions with both the College’s Real Estate and Facilities
team as well as stakeholders at each of the campuses. These work sessions were highly
participatory and provided valuable feedback regarding goals of each campus.
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VOLUME I PLANNING VOLUME I PLANNING
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0' 100' 200' 400' North
262 263
South Campus
Planning Background
GOALS
— Define the campuses front entry and where to start
— for potential students, community members, and
visitors.
ISSUES
— Onboarding process is decentralized and can be
confusing.
— Entry, circulation, and parking do not reinforce campus
entry.
OPPORTUNITIES
— Space to develop new facilities while existing buildings
are utilized by current programs.
— Campus has a strong existing framework to guide
potential future expansion and growth. — Establish a consolidated “One-Stop Shop” for students
— Onboarding, student services, Welcome Center. — Many buildings are older, have poor performing
systems, and are undersized.
— Visible presence available for high profile and engaging
programs. — Plan future development to collaborate with workforce
partners. — Faculty office building complex limits direct access of
faculty to students.
— Ample parking to support re-distributed programming.
— Preserve the small, liberal arts feel of the campus
framework. — Outdated campus and building infrastructure limit
usage and community engagement opportunities. — Plan for growth in enrollment in successful and
trending workforce programs. SREC
CAMPUS SITE PLAN
Existing Conditions
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NBSA NDPP
NMPC NDPW
NBSA NDSC
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NSCW NTAB
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NSCE
NHPE
NACB
NFAC
NIMC NLIB NBSS
NFAB NCAB
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CAMPUS SITE PLAN
Existing Conditions 0' 100' 200' 400' North
VOLUME I PLANNING
Northeast Campus
Planning Background
GOALS
— Define the campuses front entry and where to start
— for potential students, community members, and
visitors.
— Establish a consolidated “One-Stop Shop” for students
— Onboarding, student services, Welcome Center.
— Provide state-of-the-art space for growing and
successful programs.
— Think ahead about opportunities with local school
districts.
— Strengthen the existing beautiful campus core and
quads.
— Create new athletic spaces and improve existing to
prepare for future growth.
ISSUES
— Older science buildings are nearing end of services life
and do not meet the standards that the College has set.
— Centralized faculty office building limits direct access
of faculty to students.
— Onboarding process is decentralized and can be
confusing.
— Fine arts spaces are undersized and is due for
upgrades in both technology and in space provided for
performing arts.
— Entry, circulation, and parking are challenging to
access the Student Union for potential students.
OPPORTUNITIES
— Improve campus framework and views by demolishing
buildings in poor conditions.
— Opportunity to create a grand front entry at the
Student Union and increase visibility and access.
— Space to construct new science building to the North
of existing science buildings.
— Construction of new science building provides
possible swing space or additional classroom space.
— Increase parking access for potential students.
— Existing community partnerships present
opportunities to leverage.
264 265
+ Tnrrant County Co llegec
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VOLUME I PLANNING VOLUME I PLANNING
WFMP
WCJD
WCTT
WCJC WFSJ WFSIWCJR
WPFR WFSF WFSH
WFSG
WFSB WFSD
WFSA
WFSE
WATB
Northwest Campus
Planning Background
WFSV
GOALS ISSUES OPPORTUNITIES WMBD
WMBC — Plan development to respond to community and
employment needs.
Public Safety Training Center facilities and
infrastructure need updates to match current
standards of the professions that they seek to serve.
— Removal of facilities nearing end-of-life provides space
for landmark Public Safety Training Center program
expansion.
—
WMBB WMBA
— Provide state-of-the-art space for growing and
successful programs. WHPE Horticulture program left without proper home after
the ongoing bond projects.
— Re-organization and expansion of Public Safety
Training Center programs can established a more
unified identity on the campus and for the community.
—
BUILDING 1 WGHB — Capitalize on access to Marine Creek Lake and
surrounding land. Portables and re-purposed buildings present a poor
impression to the groups and programs using those
facilities.
— WBSA WHPB
MARINE CREEK LAKE — Create a unified presence for the Public Safety Training
Center programs and facilities.
— Space to develop new facilities while existing buildings
are utilized by current programs.
— Capitalize on existing facilities that are unique to the
campus.
Ongoing bond projects provide a unified central
campus, but do not respond to campus outskirts.
— — BUILDING 3 Much of campus core addressed by ongoing bond
projects establishes a clear campus framework.
BUILDING 2 — Plan future development to collaborate with workforce
partners.
Ongoing and proposed construction efforts lack
proper facility support.
—
BUILDING 4
CAMPUS SITE PLAN
Existing Conditions 0' 100' 200' 400' North
266 267
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VOLUME I PLANNING VOLUME I PLANNING
Alliance West Site
Planning Background
GOALS
— Create a strong presence at the front that this is a
community college site.
— Capitalize on access to Alliance Airport and the unique
programs that students are able to participate in.
— Indicate that the site is student focused and provide
resources for the student population.
SITE FLOOR PLAN
Existing Conditions 0' 100' 200' 400' North
ISSUES
— Students lack dedicated study and breakout spaces for
both individuals and small groups.
— Facility lacks food service option despite students
attending courses all-day.
— Interior hangar space is at capacity and lacks
acoustical attenuation appropriate for the courses
using the space.
OPPORTUNITIES
— Visible presence for the College to workforce and
community partners.
— Space is available for Pilot Ramp Extension.
— Former corporate identity of the building provides
students with an environment that can parallel their
potential future professional environment.
— Programs are successful and offer unique
opportunities for potential students in the College’s
service area.
268 269
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Existing Conditions
Southeast Campus
Planning Background
GOALS
— Provide state-of-the-art space for programs not
addressed by existing bond projects.
— Continue to prioritize a presence and relationship with
local school districts.
— Capitalize on the existing standards for quality and
character of the extensive campus grounds.
— Provide a high quality experience for all students in all
programs.
ISSUES
— Existing Theater in need of increased support space.
— Portable and temporary buildings are being used to
support important outreach and support programs.
— Limited space to grow programs within the existing
main building.
— Expansion of programs within the main building limit
the growth of other programs.
— Students are limited in the amount of study/sticky
space dedicated to them outside of academic spaces.
OPPORTUNITIES
— Space to develop new facilities while existing buildings
are utilized by current programs.
— Much of campus addressed by ongoing bond projects
establishes a clear deficiency list.
— Campus framework provides a clear pathway for future
development.
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272 273
CAMPUS SITE PLAN
Existing Conditions
Trinity River Campus
Planning Background
GOALS
— Establish a consolidated “One-Stop Shop” for students
— Onboarding, student services, and a Welcome
Center.
— Define the campuses front entry and where to start
— for potential students, community members, and
visitors.
— Provide state-of-the-art space for growing and
successful Healthcare Professions programs.
— Strengthen the existing campus plazas.
— Create new exterior athletic spaces for future growth.
— Capitalize on existing facilities that are unique to the
campus.
ISSUES
— Existing Health Professions program space is at
capacity and is not appropriately equipped or sized for
those programs.
— Onboarding process has poor visibility and access and
can be confusing.
— Entry, circulation, and parking are challenging to
articulate the Onboarding process for potential
students.
— Retrofit of former corporate campus has caused
programs to be infilled sporadically.
— Previous usage of campus for a corporate entity is at
odds with usage by a community college and students.
OPPORTUNITIES
— Construction of new Health Professions Tower
consolidates programming and frees space at Trinity
River Campus East for future development.
— Visible presence for the College to workforce and
community partners.
— Programs are successful and offer unique
opportunities for potential students in the College’s
service area.
— Space to develop new Onboarding facility and
emphasize the importance of student experience to
the campus.
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CAMPUS SITE PLAN
Existing Conditions
Trinity River Campus East
Planning Background
GOALS
— Establish the best possible use of the facility and
campus.
— Define the campuses front entry and where to start
— for potential students, community members, and
visitors.
— Provide state-of-the-art space for growing and
successful Healthcare Professions programs.
— Strengthen existing campus urban connections.
— Capitalize on existing location of facility.
ISSUES
— Existing Health Professions program space is at
capacity and is not appropriately equipped or sized for
those programs.
— Entry, circulation, and parking are challenging to
accommodate the students using the campus.
— Retrofit of campus planned for administrative usage
has caused Health Profession programs to lack space
designed appropriately to their needs.
OPPORTUNITIES
— Construction of new Health Professions Tower
consolidates programming and frees space at Trinity
River Campus East for future development.
— Visible presence for the College to workforce and
community partners.
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— Programs are successful and offer unique
opportunities for potential students in the College’s
service area.
— Existing community partnerships present
opportunities to leverage.
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VOLUME I PLANNING VOLUME I PLANNING
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2900A-X 2800A-X CORRIDOR CORRIDOR
2503-R MEN'S 2561A-X 2801-C CONFERENCE 2460A-X 2860A-X
2702A 2901A IDF IDF ELECTRICAL 2602A-S
OFFICE OFFICE
CAMPUS FLOOR PLAN
Existing Conditions
STORAGE 2800B-X 2700A-X LOUNGE
MECHANICAL
2360A-X CORRIDOR
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2500A-X 2206-C TRAINING
TCC Connect
Planning Background
GOALS
— Prepare for growth in enrollment and additional staff.
— Provide state-of-the-art space for faculty and students
to be able to engage in and facilitate the functions of
providing an online learning experience.
ISSUES
— Program growth is limited by available space in the
other towers at the Trinity River Campus.
— Technology is insufficient to provide the standard of
education that the College aspires to provide to its
student body.
OPPORTUNITIES
— Re-organization and consolidation of other programs
in the Trinity River Campus towers can provide room for
program expansion.
2600A-X CONFERENCE CORRIDOR
2601-C 2701A 2210A VIDEO PRODUCTION 2560A-X CONFERENCE OFFICE ELECTRICAL 2300A-X 2502-R CORRIDOR WOMEN'S
2200A-X
2504B-X 1174-X 2301A-X CORRIDOR ELEV. 4 ELEV. LOBBY 2501A-S JANITORIAL2103-C STORAGE — The trend towards online learning and students
pursuing academics through a distanced option
strengthens the need for a robust online option.
CONFERENCE 2101-K BREAK RM. 2204A 2208A 2209A FOCUS FOCUS FOCUS 2211A 2212A 1171-X 1172-X 1173-X FOCUS FOCUS ELEV. 1 ELEV. 2 ELEV. 3
2202A 2203A
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2201A
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276 277
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Prioritization
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ITERATIVE CAMPUS PHASING
The master plan team explored different
iterations for each campus and
coordinated the phasing across TCC.
College Level Prioritization
The college level Prioritization sub-section embraces that master plans are about
defining the time and cost that is required to achieve certain goals established by
the College or uncovered by the master plan team. The master plan ensures that the
development of the planning scenarios are highly-integrated and coordinated with the
prioritization at both the campus and college level.
The master plan considers the overlapping of a conceptual phasing plan onto each
planning scenario. This phasing sequencing results in the establishment of phases for
each campus and a deepened understanding of the depth of time that the full phasing
that the master plan covers. The preliminary costs that the master plan applies to each
planning scenario provide further evaluative depth. The cost models consider escalation
factors to provide a relationship between cost and time. The costs for each phase also
provide an understanding of what can be included in existing funding sources and what
phased projects will need to be planned for the future.
These recommended priority projects were cross-referenced with the projects that the
College currently has projected to complete from 2023 – 2027. These projects were
checked to cross-reference with master plan projects for possible inclusion. The master
plan also reviewed potential funding for each year and proposed at what point the priority
projects would occur as well as additional stand-alone infrastructure projects.
282 283
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,~ T arranl Cou11ty College·
WCCE55 wm•• AEACH. CORGAN VOLUME I PRIORITIZATION
Prioritization Rationales
Master Plan Phasing Logic
Campus visits, work sessions, and research culminated in sequenced phasing for
identified projects at each campus. This sequenced phasing took into account not just
the information and research uncovered, but also a set of logical rationales based on the
experience of the master plan team and the needs of the College.
These principles provided guidance to the sequencing of phases at each campus, but
the master plan team also understood that there would be situations where the guidance
may need to adjust. The primary parameters that the master plan team utilized in its
sequencing of projects for each campus include, but are not limited to the following.
PROGRAM RE-LOCATION
The master plan has sequenced projects so that enabling projects are constructed, then
permanent homes for programs are created. The College and each campus made it clear
that the churn that develops from moving programs multiple times can create a drop in
morale for the students and faculty. Additionally, moving programs multiple times causes
program disruption and can hurt the academic performance of the program and provides
a less than stellar experience for students.
SWING SPACE
Based on the priorities that were discussed with TCC Real Estate and Facilities, TCC
staff, faculty, and other building users, the master plan had to consider the need to create
“empty chairs” or “swing space” on each campus to allow for the remaining master plan
phasing to occur. The usage of either enabling projects or existing facilities to act as
swing space to temporarily house programs was crucial to determining the initial projects
at each campus and what could be completed.
TEMPORARY SOLUTIONS
While a popular option, the master plan team strongly advises against using portables to
provide swing space for any program during the master plan phasing. The master plan
team understands that while these may be considered as a temporary, less costly option,
they will more than likely become permanent structures on the campus and that the
financial impact of temporary options is not as light as presumed.
VOLUME I PRIORITIZATION
ENABLING PROJECTS
The initial phase sequence of the master plan at each campus is
built around establishing enabling projects. These are projects
at each campus that work to provide swing space or new
permanent homes for existing programs. This allows future
development at each campus to proceed without impediments
such as overlapping programming space or facilities that are not
appropriate to the programming that is utilizing them.
PRUDENT RENOVATIONS
The master plan team understands that the most valuable asset
that the College has are the existing buildings and the demolition
of existing buildings is not considered lightly. However, once cost
to address existing systems crosses a certain threshold, it is more
prudent to demolish the building and build new.
RENOVATION SCOPE
If a building is being renovated, then it will address all deficiencies
that have been identified by the facility condition assessment that
Jacobs performed as well as any deficiencies that occur between
the completion of the assessment and the time of renovation.
This means that the entire building will be fully gutted and there
will be a full renovation of all systems and finishes. The choice of
renovation to this extent is to resolve the past issue of systems
being addressed individually, instead of packaging projects
together to save money and to have overlap in projects.
PROJECT PACKAGING
The master plan project sequencing works to minimize disruption
at both the building and campus level. Projects are packaged
together in the same phase if possible for increased efficiency.
This was reviewed by members of the College’s Real Estate and
Facilities staff and Jacobs’ team.
PROJECT SEQUENCING
The master plan team aligned with the College’s team to discuss
the importance of considering construction logic for each
phase and its impact on both the existing campus and future
phases. Construction logic enabled the master plan team to
identify dependencies between projects and break them into
separate, sequence phases. While some master plan phases can
be completed in parallel, the sequencing is important as certain
projects are dependent on the completion of others prior to the
phase beginning. Where possible, the master plan worked to
minimize this to allow for the master plan framework to be flexible
as the College makes decisions in the future.
This phasing for each campus was then considered from a
college level as the constraints of available funding and projected
schedules were integrated. The result of this synthesis of
projects, funding, and potential timelines was a list of priority
projects that could be accomplished within the constraints of the
current bond funding and additional yearly project funding.
Based on these principles, the master plan proposed a list of
implementable priority projects and a delivery schedule to
achieve those. The remaining projects are planned to occur over
the course of the 20-year planning horizon. The priority projects
have been chosen based on considering factors over the scope
of the college. Additionally, with the significant new construction
and renovation projects that are ongoing at the Northwest and
Southeast Campuses, “Mission Critical” or similar significant
deficiencies that were identified at other campuses played a
role in the decision to prioritize certain projects. However, these
projects were not considered in a vacuum per campus.
Based on these principles,
the master plan proposed a
list of implementable priority
projects and a delivery
schedule to achieve those.
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WCCE55 wm•• AEACH. CORGAN VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Master Plan Recommendation
Northeast Campus
The master plan team is recommending the inclusion of two projects from the Northeast
Campus to be funded through remaining 2019 Bond funding. These two projects
have been selected because they are dependent on each other and work in tandem.
Additionally, these would be impactful bond projects and would set the campus up for the
ability for more intensive projects to be completed as part of a future bond.
Focus on these projects and their prioritization in the master plan sequencing is the
cumulation of several primary factors:
— The Science Labs are original to the campus, circa 1976.
— The programs are performing highly and the faculty that use them are nationally
recognized.
— The state of the facilities is sub-par and are an urgent issue to resolve to improve
campus perception and student service.
— The projects would improve campus morale and align the facilities for students with
the goal to show students that they are deserving of top-notch facilities.
— The Dental Hygiene program that is housed in one of the buildings is a top twenty
program according to the labor study and is constrained by current space and
equipment.
— Visible symbol of College investment in campus and programs.
Existing aging facilities.
Existing aging facilities. Existing aging facilities.
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Northeast Campus Phase 1
NEW SCIENCE BUILDING: 60,000 SF
— General Programming: 9,786 SF
— Entry Lobby
— Lecture Hall
— Multidisciplinary Area
— Collaboration Space
— Write-Up Meeting Space
— Faculty Workspace: 5,300 SF
— Include new faculty neighborhood
— Classrooms and labs: 28,100 SF
— Core/MEP: 4,986 SF
SCHEDULE
Phase 1
TOTAL COST
$79,000,000
Northeast Campus Phase 2
RENOVATE SCIENCE EAST BUILDING:
40,803 SF
— Swing Space, Offices, General Purpose Classrooms
RENOVATE SCIENCE WEST BUILDING:
30,828 SF
— Swing Space, Offices, General Purpose Classrooms
RENOVATE HEALTH SCIENCE BUILDING:
29,394 SF
— Expand Dental Hygiene program to entire building
— Establish Dental Hygiene faculty neighborhood
— Recent renovations to remain as-is
SCHEDULE
Phase 2
TOTAL COST
$71,500,000
288 289
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Master Plan Recommendation
South Campus
The master plan team is recommending the inclusion of one projects from the South
Campus to be funded through remaining 2019 bond funding. This project was selected
because campus faculty and staff were very vocal about the need to prioritize this
project. Additionally, the subsequent projects would be able to be funded through Fund
40 after the project’s completion. Additionally, this would be an impactful bond project
and would set the campus up for the ability for more intensive projects to be completed
as part of a future bond.
Focus on these projects and their prioritization in the master plan sequencing is the
cumulation of several primary factors:
— Campus faculty and staff were consistently vocal about the need to prioritize students
and the Onboarding process.
— The project would provide a clear campus front door for enrollment functions to
potential and current students, community members, and visitors.
— The project would establish a consolidated “One-Stop Shop” for students with easy
access to Onboarding, Student Services, and a Welcome Center.
— The state of the facilities is sub-par and are an urgent issue to resolve to improve
campus perception and student service.
Interior of Enrollment Services Building.
Enrollment Services Building entry.
South Campus Phase 1
CONSTRUCT NEW ONBOARDING
BUILDING: 92,000 SF
— Student Services: 39,035 SF
— Onboarding: 20,745 SF
— Support Services: 7,300 SF
— Core/MEP: 7,300 SF
IMPROVE CAMPUS FRONT ENTRY: 97,000 SF
— Focus on the area of campus surrounding the new
Onboarding Building
— Project to be the first part of a two phase site
improvement at the campus front entry
SCHEDULE
Phase 1
TOTAL COST
$79,000,000
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-,i~ T arranl Cou11ty College·
WC:CE55 wm .. AEACH. CORGAN VOLUME I PRIORITIZATION
NORTHEAST CAMPUS MASTER PLAN
The master plan for the Northeast
Campus proposes a new science building
and explores its connection to the
existing campus framework.
Campus Level Prioritization
The campus level Prioritization sub-section focuses on defining the time and cost that is
required to achieve certain goals established by the College or uncovered by the master
plan team. The master plan ensures that the development of the planning scenarios are
highly-integrated and coordinated with the prioritization at both the campus and college
level. These phases are sequenced to resolve critical issues in the near-term and to
envision the future of each campus over the span of the 20-year horizon.
The primary parameters that inform the phasing in addition to the prioritization are:
— Sequencing of new construction versus remodeling.
— Minimizing disruption of campus operations and safety.
The preliminary costs that the master plan applies to each planning scenario provide
further evaluative depth. The cost models consider escalation factors to provide
a relationship between cost and time. The costs for each phase also provide an
understanding of what can be included in existing funding sources and what phased
projects will need to be planned for the future. These priority projects were cross-
referenced with the projects that the College currently has projected to complete
from 2023 – 2027. These projects were cross-referenced with master plan projects for
possible inclusion. The master plan also reviewed funding for each year and proposed
when priority projects would occur as well as stand-alone infrastructure projects.
292 293
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VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
SOUTH CAMPUS SITE PLAN
Master Plan Landscape Plan 0' 100' 200' 400'
South Campus
KEY CAMPUS STATISTICS KEY MASTER PLAN STATISTICS
Year Constructed: 1967 Phases: 18
Campus Size: 145.40 acres in South Fort Worth New Construction: 227,000 SF
Building Inventory: 36 Buildings, 687,601 SF New Additions: 0 SF
Campus President: Dr. Lufkin Renovation: 653,111 SF
Student Enrollment: 7,475 students Sitework: 287,000 SF
Signature Programs: Potential Total Cost: $731,262,570.43
— Architecture Technology, Computer-Aided Drafting, Construction Management
— Automotive
— Electronics Technology
— Gaming
— Heating, Air Conditioning, and Refrigeration
— Teacher Education
— Welding
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CAMPUS SITE PLAN
Existing Conditions
South Campus
Prioritization Background
VISION
The master plan programming for the future of the
South Campus should include the construction of new
facilities aimed at meeting the current and future needs
of technical programs, general instruction, and the
creation of an Onboarding Building consolidating student
enrollment and support services. While the overall square
footage of the existing campus buildings is sufficient
in quantity to support current enrollment, the size,
configuration, and functionality of a portion of the space
does not. Changing pedagogy, section size, and program
needs has led to the need to evaluate some existing
buildings in terms of their ability to be renovated and
support changing needs. This evaluation has identified
some campus buildings which may be better served
by demolition and replacement rather than renovation.
The master plan will further enhance the existing
cohesiveness on campus by creating and enhancing
pedestrian paths, outdoor spaces, and connections
between the existing buildings and any new construction.
DECISION DRIVERS
— Onboarding process is decentralized and can be
confusing.
— Entry, circulation, and parking do not reinforce campus
entry.
— Many buildings are older, have poor performing
systems, and are undersized.
— Faculty Office Building complex limits direct access of
faculty to students.
— Outdated campus and building infrastructure limit
usage and community engagement opportunities.
CORE ELEMENTS
— Space to develop new facilities while existing buildings
are utilized by current programs.
— Campus has a strong existing framework to guide
potential future expansion and growth.
— Visible presence available for high profile and engaging
programs.
— Ample parking to support re-distributed programming.
294 295
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LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 1: New Onboarding Building and Campus Entry
New Onboarding Building: 92,000 SF
— Student Services: 39,035 SF
— Onboarding: 20,745 SF
— Financial Aid
— Business Services
— Registrar
— Advising
— Support Services: 7,300 SF
— Core/MEP: 7,300 SF
Improve Campus Front Entry: 97,000 SF
— Focus on the area of campus surrounding the new Onboarding Building.
— Project to be the first part of multi-phased site improvement at the campus front entry
focused on increasing definition of main entry location.
1
1
PHASING SITE PLAN
Phase 1 0' 100' 200' 400' North
Site
— The utility conflicts that may occur are a fiber optic line, a water line, and an irrigation
line. As far as utility connections to the proposed building, the most challenging will be
sanitary sewer and storm drainage.
— There is a proposed parking lot for the proposed Onboarding Building. The parking
ingress and egress locations should have enough distance from the main drive to the
West that connects the college campus to Campus Drive to prevent congestion and
allow safe vehicular movements in and out of the proposed parking lot.
— The space plan North of the new Onboarding building is an opportunity for a quad,
welcome plaza, or similar space to catch the attention of visitors and welcome them
into campus.
— Existing trees should be preserved in the development of a new campus entry.
— Coordination required to protect existing service conduit feed to ensure that there is
not an interruption in service.
Building
— It is anticipated that the existing plant will need to be expanded for this phase or a new,
central, stand-alone plant will be required for this phase. Replacement of systems is
outlined in Volume II.
— If a new plant is considered, campus staff desire it to be located on the West side of
campus to serve existing buildings and proposed new construction.
— See Volume II for Structural New Construction Narrative.
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
296 297
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LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 2: Improve Campus Entry and Renovate Enrollment Services Building
1
1
2
2
2
2
Renovate Enrollment Services Building: 9,442 SF
— Student Activities
— Student Resources
Improve Campus Front Entry: 190,000 SF
— Focus on the area of campus surrounding the existing Enrollment Services Building
and Administration, Testing, Counseling Building.
— Project to be the second part of multi-phased site improvement at the campus front
entry focused on increasing definition of main entry location.
Demolish Administration, Testing, Counseling Building:
12,280 SF
— Admissions, Counseling, and Testing program to be distributed to new Onboarding
Building prior to demolition.
Demolish Testing Portable: 2,070 SF
— Testing classrooms to be distributed to new Onboarding Building prior to demolition.
PHASING SITE PLAN
Phase 2 0' 100' 200' 400' North
Site
— When demolishing the existing Administration, Counseling, and Testing Building
(SACT) as well as the Testing Portable (SMTC), there are several water lines, sanitary
sewer lines, storm drain lines, and underground electric lines that connect to both
structures.
— Also, some of these lines connect from these two buildings to the nearby Library
(SLIB). Given this, the lines will need to be determined if they are only for the use of this
facility or if used by others. Some of the utilities then will need to remain in service after
the buildings have been removed.
— Enrollment Services Building (SERS) to undergo landscape and paving updates at
Library (SLIB). Incorporate a plaza with shade, site furniture, and enhanced planting.
— New campus service feed to be coordinated and routed to avoid areas of new
construction and demolition.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT IDF Cooling and UPS Installation
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
298 299
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LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 3: New Automotive Building
New Automotive Building: 135,000 SF
— Lobby and student areas: 3,000 SF
— Classrooms/labs: 80,800 SF
— High-Bay Diesel
— High-Bay Automotive
3 — High-Bay Electric Vehicles
— Faculty workspaces: 7,380 SF
— Support: 8,500 SF
2
1
2
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PHASING SITE PLAN
Phase 3 0' 100' 200' 400' North
Site
— Within the proposed building and pavement footprints there are only a gas line and
storm drain line that could be impacted.
— The proposed parking entrance/exit on the East side of the proposed building should
line up with the existing parking lot entrance/exit that lies across the drive.
— The construction of a new Automotive Building presents an opportunity for including
landscape amenities in the design plan. Such amenities could include a gravel
maintenance band surrounding the building structure, areas for planting, creating
a welcoming building entry environment through strategic lighting, landscape, and
hardscape, and using landscape elements to connect the building visually and
functionally to the broader campus network.
— If space permits, outdoor areas for gathering/study could exist as part of the building
surrounds. Coleman and Associates recommends including building screening,
especially in/around automotive garage areas, in the design plan.
Building
— It is anticipated that the existing campus network has capacity to connect this building
to existing infrastructure. Replacement of systems is outlined in Volume II.
— Coordinate proposed telecomm. manhole and four 4" conduits to be stubbed out for
future campus expansion and connectivity.
— Extend existing utility lines to building.
— See Volume II for Structural New Construction Narrative.
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
300 301
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LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 4: Renovate Automotive Building and Demolish Faculty Office Cluster
Renovate Automotive Building: 34,573 SF
— Swing space
— Offices
— General-purpose classrooms
3 Demolish Faculty Office Cluster: 20,200 SF
— Faculty to be distributed to renovated faculty neighborhoods prior to demolition. 4
2
1
2
1
4
PHASING SITE PLAN
Phase 4 0' 100' 200' 400' North
Site
— When demolishing the existing building cluster there are several water lines, sanitary
sewer lines, storm drain lines, and underground electric lines that connect to the
building cluster.
— Also, some of these lines connect from this group of buildings to the nearby Bookstore
(SBKS). Given this, the lines will need to be determined if they are only for the use of this
facility or if used by others. Some of the utilities then will need to remain in service after
the Faculty Office Building Cluster (SFOA – SFOF) has been removed.
— Landscape design for the renovated Automotive Building (SAUT) should include
removing the existing fence/wall around the building and/or parking areas, or simply
making the visual connection between the two spaces more transparent.
— Outdoor gathering/break spaces for faculty/staff should be included, with vegetative
screening employed to buffer outdoor amenities from back-of-house areas.
— Campus mall update to begin with phase 4.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT IDF Cooling and UPS Installation
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
302 303
+
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Project
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Project
Existing
Building
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Demo. Project
Previous Phase
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VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 5: Renovate Learning Commons
Renovate Library: 48,646 SF
— Renovate Library to function as Learning Commons.
— Existing program to remain.
3
4
2 5
1
2
1
4
PHASING SITE PLAN
Phase 5 0' 100' 200' 400' North
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— The renovation of the Library (SLIB) creates an opportunity to increase outdoor
study space on campus. Outdoor improvements in this area should include benches
and accessible seating nooks defined by 5’ landscape buffers and sheltered by a
combination of shade and ornamental trees.
— Additional amenities should include trash/recycling receptacles, bike parking and cart
parking.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT IDF Cooling and UPS Installation
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
304 305
+
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Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 6: Renovate Performing Arts Center
Renovate Performing Arts Center: 21,520 SF
— Existing program to remain.
3
4
2 5
1
2 6
1
4
PHASING SITE PLAN
Phase 6 0' 100' 200' 400' North
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Performing Arts Center (SPAC) renovation plans should include a retaining wall
around the building as well as landscape enhancements (vegetation/shrub planting,
ground cover, and ornamental trees where appropriate, quantities and species to be
determined) and furniture replacement to the plan East of the building.
— A student outdoor gathering space, on the plan West of the building, should include a
shade structure with overhead fans, benches, and outdoor lighting.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT IDF Cooling and UPS Installation
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT VB Theatre Lighting and Sound Upgrades
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— SO SPAC Roof Restoration
306 307
+
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Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 7: Renovate Fine and Performing Arts Buildings
Renovate Art Building: 7,117 SF
— Existing program to remain.
Renovate Music Classrooms Building: 12,776 SF
— Existing program to remain. 3
4 Renovate Recital Hall: 9,442 SF
— Existing program to remain.
2 5
1
2 6
1
7 7
4 7
PHASING SITE PLAN
Phase 7 0' 100' 200' 400' North
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— The plaza in the area between the Fine Arts Buildings (SART, SMUS, SREC) should
be improved to include landscape amenities such as renovated concrete pathways
punctuated by paver bands, upgraded planting, and landscape buffers, ground-
mounted furniture, bike parking, and cart parking.
— Landscape improvements and site furniture updates in this area should relate to the
campus mall improvements described in phase 8.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT IDF Cooling and UPS Installation
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
308 309
+
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Previous Phase
Project
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Telecomm. Line
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Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 8: Renovate Student Union and Bookstore
Renovate Student Union: 44,780 SF
— Existing program to remain.
Renovate Bookstore: 10,719 SF
— Existing program to remain. 3
4
2 5
1
2 6
1 8 8 7 7
4 7
PHASING SITE PLAN
Phase 8 0' 100' 200' 400' North
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— The core campus mall should be strengthened and any open spaces transformed into
lawn spaces highlighted by trees planted at intervals that reinforce the linear aspect of
the area.
— The mall should connect the North and South ends of campus and intersect with
existing East /West pathways. The space should welcome visitors to the heart of
campus and be an obvious focal point that visually relates to other key spaces.
— Pedestrian thoroughfares through/alongside the mall should be paved with concrete
and punctuated by paver bands. Planting should include a mix of turf, groundcover,
shrubs, and shade and ornamental trees.
— Accessible seating nooks defined by 5’ landscape buffers and sheltered by
ornamental trees should be incorporated at strategic locations along the mall.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— SO SBKS Roof Restoration
310 311
+
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Project
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Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 9: Renovate Electronics and Mathematics Buildings
Renovate Electronics Building: 13,345 SF
— Existing program to remain.
Renovate Mathematics Building: 10,739 SF
— Existing program to remain. 3
4
9 9
2 5
1
2 6
1 8 8 7 7
4 7
PHASING SITE PLAN
Phase 9 0' 100' 200' 400' North
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Relate landscape improvements to master plan phase 4 campus mall improvements.
— Opportunity for student space (gathering/studying).
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— SO SELE Roof Restoration
312 313
+
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Project
Current Phase
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Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 10: Renovate Math Emporium and Campus Administration Buildings
3
4
10
10
9 9
Renovate Math Emporium Building: 22,560 SF
— Faculty Neighborhood
— General-purpose classrooms
Renovate Campus Administration Building: 6,519 SF
— Faculty Neighborhood
2 5
1
2 6
1 8 8 7 7
4 7
PHASING SITE PLAN
Phase 10 0' 100' 200' 400' North
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Address pinch point in between buildings for safety (lighting, visual access, wide
sidewalks).
— Design landscape and site furniture improvements between Math Emporium (SNUR)
and Campus Administration Building (SHSC).
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— SO SNUR Roof Restoration
314 315
+
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Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
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Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION
11
3 10
4
10
9 9
11
11
2 5 11
11
1
2 6
1 8 8 7 7
4 7
PHASING SITE PLAN
Phase 11 0' 100' 200' 400' North
VOLUME I PRIORITIZATION
Phase 11: Review Academic Classroom and Physical Education Buildings
Review Academic Classroom Building Cluster
— Determine efficacy of renovation or demolition and replacement.
— Option 1: Renovate Academic Building Cluster.
— Gross square footage renovated: 40,960 SF
— Option 2: Demolish Academic Building Cluster. Construct new, larger Academic
Classroom Building.
— Gross square footage proposed to be built: 80,000 SF
Renovate Health and Physical Education Building:
64,875 SF
— Existing program to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— If renovation is preferred, improve landscape areas and site furniture between
Academic Classroom Building Cluster (SACA – SACD).
— If new building(s) is/are built, tie landscape improvements to master plan phase 4
campus mall improvements. Address pinch point from master plan phase 10.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT VB Roofs
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
316 317
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 12: Renovate Building Services Complex
12
11
12
3 10
4
12 10
9 9
11
11
2 5 11
11
1
2 6
1 8 8 7 7
4 7
PHASING SITE PLAN
Phase 12 0' 100' 200' 400' North
Renovate Automotive Collision Repair Building: 12,996
SF
— Existing program to remain.
Renovate Building Services Physical Plant: 8,893 SF
— Existing program to remain.
Renovate Building Services Warehouse: 5,000 SF
— Existing program to remain.
Renovate Building Services Building: 6,160 SF
— Existing program to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Implement major screening corridor along C.A. Roberson Rd.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Natural Gas Monitoring System Installation
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— SO INFR Thermal Utilities Upgrades
318 319
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
1
3
1
4
2
2
13
4
10
10
5
8
11
8
9
11
11
11
11
7
6
7
9
7
12
12
12
Phase 13: Renovate Science Building
Renovate Science Building: 50,923 SF
— Existing program to remain.
PHASING SITE PLAN
Phase 13 0' 100' 200' 400' North
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Outdoor improvements for the Science Building (SSCI) renovation should include
planting shade trees, installing a landscape buffer, and improving connections to
phase 8 campus mall upgrades.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— SO SSCI Lab Air Damper and Reheat Coil Upgrade
320 321
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
1
3
1
4
2
2
13
4
10
10
5
8
11
8
9
11
11
14
11
11
7
6
7
9
7
12
12
12
Phase 14: Renovate Business Building
Renovate Business Building: 37,751 SF
— Existing program to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— The Business Building (SBUS) renovation should prioritize ADA accessibility.
— Additional improvements in this area should include landscape buffering, trash/
recycling receptacles where appropriate, and cart parking.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
PHASING SITE PLAN
Phase 14 0' 100' 200' 400' North
322 323
+
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Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 15: Renovate Computer Learning Center
3 10
11
12
12
Renovate Computer Learning Center: 14,070 SF
— Existing program to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Buffer/screen off Computer Learning Center’s (SCLC) roof railing.
4
10
12
9 9
13
14
15
11
11
1
1
2
2
4
5
8 8
11
11
7
6
7
7
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
PHASING SITE PLAN
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— SO TRIO SCLC 0106 Remodel
Phase 15 0' 100' 200' 400' North
324 325
+
LEGEND LEGEND
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Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
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Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 16: Renovate Technology Building
3 10
11
12
12
Renovate Technology Building: 42,005 SF
— Existing program to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Connect to student space from master plan phase 9.
4 16
10
12
9 9
13
14
15
11
11
1
1
2
2
4
5
8 8
11
11
7
6
7
7
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
PHASING SITE PLAN
Phase 16 0' 100' 200' 400' North
326 327
+
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Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
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Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 17: Renovate Center of Excellence for Energy Technology
Renovate Center of Excellence for Energy Technology
Building: 90,022 SF
Site
11
12 — Existing program to remain.
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Existing landscape beds should be replanted with a mix of new shrubs and
groundcover (quantities and locations to be determined); shade and ornamental trees
should be planted.
12
3 10
4 16
12
— Connections to the student gathering space implemented in phase 1 should be
enhanced with the installation of new concrete pathways punctuated by paver bands.
10
17 9 9
17
13
14
15 11
11
2 5 11
11 Building
— Replacement of systems is outlined in Volume II.
1
2 6
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
1 8 8 7 7
— DT VB Furniture Replacement/Renewal
— DT Access Control
4 7
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— SO SETC Texas A&M Lab and Classroom PHASING SITE PLAN
Phase 17 0' 100' 200' 400' North
328 329
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Previous Phase
Project
Current Phase
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Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 18: Review Early College High School
18 Review Early College High School Site
3
4
10
10
11
16
12
12
12
— Option 1: Renovate ECHS.
— Gross square footage renovated: 27,218 SF
— Option 2: Review need of local ISDs that utilize the campus and the Early College High
School to determine if an addition is needed or if the need could be solved through a
new, larger Academic Classroom Building.
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Include outdoor student space to get students excited.
— No mow/wildflower area to be incorporated on plan South of campus. Trees should be
placed at regular intervals along the trail to provide shade for trail users.
— The open space to the west of the pond (south of the main campus area) should be
designated as a no-mow zone and planted with a custom wildflower seed mix.
17
17
13
9
14
9
15
11
11
1
1
2
2
4
5
8 8
11
11
7
6
7
7
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
PHASING SITE PLAN
Phase 18 0' 100' 200' 400' North
330 331
+VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
LEGEND
New Construction
Tarrant County College District
2022 District-wide Masterplan Phasing
Tarrant County College District
2022 District-wide Masterplan Phasing
Project
Renovation TCC SOUTH CAMPUS MASTERPLAN PHASING TCC SOUTH CAMPUS MASTERPLAN PHASING
18 Project Projected Masterplan Phasing Project Costs Projected Masterplan Phasing Project Costs
3
17
1
1
17
4
2
2
10
10
13
15
4
5
8
11
8
9
11
11
16
14
11
11
7
6
7
9
7
12
12
12
Site Project
Demo. Project
Existing
Building
Phase Project Project
Year
Construction Cost
Limitation
Softs Costs
(38%) Project Total
Phase 1
Construct new Onboarding Building. 2023 $ 58,449,296.25 $ 22,210,732.58 $ 80,660,028.83
Improve campus front entry. 2023 $ 1,533,256.76 $ 582,637.57 $ 2,115,894.33
Renovate existing Enrollment
Services Building (SERS). 2025 $ 5,396,063.40 $ 2,050,504.09 $ 7,446,567.49
Demolish existing Administration,
Phase 2
Testing, Counseling Building (SACT).2025 $ 323,271.00 $ 122,842.98 $ 446,113.98
Demolish existing Testing Portable
(SMTC). 2025 $ 54,492.75 $ 20,707.25 $ 75,200.00
Improve campus front entry. 2025 $ 3,400,733.70 $ 1,292,278.81 $ 4,693,012.51
Phase 3 Construct new Automotive Building. Future $ 49,878,295.56 $ 18,953,752.31 $ 68,832,047.87
Phase 4
Renovate existing Automotive
Building (SAUT).
Demolish existing Faculty Building
Cluster (SFOA-SFOF).
Future
Future
$ 23,348,754.90
$ 679,023.00 $ 258,028.74
$ 32,221,281.76
$ 937,051.74
Phase 5 Renovate existing Library Building
(SLIB). Future $ 28,413,033.93 $ 10,796,952.89 $ 39,209,986.82
Phase 6 Renovate existing Performing Arts
Center (SPAC). Future $ 13,628,865.60 $ 5,178,968.93 $ 18,807,834.53
Renovate existing Art Building
(SART). Future $ 3,978,223.20 $ 1,511,724.82 $ 5,489,948.02
Phase 7 Renovate existing Music Classrooms
Building (SMUS). Future $ 7,730,553.60 $ 2,937,610.37 $ 10,668,163.97
Renovate existing Recital Hall
(SREC). Future $ 5,239,458.00 $ 1,990,994.04 $ 7,230,452.04
Phase 8
Renovate existing Student Union
(SSTU).
Renovate existing Bookstore (SBKS)
Future
Future
$ 27,802,966.50
$ 7,398,553.93
$ 10,565,127.27
$ 2,811,450.49
$ 38,368,093.77
$ 10,210,004.43
Phase 9
Renovate existing Electronics
Building (SELE).
Renovate existing Mathematics
Building (SMTH).
Future
Future
$ 8,878,337.78
$ 6,979,168.71
$ 3,373,768.35
$ 2,652,084.11
$ 12,252,106.13
$ 9,631,252.82
Phase 10
Renovate existing Nursing Building
(SNUR).
Renovate existing Health Science
Building (SHSC).
Future
Future
$ 14,661,518.40
$ 4,236,632.91
$ 5,571,376.99
$ 1,609,920.51
$ 20,232,895.39
$ 5,846,553.42
Review existing Academic Classroom
Building Cluster (SACA-SACD).
Project presents option to renovate
existing Academic Classroom
Building Cluster (SACA-SACD).
Future $ 21,112,012.80 $ 8,022,564.86 $ 29,134,577.66
Renovate existing Health and
Physical Education Building (SHPE). Phase 11 Future $ 39,908,355.48 $ 15,165,175.08 $ 55,073,530.56
.
$ 8,872,526.86
Phase Project Project
Year
Construction Cost
Limitation
Softs Costs
(38%) Project Total
Review existing Academic Classroom
Building Cluster (SACA-SACD).
Project presents option to demolish
construct a new, larger Academic
Classroom Building
Future $ - $ - $ -
Renovate existing Automotive
Collision Repair Building (SACR). Future $ 9,552,683.81 $ 3,630,019.85 $ 13,182,703.66
Phase 12
Renovate existing Building Services
Physical Plant (SBSP).
Renovate existing Building Services
Warehouse (SBSW).
Future
Future
$ 5,620,038.07
$ 2,005,695.00
$ 2,135,614.47
$ 762,164.10
$ 7,755,652.53
$ 2,767,859.10
Renovate existing Building Services
Building (SBSA). Future $ 2,719,498.32 $ 1,033,409.36 $ 3,752,907.68
Phase 13 Renovate existing Science Building
(SSCI). Future $ 29,514,698.33 $ 11,215,585.36 $ 40,730,283.69
Phase 14 Renovate existing Business Building
(SBUS). Future $ 16,599,535.20 $ 6,307,823.38 $ 22,907,358.58
Phase 15 Renovate existing Computer
Learning Center (SCLC). Future $ 9,269,448.30 $ 3,522,390.35 $ 12,791,838.65
Phase 16 Renovate existing Technology
Building (STEC). Future $ 26,469,582.71 $ 10,058,441.43 $ 36,528,024.13
Phase 17 Renovate existing Energy
Technology Center (SETC). Future $ 60,243,808.00 $ 22,892,647.04 $ 83,136,455.03
Phase 18
Renovate existing Early College High
School Building (SECH).
Review existing Early College High
School Building (SECH).
Future
Future
$ 17,078,750.64
$ -
$ 6,489,925.24
$ -
$ 23,568,675.88
$ -
POTENTIAL TOTAL COST $ 706,704,357.00
COST ESTIMATE NOTES
— Escalation percentage added for projects from 2023 – 2027.
— No additional escalation is added for projects after 2027.
— Escalation percentage used is 1% per month.
— Cost Estimates are based on pricing from 2022.
CAMPUS SITE PLAN
Consolidated Master Plan Phasing 0' 100' 200' 400' North
332 333
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NORTHEAST CAMPUS SITE PLAN
Master Plan Landscape Plan 0' 100' 200' 400'
Northeast Campus
KEY CAMPUS STATISTICS KEY MASTER PLAN STATISTICS
Year Constructed: 1968 Phases: 12
Campus Size: 186.79 acres between North Richland Hills and Hurst New Construction: 171,000 SF
Building Inventory: 23 Buildings, 665,862 SF New Additions: 125,000 SF
Campus President: Dr. Ayers-Palmore Renovation: 607,613 SF
Student Enrollment: 9,968 students Sitework: 166,000 SF
Signature Programs: Potential Total Cost: $757,361,901.31
— Child Development
— Dental Hygiene
— Information Technology
— Teacher Education
— Visual Arts
— World Languages
North
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GRAPEVINE HIGHWAY
NBSA NDPP
NMPC NDPW
NBSA NDSC
NDPA
NSCW NTAB
NHSC
NSCE
NHPE
NACB
NFAC
NIMC NLIB NBSS
NFAB NCAB
NADM
NSTU
CAMPUS SITE PLAN
Existing Conditions 0' 100' 200' 400' North
VOLUME I PRIORITIZATION
Northeast Campus
Prioritization Background
VISION
The master plan programming for the future of the
Northeast Campus should take into account the
construction of new facilities aimed at meeting the
current and future needs of technical programs, Early
College High Schools, Student Support Services, and
the development of a Learning Commons. Renovations,
additions, and new construction should focus on
implementing the College initiative of 3 Goals and 8
Principles. The master plan will further enhance the
existing cohesiveness on campus by creating and
enhancing pedestrian paths, outdoor spaces, and
connections between the existing buildings and any new
construction.
DECISION DRIVERS
— Older Science Buildings are nearing end of services life
and do not meet the standards that the College has set.
— Centralized Faculty Office Building limits direct access
of faculty to students.
— Onboarding process is decentralized and can be
confusing.
— Fine arts spaces are undersized and is due for
upgrades in both technology and in space provided for
performing arts.
— Entry, circulation, and parking are challenging to
access the Student Union for potential students.
CORE ELEMENTS
— Improve campus framework and views by demolishing
buildings in poor conditions.
— Opportunity to create a grand front entry at the
Student Union and increase visibility and access.
— Space to construct new Science Building to the North
of existing Science Buildings.
— Construction of new Science Building provides
possible swing space or additional classroom space.
— Increase parking access for potential students.
— Existing community partnerships present
opportunities to leverage.
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PHASING SITE PLAN
Phase 1 0' 100' 200' 400' North
VOLUME I PRIORITIZATION
Phase 1: New Science Building
Demolish Portable Building: 1,672 SF
— Demolish to make way for new building.
New Science Building: 68,000 SF
— General Programming: 9,786 SF
— Entry Lobby
— Lecture space
— Multidisciplinary Area
— Collaboration Space
— Write-up Meeting Space
— Faculty Workspace: 5,300 SF
— Include new Faculty Neighborhood.
— Classrooms and Labs: 28,100 SF
— Core/MEP: 4,986 SF
Site
— Prior to construction, the existing utilities that lie within the footprint of the proposed
building will need to be relocated. The utilities include water, sanitary sewer, gas,
telecommunication, and underground electric. A majority of the lines will need to
remain in service, so the utility installation/relocation will need to be phased.
— Existing underground utilities will need to be relocated.
— Bike parking should be located near the building entrance. Masonry and metal panel
screening walls should surround the bike parking to define and enhance the space and
conceal parked bikes from view.
— A student courtyard space design should include paved and landscaped areas.
— The Central Plant should be buffered or screened via new landscaping (evergreen
trees and tall shrub plantings).
— To ensure safety, the Northeast Campus master plan must implement an access
management plan.
Building
— It is anticipated that the existing campus network has capacity to connect this building
to existing infrastructure.
— Extend existing hydronic lines, power, water, gas, and communications to building.
— See Volume II for Structural New Construction Narrative.
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
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2
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PHASING SITE PLAN
Phase 2 0' 100' 200' 400' North
VOLUME I PRIORITIZATION
Phase 2: Science Buildings Renovations
Renovate Science East Building: 40,817 SF
— Swing Space
— Faculty Offices
— General-purpose classrooms
Renovate Science West Building: 30,929 SF
— Swing Space
— Faculty Offices
— General-purpose classrooms
Renovate Health Science Building: 29,410 SF
— Expand Dental Hygiene program to entire building.
— Establish Dental Hygiene faculty neighborhood.
— Recent renovations to remain as-is.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— The existing Science and Health buildings (NSCE, NSCW, NHSC) should be renovated,
and designated ambulance parking should be designed and incorporated. The
connection(s) between renovated buildings and parking lots should include landscape
improvements to create more welcoming and functional spaces.
— The existing gathering space between the Science and Health buildings (NSCE,
NSCW, NHSC) should be gutted and renovated and all existing flagstone, drain edging
treatment, and existing planting removed; drainage should be enhanced, and new
paving should be installed. Paving design, layout, and material selection should
promote accessibility in the space.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT VB Elevators Upgrades
— DT IDF Cooling and UPS Installation
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
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VOLUME I PRIORITIZATION
1
2
2
2
3
3
3
PHASING SITE PLAN
Phase 3 0' 100' 200' 400' North
VOLUME I PRIORITIZATION
Phase 3: New Campus Front Entry
Renovate Student Union: 69,490 SF
— Registrar, Business Services, and other associated Onboarding programming to be
relocated from Administration and Business Services Building (NADM).
— Expand dock at West side of building.
— Addition for new front entry on South.
— Entry canopy to provide visibility and a primary front door.
Student Union Grand Front Entry Addition: 40,000 SF
— Student Services: 14,545 SF
— University/Workforce: 13,500 SF
— Support Services: 1,650 SF
Renovate Administration and Business Services
Building: 15,277 SF
— Improve building front entry.
— Create Campus President’s Conference Center.
Expand Parking: 98,000 SF
— Construct expansion of parking at South side of NADM Building.
— Expand parking at South of campus to East to edge of sidewalk on South edge of
NADM Building.
Site
— There are existing water, sewer, and underground electric lines that lie the in location of
the building addition and will need to be relocated prior to construction.
— The existing parking lot located at the South side of the Administrative Building
(NADM) is to be expanded. The drainage and grading will need to be analyzed to see if
additional inlets will need to be installed. The underground electric lines will need to be
extended for additional light poles.
— Landscape improvements should highlight increased campus access and create a
welcoming new campus “front door.”
— Connections between the Student Union Building (NSTU)and pond should be
strengthened with landscape improvements.
— The existing courtyard East of the Student Union Building (NSTU) should be
completely renovated. The new courtyard design should promote positive drainage.
Furniture replacement/upgrades are also recommended.
Building
— Replacement of systems is outlined in Volume II.
— See Volume II for Structural New Addition Narrative. Any structural modifications for
planned renovations shall be identified.
— DT VB Elevators Upgrades
— DT IDF Cooling and UPS Installation
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
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Building
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VOLUME I PRIORITIZATION
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2
2
2
4
4
3
3
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PHASING SITE PLAN
Phase 4 0' 100' 200' 400' North
VOLUME I PRIORITIZATION
Phase 4: Renovate Learning Commons and Business/Social Sciences Building
Renovate Library: 46,324 SF
— Renovate Library to conform to Learning Commons standards.
— Consolidate Learning Commons functions.
— Renovation will have to occur in two phases with each floor occurring separately.
Renovate Business and Social Sciences Building:
44,448 SF
— Existing program to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Renovations to these buildings should include plans for outdoor spaces to support
building accessibility, functionality, safety, and beautification.
— Landscape elements such as renovated hardscape and increased planting should be
used to strengthen the connection between the existing parking lot and the renovated
Business and Social Sciences Building (NBSS).
— Plans should also consider decreasing the existing hardscape adjacent to Business
and Social Sciences Building (NBSS) (plan North) or converting the area into a student
space that speaks to the proposed quad in master plan phase 6.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT VB Elevators Upgrades
— DT INFR MDF MEP Upgrades
— DT VB Roofs
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
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Building
PHASING SITE PLAN
Phase 5 0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
Phase 5: Demolish Academic Classroom and Faculty Offices Buildings
Demolish Academic Classroom Building: 27,201 SF
— Students to be distributed to renovated academic classrooms prior to demolition.
Demolish Faculty Offices Building: 31,048 SF
— Faculty to be distributed to renovated faculty neighborhoods prior to demolition.
Site
— During the demolition of the Faculty Offices Building (NFAC), there are several
electrical underground electric lines, sanitary sewer, and fiber optic lines that will either
need to be protected or relocated.
— Before demolishing the Academic Classroom Building (NACB), the existing services
that serve this building will need to be capped and protected, so that they can be used
for the proposed Academic Classroom Building.
— All areas affected by demolition should be re-vegetated to accommodate future
development; implement site preservation strategies where applicable.
Building
— Existing utilities shall be capped and staked for reuse later.
— Complete removal of foundations adds demolition costs.
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
346 347
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5
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4
6
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Building
PHASING SITE PLAN
Phase 6 0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
Phase 6: New Academic Classroom Building and Campus Mall Improvements
New Academic Classroom Building: 105,000 SF
— Determine function at time of construction. Building could function as ECHS with ISD
touch-down space.
— Student Services: 54,028 SF
— Entry Lobby
— Study Spaces
— Cafetorium
— Collegiate Administration Offices: 9,350 SF
— Administrative Workstations
— Conference Rooms
— Support Services: 14,400 SF
— Construct new bus drive for potential ECHS students.
Campus Mall Improvements: 68,000 SF
— Strengthen core campus mall and increase campus connectivity with ADA
improvements.
Site
— While the building connections to the old Academic Classroom Building (NACB) are
protected, they will need to be analyzed for capacity and if they need to be further
extended based on the connections shown on the MEP plans.
— The core campus mall should be strengthened and any open space be transformed
into a campus quad comprised of an expansive event lawn space highlighted by tree/
shrub planting.
— The quad and core mall should intersect and their relationship should be reinforced
through landscaping design.
— A sub-quad should exist plan South of the remodeled Library (NLIB). The space should
welcome visitors to campus and be an obvious focal point with strong connections
to other key campus spaces. The quad’s connection to the South parking lot should
be improved and strengthened through strategic landscaping so as to create a
welcoming campus entry.
Building
— Existing utilities from phase 5 shall be evaluated for reuse during this phase.
— With the demolition in previous phase, review existing buildings for need to re-feed
condiut to ensure that they remain operational.
— See Volume II for Structural New Construction Narrative.
— If existing building foundations are just demolished to a certain depth below grade, a
survey of existing foundations will be required to coordinate layout of new foundations.
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
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7 7 Current Phase
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1
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2
Project
2 Previous Phase
Site Project
2 6 5 6 Previous Phase
5 Telecomm. Line
7
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Building
4
7 4
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3
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PHASING SITE PLAN
Phase 7 0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
Phase 7: Fine Arts Building Renovation and Addition and Early Childhood
Education Center Relocation
Renovate Fine Arts Building: 48,907 SF
— Re-work Theater back-of-house.
— Maintain ongoing functionality of building during construction.
— Ceramics lab was recently renovated, review at time of future renovation.
New Fine Arts Building Addition: 10,000 SF
— Addition for new front entry on South.
— Enclosed Art Gallery.
— Additional Studio space.
— Possibly need swing space.
Renovate District Physical Plant Building: 14,670 SF
— Renovate building for relocated Early Childhood Education Center programming.
Site
— Within the proposed building addition footprint area there are several utilities that
will need to be relocated. The utilities include a water line, sanitary sewer line, and an
underground electric line. All of these utilities will need to remain in service while the
new utilities are being installed and will have to be relocated in phases.
— The Physical Plant Building (NDPP) should be renovated to become a Children’s Center
with exterior play space. The existing play equipment could be updated; evergreen
trees should be added to further screen the area from the adjacent road. Center
renovation and landscape improvements should preserve the existing play area’s
excellent visual access from the building.
— The new Fine Arts Building Addition (NFAB) should include an area for pre/post event or
program functions. This area will be characterized by tree, shrub, and lawn plantings as
well as paving and shaded seating nooks.
Building
— Replacement of systems is outlined in Volume II.
— See Volume II for Structural New Addition Narrative. Any structural modifications for
planned renovations shall be identified.
— DT VB Elevators Upgrades
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT VB Theatre Lighting and Sound Upgrades
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
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5
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LEGEND
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Project
Current Phase
Site Project
7 7 Current Phase
Telecomm. Line
Current Phase
1
Demo. Project
Previous Phase
2
Project
2 Previous Phase
8 Site Project
2 6 5 6 Previous Phase
8 5 Telecomm. Line
7
Existing
Building
4
7 4
3
3
3
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VOLUME I PRIORITIZATION +
PHASING SITE PLAN
Phase 8
Phase 8: Health and Physical Education Building Renovation and Addition
Renovate Health and Physical Education Building:
72,338 SF
— Existing program to remain.
New Health and Physical Education Building Addition:
75,000 SF
— Health classrooms
— Dedicated Cardio space
— Covered outdoor learning environment
Site
— The new expansion will need connections to water, sewer, electrical, gas, and possibly
storm drain as well as telecommunications. The addition may be able to share utilities
with the existing building, however, an analysis of those existing utilities will need to be
performed as well as the capacities and adherence to the proper building codes.
— The Health and Physical Education Building (NHPE) expansion plan should include a
covered outdoor learning environment, designated visually by landscape and paving.
Existing fitness equipment should be relocated to accommodate the building’s
expanded footprint.
— The expanded Health and Physical Education Building (NHPE) should relate more
closely to Tarrant County Jr. College Street and existing parking lots; crosswalks
connecting the covered outdoor learning environment to the tennis courts across the
street should be added. Removable bollards should be used as added protection from
vehicular traffic.
Building
— Replacement of systems is outlined in Volume II.
— See Volume II for Structural New Addition Narrative. Any structural modifications for
planned renovations shall be identified.
— DT VB Elevators Upgrades
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
352 353
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VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION +
LEGEND
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Project
8
8
2
2
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5
5 6
7 7
Current Phase
Site Project
Current Phase
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Current Phase
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Previous Phase
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Previous Phase
Site Project
Previous Phase
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7
9 4
Existing
Building
7
9
3
3
3
4
0' 100' 200' 400' North
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PHASING SITE PLAN
Phase 9
Phase 9: Renovate Communication and Instructional Media Center Buildings
Renovate Communication Arts Building: 23,138 SF
— Existing program to remain.
Renovate Instructional Media Center: 18,128 SF
— Existing program to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Building renovations should incorporate new outdoor spaces for gathering or studying
and strengthen connections between new buildings and the existing campus network
through renovated or newly constructed pathways, thoroughfares, and landscaped
spaces.
— Furniture in outdoor spaces can be new or repurposed from other renovated areas.
— Designated cart parking should also be incorporated as buildings are renovated.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
LEGEND
5
5
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION +
LEGEND
Current Phase
Project
Current Phase
1
7 7
Site Project
Current Phase
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Current Phase
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Previous Phase
2
2
10
Project
Previous Phase
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8
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5
5 6
Site Project
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Existing
Building
7
9
4
3
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356 357
Phase 10: Renovate Technology and Arts Building
Renovate Technology and Arts Building: 71,197 SF
— Existing program to remain.
— Ongoing construction is just extensive finish upgrades, it includes no envelope
upgrades.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Plans should include a student gathering space and improved connections to the
parking lot.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT VB Elevators Upgrades
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
PHASING SITE PLAN
Phase 10
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
LEGEND
5
5
Current Phase
VOLUME I PRIORITIZATION
LEGEND
Project
11 Current Phase
Site Project
7 7 Current Phase 11 11 Telecomm. Line
Current Phase
1
Demo. Project
Previous Phase
2 10
Project
2 Previous Phase
8 Site Project
2 6 5 6 Previous Phase
8 5 Telecomm. Line
7
Existing
Building
9 4
7 4
9
3
3
3
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VOLUME I PRIORITIZATION +
PHASING SITE PLAN
Phase 11
Phase 11: Renovate Building Services Complex
Renovate Building Services Power Plant: 10,840 SF
— Existing program to remain.
Renovate District Service Center Warehouse: 5,885 SF
— Existing program to remain.
Renovate District Service and Print Center: 7,010 SF
— Existing program to remain.
Renovate Building Services Building: 8,070 SF
— Existing program to remain.
Renovate Building Services Ground Building: 1,410 SF
— Existing program to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— A landscape buffer/screening (trees and/or tall shrub plantings) should be included
around renovated buildings.
— The area should be assessed for ADA accessibility and accessible routes improved
where they are lacking/nonexistent.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Natural Gas Monitoring System Installation
— DT VB Roofs
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
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LEGEND
Current Phase
Project
11 Current Phase
Site Project
7 7 12 12 Current Phase 11 11 Telecomm. Line
Current Phase
1
Demo. Project
Previous Phase
2 10
Project
2 Previous Phase
8 Site Project
2 6 5 6 Previous Phase
8 5 Telecomm. Line
7
Existing
Building
9 4
7 4
9
3
3
3
0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
PHASING SITE PLAN
Phase 12
Phase 12: Renovate Campus Support Buildings
Renovate Early College High School Building: 28,710 SF Site
— TCC Administration Offices — Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards. — Storage
— Renovations to these buildings should include plans for outdoor spaces to support
building accessibility, functionality, safety, and beautification.Renovate District Warehouse Building: 20,615 SF
— Swing Space
— Warehouse Storage
— Greater Tarrant County Boys and Girls Club space
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— NE NDPW Classrooms and Boys and Girls Club
360 361
5
5
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION +
LEGEND
New Construction
Project
11 Renovation
8
8
7
2
7
2
9
9
3
11
1
2
6
5
4
3
3
5
4
10
6
11
7 7 12 12
Project
Site Project
Demo. Project
Existing
Building
0' 100' 200' 400' North
362 363
Tarrant County College District
2022 District-wide Masterplan Phasing
Tarrant County College District
2022 District-wide Masterplan Phasing
TCC NORTHEAST CAMPUS MASTERPLAN PHASINGTCC NORTHEAST CAMPUS MASTERPLAN PHASING
Phase
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Phase 6
Phase 7
Phase 8
Projected Masterplan Phasing Project Costs
Project
Year
Construction Cost
Limitation
Softs Costs
(38%) Project
Remove existing portable building
(NDPA). 2023 $ 57,060,585.00 $ 21,683,022.30 $ 78,743,607.30
2023 $ 77,625.00 $ 29,497.50 $ 107,122.50
2027 $ 20,773,812.15 $ 7,894,048.62 $ 28,667,860.77
2026 $ 15,949,555.83 $ 6,060,831.22 $ 22,010,387.05
2025 $ 14,968,219.50 $ 5,687,923.41 $ 20,656,142.91
Future $ 43,031,121.75 $ 16,351,826.27 $ 59,382,948.02
Future $ 34,780,320.00 $ 13,216,521.60 $ 47,996,841.60
Future $ 7,463,395.03 $ 2,836,090.11 $ 10,299,485.14
Future $ 2,359,244.12 $ 896,512.77 $ 3,255,756.89
Future $ 30,666,785.22 $ 11,653,378.38 $ 42,320,163.60
Future $ 22,494,709.80 $ 8,547,989.72 $ 31,042,699.52
2026 $ 2,139,496.61 $ 813,008.71 $ 2,952,505.31
2026 $ 892,785.24 $ 339,258.39 $ 1,232,043.63
Future $ 3,133,870.43 $ 1,190,870.76 $ 4,324,741.19
Future $ 93,729,825.00 $ 35,617,333.50 $ 129,347,158.50
Future $ 8,529,402.87 $ 3,241,173.09 $ 11,770,575.96
Future $ 26,304,140.88 $ 9,995,573.53 $ 36,299,714.41
Future $ 7,910,730.00 $ 3,006,077.40 $ 10,916,807.40
Future $ 12,710,683.08 $ 4,830,059.57 $ 17,540,742.65
Future $ 37,123,065.88 $ 14,106,765.04 $ 51,229,830.92
Construct new Science Building.
Renovate existing Science East
Building (NSCE).
Renovate existing Science West
Building (NSCW).
Renovate existing Health Science
Building (NHSC).
Renovate existing Student Union
Building (NSTU) and infill
Onboarding.
Construct new grand Front Entry
addition and infill interior courtyard at
Student Union Building (NSTU).
Renovate existing Administration and
Business Services Building (NADM).
Construct expansion of parking at
South side of Administration and
Business Services Building (NADM).
Renovate existing Library Building
(NLIB).
Renovate existing Business and
Social Sciences Building (NBSS).
Demolish existing Faculty Offices
Building (NFAC).
Demolish existing Academic
Classroom Building (NACB).
Strengthen core campus mall and
increase campus connectivity with
ADA improvements.
Construct new Academic Classroom
Building at site of old Academic
Classroom Building (NACB).
Renovate existing District Physical
Plant Building (NDPP).
Renovate existing Fine Arts Building
(NFAB).
Construct addition for Fine Arts
Building (NFAB).
Construct addition for Health and
Physical Education Building (NHPE).
Renovate existing Health and
Physical Education Building (NHPE).
Project Total
Projected Masterplan Phasing Project Costs
Project Construction Cost Softs CostsPhase Project Year Limitation (38%) Project Total
Renovate existing Communication
Arts Building (NCAB). Future $ 11,666,758.05 $ 4,433,368.06 $ 16,100,126.11
Phase 9 Renovate existing Instructional Media
Center (NIMC). Future $ 11,781,205.92 $ 4,476,858.25 $ 16,258,064.17
Renovate existing Technology and
Arts Building (NTAB). Phase 10 Future $ 35,884,628.78 $ 13,636,158.93 $ 49,520,787.71
Renovate existing Building Services
Building (NBSA). Future $ 3,381,870.69 $ 1,285,110.86 $ 4,666,981.55
Renovate existing District Service
and Print Center Building (NDSC). Future $ 3,171,844.17 $ 1,205,300.78 $ 4,377,144.95
Renovate existing Building Services
Grounds (NBSG). Phase 11 Future $ 628,331.58 $ 238,766.00 $ 867,097.58
Renovate existing District Service
Center Warehouse (NDSW). Future $ 2,360,703.02 $ 897,067.15 $ 3,257,770.16
Renovate existing Building Services
Power Plant (NBSP). Future $ 6,891,926.58 $ 2,618,932.10 $ 9,510,858.68
Renovate existing Early College High
School Building (NMPC). Future $ 14,535,798.30 $ 5,523,603.35 $ 20,059,401.65
Phase 12 Renovate existing District
Warehouse Building (NDPW). Future $ 8,269,480.49
COST ESTIMATE NOTES
— Escalation percentage added for projects from 2023 – 2027.
— No additional escalation is added for projects after 2027.
— Escalation percentage used is 1% per month.
$ 3,142,402.58 $ 11,411,883.07
POTENTIAL TOTAL COST $ 746,127,250.91
— Cost Estimates are based on pricing from 2022.
CAMPUS SITE PLAN
Consolidated Master Plan Phasing
CORGAN
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION +
North 0' 100' 200' 400'
NORTHWEST CAMPUS SITE PLAN
Master Plan Landscape Plan
Northwest Campus
KEY CAMPUS STATISTICS KEY MASTER PLAN STATISTICS
Year Constructed: 1975 Phases: 10
Campus Size: 187.50 acres in North Fort Worth New Construction: 81,600 SF
Building Inventory: 38 Buildings, 523,460 SF New Additions: 22,000 SF
Campus President: Dr. Blankenbaker Renovation: 230,361 SF
Student Enrollment: 7,372 students (shared with Alliance West Site) Sitework: 1,370,164 SF
Signature Programs: Potential Total Cost: $316,406,695.48
— Aviation
— Criminal Justice
— Dance
— Fire Technology
— Horticulture
— Nondestructive Inspection, Testing, and Evaluation
364 365
DRIVE
COLLEGE
WFSK
W
F
S
C
W
F
S
S
WACB
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION +
WFMP
WCJD
WCTT
WCJC WFSJ WCJR WFSI
WPFR WFSF WFSH
WFSG
WFSA WFSB WFSD
WFSE
WMBB WMBA
WHPE
BUILDING 1 WGHB
WHPB
WBSA
MARINE CREEK LAKE
BUILDING 3
BUILDING 4
BUILDING 2
WATB
WFSV
Northwest Campus
Prioritization Background
WMBD VISION DECISION DRIVERS CORE ELEMENTS
WMBC The master plan programming for the future of the
Northwest Campus should take into account the
construction of new facilities aimed at meeting the
current and future needs of the Horticulture program,
the Public Safety Training Center, and future enrollment
growth. In addition, renovation, expansion, and
reprogramming of the WHPE which provides resources
for dance, physical education and aquatic programs
should be addressed. The master plan will also focus on
creating a cohesive campus and working to create paths,
outdoor spaces, and connections between the existing
buildings and any new construction.
— Public Safety Training facilities and infrastructure need
updates to match current standards of the professions
that they seek to serve.
— Removal of facilities nearing end-of-life provides space
for landmark Public Safety Training program expansion.
— Re-organization and expansion of Public Safety
Training programs can established a more unified
identity on the campus and for the community.
— Horticulture program left without proper home after
the ongoing bond projects.
— Portables and re-purposed buildings present a poor
impression to the groups and programs using those
facilities.
— Space to develop new facilities while existing buildings
are utilized by current programs.
— Much of campus core addressed by ongoing bond
projects establishes a clear campus framework. — Ongoing bond projects provide a unified central
campus, but do not respond to campus outskirts.
— Ongoing and proposed construction efforts lack
proper facility support.
CAMPUS SITE PLAN
Existing Conditions 0' 100' 200' 400' North
366 367
LEGEND
VOLUME I PRIORITIZATION
LEGEND
1 Current Phase
Project
Current Phase
Site Project1 1
Current Phase
Telecomm. Line1
Current Phase
Demo. Project
Previous Phase
Project
Previous Phase
Site Project
Previous Phase
Telecomm. Line
Existing
Building
0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
PHASING SITE PLAN
Phase 1
Phase 1: Driving Pad Improvements and New Building Services Building
New Building Services Building: 20,000 SF
— Locate at construction hub.
— Provide additional offices at construction hub.
Expand Driving Pad : 102,000 SF
— Construct fuel station and car wash area for PSTC vehicles.
Renovate Driving Pad Storage : 600 SF
— Existing program to remain.
Renovate Multi-Purpose Services Building : 5,056 SF
— Existing program to remain.
Site
— Within the new building footprint there are no utilities that appear within the area. Given
that, new utilities will need to be extended to the site of the proposed building.
— There is a City of Fort Worth sanitary sewer line along the south side of Northwest
College Drive that may provide enough capacity to serve the new building. Other
services that will/may be required are as follows: water services, electrical services,
and storm drainage.
— As the Northeast corner of the site becomes a construction hub, the Building Services
Department should be relocated to this area. Shade trees should be planted around
the perimeter of the building and along major walkways/pedestrian corridors.
Building
— See Volume II for MEP New Construction Narrative.
— See Volume II for Structural New Construction Narrative. Any structural modifications
for planned renovations shall be identified.
— DT IDF Cooling and UPS Installation
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Natural Gas Monitoring System Installation
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
368 369
LEGEND
VOLUME I PRIORITIZATION
LEGEND
1 Current Phase
Project
Current Phase
Site Project1 1 2 Current Phase
Telecomm. Line12
Current Phase
Demo. Project
Previous Phase
Project
Previous Phase
Site Project
Previous Phase
Telecomm. Line
Existing
Building
2 2
0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
PHASING SITE PLAN
Phase 2
Phase 2: Renovate Building Services Building and Demolish ECHS Buildings
New Greenhouses: 9,200 SF
— New greenhouses to be located at Criminal Justice Training Center in preparation for
final home of Hor ticulture program with surrounding site to support program.
Renovate Building Services Building: 16,405 SF
— Temporary Horticulture program swing space.
Demolish Aeronautical Technology Building: 62,502 SF
— Students to be distributed to new ECHS prior to demolition.
Demolish Outdoor Firing Range: 22,505 SF
— Facility currently un-used.
Demolish Greenhouses: 2,945 SF
— Greenhouses currently in poor condition.
Demolish Tennis Courts: 49,000 SF
— Courts currently un-used.
Remove Portables: 9,159 SF
— Students to be distributed to new ECHS prior to demolition.
Site
— The new location of the proposed greenhouses does not contain many utilities.
— During the demolition of the existing structures that are included in this phase, an
evaluation of the existing utilities will need to be performed to determine if other
structures will require those utilities to remain active.
— Some parking and ADA spaces are also to be removed in this phase of the campus. An
evaluation of the amount of ADA spaces that will remain on site will be needed.
— Paths connecting the greenhouses to adjacent buildings should be constructed to tie
into existing sidewalk networks.
— Additionally, the demolition of the existing Outdoor Firing Range (WCJR), tennis courts,
and Portable Buildings (WMBA, WMBB, WMBC, WMBD) creates an opportunity to
increase recreational outdoor space on campus. New spaces should be landscaped
with a mix of shrub plantings, groundcover, and shade and ornamental trees.
Building
— Replacement of systems is outlined in Volume II.
— See Volume II for Structural New Construction Narrative. Any structural modifications
for planned renovations shall be identified.
— DT IDF Cooling and UPS Installation
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— NW WBSP Cooling Tower Modifications
370 371
LEGEND
VOLUME I PRIORITIZATION
LEGEND
1 Current Phase
Project
Current Phase
Site Project1 1 2 Current Phase
Telecomm. Line12
Current Phase
Demo. Project
Previous Phase
Project
Previous Phase
Site Project
Previous Phase
3 Telecomm. Line
Existing
Building3
2 2
0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
PHASING SITE PLAN
Phase 3
Phase 3: New Public Safety Training Center Building
New Public Safety Training Center Building: 28,000 SF
— Combined First-Responder training
— Nourishment Hub
— Vehicle and equipment storage
— Classrooms and labs
— Faculty offices
Improve Parking Lot and Landscaping: 150,000 SF
— New parking lot and landscaping between new PSTC Building and existing Fire Service
Training Center (WFSC).
Site
— With the new Public Safety Training Center building being proposed at the location of
the previous Aeronautical Technology Building (WATB), it should be an easier transition
due to the existence utilities and infrastructure. Coordination with the MEP will be
useful in aligning the building connections of the proposed building with the locations
that are convenient to the existing utilities. The grades and drainage will have to be
analyzed for the new parking lot and landscaping as well as extending necessary
utilities such as irrigation, underground electric, and storm drain.
— A new parking lot should be constructed, with landscape elements included in the
design. Landscaping should be installed between the new Public Safety Training
Center Building and existing Fire Service Training Center (WFSC).
Building
— See Volume II for MEP New Construction Narrative. Replacement of systems is
outlined in Volume II.
— See Volume II for Structural New Construction Narrative. Any structural modifications
for planned renovations shall be identified.
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— NW MV Overcurrent Protection
372 373
LEGEND
VOLUME I PRIORITIZATION
LEGEND
1 Current Phase
Project
Current Phase
Site Project1 1 2 Current Phase
Telecomm. Line12
Current Phase
4 Demo. Project
Previous Phase
Project
Previous Phase
Site Project
Previous Phase
3 Telecomm. Line
Existing
Building3
4
2
2
0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
PHASING SITE PLAN
Phase 4
Phase 4: Renovate Criminal Justice Training Center and Improve Amenities
New Tennis Courts: 68,000 SF
— Locate at site of old portables.
Renovate Criminal Justice Training Center: 21,234 SF
— Renovate for Horticulture program classrooms and labs.
— New front entry.
— Renovation to include plumbing upgrade.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Building construction and renovations should consider connectivity to the broader
campus environment. Sidewalks should be implemented to link buildings to existing
campus networks, including connections to the Marine Creek Reservoir.
— Coleman and Associates recommends continuing sidewalk connections from the
Police Firing Range (WPFR) to the trail, parking lot, and Outdoor Firing Range (WCJR)
and Criminal Justice Training Center (WCJC) buildings.
— Additionally, tennis courts should be constructed on the site of the former portables;
they should be surrounded by planted areas (lawn, shrub plantings, medium shade
trees and ornamental trees).
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT IDF Cooling and UPS Installation
— DT INFR MDF MEP Upgrades
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— NW WCJC HVAC/CUP Upgrades
— NW WCJC Envelope Leaks
374 375
LEGEND
VOLUME I PRIORITIZATION
2
2
4
5
5
3
3
4
2 2
LEGEND
1 Current Phase
Project
Current Phase
Site Project1 1
Current Phase
Telecomm. Line1
Current Phase
Demo. Project
Previous Phase
Project
Previous Phase
Site Project
Previous Phase
Telecomm. Line
Existing
Building
0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
PHASING SITE PLAN
Phase 5
Phase 5: New Reality-Based Training Center and Firing Range Renovation
New Reality-Based Training Center: 22,000 SF
— New Reality-Based Training Center to function as addition to phase 3 PSTC Building
and to augment existing functions.
Renovate Police Firing Range: 33,843 SF
— Existing program to remain.
New Police Firing Range Addition: 22,000 SF
— 50-yard range
— Classroom
— Storage
Site
— With the additions proposed during this phase, modifications to water, sanitary sewer,
and electrical lines may be required.
— The new Reality-Based Training Center is shown to be attached to the new Public
Safety Training Center Building that was proposed in Phase 3. An analysis of the
capacities and building code compliance will need to be performed to see if the
Reality-Based Training Center can connect to the Training Center utilities or if
additional utilities will need to be extended.
— Building construction and renovations should consider connectivity to the broader
campus environment. Sidewalks should be implemented to link to existing campus
networks.
— A large student gathering space should be incorporated on the Southeast side of the
building. A combination of shade and ornamental trees should be planted around the
perimeter of the gathering space to further define the area.
Building
— See Volume II for MEP New Addition Narrative. Replacement of systems is outlined in
Volume II.
— See Volume II for Structural New Addition Narrative. Any structural modifications for
planned renovations shall be identified.
— DT IDF Cooling and UPS Installation
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
376 377
LEGEND
VOLUME I PRIORITIZATION
2
2
4
5
5
3
4
2 2
LEGEND
1 Current Phase
Project
Current Phase
1
1 Site Project
Current Phase
1 Telecomm. Line
Current Phase
Demo. Project
Previous Phase
Project
6 Previous Phase
Site Project
Previous Phase
6 Telecomm. Line
Existing
3 Building
0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
PHASING SITE PLAN
Phase 6
Phase 6: Upgrade Fire Field and Swift Water Training Areas
Upgrade PSTC Fire Training Field: 700,000 SF
— Phase to include all buildings and props used as part of the program’s Fire Field.
— All associated buildings and props to be renovated, repaired, and upgraded.
Upgrade Swift Water Training Area: 157,534 SF
— All associated buildings and props to be renovated, repaired, and upgraded.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Landscape improvements in this area may include street trees; the minimum planting
distance between trees should be 40’ on-center to minimize fire hazards in the area.
— A student gathering space designed to function as an outdoor classroom extension
should be included in the design; the space should be covered by a generous
aluminum shade structure on a concrete pavilion.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
378 379
LEGEND
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION +
1
LEGEND
Current Phase
Project
Current Phase
2
4
2
5
5
4
3
3
6
7
1
6
7
1
1
Site Project
Current Phase
Telecomm. Line
Current Phase
Demo. Project
Previous Phase
Project
Previous Phase
Site Project
Previous Phase
Telecomm. Line
Existing
Building
2 2
0' 100' 200' 400' North
380 381
Phase 7: Renovate Fire Service Training Center and Fire Station
Renovate Fire Service Training Center: 53,048 SF
— Existing to remain.
Renovate Fire Station: 7,647 SF
— Existing to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— The Fire Service Training Center (WFSC) and Fire Station (WFSS) entry plaza space
should be renovated to create a welcoming and logical entry sequence from the
parking lot to the building. The plaza should provide seating and spaces for gathering
in small groups as people arrive or leave the building. The reimagined entry plaza
should be well-lighted and relate to the building architecture; constructed or renovated
pathways should promote greater campus connectivity.
— The connection to the parking lot should be improved through the implementation of a
sidewalk and central planted areas to add shade and visual interest.
— Landscape renovations should include ADA-accessible seating nooks, new shade
trees, and concrete pathways punctuated with paver bands. Bike parking and cart
parking should also be integrated to promote accessibility to the building.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT IDF Cooling and UPS Installation
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
PHASING SITE PLAN
Phase 7
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— NW WFSC Plumbing
LEGEND
VOLUME I PRIORITIZATION
LEGEND
1 Current Phase
Project
Current Phase
8 1
1 Site Project
2 Current Phase
2 1 Telecomm. Line
Current Phase
4 Demo. Project
Previous Phase
5 Project
6 Previous Phase
5 Site Project
Previous Phase
3 6 Telecomm. Line
Existing
3 7
Building
4
7
2 2
8
0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
PHASING SITE PLAN
Phase 8
Phase 8: Improve Outdoor Student Spaces
New Prairie Restoration Learning Environment and
Outdoor Classroom: 57,000 SF
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards. — Build off of existing work completed by campus. — A prairie restoration learning environment and outdoor classroom should be
constructed to the West of the existing NW College Drive. — Integrate project with relocated Horticulture program.
— The prairie restoration area should include a no-mow zone (square footage to be
determine) planted with native wildflowers and grasses. New Boathouse: 2,400 SF
— New structure to include space for indoor storage of light watercraft used by students. — The outdoor classroom should include a shade structure with overhead fans, benches,
and outdoor lighting.
Demolish old Boathouse: 1,200 SF
— Building currently in poor condition.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
382 383
LEGEND
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION +
1
LEGEND
Current Phase
Project
8
2
4
2
5
1
1
1
Current Phase
Site Project
Current Phase
Telecomm. Line
Current Phase
Demo. Project
Previous Phase
Project
5
6 Previous Phase
Site Project
3 6
Previous Phase
Telecomm. Line
4
3 7
Existing
Building
7
8
9
2 2
0' 100' 200' 400' North
384 385
Phase 9: Renovate Academic Classroom Building
Renovate Academic Classroom Building: 26,605 SF
— Existing program to remain.
— Exterior scope included in ongoing construction effort.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Renovations to the Academic Classroom Building (WACB) should include an expansive
artificial turf lawn outfitted with movable furniture
— See site furnishings exhibit for specific furniture recommendations.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
PHASING SITE PLAN
Phase 9
LEGEND
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION +
1
LEGEND
Current Phase
Project
8
2
4
2
5
5
3
3
6
7
1
6
1
1
Current Phase
Site Project
Current Phase
Telecomm. Line
Current Phase
Demo. Project
Previous Phase
Project
Previous Phase
Site Project
Previous Phase
Telecomm. Line
Existing
Building
4
7
10
8
9
2 2
0' 100' 200' 400' North
386 387
Phase 10: Renovate Health and Physical Education Building
Renovate Health and Physical Education Building:
39,693 SF
— Existing program to remain.
— Infill pool.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— The Health and Physical Education Building (WHPE) entry plaza should be renovated to
create a welcoming and logical entry sequence from the parking lot to the building; the
plaza design should relate to core campus mall connectivity efforts.
— The connection to the parking lot should be improved through the implementation of a
sidewalk and planted areas to add shade and visual interest.
— Landscape renovations should include a lawn/open space to allow for outdoor
gathering/recreation and provide students with views of the ponds from the building’s
interior.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— NW WHPE Flooring and Divider Curtain
PHASING SITE PLAN
Phase 10
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION +
1
LEGEND
New Construction
Project
Renovation TCC NORTHWEST CAMPUS MASTERPLAN PHASING
8
2
1
1 Project Projected Masterplan Phasing Project Costs
Site Project Phase Project Project
Year
Construction Cost
Limitation
Softs Costs
(38%) Project Total
2 1
4
Demo. Project
5
Existing
Building
5
6
Tarrant County College District
2022 District-wide Masterplan Phasing
Tarrant County College District
2022 District-wide Masterplan Phasing
TCC NORTHWEST CAMPUS MASTERPLAN PHASING
Projected Masterplan Phasing Project Costs
Phase Project Project
Year
Construction Cost
Limitation
Softs Costs
(38%) Project Total
Construct new Building Services
Building. Future $ 7,166,202.57 $ 2,723,156.98 $ 9,889,359.55 Construct Prairie Restoration
Learning Environment and Outdoor
Classroom.
2024 $ 444,924.90 $ 169,071.46
$ 613,996.36
Construct expansion to existing
driving pad. Future $ 2,949,519.04 $ 1,120,817.24
$ 4,070,336.28 Phase 8
Construct new Boathouse. 2024 $ 1,559,865.60 $ 592,748.93 $ 2,152,614.53
Phase 1 Renovate existing Building Services
Grounds Building (WCJS).
Renovate existing Building Services
Grounds Building (WFMP).
Future
Future
$ 240,683.40
$ 1,444,100.40
$ 91,459.69
$ 548,758.15
$ 332,143.09
$ 1,992,858.55
Phase 9
Phase 10
Demolish old Boathouse (WHPB).
Renovate Academic Classroom
Building (WACB).
Renovate Health and Physical
Education Building (WHPE).
2024
Future
Future
$ 48,076.74 $ 18,269.16
$ 12,965,865.75 $ 4,927,028.99
$ 18,622,089.24 $ 7,076,393.91
$ 66,345.90
$ 17,892,894.74
$ 25,698,483.16
Renovate Building Services Building
(WBSA).
Demolish Aeronautical Technology
Building (WATB).
2027
2027
$ 3,016,878.48 $ 1,146,413.82
$ 1,949,124.87 $ 740,667.45
3 6
3 7
4
$ 4,163,292.30
$ 2,689,792.32
POTENTIAL TOTAL COST $ 305,661,456.70
Phase 2
Remove portables (WMBA, WMBB,
WMBC, WMBD).
Demolish old outdoor Firing Range
(WCJR).
2027
2027
$ 331,371.81
$ 49,116.38
$ 125,921.29
$ 18,664.22
$ 457,293.10
$ 67,780.60
Construct new Greenhouses. 2027 $ 1,060,290.00 $ 402,910.20 $ 1,463,200.20
Demolish old Greenhouses (WGHA,
WGHB, WGHC).
Demolish old tennis courts.
2027
2027
$ 91,735.88 $ 34,859.63
$ 1,069,645.50 $ 406,465.29
$ 126,595.51
$ 1,476,110.79
Construct new PSTC Building. Future $ 26,058,348.00 $ 9,902,172.24 $ 35,960,520.24
10
7 Phase 3
Construct new parking lot and
landscaping between new PSTC
Building and existing Fire Service
Training Center (WFSC) at site of old
tennis courts.
Future
2
9 2
8
$ 3,367,124.91 $ 1,279,507.47 $ 4,646,632.38
Reskin and renovate Criminal Justice
Training Center (WCJC) for
programming as Horticulture program
home. Phase 4
Future $ 14,441,620.28 $ 5,487,815.70 $ 19,929,435.98
Construct new tennis courts at site of
old portables. Future $ 2,984,205.24 $ 1,133,997.99 $ 4,118,203.23
Construct new Reality-Based
Training Center. Future $ 19,040,880.60 $ 7,235,534.63 $ 26,276,415.23
Phase 5
Phase 6
Phase 7
Renovate Police Firing Range
(WPFR).
Construct addition to existing Police
Firing Range (WPFR).
Renovate and upgrade PSTC training
field buildings and props.
Repair and upgrade Swiftwater
Training area.
Renovate Fire Service Training
Center (WFSC).
Renovate Fire Station (WFSS).
Future
Future
Future
Future
Future
Future
$ 40,659,998.09 $ 15,450,799.27
$ -$ -
$ 24,776,944.20 $ 9,415,238.80
$ - $ -
$ 32,599,266.75 $ 12,387,721.37
$ 4,555,930.59 $ 1,731,253.62
$ 56,110,797.36
$ -
$ 34,192,183.00
$ -
$ 44,986,988.12
$ 6,287,184.21
COST ESTIMATE NOTES
— Escalation percentage added for projects from 2023 – 2027.
— No additional escalation is added for projects after 2027.
— Escalation percentage used is 1% per month.
— Cost Estimates are based on pricing from 2022.
CAMPUS SITE PLAN
Consolidated Master Plan Phasing 0' 100' 200' 400' North
388 389
CORGAN
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION +
North 0' 100' 200' 400'
ALLIANCE WEST SITE PLAN
Master Plan Landscape Plan
Alliance West Site
KEY CAMPUS STATISTICS KEY MASTER PLAN STATISTICS
Year Constructed: 1991 Phases: 4
Campus Size: 40.41 acres in North Fort Worth New Construction: 0 SF
Building Inventory: 2 buildings, 164,060 SF New Additions: 0 SF
Campus President: Dr. Blankenbaker Renovation: 71,939 SF
Student Enrollment: 7,372 students (shared with Northwest Campus) Sitework: 136,000 SF
Signature Programs: Potential Total Cost: $61,534,556,78
— Aviation
— Avionics
— Logistics and Supply Chain Management
— Nondestructive Inspection, Testing, and Evaluation
— Welding Technology
390 391
H
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R
I
T
A
G
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P
A
R
K
W
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HORIZ
O
N
DRIVE
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
0' 100' 200' 400' North
+
392 393
Alliance West Site
Prioritization Background
VISION
Master plan programming for the Alliance West Site
should be a multi-phase plan, allowing the facility to
remain operational while renovations provide necessary
updates and expansions. Reorganization and initial
renovations should focus on the AMT shop/lab and its
supporting facilities. Creating improved flow, additional
support spaces, and functional adjacencies are a
priority for this renovation. Additional projects should
continue the focus on student, staff, and faculty needs,
implementing the College initiative of 3 Goals and 8
Principles. Upgrading classrooms to align with IILE
standards, providing student success spaces, and
creating staff and faculty neighborhoods should be a
priority as additional renovations occur. Creating a visible,
welcoming, easily accessible main entry and an expanded
pilot ramp are also proposed future site projects.
SITE FLOOR PLAN
Existing Conditions
DECISION DRIVERS CORE ELEMENTS
— Students lack dedicated study and breakout spaces for
both individuals and small groups.
— Facility lacks food service option despite students
attending courses all-day.
— Interior hangar space is at capacity and lacks
acoustical attenuation appropriate for the courses
using the space.
— Visible presence for the College to workforce and
community partners.
— Space is available for Pilot Ramp Extension.
— Former corporate identity of the building provides
students with an environment that can parallel their
potential future professional environment.
— Programs are successful and offer unique
opportunities for potential students in the College’s
service area.
LEGEND
VOLUME I PRIORITIZATION
LEGEND
Current Phase
Project
Current Phase
Site Project
Current Phase
Telecomm. Line
Current Phase
Demo. Project
Previous Phase
Project
Previous Phase
Site Project
Previous Phase
Telecomm. Line
Existing
Building
1
1
0' 100' 200' 400' North
VOLUME I PRIORITIZATION +
PHASING SITE PLAN
Phase 1
Phase 1: Renovate Aviation Maintenance Technology Lab and Breakroom
Construct Student Tool Storage Space: 3,852 SF
— There is an existing space with lockers for students to use. Project looks to improve
access and storage availability.
Renovate Aviation Maintenance Technology Lab: 53,361
SF
— Construct partitions between workspaces in hangars for acoustical separation.
— Existing program to remain.
Renovate Breakroom: 392 SF
— Provide food service option as possible. Food service option to be at least a vending
area with available associated seating.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— The Aviation Maintenance and Tech Lab should be renovated and a space for student
tool storage and separation between student workspaces should be included in the
design.
— The renovation of these spaces provides an opportunity to increase outdoor
connectivity on the exterior and use the space surrounding to contextualize the
exterior space visually and functionally within the broader campus framework.
— The existing outdoor space should be enhanced to include a shade canopy/sail, shade
trees, and additional planting.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT VB Furniture Replacement/Renewal
— DT Natural Gas Monitoring System Installation
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— NW OWTL 1703 Welding Lab Modifications
394 395
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 2: Improve Student Study Spaces and Classrooms
Upgrade Classrooms to IILE Standards: 8,136 SF
—Existing program to remain
Establish Dedicated Student Study Spaces: 4,190 SF
2 —Renovate existing available space for dedicated student study spaces for both
individuals and small groups.
2
1
1
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT VB Engaged Learning Institute Training Centers Renovation
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
PHASING SITE PLAN
Phase 2 0' 100' 200' 400' North
396 397
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 3: Improve Campus Entry
Improve Campus Front Entry: 2,008 SF
—Include interior and exterior improvements.
—Focus on wayfinding and campus character and quality.
—Project seeks to align Alliance West with the identity of a community college campus.
2
2
1
31
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—The main campus entry, including the parking lot located in front of it, should be
renovated to become a welcoming, easily identifiable campus access point.
—Site design should extend to the adjacent roads (Heritage Parkway and Horizon Drive),
with signage used as an additional indicator of the campus’ presence.
—Landscape updates should include repurposing/replacing site furniture, enhancing
the landscape around flagpoles, creating landscape islands in the parking lot for trees,
turf, and shrubs, landscaping around all major signage, and assessing and addressing
inherent drainage issues.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
PHASING SITE PLAN
Phase 3 0' 100' 200' 400' North
398 399
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 4: New Pilot Ramp Extension
New Pilot Ramp Extension: 136,000 SF
—Construction of Pilot Ramp Extension to expand program access to tarmac.
2
2
1
31
4
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
PHASING SITE PLAN
Phase 4 0' 100' 200' 400' North
400 401
+VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
LEGEND Tarrant County College District
2022 District-wide Masterplan Phasing New Construction
Project
TCC NORTHWEST CEATL CAMPUS MASTERPLAN PHASING Renovation
Project Projected Masterplan Phasing Project Costs
Phase Project Project
Year
Construction Cost
Limitation
Softs Costs
(38%) Project Total
Renovate Aviation Maintenance
Technology Lab/Shop (AMT). Future $ 47,769,156.00 $ 18,152,279.28 $ 65,921,435.28
Phase 1 Construct space for student tool
storage Future $ - $ - $ -
Renovate Break Room for Food
Service option. Future $ - $ - $ -
Phase 2
Renovate classrooms to align with Future $ 6,085,569.96 $ 2,312,516.58 $ 8,398,086.54 IILE standards.
Create dedicated student study
spaces. Future $ - $ -
$ -
Phase 3 Improve Front Entry. 2025 $ 1,284,660.00 $ 488,170.80 $ 1,772,830.80
Phase 4 Construct Pilot Ramp Extension. 2027 $ 5,572,135.80 $ 2,117,411.60 $ 7,689,547.40
POTENTIAL TOTAL COST $ 83,781,900.03
Site Project
Demo. Project
2
2 Existing
Building
1
1 3
4
COST ESTIMATE NOTES
SITE FLOOR PLAN
Consolidated Master Plan Phasing
402
0' 100' 200' 400' North
—Escalation percentage added for projects from 2023-2027.
—No additional escalation is added for projects after 2027.
—Escalation percentage used is 1% per month.
—Cost Estimates are based on pricing from 2022
403
404 405
+
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
SOUTHEAST CAMPUS SITE PLAN
Master Plan Landscape Plan 0' 100' 200' 400'
Southeast Campus
KEY CAMPUS STATISTICS KEY MASTER PLAN STATISTICS
Year Constructed: 1996 Phases: 9
New Construction: 85,000 SF
New Additions: 49,357 SF
Renovation: 436,698 SF
Sitework: 305,000 SF
Potential Total Cost: $479,944,795.45
Campus Size: 162.15 acres in Southeastern Arlington
Building Inventory: 14 Buildings, 635,965 SF
Campus President: Dr. Coppola
Student Enrollment: 8,537 students
Signature Programs:
— Culinary Arts
— Dietetics
— Drama/Theater
— Engineering
— Hospitality Management
North
+
PARK
W
A
Y
SOUT
H
E
A
S
T
EMOD
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
ECHS
Southeast Campus
Prioritization Background
VISION
The master plan programming for the future of the
Southeast Campus should include the construction of
additional academic facilities and student spaces. The
construction of the Student Success Building and the
Academic Building, scheduled for completion in 2024,
provided the campus with additional space, but was
unable to bridge the enrollment cap in terms of the overall
campus space needs. Future expansion at the campus
should focus on creating a college campus atmosphere
with outdoor spaces, study spaces, student support
areas, outdoor recreational areas, and provide a place for
students to be. The overall plan should create a cohesive
campus which includes the existing and future early
college high school communities.
DECISION DRIVERS
—Existing Theater in need of increased support space.
—Portable and temporary buildings are being used to
support important outreach and support programs.
—Limited space to grow programs within the existing
main building.
—Expansion of programs within the main building limit
the growth of other programs.
—Students are limited in the amount of study/sticky
space dedicated to them outside of academic spaces.
CORE ELEMENTS
—Space to develop new facilities while existing buildings
are utilized by current programs.
—Much of campus addressed by ongoing bond projects
establishes a clear deficiency list.
—Campus framework provides a clear pathway for future
development.
ESSE
ESEE
ESEB
ESEC ESED
ESCT
EBSP
ESAC
EART
EBSE
EBSA
EBSB
NE
W
YO
R
K
AV
E
N
U
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EBSC
CAMPUS SITE PLAN
Existing Conditions 0' 100' 200' 400' North
406 407
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 1: Resolve Water Infiltration and Renovate Art Gallery
Resolve Water Infiltration at Barrel Vaults: 9,000 SF
—Prior work has been done to attempt to resolve but issue is ongoing.
—Primary location of concern is the ESEC Wing.
Renovate Art Gallery: 518 SF
—Art Gallery located in ESEC Wing.
—Renovation to include an improved presentation space and lockable art gallery.
11
PHASING SITE PLAN
Phase 1 0' 100' 200' 400' North
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—The issue of water infiltration at the ESEC should be resolved, and design plans should
ensure positive drainage.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT IDF Cooling and UPS Installation
—DT INFR MDF MEP Upgrades
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
408 409
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION
11
2 2
2
2
PHASING SITE PLAN
Phase 2 0' 100' 200' 400' North
VOLUME I PRIORITIZATION
Phase 2: Performing Arts and Physical Education Renovations and Additions
Renovate Physical Education Wing: 39,058 SF
—Existing program to remain.
—Infill pool.
—Create dedicated Cardio and weightlifting space.
—Expand Band Hall into Cardio space.
New Physical Education Wing Addition: 17,647 SF
—Full-size basketball court with space for bleachers on each side.
—Demolish South wall of Pool room to connect with new addition.
—To include new 130,000 SF outdoor activity space.
Renovate Performing Arts Wing: 52,734 SF
—Existing program to remain.
New Performing Arts Wing Addition: 6,762 SF
—Black Box Theater and stage
—Associated back-of-house programming and support spaces
Renovate Music Program Space: 10,868 SF
—Dedicated Band/Orchestra Hall
—Music faculty neighborhood
—Sound-proofed music practice rooms and storage
—Additional Music program support spaces
Renovate Physical Plant: 10,015 SF
—Existing program to remain.
Site
—Along with the building addition, a new outdoor activity spaces is to be constructed
over existing water and storm drain lines.
—Vegetative screening and/or fencing should be employed around the loading dock and
other back-of-house elements.
—It is also recommended that existing flagpoles be relocated and new landscaping
consisting of shrubs and ornamental trees be installed, quantities and species flexible.
—Landscape plans for the Physical Education Wing Addition (ESEB) should consider the
field to the South of the new building; the field could be replanted with new turf and be
utilized as a physical education/sport field.
—A new sidewalk should be added to connect the Physical Education Wing Addition
(ESEB) and sports field to the trail on the South end of campus.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Elevators Upgrades
—DT IDF Cooling and UPS Installation
—DT INFR MDF MEP Upgrades
—DT VB Furniture Replacement/Renewal
—DT VB Theatre Lighting and Sound Upgrades
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
410 411
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 3: Renovate Ballroom and Food Service and Enclose Academic Building
Enclose First Floor of New Student Experience Building:
24,948 SF
—Phase to include construction of shell for existing space below overhang of new ESAC
Building.
—Student Center/Lounge
—Student activities space
—Outdoor student space
Renovate Ballroom and Food Service: 16,365 SF
—Ballroom and food service located in ESEC Wing.
—Include upgrades to Service Kitchen to cater events.
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—The space Southwest of the Performing Arts Wing (ESEC) should be renovated to
create an outdoor study and dining space. Landscape elements should include a patio
(concrete or pavers), shade structure, and plantings/vegetation including shrubs,
groundcover, and ornamental trees. Furniture in the space should consist of picnic
tables and café seating.
—All back-of-house elements in the area should be screened with vegetation.
—Additional screening around the utility plant may be required to mitigate noise.
Building
—It is anticipated that the existing plant will need to be expanded for this phase or a new,
central, stand-alone plant will be required for this phase. Replacement of systems is
outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT INFR MDF MEP Upgrades
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
413
3
1 1
2 2
2
2
3
PHASING SITE PLAN
Phase 3 0' 100' 200' 400' North
412
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 4: Renovate Fine Arts Building
Renovate Fine Arts Building: 13,120 SF
—Existing program to remain.
3
1
2 2
1
2
2
4 3
PHASING SITE PLAN
Phase 4 0' 100' 200' 400' North
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Fine Arts Building (EART) renovation plans should include landscape improvements; an
outdoor study/gathering space could be created on the plan-West side of the Fine Arts
Building (EART) to tie into phase 2.
—Landscape enhancements in the space could include a permeable paver or
decomposed granite patio with shade structure; furniture throughout should consist
of picnic tables, café seating, and benches.
—Planting at the edges of the patio/space should consist of shrubs and groundcover
planting, species, and quantities to be determined.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT IDF Cooling and UPS Installation
—DT INFR MDF MEP Upgrades
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
414 415
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION
3
2
1
2
1
5 5
2
2
3 4
PHASING SITE PLAN
Phase 5 0' 100' 200' 400' North
VOLUME I PRIORITIZATION
Phase 5: Improve Student Study Spaces and Classrooms
Renovate Onboarding and Learning Commons Wing:
98,400 SF
—Existing program to remain.
—Onboarding programming to have been moved to new ESSE Building as part of
ongoing bond project by Perkins and Will.
Renovate Tiered Academic Classrooms: 3,207 SF
—Tiered academic classrooms located in ESEE Wing.
—Renovation to include enlarged steps for increased utilization.
—Demolition is not possible because of mechanical spaces below existing classrooms.
Establish Dedicated Student Study Spaces: 26,792 SF
—Existing program to remain.
—Renovation not to include ESEE Wing as it is being renovated as part of the ongoing
bond project by Perkins and Will.
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Onboarding and Learning Commons Wing (ESED) outdoor renovation plans should
include a tiered outdoor classroom space; the area should include expanded/
oversized steps to navigate grade change and create an outdoor amphitheater.
—Additionally, the campus front entry should be improved to include wayfinding and
branding elements.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Elevators Upgrades
—DT IDF Cooling and UPS Installation
—DT INFR MDF MEP Upgrades
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
416 417
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LEGEND LEGEND
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Project
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Project
Existing
Building
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VOLUME I PRIORITIZATION
6
6
3
11 5522
2
2
3 4
6
PHASING SITE PLAN
Phase 6 0' 100' 200' 400' North
418
VOLUME I PRIORITIZATION
Phase 6: New ECHS and Relocate Community Education and Engagement
New Early College High School Building: 85,000 SF
—Dedicated space for two ISDs
—Touch-down space for four additional ISDs
Renovate Early College High School: 28,986 SF
—Students to be distributed to new ECHS prior to renovation.
—Program to include space for the ASD and Continuing Education programs.
Demolish Modular Buildings: 15,600 SF
—Programs to be distributed to renovated ECHS prior to demolition.
Site
—With the demolition of the Modular Buildings (EMOD), the existing parking lot can be
expanded to use the space that the building will vacate. After demolition, the parking
lot will need to be resurfaced/reconstructed and re-striped.
—A capacity analysis will need to be performed to see if they can serve the new
structure.
—Building renovation plans should include landscape enhancements; hardscape,
student outdoor gathering spaces, and planting elements should strengthen the
connections between buildings and the broader campus network.
—Landscaping throughout should include a mix of shrubs, groundcover, and ornamental
trees; quantities and species to be determined.
—The butterfly garden (plan-West of new Academic Classroom Building) should be
preserved; landscape enhancements such as new plantings or the addition of
benches could be included in this phase.
Building
—Existing plant insufficient for phase and will need expansion. Replacement of systems
is outlined in Volume II.
—See Volume II for Structural New Construction Narrative. Any structural modifications
for planned renovations shall be identified.
—DT IDF Cooling and UPS Installation
—DT INFR MDF MEP Upgrades
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
419
+
LEGEND LEGEND
Previous Phase
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Project
Current Phase
Telecomm. Line
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Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 7: Renovate Science and Technology Building
6 Renovate Science and Technology Building: 111,480 SF
—Existing program to remain.
6
3
11 5522
7
2
2
3 4
6
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Landscape improvements around the renovated Science and Technology Building
(ESCT) should increase the building’s connection to the parking lot.
—Ramps and expanded sidewalks/pathways should be included in the design plan to
improve accessibility.
—Every other tree in the allée/row of trees surrounding the building could be removed for
ease of maintenance.
—Views from the building entry and parking lot to the lake on the South side of campus
should be preserved so as to improve the building’s connection to the lake and trail
system.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT INFR MDF MEP Upgrades
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
PHASING SITE PLAN
Phase 7 0' 100' 200' 400' North
420 421
+
LEGEND LEGEND
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Project
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Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 8: Renovate Building Services Complex
2
2
2
1
4
6
2
3
1
3
5 5
6
7
8
8
6 Renovate Building Services Building "A": 9,000 SF
—Existing program to remain.
Renovate Building Services Building "B": 4,155 SF
—Existing program to remain.
Renovate Building Services Building "C": 3,000 SF
—Existing program to remain.
PHASING SITE PLAN
Phase 8 0' 100' 200' 400' North
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—The outdoor space plan East of Building Services Building “B” (EBSB) should be
cleared of planting and debris and screened.
—Landscape enhancements could include refreshed planting around the pond as well
as the addition of benches and medium shade trees.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT INFR MDF MEP Upgrades
—DT VB Furniture Replacement/Renewal
—DT Natural Gas Monitoring System Installation
—DT TCOC/SE VB Emergency Power and UPS Installation
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
422 423
+
LEGEND LEGEND
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Previous Phase
Project
Current Phase
Telecomm. Line
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Current Phase
Project
Existing
Building
Current Phase
Demo. Project
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9
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 9: Improve Wayfinding and Pedestrian Experience
6
9
6
9
3
11 5522
7
2
2
3 4
8
8
6
Improve Campus Front Entry: 130,000 SF
—Focus on wayfinding and campus character and quality.
—Project to include usage of monument signage and defining architectural features.
Improve Pedestrian Experience: 45,000 SF
—Focus is on the connection between the existing Early College High School (ECHS) and
the new Onboarding Building (ESSE)
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Landscaped areas around the monument sign should be refreshed to include new
shrubs and tur f; quantities are flexible. Planting and vegetation should not block the
sign.
—The pedestrian space around the Art Gallery should be improved with landscape and
hardscape elements to improve functionality, accessibility, and aesthetic value.
—Strengthen the connection between the main campus entry and the existing Early
College High School (ECHS) by incorporating a sidewalk connection along the back of
curb.
—Shade trees should be planted at regular intervals along the sidewalk, quantities, and
species to be determined.
Building
—It is anticipated that there is no MEP scope in this phase. If MEP scope occurs,
replacement of systems is outlined in Volume II.
—It is anticipated that there is no structural scope in this phase. If structural scope
occurs, see Volume II for standards to apply.
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
PHASING SITE PLAN
Phase 9 0' 100' 200' 400' North
424 425
+
6
9
6
9
3
1
2 2
1
5 5
7
2
2
4 3
8
8
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
LEGEND Tarrant County College District
New Construction 2022 District-wide Masterplan Phasing
Project
Renovation TCC SOUTHEAST CAMPUS MASTERPLAN PHASING
6 Project Projected Masterplan Phasing Project Costs
9
Site Project
Demo. Project
Existing
Building
6
9
3
1
2 2
1
5 5
7
2
2
4 3
8 COST ESTIMATE NOTES
6
8
—Escalation percentage added for projects from 2023 – 2027.
—No additional escalation is added for projects after 2027.
—Escalation percentage used is 1% per month.
PO —Cost estimates are based on pricing from 2022.
CAMPUS SITE PLAN
Consolidated Master Plan Phasing 0' 100' 200' 400' North
426 427
Project Construction Cost Softs CostsPhaseProject Project TotalYearLimitation(38%)
Future $ 3,025,350.00 $ 1,149,633.00 $ Phase 1
Future $ 6,302,812.50 $ 2,395,068.75
$
Future $ 14,260,827.60 $ 5,419,114.49 $
Future $ 21,887,398.80 $ 8,317,211.54 $
Future $ 14,706,829.18 $ 5,588,595.09
$
Phase 2 Future $ - $ -
$
Future $ - $ -
$
Future $ 23,348,138.63 $ 8,872,292.68
$
Future $ 4,196,956.01 $ 1,594,843.28 $
Future $ - $ -
$
Future $ 7,563,375.00 $ 2,874,082.50 $
Phase 3
Future $ 11,554,596.00 $ 4,390,746.48
$
Phase 4 Future $ 6,615,432.00 $ 2,513,864.16 $
Future $ - $ -
$
Phase 5 Future $ 46,217,227.64 $ 17,562,546.50
$
Future $ - $ -
$
Future $ 2,164,918.05 $ 822,668.86
$
Phase 6 Future $ 18,188,135.28 $ 6,911,491.41
$
Future $ 66,378,396.47 $ 25,223,790.66
$
Phase 7 Future $ 72,575,233.20 $ 27,578,588.62 $
Phase 8 2024 $ 3,574,692.00 $ 1,358,382.96 $
2026 $ 2,425,503.42 $ 921,691.30
$
Phase 9
2026 $ 1,130,771.21 $ 429,693.06
$
TENTIAL TOTAL COST $
4,174,983.00
8,697,881.25
19,679,942.09
30,204,610.34
20,295,424.27
-
-
32,220,431.30
5,791,799.29
-
10,437,457.50
15,945,342.48
9,129,296.16
-
63,779,774.15
-
2,987,586.91
25,099,626.69
91,602,187.13
100,153,821.82
4,933,074.96
3,347,194.72
1,560,464.26
450,040,898.31
Resolve water infiltration at barrel
vaults (ESEC).
Renovate Art Gallery (ESEC).
Construct Physical Education
Addition.
Renovate Physical Education Wing
(ESEB Wing).
Construct Performing Arts Addition.
Renovate Theater Back-of-House
and ancillary spaces (ESEC Wing).
Renovate Music program space
(ESEC Wing).
Renovate Performing Arts Wing
(ESEC Wing).
Renovate Physical Plant (EBSP).
Construct outdoor activity space.
Renovate Ballroom and Food Service
(ESEC Wing).
Enclose First Floor of Student
Academic Classroom Building
(ESAC).
Renovate Fine Arts Building (EART).
Renovate main building with study
spaces throughout (ESEB Wing,
ESEC Wing, ESED Wing).
Renovate Onboarding and Learning
Commons Wing (ESED Wing).
Renovate tiered Academic
Classrooms (ESEE).
Demolish Modular Building (EMOD).
Renovate Early College High School
(ECHS).
Construct new Early College High
School Building.
Renovate Science and Technology
Building (ESCT).
Renovate Building Services cluster
(EBSA, EBSB, EBSC).
Strengthen campus front entry
wayfinding and branding.
Improve pedestrian experience
between Early College High School
and main building.
428 429
+
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
TRINITY RIVER CAMPUS SITE PLAN
Master Plan Landscape Plan
Trinity River Campus
KEY CAMPUS STATISTICS KEY MASTER PLAN STATISTICS
Phases: 9
New Construction: 220,000 SF
New Additions: 0 SF
Renovation: 230,214 SF
Sitework: 339,520 SF
Potential Total Cost: $434,238,970.00
Year Constructed: 2003
Campus Size: 39.9 acres in downtown Fort Worth
Building Inventory: 1 Building Complex, 965,360 SF
Campus President: Dr. Madison
Student Enrollment: 5,908 students (shared with Trinity River Campus East)
Signature Programs:
— GIS Technology
— Healthcare Professions
— Sign Language Interpreting
0' 100' 200' 400' North
+
T
F
O
R
K
(T
R
W
F
)
WE
S
FOR
K
) F
CLE
A
R
CRT
(
TRPGPARKING
TRIN
I
T
Y
) RTR
T
(
EAST
F
O
R
K
(TRE
F
)
TRTRELBOW
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
TRINITY RIVER
Trinity River Campus
Prioritization Background
STREET
VISION
Master plan programming for the Trinity River Campus is
envisioned as a multi-phase plan, allowing the facility to
remain operational while renovations provide necessary
updates and improvements. This campus requires
multiple building and campus wide improvements
including. While the building is beautiful, it is over 15
years old and has some deferred maintenance and
functional improvements which need addressed. Trinity
River currently has a multi-level “Main Street” in the TRTR
Building which provides a number of student services.
A major project of the master plan on the campus is the
further development of a main, welcoming, accessible
entry point which provides easy and direct access to the
“Main Street”. The construction of a new fourth wing is
recommended to house the Health Care Professions.
Development of the new tower and all interior renovations
should include the implementation of the College initiative
3 Goals and 8 Principles.
DECISION DRIVERS
—Existing Health Professions program space is at
capacity and is not appropriately equipped or sized for
those programs.
—Onboarding process has poor visibility and access and
can be confusing.
CORE ELEMENTS
—Construction of new Health Professions Tower
consolidates programming and frees space at Trinity
River Campus East for future development.
—Visible presence for the College to workforce and
community partners.
MI
L
L
S
ST
R
E
E
T
PEACH STREET
BLUFF STREET
HE
N
D
E
R
S
O
N
ST
R
E
E
T
(H
W
Y 19
9
)
TA
Y
L
O
R
ST
R
E
E
T
—Entry, circulation, and parking are challenging to
articulate the Onboarding process for potential
students.
—Retrofit of former corporate campus has caused
programs to be infilled sporadically.
—Programs are successful and offer unique
opportunities for potential students in the College’s
service area.
—Space to develop new Onboarding facility and
emphasize the importance of student experience to
the campus. —Previous usage of campus for a corporate entity is at
odds with usage by a community college and students.
IDEA STORE (TRIS)
BELKNAP STREET BELKNAP STREET
CAMPUS SITE PLAN
Existing Conditions 0' 100' 200' 400' North
430 431
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VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 1: New Onboarding Center
New Onboarding Center: 85,000 SF
—Onboarding Center Addition to connect to TRTR floor 3, TREF floor 2, and TRIS floor 1.
—Phase to include sitework for new Student Entry near existing drop-off/circle drive.
—Welcome Center: 8,900 SF
—Student Services: 49,160 SF
—Campus Support Spaces: 2,950 SF
—Core/MEP: 7,600 SF
1
PHASING FLOOR PLAN
Phase 1 0' 100' 200' 400' North
Site
—Within the footprint of the new addition, there are sanitary sewer, telecommunication,
irrigation, and underground electric lines that will have to be relocated.
—This phase will also impact ADA parking spaces and regular parking spaces. The rest
of the parking spaces on campus will need to be counted to see the required amount
of ADA parking spaces have been provided.
—The exterior plaza landscaping should be simplified (groundcover replaced with turf/
lawn where appropriate) for ease of maintenance.
—Additional landscape enhancements in the space could include the addition of
outdoor furniture (tables, chairs, benches) at the Rotunda/drop-off area and other
exterior plazas to increase functional gathering and study space.
—Will need to coordinate with service provider to protect and relocate service feeds
within proposed project footprint.
Building
—It is anticipated the existing campus network has capacity to connect this building to
the existing infrastructure. Further detail is outlined in Volume II.
—See Volume II for Structural New Construction Narrative.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
432 433
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LEGEND LEGEND
Previous Phase
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Previous Phase
Project
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Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 2: New Health Professions Innovation Center Tower
New Health Professions Innovation Center Tower:
135,000 SF
—New Health Professions Innovation Center Tower to include programming for Physical
Therapy, Radiology, Respiratory, Nursing, Surgical Tech. and other existing Health
Science programs at the Trinity River Complex.
—General programming: 34,175 SF
—Faculty Workspace: 4,280 SF
—Classrooms/labs: 45,865 SF 2 —Core/MEP: 15,600 SF
1
PHASING FLOOR PLAN
Phase 2 0' 100' 200' 400' North
Site
—For this phase, standard parking and ADA parking spaces will need to be removed.
The existing utilities that will be affected by the new building will be irrigation,
telecommunication, and underground electric.
—The construction of this new building may impact the walkability/pedestrian
connectivity to the rest of the campus.
—The exterior plaza landscaping should be simplified (groundcover replaced with turf/
lawn where appropriate) for ease of maintenance.
—Additional landscape enhancements in the space could include the addition of
outdoor furniture (tables, chairs, benches) at the Rotunda/drop-off area and other
exterior plazas to increase functional gathering and study space.
—Will need to coordinate with service provider to protect and relocate service feeds
within proposed project footprint.
Building
—It is anticipated the existing campus network has capacity to connect this building to
the existing infrastructure. Further detail is outlined in Volume II.
—See Volume II for Structural New Construction Narrative.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
434 435
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
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Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 3: Renovate Trinity River Tower
Renovate Rotunda and Community Education Area:
13,259 SF
—New student entry.
—Renovate space for program use by Community Education.
—Located at TRTR floor 3.
Renovate Science Labs: 16,296 SF
—Renovate space for program use as Synergy Labs.
—Located at TRTR floor 3.
3C Renovate Healthcare Workforce Annex: 6,968 SF
—Renovate space for program use by Health Professions programs.
—Located at TRTR floor 3.
3A
3B
PHASING FLOOR PLAN
Phase 3 0' 100' 200' 400' North
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
—TR Healthcare Workforce Development Annex Remodel
436 437
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LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
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Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 4A: Renovate Study Rooms
Renovate Study Rooms: 2,174 SF
—Renovate space for program use as Writing Lab.
—Located at TREF floor 2. Current location is TREF floor 1.
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
4A
PHASING FLOOR PLAN
Phase 4A 0' 100' 200' 400' North
438 439
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Project
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Project
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Building
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Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 4B: Renovate Writing Center
Renovate Writing Center: 2,040 SF
—Renovate space for program use as Physics and general-purpose classroom.
—Located at TREF floor 1. Current location is TREF floor 2.
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
4B
PHASING FLOOR PLAN
Phase 4B 0' 100' 200' 400' North
440 441
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LEGEND LEGEND
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VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 4C: Renovate Physics Classroom
Renovate Physics Classroom: 1,635 SF
—Renovate space for program use as Media Viewing space.
—Located at TREF floor 2.
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
4C
PHASING FLOOR PLAN
Phase 4C 0' 100' 200' 400' North
442 443
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LEGEND LEGEND
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VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 4D: Renovate Media Viewing
Renovate Media Viewing: 1,445 SF
—Renovate space for program use as Study Rooms and Photo Studio.
—Located at TREF floor 2.
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
4D
PHASING FLOOR PLAN
Phase 4D 0' 100' 200' 400' North
444 445
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LEGEND LEGEND
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Project
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VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 4E: Renovate Learning Commons
Renovate Learning Commons: 13,657 SF
—Existing program to remain.
—Located at TREF floor 2.
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
—TR TRTR Learning Commons Digital Emporium
4E
PHASING FLOOR PLAN
Phase 4E 0' 100' 200' 400' North
446 447
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 5: Improve Outdoor Student Spaces
New Outdoor Fitness Area: 202,574 SF
—Project to include basketball court.
New Outdoor Learning Environment: 8,540 SF
—Project to include outdoor classroom.
Improve Exterior Plazas and Student Areas: 128,406 SF
5
2 —Phase to include all outdoor student spaces.
5
1
5
PHASING FLOOR PLAN
Phase 5 0' 100' 200' 400' North
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Areas for outdoor learning environments on campus should be identified and created.
—These spaces should include amenities such as shade structures, overhead fans/
lighting, site furniture, trash and recycling bins, and electrical amenities including Wi-Fi
coverage, charging stations, and electrical outlets.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
—TR TR/TRCE Exterior Lighting Upgrades
—TR Henderson Bridge Lighting and Security
448 449
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 6: Renovate Pharmacy Technician Lab
Renovate Pharmacy Technician Lab: 4,201 SF
—Existing program to remain.
6 —Located at TRWF floor 5.
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
PHASING FLOOR PLAN
Phase 6 0' 100' 200' 400' North
450 451
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 7: Renovate and Upgrade Faculty Offices
Renovate and Upgrade Faculty Offices: 121,160 SF
— Upgrade technology for lecture capture and recording.
— Existing program to remain.
— Located at TRCF floor 4, 5, 6, 7.
7
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT VB Furniture Replacement/Renewal
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
PHASING FLOOR PLAN
Phase 7 0' 100' 200' 400' North
452 453
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 8: Renovate Data and Building Systems Center
Renovate Data and Building Systems Center: 30,290 SF
—Existing program to remain.
—Located at TRCF floor 1.
8
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Natural Gas Monitoring System Installation
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
—TR INFR Medium Voltage Distribution and Emergency Power Upgrades
—TR Plant/Replace Chiller PHASING FLOOR PLAN
Phase 8 0' 100' 200' 400' North
454 455
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 9: Renovate Chancellor's Office Suite
Renovate Chancellor's Office Suite: 17,089 SF
9 —Focus of renovation is on soundproofing of conference and huddle rooms.
—Existing program to remain.
—Located at TRWF floor 1.
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
PHASING FLOOR PLAN
Phase 9 0' 100' 200' 400' North
456 457
+VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
LEGEND Tarrant County College District
New Construction 2022 District-wide Masterplan Phasing
Project
Renovation TCC TRINITY RIVER CAMPUS MASTERPLAN PHASING
Project Projected Masterplan Phasing Project Costs
Site Project Phase Project Project
Year
Construction Cost
Limitation
Softs Costs
(38%) Project Total
Phase 1 Construct new Onboarding Center
addition. Future $ 80,988,732 $ 30,775,718 $ 111,764,450
5 Demo. Project Phase 2 Construct new Health Professions
Innovation Center Tower. Future $ 127,898,800 $ 48,601,544 $ 176,500,344
Existing
Building Phase 3
Renovate existing Rotunda and
Community Education space (TRTR
Floor 3).
Renovate existing Science Labs
(TRTR Floor 3).
Future
Future
$
$
8,616,892 $
10,364,266 $
3,274,419
3,938,421
$
$
11,891,310
14,302,688
2
Renovate existing Healthcare
Workforce Annex (TRTR Floor 3).
Renovate existing Study Rooms
TREF Floor 2).
Future
Future
$
$
4,528,434 $
- $
1,720,805
-
$
$
6,249,238
-
Renovate existing Writing Center
(TREF Floor 1). Future $ - $ - $ -
Phase 4 Renovate existing Physics
Classroom (TREF Floor 2). Future $ - $ - $ -
Renovate existing Media Viewing
(TREF Floor 2). Future $ - $ - $ -
Renovate Learning Commons (TREF
Floor 2). Future $ - $ - $ -
Strengthen exterior plazas and
improve outdoor student spaces. Future $ 4,395,957 $ 1,670,464 $ 6,066,421
5 Phase 5 Contruct outdoor Learning
Environment and Classroom. Future $ 185,322 $ 70,422 $ 255,745
Construct outdoor Fitness Area and
Basketball Court. Future $ 2,786,474 $ 1,058,860 $ 3,845,335
Phase 6 Renovate Pharmacy Tech. Lab
(TRWF Floor 4). Future $ - $ - -
Renovate existing Faculty Offices
Phase 7 and upgrade technology for lecture
capture and recording (TREF Floor 4-Future $ 10,418,220 $ 3,958,924 $ 14,377,144
7).
1
Phase 8
Phase 9
Renovate existing Data Center and
Building Systems (TRCF Floor 1).
Renovate existing Chancellor's Office
Suite (TRWF Floor 1).
Future
Future
$
$
19,748,207
11,340,047
$
$
7,504,319
4,309,218
$
$
27,252,526
15,649,265
5 POTENTIAL TOTAL COST $ 388,154,465
COST ESTIMATE NOTES
—Escalation percentage added for projects from 2023 – 2027.
—No additional escalation is added for projects after 2027.
—Escalation percentage used is 1% per month.
—Cost estimates are based on pricing from 2022.
CAMPUS SITE PLAN
Consolidates Master Plan Phasing 0' 100' 200' 400' North
458 459
+VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
TRHN
TRHA Trinity River Campus East
TRHN
BELKNAP STREET
TRHT
TRHP
KEY CAMPUS STATISTICS
Year Constructed: 2011
Campus Size: 8.75 acres in downtown Fort Worth
Building Inventory: 5 Buildings, 134,364 SF
Campus President: Dr. Madison
KEY MASTER PLAN STATISTICS
Phases: 1
New Construction: 0 SF
New Additions: 0 SF
Renovation: 134,364 SF
Sitework: 0 SF
Potential Total Cost: $123,728,094.53
CO
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TRHW
CA
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T
Student Enrollment: 5,908 students (shared with Trinity River Campus)
Signature Programs:
— Healthcare Professions
— Nursing
TRINITY RIVER CAMPUS EAST SITE PLAN
Master Plan Site Plan 0' 50' 100' 200' North
460 461
463
+VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
TRHN
TRHN
BELKNAP STREET
TRHT
TRHA
TRHP
Trinity River Campus East
Prioritization Background
VISION
Master plan programming for Trinity River Campus East
should be a multi-phase plan, allowing the facility to
remain operational while renovations provide necessary
updates and improvements. Trinity River East is the
newest Tarrant County College physical campus and as
a result does not have a significant amount of deferred
maintenance. However, while in physically good condition,
the facilities are not particularly suited for health care
education. Multiple levels, exterior access classrooms,
long linear buildings, and minimal room for future
expansion suggest this location is not the best fit for
the TCC health care professions. Master planning for
TRCE looks slightly different from the other campuses,
as it is the recommendation of the team to repurpose
the campus for a higher and better use. The Health Care
Professions should be located in a newly constructed
tower on the Trinity River Campus. Development of the
new tower should include the implementation of the
College initiative 3 Goals and 8 Principles.
DECISION DRIVERS
— Existing Health Professions program space is at
capacity and is not appropriately equipped or sized for
those programs.
— Entry, circulation, and parking are challenging to
accommodate the students using the campus.
CORE ELEMENTS
— Construction of new Health Professions Tower
consolidates programming and frees space at Trinity
River Campus East for future development.
— Visible presence for the College to workforce and
community partners.
— Retrofit of campus planned for administrative usage
has caused Health Profession programs to lack space
designed appropriately to their needs.
— Programs are successful and offer unique
opportunities for potential students in the College’s
service area.
— Existing community partnerships present
opportunities to leverage.
CO
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TRHW
CA
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CAMPUS SITE PLAN
Existing Conditions 0' 50' 100' 200' North
462
465
+
LEGEND LEGEND
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Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION
1
1
11
1
PHASING SITE PLAN
Phase 1 0' 50' 100' 200' North
VOLUME I PRIORITIZATION
Phase 1: Renovate Trinity River Campus East
Renovate Physical Plant: 3,645 SF
— Existing program to remain.
Renovate Classroom Building: 67,782 SF
— Existing program to remain.
Renovate Nursing Building: 48,515 SF
— Existing program to remain.
Renovate Testing Building: 4,601 SF
— Existing program to remain.
Renovate Faculty Offices Building: 9,821 SF
— Existing program to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
— Replacement of systems is outlined in Volume II.
— Any structural modifications for planned renovations shall be identified.
— DT VB Furniture Replacement/Renewal
— DT Natural Gas Monitoring System Installation
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
— TR TR/TRCE Exterior Lighting Upgrades
— TR Waterfall Modifications
— TR Gamma Camera Room
464
+VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
LEGEND Tarrant County College District
2022 District-wide Masterplan Phasing New Construction
Project
TCC TRINITY RIVER EAST CAMPUS MASTERPLAN PHASING Renovation
Project Projected Masterplan Phasing Project Costs
Site Project Phase Project Project
Year
Construction Cost
Limitation
Softs Costs
(38%) Project Total
Renovate existing Trinity River East
Physical Plant (TRH). Future $ 1,330,538 $ 505,604 $ 1,836,142
Demo. Project Renovate existing Trinity River East
Classroom Building (TRHA). Future $ 50,809,050 $ 19,307,439 $ 70,116,489
Phase 1 Renovate existing Trinity River East
Nursing Building (TRHN). Future $ 30,362,663 $ 11,537,812 $ 41,900,475
1
Existing
Building
Renovate existing Trinity River East
Testing Building (TRHT).
Renovate existing Trinity River East
Faculty Offices (TRHW).
Future
Future
$
$
2,637,128
4,852,648
$
$
1,002,109
1,844,006
$
$
3,639,237
6,696,654
1 POTENTIAL TOTAL COST $ 124,188,997.19
11
1
COST ESTIMATE NOTES
CAMPUS SITE PLAN
Consolidated Master Plan Phasing
466
0' 50' 100' 200' North
— Escalation percentage added for projects from 2023 – 2027.
— No additional escalation is added for projects after 2027.
— Escalation percentage used is 1% per month.
— Cost estimates are based on pricing from 2022.
467
+
2060B-X MECH
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
24
0
0
A
-
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2907A OPEN OFFICE 2801A OPEN OFFICE TCC Connect
2703-C 2903A CONFERENCE OFFICE
2905A 2906A 2802A 2803A 2804A 2805A
STORAGE 2902A-S 2904A FOCUS FOCUS FOCUS FOCUS FOCUS FOCUSFOCUS
2900A-X 2800A-X CORRIDOR CORRIDOR
2503-R MEN'S 2561A-X 2801-C CONFERENCE 2460A-X 2860A-X
2702A 2901A IDF IDF ELECTRICAL 2602A-S
OFFICE OFFICE KEY CAMPUS STATISTICS
Year Constructed: 2015
Campus Size: Single floor of Trinity River Campus West Fork
Building Inventory: TRWF floor 2 — 30,290 SF
Campus President: Dr. Morales
Student Enrollment: 14,763 students across the college
Signature Programs:
KEY MASTER PLAN STATISTICS
Phases: 5
New Construction: 0 SF
New Additions: 0 SF
Renovation: 69,017 SF
Sitework: 0 SF
Potential Total Cost: $59,912,274.00
STORAGE 2800B-X 2700A-X LOUNGE
MECHANICAL
2360A-X CORRIDOR
2207
CORRIDOR
2500A-X 2206-C TRAINING 2600A-X CONFERENCE CORRIDOR
2601-C 2701A 2210A 2560A-X CONFERENCE VIDEO PRODUCTION OFFICE ELECTRICAL 2300A-X 2502-R CORRIDOR WOMEN'S
2200A-X
2504B-X 1174-X 2301A-X CORRIDOR ELEV. 4 ELEV. LOBBY 2501A-S JANITORIAL2103-C STORAGE CONFERENCE 2101-K BREAK RM. 2204A 2208A 2209A FOCUS FOCUS FOCUS 2211A 2212A 1171-X 1172-X 1173-X FOCUS FOCUSELEV. 1 ELEV. 2 ELEV. 3
2202A 2203A
FOCUS2100C-X FOCUSCORRIDOR
2102-C 2100B-X CONFERENCE LOBBY
2201A
OPEN OFFICE — eLearning
2100A-X STAIR B RECEPTION1181-X — Weekend College
TCC CONNECT FLOOR PLAN
Master Plan Floor Plan 0' 10' 20' 40' North
468 469
+
2060B-X MECH
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
24
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2907A OPEN OFFICE 2801A OPEN OFFICE TCC Connect
Prioritization Background 2703-C 2903A CONFERENCE OFFICE
2902A-S 2905A 2906A 2802A 2803A 2804A 2805A
STORAGE 2904A FOCUS FOCUS FOCUS FOCUS FOCUS FOCUS FOCUS
2900A-X 2800A-X CORRIDOR CORRIDOR
2503-R MEN'S 2561A-X 2801-C CONFERENCE 2460A-X 2860A-X
2702A 2901A IDF IDF ELECTRICAL 2602A-S
OFFICE OFFICE VISION DECISION DRIVERS
— Program growth is limited by available space in the
other towers at the Trinity River Campus.
— Technology is insufficient to provide the standard of
education that the College aspires to provide to its
student body.
CORE ELEMENTS
— Re-organization and consolidation of other programs
in the Trinity River Campus towers can provide room for
program expansion.
— The trend towards Online learning and students
pursuing academics through a distanced option
strengthens the need for a robust Online option.
STORAGE 2800B-X
CORRIDOR
2700A-X LOUNGE
MECHANICAL
2500A-X
2360A-X
2207
CORRIDOR 2206-C TRAINING The master plan programming for the Connect Campus
should account for the faculty and staff needed to
support current and future student growth. Although
most student services are virtual, there is and will
continue to be a need for additional space for the staff
which support these functions. Student growth also
requires additional faculty and faculty resources. Spaces
to support the development of Online course work,
faculty collaboration, tech support, and administrative
development are needed to support this unique college.
The master plan should be mindful of the College initiative
of 3 Goals and 8 Principles, applying them as possible
to any renovations or expansions to the staff and faculty
spaces of the Connect Campus.
2600A-X CONFERENCE CORRIDOR
2601-C 2701A 2210A 2560A-X CONFERENCE VIDEO PRODUCTION OFFICE ELECTRICAL 2300A-X 2502-R CORRIDOR WOMEN'S
2200A-X
2504B-X 1174-X 2301A-X CORRIDOR
2103-C
ELEV. 4 ELEV. LOBBY 2501A-S JANITORIAL
CONFERENCE STORAGE 2101-K BREAK RM. 2204A 2208A 2209A FOCUS FOCUS FOCUS 2211A 2212A 1171-X 1172-X 1173-X FOCUS FOCUSELEV. 1 ELEV. 2 ELEV. 3
2202A 2203A
FOCUS2100C-X FOCUSCORRIDOR
2102-C 2100B-X CONFERENCE LOBBY
2201A
OPEN OFFICE
2100A-X
1181-X
STAIR B RECEPTION
CAMPUS FLOOR PLAN
Existing Conditions 0' 10' 20' 40' North
470 471
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
2060B-X MECH
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 1: Upgrade Touch-Down Space and Presentation Technology
24
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Upgrade Touch-Down Space: 908 SF
— Provide additional workstations for employee hoteling.
— Located at TRWF floor 2.
— Existing program to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Upgrade Lounge Presentation Technology: 4,001 SF
2907A OPEN OFFICE 2801A OPEN OFFICE 1 — Located at TRWF floor 2.
— Existing program to remain.
2703-C 2903A CONFERENCE OFFICE
2902A-S 2905A 2906A 2802A 2803A 2804A 2805A
STORAGE 2904A FOCUS FOCUS FOCUS FOCUS FOCUS FOCUSFOCUS
2900A-X 2800A-X
CORRIDOR CORRIDOR
2503-R
MEN'S 2561A-X 2801-C
CONFERENCE 2460A-X 2860A-X
2702A 2901A IDF IDF ELECTRICAL 2602A-S
OFFICE OFFICE STORAGE
2700A-X 2800B-X
CORRIDOR LOUNGE
MECHANICAL 2360A-X 1 2207
CORRIDOR 2500A-X 2206-C TRAINING 2600A-X CORRIDOR CONFERENCE
2601-C 2210A 2701A 2560A-X CONFERENCE OFFICE VIDEO PRODUCTION ELECTRICAL 2300A-X 2502-R CORRIDOR WOMEN'S
2200A-X
2504B-X 1174-X 2301A-X CORRIDOR
2103-C
ELEV. 4 ELEV. LOBBY 2501A-S JANITORIAL
CONFERENCE STORAGE 2101-K Building 2204A 2208A 2209A FOCUSBREAK RM. FOCUS FOCUS 2211A 2212A 1171-X 1172-X 1173-X FOCUS FOCUSELEV. 1 ELEV. 2 ELEV. 3 — Replacement of systems is outlined in Volume II. 2202A 2203A
FOCUS2100C-X FOCUSCORRIDOR
2102-C 2100B-X CONFERENCE — Any structural modifications for planned renovations shall be identified. LOBBY
2201A OPEN OFFICE — DT VB Furniture Replacement/Renewal 2100A-X
1181-X
STAIR B RECEPTION — DT TCOC/SE VB Emergency Power and UPS Installation
— DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
PHASING FLOOR PLAN
Phase 1 0' 10' 20' 40' North
472 473
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
2060B-X MECH
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
24
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Phase 2: Expand Workstations to Trinity River
Expand Workstations: 2,199 SF
— Workstations to be expanded from existing location to edge of tower along Trinity
River.
— Located at TRWF floor 2.
— Existing program to remain.
Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
2907A OPEN OFFICE 2801A OPEN OFFICE 1
2 2703-C 2903A CONFERENCE OFFICE
2902A-S 2905A 2906A 2802A 2803A 2804A 2805A
STORAGE 2904A FOCUS FOCUS FOCUS FOCUS FOCUS FOCUSFOCUS
2900A-X 2800A-X
CORRIDOR CORRIDOR
2503-R
MEN'S 2561A-X 2801-C
CONFERENCE 2460A-X 2860A-X
2702A 2901A IDF IDF ELECTRICAL 2602A-S
OFFICE OFFICE STORAGE
2700A-X 2800B-X
CORRIDOR LOUNGE
MECHANICAL 2360A-X 1 2207
CORRIDOR 2500A-X 2206-C TRAINING 2600A-X CORRIDOR CONFERENCE
2601-C 2210A 2701A 2560A-X CONFERENCE OFFICE VIDEO PRODUCTION ELECTRICAL 2300A-X 2502-R CORRIDOR WOMEN'S
2200A-X
2504B-X 1174-X 2301A-X CORRIDOR
2103-C
ELEV. 4 ELEV. LOBBY 2501A-S JANITORIAL
CONFERENCE STORAGE 2101-K Building 2204A 2208A 2209A FOCUSBREAK RM. FOCUS FOCUS 2211A 2212A 1171-X 1172-X 1173-X FOCUS FOCUSELEV. 1 ELEV. 2 ELEV. 3 — Replacement of systems is outlined in Volume II. 2202A 2203A
FOCUS2100C-X FOCUSCORRIDOR
2102-C 2100B-X CONFERENCE — Any structural modifications for planned renovations shall be identified. LOBBY
2201A OPEN OFFICE — DT VB Furniture Replacement/Renewal 2100A-X
1181-X
STAIR B RECEPTION — DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
PHASING FLOOR PLAN
Phase 2 0' 10' 20' 40' North
474 475
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
2060B-X MECH
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 3: Expand Workstations along Lounge
24
0
0
A
-
X
CO
R
R
I
D
O
R
Expand Workstations: 1,419 SF Site
— Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
— Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
— Workstations to be expanded from existing location to edge of Lounge along Trinity
River.
— Workstations to include full-height partitions to manage acoustics from Lounge
leaking to rest of floor.
— Located at TRWF floor 2.
— Existing program to remain. 2907A OPEN OFFICE 2801A OPEN OFFICE 1
2 2703-C 2903A CONFERENCE OFFICE
2902A-S 2905A 2906A 2802A 2803A 2804A 2805A
STORAGE 2904A FOCUS FOCUS FOCUS FOCUS FOCUS FOCUSFOCUS
2900A-X 2800A-X
CORRIDOR CORRIDOR
2503-R
MEN'S 2561A-X 2801-C
CONFERENCE 2460A-X 2860A-X
2702A 2901A IDF IDF ELECTRICAL 2602A-S
OFFICE OFFICE STORAGE
2700A-X 2800B-X
CORRIDOR LOUNGE
MECHANICAL 2360A-X 1 2207
CORRIDOR 2500A-X 2206-C TRAINING 2600A-X CORRIDOR CONFERENCE
2601-C 2210A 2701A 2560A-X CONFERENCE OFFICE VIDEO PRODUCTION ELECTRICAL 2300A-X 2502-R CORRIDOR WOMEN'S
2200A-X
2504B-X 1174-X 2301A-X CORRIDOR
2103-C
ELEV. 4 ELEV. LOBBY 2501A-S JANITORIAL
CONFERENCE STORAGE 2101-K
3 Building 2204A 2208A 2209A FOCUSBREAK RM. FOCUS FOCUS 2211A 2212A 1171-X 1172-X 1173-X FOCUS FOCUSELEV. 1 ELEV. 2 ELEV. 3 — Replacement of systems is outlined in Volume II. 2202A 2203A
FOCUS2100C-X FOCUSCORRIDOR
2102-C 2100B-X CONFERENCE — Any structural modifications for planned renovations shall be identified. LOBBY
2201A OPEN OFFICE — DT VB Furniture Replacement/Renewal 2100A-X
1181-X
STAIR B RECEPTION — DT Access Control
— DT Security Master Plan
— DT Arc Flash and Coordination Assessment
— DT Flooring Replacement
— DT Smart Building Program Services
— DT Sustainability Master Plan
— DT Continuous Commissioning Program Services
— DT Mechanical, Electrical, Plumbing Assessments
PHASING FLOOR PLAN
Phase 3 0' 10' 20' 40' North
476 477
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 4: Relocate College IT and Support Services
Relocate College IT and Support Services: 30,290 SF
—Renovate space for program use by College IT and Support Services.
—Located at TRCF floor 7. Current location is TRWF floor 3.
4
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
PHASING FLOOR PLAN
Phase 4 0' 100' 200' 400' North
478 479
+
LEGEND LEGEND
Previous Phase
Site Project
Previous Phase
Project
Current Phase
Telecomm. Line
Current Phase
Site Project
Current Phase
Project
Existing
Building
Current Phase
Demo. Project
Previous Phase
Telecomm. Line
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Phase 5: Expand TCC Connect
Expand TCC Connect Program Space: 30,290 SF
—Renovate space for program use by TCC Connect. 5
—Located at TRWF floor 3. Current location is TRWF floor 2.
Site
—Clarify no civil/traffic scope. If there is civil/traffic scope, refer to college level
guidelines and standards.
—Clarify no landscape scope. If there is landscape scope, refer to college level
guidelines and standards.
Building
—Replacement of systems is outlined in Volume II.
—Any structural modifications for planned renovations shall be identified.
—DT VB Furniture Replacement/Renewal
—DT Access Control
—DT Security Master Plan
—DT Arc Flash and Coordination Assessment
—DT Flooring Replacement
—DT Smart Building Program Services
—DT Sustainability Master Plan
—DT Continuous Commissioning Program Services
—DT Mechanical, Electrical, Plumbing Assessments
PHASING FLOOR PLAN
Phase 5 0' 100' 200' 400' North
480 481
482 483
+
VOLUME I PRIORITIZATION VOLUME I PRIORITIZATION
Tarrant County College District
2022 District-wide Masterplan Phasing
TCC CONNECT CAMPUS MASTERPLAN PHASING
Projected Masterplan Phasing Project Costs
Phase Project Project
Year
Construction Cost
Limitation
Softs Costs
(38%) Project Total
Phase 1
Renovate existing touch-down space
with additional workstations for
employee hoteling.
Future $ 590,100 $ 224,238 $ 814,338
Renovate and upgrade technology
used for presentation in Lounge. Future $ 3,003,590 $ 1,141,364 $ 4,144,954
Phase 2 Expand workstations to edge of tower
facing Trinity River. Future $ 1,429,108 $ 543,061 $ 1,972,169
Phase 3 Expand workstations along edge of
Lounge. Future $ 922,194 $ 350,434 $ 1,272,628
Phase 4 Renovate swing space for IT and
relocate IT department. Future $ 15,458,080 $ 5,874,070 $ 21,332,150
Phase 5 Infill existing IT space for TCC
Connect expansion. Future $ 19,665,022 $ 7,472,708 $ 27,137,730
POTENTIAL TOTAL COST $ 56,673,969
LEGEND
New Construction
Project
Renovation
Project
Site Project
Demo. Project
Existing
Building
COST ESTIMATE NOTES
— Escalation percentage added for projects from 2023 – 2027.
— No additional escalation is added for projects after 2027. CAMPUS SITE PLAN
— Escalation percentage used is 1% per month. Consolidated Master Plan Phasing 0' 10' 20' 40' North — Cost estimates are based on pricing from 2022.
VOLUME I ACKNOWLEDGMENTS VOLUME I ACKNOWLEDGMENTS +
Acknowledgments
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN VOLUME I ACKNOWLEDGMENTS
Acknowledgments
Board of Trustees
Teresa Ayala — President
Shannon Wood
Jeannie Deakyne — Secretary
Bill Greenhill
Leonard Hornsby — Assistant Secretary
Dr. Gwendolyn Morrison, Ph.D.
Kenneth Barr — Vice President
Administration Team
Dr. Elva Concha LeBlanc, Ph.D. — Interim Chancellor
Dr. Kenya Ayers-Palmore, Ed.D. — President, Northeast
Campus
Dr. Zarina Blankenbaker, Ph.D. — President, Northwest
Campus
Dr. Bill Coppola, Ph.D. — President, Southeast Campus
Dr. Dan Lufkin, Ed.D. — President, South Campus
Dr. S. Sean Madison, Ed.D. — President, Trinity River
Campus
Dr. Carlos Morales, Ph.D. — President, TCC Connect
Campus
Tia Cole — Chair, Joint Consultation Committee 2022 –
2021
Shewanda Riley — Chair-Elect, Joint Consultation
Committee 2022 – 2023
Susan Alanis, MPA — Chief Operating Officer
Carol Bracken — Associate General Counsel
Shannon Bryant, M.Ed., CWDP — Executive Vice President
for Corporate Solutions and Economic Development
Reginald Gates, M.Ed. — Vice Chancellor for
Communications and External Affairs
Robert Pacheco, M.Ed. — Chief Technology Officer
VOLUME I ACKNOWLEDGMENTS
3G8P Champions
Learning Commons
Dr. S. Sean Madison, Ed.D
Integrated Instructional Learning Environments
Dr. Zarina Blankenbaker, Ph.D.
Integrated Student Success Model
—
Student Experience
Dr. Kenya Ayers-Palmore, Ed.D.
High Schools
Dr. Bill Coppola, Ph.D.
Scheduling and Facility Utilization
Dr. Elva Concha LeBlanc, Ph.D.
Campus Character and Quality
Reginald Gates, M.Ed.
Workspace Environments
Dr. Carlos Morales, Ph.D.
Northeast Campus Leadership and
Stakeholders
Dr. Kenya Ayers-Palmore, Ed.D. — Campus
President
Dr. Terri Ford, Ph.D. — Assistant to the President
Dr. Ritu Raju, Ph.D. — Vice President of Academic
Affairs
Terese Tann Craig — Vice President of Student
Affairs
Terra Frost, MLA — Dean of Community Education and
Engagement
Dr. Hwiman Chung, Ph.D. — Dean of Communication, Arts,
and Entertainment
Charlene Cole, M.S. — Dean of Mathematics and
Sciences
Dr. Stephanie Scroggins, Ph.D. — Dean of Social and
Human Sciences
Rebecca Balcarcet
Kevin Barrett
+
Mary Lou Bledsoe
Matthew Broyles
Kristin Byrd
Catherine Carter
Jan Clayton
Betty Dalton
Mark Dolive
Pete Fiannaca
Terri O’Neal Fond
Murray Fortner
Kevin Harper
Chris Hunt
Laura Jones
Christy Klemink
Peter Martinez
Rosa Mendez
Carol Merchant
Terry Moak
Condoa Parrent
Shewanda Riley
487 486
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN VOLUME I ACKNOWLEDGMENTS
Northeast Campus Leadership and
Stakeholders (cont.)
Thomas Rinzeler
Gerald Ringe
Stacy Stuewe
Ann Triplett
Richard Vela
Cara Walker
Mary Williams
Northwest Campus Leadership and
Stakeholders
Dr. Zarina Blankenbaker, Ph.D. — President, Northwest
Campus
Dr. Serafin Garcia, Ph.D. — Assistant to the
President
Dr. Thomas Sosa, Ph.D. — Vice President of Academic
Affairs
Dr. Jan Clayton, Ed.D. — Vice President of Student
Affairs
James Clinton Grant, M.B.A. — Dean of Aviation, Business,
and Logistics Division
Lisa Benedetti, M.A. — Dean of Humanities Division
Dr. Greta Bowling, Ph.D. — Dean of Mathematics and
Sciences
Dr. Sonya L. Brown, Ed.D. — Dean of Public Services,
Social, and Behavioral Sciences; Interim Dean of
Community Education and Engagement
Eric Camarillo, M.A. — Dean of Learning Commons
Tom Fraire, M.Ed. — Principal of Marine Creek Collegiate
High School
Jennifer Cargill
Ryan Ferguson
Kathleen Galindo
Vanessa Harrison
Lynn Heisey
Ebony Howard
Steve Keller
Leon Minerr
Jasmine Quezada
Samantha Taylor
Robin Washington White
VOLUME I ACKNOWLEDGMENTS
South Campus Leadership and
Stakeholders
Dr. Dan Lufkin, Ed.D. — Campus President
Dr. Gabriela Borcoman, Ph.D. — Assistant to the
President
Dr. Shannon S. Ydoyaga, Ph.D. — Vice President of
Academic Affairs
Dr. Michael DuPont, Ph.D., LMFT, LSSP — Vice President
of Student Affairs
Dr. Terry Aaron, Ph.D. — Dean of Community Education
and Engagement
Arthur James Jr., M.S., CHE — Dean of Business and
Technology
Mehrnaz Ghaffarian — Interim Dean of Mathematics and
Natural Sciences
Dr. Vicki Ansorge, Ed.D. — Dean of Humanities
Dr. Shereah Taylor-Love, Ed.D. — Dean of Behavioral and
Social Sciences
Dr. Quanda Collins, Ed.D. — Principal of TCC South/Fort
Worth ISD Collegiate High School
Southeast Campus Leadership and
Stakeholders
Dr. Bill Coppola, Ph.D. — Campus President
Allen Powell — Assistant to the President
Dr. Zena K. Jackson, Ph.D. — Vice President of Academic
Affairs
Dr. Michael DuPont, Ph.D., LMFT, LSSP — Vice President
of Student Affairs
Dr. Carrie Tunson, Ed.D. — Dean of Community Education
and Engagement
Ann Machen, M.B.A. — Dean of Business and Technology
Division
Josué Muñoz, M.A. — Dean of Humanities Division
Dr. Jerry Coats, Ph.D. — Dean of Liberal Arts
Division
Dr. Thomas Awtry, Ph.D. — Dean of Mathematics,
Sciences, and HPE Division
Mike Cinatl
Renetta Wright
+
Trinity River Campus Leadership and
Stakeholders
Dr. S. Sean Madison, Ed.D. — Campus President
Dr. Hughes George, Ph.D. — Assistant to the
President
Dr. Stephanie Scroggins, Ph.D. — Interim Vice President of
Academic Affairs
Dr. Deidra Turner, Ph.D. — Interim Vice President of
Student Affairs
Richard Chance, M.S. — Dean of Community Education
and Engagement
Dr. Sheldon Smart, Ph.D. — Interim Dean of
Humanities
Dr. Taylor Hughlett, Ph.D. — Interim Dean of Mathematics,
Science, and Business
Dr. Jose Alejandro, Ph.D. — Dean of Nursing
Dr. Brandon Hernandez, Ed.D. — Dean of Health
Sciences
Jack Henson, M.Ed. — Principal of Texas Academy of
Biomedical Sciences
Tom Mills
489 488
,~ T arranl Cou11ty College·
~ WCCE55 wm•• AEACH. CORGAN VOLUME I ACKNOWLEDGMENTS
TCC Connect Leadership and
Stakeholders
Dr. Carlos Morales, Ph.D. — Campus President
Alma Martinez-Egger, M.S. — Assistant to the
President
Dr. Shelley Pearson, Ed.D. — Vice President of Academic
Affairs
Dr. Deshonta Holmes, Ed.D. — Vice President of Student
Affairs
Dr. Kristen Kelton, Ph.D. — Director of Academic
Affairs
Dr. Cristina Sullivan, Ed.D. — Dean of Academic
Affairs
Matthew Taylor, M.S. — Director of Student Development
Services
Dr. Audra G. Barrett, Ed.D. — Director of Weekend
College
Kim Estes, M.Ed. — Senior Instructional Designer
3G8P Principle Advisory Panels
Members
Dr. S. Sean Madison, Ed.D. — Learning Commons
Champion
Dr. Zarina Blankenbaker, Ph.D. — Integrated Instructional
Learning Environments Champion
Dr. Kenya Ayers-Palmore, Ed.D. — Student Experience
Champion
Dr. Bill Coppola, Ph.D. — High Schools Champion
Dr. Elva Concha LeBlanc, Ph.D. — Scheduling and Facility
Utilization Champion
Reginald Gates, M.Ed. — Campus Character and Quality
Champion
Dr. Carlos Morales, Ph.D. — Workspace Environments
Champion
Dr. Vicki Ansorge, Ed.D. — Dean of Humanities
Lisa Benedetti, M.A. — Dean of Humanities Division
Dr. Greta Bowling, Ph.D. — Dean of Mathematics and
Sciences
Dr. Jan Clayton, Ed.D. — Vice President of Student
Affairs
Dr. Sonya L. Brown, Ed.D. — Dean of Public Services,
Social, and Behavioral Sciences; Interim Dean of
Community Education and Engagement
Dr. Serafin Garcia, Ph.D. — Assistant to the
President
Alma Martinez-Egger, M.S. — Assistant to the
President
Josué Muñoz, M.A. — Dean of Humanities Division
Dr. Shelley Pearson, Ed.D. — Vice President of Academic
Affairs
Dr. Ritu Raju, Ph.D. — Vice President of Academic
Affairs
Dr. Shannon S. Ydoyaga, Ph.D. — Vice President of
Academic Affairs
Dr. Deidra Turner, Ph.D. — Interim Vice President of
Student Affairs
Ray Allison
Berky Alvarez-Valentin
Sara Ansley
Patricia Bass
Felisha Battles
VOLUME I ACKNOWLEDGMENTS
3G8P Principle Advisory Panels
Members (cont.)
Yutanzia Berryhill
Tara Bradford
Edward Brassart
Adriana Cavitt
Candy Center
Tina Chen
Alicia Coleman
Kimberley Cox
Chanissa Dietrich
Kim Estes
Leah Fenner
Ryan Ferguson
Tara Firmin
Judith Gallagher
Suzanne Groves
Jay Hall
Allegra Hanna
Kevin Harper
Stephanie Hawkins Janet Rodriguez
Daiju Hoshino Kenneth Rogers
Ebony Howard Brenna Sanders
Vicki Hutto Carroll Savant
Deshun Jackson Debra Scheiwe
Colin Jenney Laura Schlauderaff
Dawn Lovelace Jorge Serralta
Margaret Lutton Dantrayl Smith
A'isha Malone Ramiro Sosa
Rachael McCloskey John Spencer
Carol Merchant Holly Stovall
Cherie Mitchell Paula Stubblefield
Marlon Mote Michael Tankersley
Traci Nielsen Noemi Vela
Melissa Perry Richard Vela
Wendy Pierce Hung Vu
Julia Quarles Walter Williams
Jeffrey Ramirez Kelly Willing
Christine Reaganloh Renetta Wright
Sarabeth Reed Victoria Yen
Kristina Robisheaux
+
490 491
492 493
+VOLUME I ACKNOWLEDGMENTS
TCC Real Estate and Facilities
Michael Brantley
Tina Chen
Okang Hemmings
Jonathan Jackamonis
Farhat Yasmeen Khan
Margaret Lutton
Paul Mitchell
Traci Nielsen
Thomas Vanover
Walter H. Williams
Million Gebre
TCC Information Technology
Vicki Hutto
Richard Sullivan
Nelson McMicken
David Rubio
Wayne Hughes
Ephraim Kadima
Paul Cogdell
Program Management Team —
Jacobs
Rigo Cisneros
Jairus McDavid
Meredith McElmurry
Leo McKinley
Jonathan Oltmann
John Posch
Matt Smith
VOLUME I ACKNOWLEDGMENTS
Master Planning Team
Corgan
Terral Carpenter
Grant Huska
Sangeetha Karthik
Trent Loomis
Eliu Paredes
John Risi
Dana Truong
Kelsey Wagner
David Zatopek
CCS
Vinayak Lalwani
Jim Nuckolls
Coleman & Associates
Aan Garrett-Coleman
Jan Giles
Adriana Hernandez-Aguirre
Claire Kelly
Marissa McKinney
DataCom Design Group
John Rob Hicks
Steve Benefield
Facility Programming
Doug Lowe
Bryan Sibille
Shelly Whidby
Jones DBR
Erik MacDonald
Ronjan Mathur
Kenneth Roland
Manning
Rachel Billings
Andy Kim
Craig King
Wm. Raymond Manning
Carson Piontek
Kevin Simon
Dominic Willard, Jr.
Pacheco Koch
Ron Ramirez
Steve Stoner
Tim Wallace
Ponce Fuess
Rene Avila
Lucas Ponce