2007-2020 CAMPUS MASTER PLAN by liuqingyan


									2007-2020 CAMPUS MASTER PLAN
                          APRIL 2007

                 ARCHITECTURE ETC* +
1    Why did Brazosport College undertake a master plan?

3    College Mission, Vision and Values
7    Master Plan Goals
10   Planning Process
11   Summary

13   Existing Conditions
23   Facilities Analysis
26   Instructional Programming
28   Enrollment and Space Projections
32   Workshop Summary
34   Analysis and Synthesis Summary

36   Site Plans
39   Proposed Projects
42   Implementation Plan
69   Architectural Guidelines

Conceptual Cost Projections
Strengths/Weaknesses/Opportunities/Threats Analysis Matrix
Needs Identification Findings
The administration at Brazosport College desired that the site and facilities of the College
meet the same criteria placed on the faculty and staff in the Mission Statement – that they be
COMMUNITY. The primary goal for this master plan is to provide and maintain a foundation
for improving the entire College environment, both physical and academic, in a coordinated

                                                        BRAZOSPORT COLLEGE IS
                                      THE COLLEGE OF CHOICE FOR OUR COMMUNITY

This plan is a living document. While it provides a present-day framework for addressing
growth, academic change and aging facilities, the master plan also needs to evolve to
continue to meet those challenges for many years to come. To evolve, this plan must be
revisited on a regular basis, used to guide future development, reassessed and revised if new
challenges to the College warrant it.

The Master Planning committee and other contributors to this effort, as part of working
through the process:

•   Identified the existing and potential future physical and programmatic challenges
•   Created guidelines and requirements to which the proposed solutions should adhere
•   Proposed and tested multiple solutions to each challenge, presenting the results of
    those efforts in this document

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     1

    Development of the master plan requires an understanding of the aspirations embodied in
    the College Vision and Mission Statement. From this foundation, Brazosport College has
    developed Master Plan Goals, a set of prioritized guidelines to physically support the
    mission, vision, and strategic goals of the College.

    Brazosport College is the college of choice for our community.


    In accomplishing the mission of the college, the board, staff, and faculty shall be guided by
    the following:

    •   There is an on-going needs assessment program to identify areas of need.
    •   Representatives of the college work cooperatively with area high schools on such things
        as dual and concurrent credit courses and transition from high school to college.
    •   There is planned interaction with business, industry, and community organizations.
    •   Program development activities involve a wide range of highly competent staff members
        and outstanding lay advisors.
    •   Planned program improvements are based upon continuous evaluation.

    •   Information regarding admissions procedures and available programs is clearly
        presented and widely disseminated.

    BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    3
•   An assessment program for entering students is designed to ensure that students have
    requisite skills necessary to succeed in college-level courses. Students who do not have
    these skills will be placed in courses designed to provide them.
•   Student progress is regularly monitored and progress reports are periodically provided.
•   Excellent teaching is the hallmark of the college. Faculty members will be required to
    develop and maintain excellent teaching skills.
•   Students are expected to participate actively in the educational experience and to
    demonstrate high levels of achievement.
•   Student assistance is provided in areas such as counseling, tutoring, financial aid, child
    care, job placement, support services for students with special needs, and referrals as


•   Programs will be provided to prepare students for specific occupational/technical careers.
•   Retraining opportunities will be provided for individuals who wish to qualify for new
    careers or qualify for new jobs.
•   Programs to develop, update or upgrade job skills for meeting local and statewide needs
    will be provided.
•   Advisory committees will be used to advise on program content, equipment, and
    employment opportunities.
•   The college will assist community groups working for economic development of the
    Brazosport area.


BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     4
•   Baccalaureate programs in selected applied technology/science fields will be provided.
•   Academic transfer programs up to two years in length leading to associate degrees will
    be provided.
•   A planned program to develop academic excellence in the core curriculum areas will be
•   Workforce programs up to two years in length leading to associate degrees or certificates
    and leading directly to employment in semi-skilled and skilled occupations will be
•   There will be continuing adult education programs for occupational or cultural
•   Transitional education programs designed to fulfill the commitment of an admissions
    policy allowing the enrollment of disadvantaged students will be offered.
•   A continuing program of counseling and guidance designed to assist students in
    achieving their individual educational goals will be provided.
•   A wide range of student activities, including an active student intramural program, will be
•   Literacy and other basic skills (e.g., ESL and GED) programs to prepare adults to live
    more functionally will be provided.

Brazosport College developed, prior to commencing the master planning process, Vision
2010 - a forward looking effort to define the goals the College wished to pursue.

Many of the elements of Vision 2010 link have commenced or been completed, and most
relate in some way to parts of this Master Plan and were used to develop concepts for the
facilities development of the College.

•   Increase graduate and certificate numbers
•   Respond to requirements for reaffirmation of accreditation
•   Promote legislative program
•   Implement quality enhancement plan
•   Implement Achieving the Dream program

•   Develop ways to link students to the college
•   Target awareness to segments of the population
•   Define measures for assessing student success
•   Implement campus-wide customer service program
•   Implement procedures to improve communication during emergencies

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                      5
•   Develop allied health programs (both credit and non-credit)
•   Expand music program with new facilities
•   Expand baccalaureate program
•   Develop university partnerships
•   Expand programs throughout service area
•   Develop plan to support distance learning program
•   Realign organizational structure and consider succession planning and opportunities for
    blended programs
•   Develop plan to meet industry training needs

•   Expand facilities to meet current and short-term needs
•   Develop campus and program master plan
•   Expand revenue through grants and Foundation activities
•   Develop budget needs for college utilities

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                   6

Early in the master planning process, the following challenges for Brazosport College were
discovered, discussed and used to drive the direction of the plan to completion:

•   The population in the northern portion of the service area is growing, but…
•   A new, large campus to the north may not be feasible without taxing district expansion.

Therefore, the primary objectives of the master plan should be to:

•   Attract students to the main campus.
•   Support the regional economic base.
•   Support the service area through cultural and community outreach.

During the planning workshops, planning strategies were developed to assist in
accomplishing the planning objectives and used to define potential projects.

In order to support and enhance the fundamental goals of the College, the master plan

•   Expand health sciences and emerging technologies.
•   Enhance student experience and campus image.
•   Expand Baccalaureate program offerings in areas such as energy, nanotech and
    industrial processes.
•   Research new opportunities for strategic partnerships.
•   Prevent deferred maintenance backlogs.
•   Pursue expansion opportunities in northern part of service area.
•   Expand the student pipeline to science/technology careers through cooperation with
    public schools or through an on-campus collegial high school.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     7
During the planning workshops, the Internal Advisory Committee discussed, tested and
developed a list of programs and projects to be considered top priorities. These priorities,
listed below (in no particular order), were used to develop the master plan priorities.

•   Science/Technology Corridor
    • Health Professions
    • Emerging Technologies
    • New Science Labs
•   IT Center Relocation
•   Additional Faculty/Staff Offices
•   Wayfinding Improvements
•   Traffic Flow Improvements/Ring Road
•   Additional State of the Art Classrooms
•   Administrative Office Interaction Improvements
•   Public School Partnerships/Collegial High School
•   Deferred Maintenance
•   Library Expansion/Relocation
•   Indoor Gathering Spaces
•   Commencement Arena
•   General Landscape Improvements
•   Building Aesthetic Upgrades
•   Residential

The planning committee developed the following Critical Success Factors to measure the
success of the master plan. If, as concepts were developed they could not meet the spirit of
each of the following criteria, they were re-evaluated, modified or eliminated.

•   Space, Growth and Flexibility: Adequate, flexible, future-proof space to support the
    functions of the College is critical, both now and in the future. The master plan will
    address both interior and exterior space needs, including gathering spaces, storage,
    technology infrastructure, public spaces and offices.
•   Health Professions and Emerging Technologies: Programs in health professions and
    emerging technology will attract students, professionals, partnerships to the College and
    the Brazosport area.
•   Image: The master plan will help the College refine and communicate its “image” – how
    people perceive the College and its unique strengths.
•   Community: The College should be a place where all constituent communities feel
    welcome – students, public, employees and visitors. The master plan will provide
    opportunities for this community building to occur.
•   Access: The master plan will help create an environment with improved circulation, easy
    access and enhanced communication and interaction among the College, students and
•   Deferred Maintenance: Resolving deferred maintenance issues before they become
    critical is a necessity. The Master Plan will provide the information needed to assist in
    these decisions.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     8
General objectives have been established to help the College realize its master planning
goals. These objectives fall into two main categories: Facilities & Infrastructure and Site &
Circulation. These objectives are to apply to any project being planned.

Several facilities improvement and development projects are desired for implementation.
Individual project development should support and enhance overall master plan goals. Both
new and renovated spaces should be in context with the site and existing facilities,
incorporating high quality, practical architecture and inviting open spaces. All renovation and
new projects should seek to improve accessibility, flexibility and integration of technology, as
well as be environmentally responsible and economically feasible (especially long-term
costs). Updating of infrastructure should be part of any work with an emphasis on
improvement and ease of maintainability.

Whenever possible, projects should include improvements to adjacent open spaces and
circulation zones impacted by the project.

Efforts should be undertaken to create safe, comfortable, human-scaled spaces for learning,
relaxation and interaction, with an emphasis on enhancing the sense of connection between
the Main Building and open spaces. Outdoor spaces should be reconfigured in a way to
improve campus wayfinding, connect the east and west sides of campus and create
opportunities for students to gather in welcoming, shaded areas. Site improvements should
strive to use native trees and appropriate native plantings as a technique to reduce runoff
and maintenance requirements. Existing specimen quality plants should be preserved
wherever possible. Transition zones from streets to parking lots and from parking lots to
pedestrian walks should be enhanced to create a sense of entry to the campus.

The presence of Brazosport College from College Drive should be enhanced to improve
visibility and create an identity separate from the Brazosport Center for Arts and Sciences.

The formality and attractiveness of the original, tree-lined west entry from College Drive is
offset by the utilitarian nature of the other entries which feed directly into parking areas.
These entrances to the campus should be better defined by signage and landscaping to
assist visitors and create a stronger first impression. The existing circulation pattern, a mix of
loosely connected roads, drive-through parking lots and sidewalks should be reorganized to
separate those driving, parking and walking from each other. New buildings should be
located to allow expansion of current parking lots.

An effort should be undertaken to create a simple, comprehensive signage plan, tying
together all campus signage in order to improve wayfinding and enhance the common
architecture of the existing buildings.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                         9
Before embarking on the Master Plan document, a brief overview of the master planning
process is in order. The Master Plan process is comprised of six overlapping phases: strategic
review, physical analysis, functional analysis, external analysis, solutions development, and
final documentation.

    The first phase, strategic review, includes review of any existing master plans and other
1   information, including the mission statement and strategic goals of the College. This step
    also acts as an introduction to the planning process, allowing the Master Planning Team
    to become acquainted with the issues to be addressed throughout the creation of the
    plan and to form a common vision for individual expectations, the schedule and the

         The next three phases, physical, functional and external analysis, include the
234      collection of data required to develop solutions for the Master Plan. The physical
         analysis includes the collection of existing documentation, confirmation of physical
         conditions and an overall review of the existing facilities’ adequacy in supporting
         the Master Plan. The functional analysis includes development and issuance of
         surveys to individual departments within the College, interactive workshops, and
         interviews with key members of the College. The external analysis allows the team
         to gather information from the community about the College’s strengths,
         weaknesses and opportunities through a series of focus group sessions, so the
         solutions developed represent ideas supporting the needs of the overall population
         the College serves.

    The above phases create the framework for solution development. Solution development
5   includes developing planning options based on the functional and physical analysis and
    the development of schedule and phasing options. The options are presented at a series
    of interactive workshops for analysis and feedback from College representatives. These
    options are then refined and finalized into a plan for future facility development,
    culminating in the creation of the final master plan report.

    Most importantly, the Master Plan is a living document. It is not a final plan for the
6   College, but the present vision for the potential growth of Brazosport College. This
    document should not be considered “set in stone”, but should be reviewed and updated
    with faculty and staff input, and as dictated by changes in education, information, and
    College and community goals.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    10
The overall Master Plan collected data from three separate types of inputs: a Physical
Analysis, or Existing Facility Assessment, was conducted to determine the overall condition of
the buildings and infrastructure on the campus; an External Analysis, to gain feedback and
support from the communities served by Brazosport College; and a Functional Analysis, to
understand the College’s Academic Plan, and anticipated changes in program offerings over
the coming 15 to 20 years to address community needs. In addition, the team also
conducted and applied research regarding space types and sizes found at Brazosport
College, as compared with peer institutions in Texas.

At the conclusion of the Data Gathering Phase, the Master Plan team and College
representatives met to distill the information and begin developing Master Plan solutions.

The following analysis and synthesis of information is driven by the principles, values and
goals set by Brazosport College. When coupled with site and facility assessments and
participant workshops, the groundwork is laid for development of the final Master Plan.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    11
                               ANALYSIS AND

In preparation for the preliminary planning and development of the Master Plan for the
College, the existing conditions of the campus and facilities were studied to identify both the
opportunities and constraints that will affect future development. This, along with an
understanding of program offerings, enrollment and staffing, will allow challenges to be
analyzed and addressed, enhancing and preserving areas of value.

Brazosport College offers a broad range of courses to address diverse educational goals.
Students planning to pursue a bachelor’s degree can enroll in introductory academic classes
as well as courses in more than two dozen majors which transfer to four-year schools. In
2005 Brazosport College began offering its own baccalaureate degree, the Bachelor of
Applied Technology. For students seeking preparation in a technical workforce education
field, Brazosport College offers courses leading to a certificate or Associate of Applied
Science degree in 36 specialty areas. In addition, an ever-broadening continuing education
program is designed to address the entire community’s needs.

More than 150,000 students have attended Brazosport College since it opened 38 years
ago. In 2005, Brazosport College awarded 244 degrees and certificates.

•   1948: Voters in the Brazosport Independent School District elect to create the Brazosport
    Junior College District.
•   1967: Voters authorize a tax to support the maintenance of the college. The Board of
    Trustees of the Brazosport Independent School District divests itself of the college’s
    management, control, and operation. The Board of Regents for the college district is
•   1968: Dr. J. R. Jackson becomes the first president of Brazosport Junior College. The first
    semester of classes begins with an enrollment of 879 students.
•   1970: Brazosport Junior College graduates 25 students. The name of the school is
    changed to Brazosport College to reflect its broader purpose.
•   1978: Dr. W. A. Bass, vice president of the college since its inception, becomes president.
•   1988: Dr. John R. Grable becomes president after serving as vice president for eleven
•   1996: Dr. Millicent Valek becomes president.
•   1998-1999: Brazosport College celebrates 30th Anniversary.
•   2004: The Commission on Colleges of the Southern Association of Colleges and Schools
    grants Brazosport College accreditation as a baccalaureate level institution.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     13
The Brazosport College property comprises
more than 150 acres bounded on the east and
west by the Oyster Creek and on the south by
College Drive. The campus is contiguous with
Lake Jackson, Clute and Richwood, with the
Lake Jackson/Clute city boundaries passing
through the center of campus.

The general land use pattern surrounding the
campus is residential with rural land within a
few miles.     The proximity of major roads,
including 288, 288B and 332 means access to
the College is from all directions. The proximity of the College to the gulf coast, 10 miles to
the southeast, is important in regards to placement of critical college functions above storm
surge/flood levels in the event of a hurricane.

The site and surrounding land is flat. Oyster
Creek tightly defines the campus to the east and
west, with the main campus access roads
hugging the tree lined waterway.

Views to the campus from College Drive are
attractive, but limited by trees and the distance
the college buildings are from the road. The
first building visible on campus for most visitors,
the Brazosport Center for the Arts and Sciences,
is not a College-owned building. This facility
holds a prominent place adjacent to the road
and flanked by the center and east entry drives, the most frequently-used approaches to
campus. This fact directed the planning process to look at ways to increase College visibility
without compromising the secluded campus feeling one gets driving up the tree-lined west
access road.

The most attractive views on campus exist in the Main Building courtyards and the beautifully
landscaped area bounded on the west by Main and the east by the community-oriented
Children’s Center, Corporate Learning Center and the Clarion.

Landscape, both natural and planned, is a key element throughout campus, visually as
important as the buildings in creating a sense of place.

Tree-lined entry drives (especially at the west edge of campus) create a sense of arrival and
seclusion. The heavily wooded area south of the Main Building acts as a buffer and offsets
the vast paved parking areas. The landscaped area between Main and the Corporate
Learning Center is the jewel of campus, with trees, a pond, novel water features and a clock

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     14
tower. This area has potential to be a campus “plaza” once the master plan addresses the
fact that the Main Building turns its back on this part of campus.

The five Main Building courtyards, surrounded by exterior walkways, are designed and
placed to allow views of nature while shielding the interior from excessive direct sunlight.

The north end of campus is predominantly undeveloped, with a running track, tennis courts
a retention pond and some campus support structures. With limitations placed on campus
by Oyster Creek, this area and the south “front” of campus are the only developable parcels.

To ensure as-of-yet unplanned projects are thoughtfully located within these restrictions, the
master plan also includes placeholders for future facilities.

Once on campus, the design and location of the buildings is formal and ordered, creating a
strong sense of “campus”. Formal building entries are well defined on all major facilities,
although the original “front” of the Main Building (C wing, facing Oyster Creek to the west)
is not where the majority of visitors enter. The dead-end west access drive and the location
of the south parking lot dictated development of a new “front” at the south end of the Main
Building. While an attractive entry, the approach from the parking lot should be reviewed to
improve pedestrian safety.

The Main Building is very insular, with most
views limited to the courtyards and few windows
looking out to campus.         The design was
developed to allow views to the outside while
affording some protection from the scorching
sun. Many classrooms in the “finger wings” are
accessible only from protected outdoor
walkways, which while attractive, can be
unpleasant on more humid days. The rhythm
and formality of the Main Building, especially
evident in the deep courtyards, should be
considered in any proposed changes or new

While campus changes over the past several
years have eliminated most vehicle access to the
service drive east and north of the Main
Building, the paved roads remain in place,
acting as a “no-mans land” that divides the
campus between academic, community and
technical. Reducing the sense of these divisions
will be important in creating a new image for
the entire campus and the College.

The use of a limited palette of block, highly textured concrete and glass on the Main Building
has created a cohesive and durable campus appearance. The newer facilities, while
constructed of different materials, have respected the original building through muted colors

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    15
and similar scales. Any proposed buildings, while avoiding mimicry of the existing buildings,
should respect this palette and the scale and proportion of existing buildings.

The existing campus can be categorized into 4 distinct zones. The proposed master plan
works with these zones, preserving areas where campus zones are practical and well-defined
and proposing changes where the current layout creates confusion or doesn’t use a
particular space effectively or efficiently.

Buffer/Nature: This zone includes the large undeveloped areas at the north and south
ends of campus as well as the creek side and the greenspace between the
Academic/Administration Zone and the Corporate/Cultural/Community Zone. This zone
also includes, and should continue to include, recreational functions (i.e. the running track
and tennis courts).

Academic/Administration: This zone consists of the Main Building only, not including the
G or H wings.

Health/Science/Technology: This zone, including workforce development programs,
includes dispersed areas in the main building, the G and H wings and outdoor areas used
for petrochemical process training.

Corporate/Cultural/Community:          This is the most well-defined zone on campus,
appropriately placed and easily comprehended. East of the academic facilities, this zone
includes the Children’s Center, the Corporate Learning Center and the Clarion – all primarily
community-focused, non-academic facilities. The connection to the rest of campus could be
strengthened through changes to the landscape and how the Main Building address this side
of campus.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                   16




All vehicular access is from three entrances on College Drive at the south side of campus.
The west access road is tree-lined and the most attractive of the three roads. Unfortunately,
it only serves the administration entry, the service yard and staff parking, where it dead-
ends. This is also the only road with a monumental sign, although the curve of College
Drive makes it difficult to see until the last minute. Primary vehicular access is from the
center and east access roads, which both feed the main south parking lot. Other than the
large Brazosport Center for the Arts and Sciences sign, these entrances are not signed well
and can be easily overshot by visitors.

Beyond the access roads at the east and west edges of campus, there are some minor access
roads, a drop-off area in front of the C Wing and a mostly abandoned central road along
the east and north side of the Main Building. Once connecting the two halves of campus
and tying the north and south lots together in a second location, the road was cut as part of
new construction and development of the campus “plaza”. While only serving campus
vehicles, the concrete and curbs retain the pedestrian-unfriendly look of a road, acting to
visually separate the campus. Replacement of the roadways with walkways, where possible,
will improve campus image and encourage use by pedestrians.

All parking for campus buildings is within reasonable walking distance from the buildings
served. Although the number of parking spaces on campus is more than adequate for
current needs, the master plan should include improvements and expansion of existing lots
as well as creation of new parking lots placed to serve both new academic buildings and
existing ones.

With most parking held to the outside of
campus, the heart of campus is primarily a
pedestrian space. Exterior walkways on both
levels of the Main Building and pathways
leading to East Campus are inviting and easily
traveled, with only the drives mentioned above
creating a sense of “vehicle first, pedestrian

Primary pedestrian access throughout the
academic portion of campus occurs along the north-south axis inside the Main Building. Any
new buildings should connect to this walkway system, but as it is already quite long, try to
avoid overextending the distance students walk between classes.

Site improvements should include pedestrian safety features (see next paragraph) and
additional pedestrian-friendly walkways to connect new buildings and new parking lots to
each other and the balance of the campus.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                   20
The placement of parking at the perimeter of campus assists in reducing the
pedestrian/vehicular traffic conflicts common to many college campuses.

The most prevalent conflict noted at Brazosport College is the drive in front of the Main
Building south entry and the Clarion entry. Although the portion of the road in front of the
Clarion was redesigned and is fairly safe to cross, the section in front of the Main Building
mixes pedestrian crossing, drop-off, moving traffic and parking in one area with no

The entry to C Wing also mixes pedestrian and
vehicular traffic in one area, but minimal traffic
and varied pavement material and bollards
makes this area relatively safe.

The master plan should address areas where
parking, drives and walkways are not well
defined by separating traffic whenever possible,
and slowing vehicular traffic when conflict is

Campus signage is minimal and difficult to read
from a moving vehicle. The largest roadside
sign, at the west entry, is small, hidden and
directs people down a dead-end road that
doesn’t access the larger parking lots. Both the
sign for the Brazosport Center for the Arts and
Sciences (BCAS) and the building itself,
however, are quite large and often confuse
visitors into thinking the center is part of the

High-contrast, readable building signs, a simple
directional signage system and drive-up campus
maps at main entries would be one way to
minimize confusion for the first-time or
infrequent visitor.

Larger ground-level signage at center entry
(proposed to be redesigned into the main entry)
would help define the College and visually
define the entry drive for the College. One
option would be to develop signage to serve
both the College and the BCAS.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                   21

A campus-wide facility assessment was performed as part of the master planning process. A
thorough understanding of the facilities condition is required to produce an economically
feasible master plan that maximizes the use of existing structures and corrects infrastructure
problems as part of other renovation. Repairing equipment and updating finishes, only to
replace them again during a thorough renovation is poor planning and a waste of limited
funds. Combining both parts of this study is essential to avoid this waste and to ensure
proper phasing of all proposed projects.

Analysis of existing facilities on the main campus of Brazosport College revealed both
structures and grounds to be in good to excellent condition. The original structure, built in
the late nineteen-sixties, has weathered well on both the exterior and interior due to the use
of concrete structures, concrete block wall surfacing, and other durable or easily replaceable
materials exposed both inside and out.

Considerable effort and ongoing expense has been expended over the life of the original
facility to maintain a condition of quality, and where required, repair deterioration that has
occurred due to aging. Items that have depreciated beyond their life cycle expectations have
been replaced or are scheduled for replacement on an ongoing and budgeted basis.

Modification, expansion, and maintenance of the mechanical infrastructure have been an
important and continuing effort parallel to accommodating facility growth and changing

No major structural or physical impairments, other than those scheduled for upgrading or
retrofitting due to wear or obsolescence currently exist that have not been included or
already considered for inclusion in the ongoing maintenance and budget programs.

A significant portion of the existing area has been remodeled to eliminate obsolescence and
accommodate changing or expanded functional needs. Major expansions, incorporated
under an extension of the same single roofed structure, occurred in the nineteen-seventies,
nineteen-eighties and nineteen-nineties.

In the late nineteen-nineties and early two-thousands, a major expansion program occurred,
including construction of buildings to house the Child Development Center, the Corporate
Learning Center, and the Music Performance Hall. These facilities are freestanding,
surrounding a highly developed campus mall and green space parallel and adjacent to the
original single roofed structure. Currently, additional remodeling is underway on additional
areas of the original structure.

Specific areas requiring ongoing maintenance and replacement programs include the

Roofs have been maintained and replaced periodically over the lifespan of the buildings. A
roof replacement schedule, included following this general assessment, has been prepared
by the Facility Services Department of the College identifying areas considered, dates of
installation, roof sizes, estimated replacement costs, and estimated replacement dates. This

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    23
schedule identifies roofing considerations through the year 2025.         Periodic updating is

An ongoing program of equipment replacement and modification in the building mechanical
systems has and continues to be essential to accommodate changes in air circulation and
volume requirements. Changing code requirements, increased building occupancies, facility
expansions, equipment heat load increases, the need to manage and reduce energy
consumption, and many other factors accelerate obsolescence, maintenance and
replacement requirements. An AHU replacement schedule has been prepared by the Facility
Services Department of the College identifying equipment, size, location, date installed,
estimated replacement cost, and proposed replacement dates. This schedule identifies
mechanical equipment considerations through the year 2050.                Periodic updating is
recommended. Other areas recommended for review and possible upgrading in limited
areas include duct systems, water piping insulation, lighting and electrical and data service.

Recent and ongoing efforts to maintain the exterior of facilities and grounds have resulted in
a clean and quality community image for the campus. Continuing efforts to prevent and
repair damage due to water infiltration, general exposure to the local environment, and
physical or incidental abuse are essential to maintain the structural and aesthetic integrity of
the facilities. Special attention should continue to be given to maintaining the integrity of
flashing, sealants, and painted surfaces. Periodic cleaning of exterior surfaces should
continue to be scheduled and budgeted.

Due to the scope of the work involved, special
budgeting may be required to accommodate
replacement of portions of the hollow metal
framing of the window wall enclosure of the
Mechanical Wing. Remediation work already
done may or may not be successful in deterring
further rusting and deterioration of the lower
areas of the framing.

Doors and hardware assemblies have been, and should continue to be, maintained and
replaced on an as needs basis to meet current life safety and accessibility codes, and to
accommodate general functional and aesthetic requirements.

Interior finishes in some areas are worn or dated and will require replacement, refurbishing,
or upgrading on an as needs basis to maintain the overall quality appearance
commensurate with the quality of newly retrofitted areas. (i.e., carpets, wallcovering, painted
or sealed surfaces, etc.)

Interior furniture in some public areas is outdated, worn, or obsolete as to desired use and
may require replacing or refurbishing.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                      24
Restroom facilities in areas not recently constructed or retrofitted are often obsolete, do not
meet accessibility requirements, have worn and dated interiors and fixtures, and do not
provide the hands free environment that has become the College’s standard. It is
recommended that these outdated restroom facilities be updated to meet current code and
College standards as nearby areas are renovated.

One or more additional elevators would greatly enhance accessibility to the second level of
the original facility.

Science laboratories are adequate for current use, but may require some upgrading to
accommodate changing requirements.

On the short term, remediation and/or correction of building envelope and building systems
enumerated above should continue to be implemented, especially as related to updating the
facilities to meet current code standards, including all life safety, building code and
accessibility requirements.

In the facilities maintenance annual budget, sufficient funds for ongoing maintenance should
continue to be allocated and expended to maintain the existing buildings in a quality and
appropriate condition for their intended uses.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     25
Complete College statistics are available from the College Office of Institutional Research.
The following information was compiled from available resources in 2006.


BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                  26
Brazosport College is a comprehensive public community college which offers: four-year
baccalaureate programs, two-year parallel programs; one and two-year occupational
programs; and continuing educational opportunities for those who wish to pursue areas of
personal interest, community development, or to upgrade occupational skills.

Brazosport College also offers a wide range of developmental programs, an active, service-
oriented Senior Adult program for residents 55 and over and a year round schedule of
community-oriented programs.

Programs available include (a complete list is available in the current catalog):

•   Baccalaureate Degree Programs
    • Bachelor of Applied Technology
•   Transfer programs
    • Associate of Arts Degrees
    • Associate of Arts in Teaching
    • Associate of Science Degrees
    • Dual Credit / Concurrent Enrollment
•   Workforce Education Programs
    • Associate of Applied Science
    • Certificate Programs
    • Tech Prep
•   Distance Education
•   Continuing Education
    • Vocational
    • Avocational
    • Adult Life and Learning Program
    • ABE/GED/ESL Programs
•   Center for Business/Industry Training
•   Small Business Development Center

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     27
The average student at Brazosport College is 24.5 years old, slightly below the statewide
average of 25.2. 54.7% of students are female, also slightly below the statewide average.

64.5% of students are enrolled in academic programs; 35.5 are enrolled in technical
programs. The shift toward increased academic enrollment has been occurring for several

Fall     semester    headcount
enrollment at the College has
fluctuated considerably over the
last decade from nearly 3,600
in 1998 to a peak of 4,100 in
2002 and back to 3,500 in
2004. Currently, enrollment is
enjoying resurgence, with more
than 3,800 in Fall 2006. Based
on Full Time Student Equivalent
(FTSE) projections by the Texas
Higher Education Coordinating
Board, the anticipated Fall
2020 headcount enrollment will
exceed 4,300.

Space projection analysis (see following pages) shows that the current facilities will not be
capable of supporting the projected enrollment growth without addition. The building age,
as well as technology, classroom flexibility and rapid growth in selected programs (i.e.
nursing), will act as drivers in development of new facilities. These updates (especially new or
greatly expanded programs) typically create a “bounce effect” – an increase in enrollment
beyond current projections due to revitalized interest in the College.

Ten other community Colleges in Texas were selected as part of a square footage
comparison. These institutions were selected based on a similar range of full-time equivalent
enrollments (<900 difference), as shown below.







                                                            Grayson County

                                                                                                               Paris Junior College

                                                                                                                                                                                                           San Jacinto College
                                                                                                                                      College of the
                                                                                                Coastal Bend
                                                                             Victoria College


                                                                                                                                                                                       Texarkana College
                                           Temple College

                                                                                                                                                       DCCCD - Cedar
                      Brazosport College

                                                                                                                                                        Valley College

                                                                                                                                                                                                            - North Campus


BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                                                                                                                                                                  28
The master planning committee then compared the total available Net Assignable Square
Footage at those same institutions (shown below). Brazosport College is in the smaller third
of the group.










                                                                                                                                                                                                                                                                                               Grayson County
                                                                                                                                                                                                                                                                   College - North
                                                                                                                                                                                           Paris Junior

                                                                                                                                                                                                                                            College of the
                                                                                                                                                  Coastal Bend

                           Victoria College

                                                                                       Brazosport College
                                                   Temple College

                                                                                                                             DCCCD - Cedar

                                                                                                                                                                                                                       Texarkana College
                                                                                                                              Valley College

                                                                                                                                                                                                                                                                    San Jacinto



Classroom capacities’ were then studied to determine the ability of the current classrooms to
meet size and flexibility requirements for modern, technologically enabled learning spaces.
While, based on data submitted to the Texas Higher Education Coordinating Board (THECB),
Brazosport College is in the middle of the pack with 47 classrooms a student capacity of
greater than 24, only 13 of those spaces exceed 700 net assignable square feet (the
minimum practical area needed for flexible team-based learning layouts). This places the
College near the bottom of the “flexible classroom” count.

                                                                                                                                                                                                                                                                  55                      55

                      50                                                                                                                                                                                          48

                                                                                                                               40                  40

                                                                                                                                                                                                                                   34                        35
                                                                                                 32                                                                                                                                                                                                32

                      30                             29
                                                                                                                                                                                                                                                                                                                Classrooms >24
                                 26                                                                                                                                                                                                                                                                             capacity
                      20                                                                                                                                                                                                                                                                                        >700 NASF
                                                                                                                                           15                                      16                                                                                           16

                                                                                                                                                                                                                                                                                          Grayson County
                                                                                                                                                                          College of the

                                                                                                                                                                                                                                                                  San Jacinto College -
                                   Coastal Bend

                                                                                                                                                       Victoria College
                                                                                                                                DCCCD - Cedar

                                                                                                                                                                                                                   Texarkana College
                                                                                                            Temple College
                                                                Paris Junior College

                                                                                                                                                                                             Brazosport College

                                                                                                                                                                                                                                            Weatherford College
                                                                                                                                 Valley College


                                                                                                                                                                                                                                                                    North Campus


BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                                                                                                                                                                                                                                                        29
A space deficit projection, shown below, was then developed based on the available square
footage and growth projections from the THECB. The goal of the projection was to determine
the current and projected space deficit for the major components of the College. This
projection confirms the situation found at the College – available space is generally
inadequate by current THECB standards, especially office space. Data shows that current
enrollment requires approximately 41,000 additional gross square feet and 2020 projected
enrollment requires an additional 85,500 square feet.

Proposed additional programs, combined with the space needs of adult students, flexible
furniture and team-based learning trends will only accelerate the current space shortages.

                                   Projected space needs
                        Existing     2006          2006       2010            2010      2015            2015      2020             2020
                             SF        SF         Deficit       SF    Space Deficit       SF    Space Deficit       SF     Space Deficit
           Teaching     175,183    159,480       -15,703    166,135          -9,048   179,111          3,928    180,514           5,331
              Library    15,500     30,213        14,713     31,474         15,974     33,932         18,432     34,198          18,698
               Office    20,956     51,398        30,442     53,543         32,587     57,725         36,769     58,177          37,221
     Subtotal, NASF     211,639    241,091        29,452    251,153         39,514    270,769         59,130    272,889          61,250
             Support       x 9%                    2,651                     3,556                     5,322                      5,513
Unassignable Factor       x 28%                    8,989                    12,060                    18,046                     18,694
 Space deficit totals                             41,092                    55,130                    82,498                     85,456

The results of this analysis indicate there is a need for the equivalent of 2-3 typical sized
future buildings in the next 15-20 years, especially to house offices, flexible classrooms and
state-of-the-art lab space.

Following is the THECB January 2006 College Profile for Brazosport College for reference.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                                                           30
In addition to the Master Planning Committee workshops, the input of College stakeholders,
including faculty, staff and community members was enlisted, through group discussions, to
assist the Master Planning Team in uncovering trends, needs, successes and deficiencies that
the Master Plan would need to address. The responses were useful in developing the
priorities and implementation plan for the master plan. The data matrix developed during
this process is included in the appendix.

The External Analysis was organized in a very specific and deliberate way, with the goal
being to gather and incorporate data from several groups of people throughout not only the
Taxing District, but also the larger Service Area. The various groups that met with the Master
Plan team included:

The Brazosport Board appointed a 13-Member Community Advisory Committee (CAC),
whose mission it was to guide the Master Plan team in reaching out to the community and
help decipher the information collected.

This CAC group, as it became known, met several times through the course of the Data
Collection and Synthesis phases of the Master Planning process and served as a sounding
board against which our team confirmed information gathered and conclusions drawn;
helped the team prioritize input and initiatives; and reviewed draft information and provided
valuable comments.

Based on recommendations from the CAC, the Master Plan team contacted community
members, from both the Taxing District and larger Service Area, representing most
industry/market sectors in the community. In an effort to maximize participation, the
meetings were held in a variety of locations across the entire Service Area, and on different
days and times.

Orientation Meetings to the Master Plan process, and overall group meeting goals were
held, to help educate and prepare the community representatives for the focus group
meetings. At these orientation meetings, Dr. Valek explained the Community College history,
structure and funding sources, and the general goals for the Master Plan. The Master Plan
team explained the overall planning process, and how community input plays a significant
role in development of Master Plan strategies.

Twelve different meetings were held with community focus groups to gain their insights, and
thoughts about Brazosport College, its current support of the community’s needs, and visions
for the future. The groups were loosely organized around industry types, including health
care, business and industry, education, and at-large groups. The format of these Focus
Group Meetings centered around a Strength, Weakness, Opportunity, Threat (SWOT)
Analysis, and general discussion. Importantly, no representatives from Brazosport College
attended these focus group meetings, because the Team did not want to miss any thoughts
or ideas that might go unsaid, out of deference to the existing Administration.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    32
While participation in the Community Focus Groups was moderate, there was good
representation across industries within the Service Area, as well as good geographic
representation from across the Service Area. The Community Focus Groups confirmed areas
of need and raised many interesting thoughts about how the College might continue to
support the success of the community over the next 15 to 20 years. A summary spreadsheet
showing the Strengths, Weaknesses, Opportunities and Threats identified by these Focus
Groups is included in the Appendix.

The Functional Analysis, or analysis of the College’s current programs and offerings as
compared to future plans for academic, workforce and continuing education programs, was
developed through discussion with the College’s Administration and an Administration-
assigned Internal Advisory Committee.

The Internal Advisory Committee, made up of faculty and staff of Brazosport College, met to
outline their impressions of the strengths, weaknesses, opportunities and threats of the
College, as well as envision the types of services and skills the College can help build to
support the community over the next 15 to 20 years. The Internal Advisory Committee was
composed of representatives from the major academic and workforce areas, as well as
support services, Administration, and Foundation staff.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                 33
Based on the research, analysis and synthesis outlined in the previous section, the following
challenges were developed. These challenges are vital in defining the “problem” to be
solved, driving the thinking that takes place throughout the entire master planning process.
These challenges sparked discussions among the members of the master planning team,
often bringing undiscovered challenges and opportunities to light, producing a more
cohesive final plan.

Some challenges uncovered as part of the development of a master plan are as follows:

•   Demographics – Growth in the northern region of the service area; increased competition
    from other regional colleges.
•   Facilities Condition – Aging infrastructure, equipment, classrooms and labs. Projects
    developed from the master plan are prime opportunities to address these issues during
    other renovation work.
•   Facilities Use – Undersized and outdated classrooms and labs; underutilized student
    meeting and gathering spaces.
•   Flexibility – Older facilities lack flexibility to easily accommodate future pedagogical and
    technological changes.
•   Landscaping/Site – Disconnect between east and west campus; need for maintaining
    existing views and vistas as much as possible; need to address pedestrian and vehicular
    circulation issues; improve wayfinding.
•   Growth – Develop placeholders for future building sites and parking.

After the data was collected, recorded, considered, evaluated and prioritized, the Master
Plan team began developing guiding principles and growth strategies, and studying how the
campus might be organized in the long term to address cohesiveness, organization,
utilization, growth and zoning.

Through a series of Staff Workshops with a smaller group of staff representing
Administration, Academics, Workforce Training, Student Services, Registration and the
Brazosport Foundation among others, the Master Plan team led the group through
prioritization and implementation scenarios to arrive at the phased Master Plan, presented in
the following section.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                      34
                                  MASTER PLAN

At this stage of the master planning process, the vision for the College and the needs
dictated by the programs are translated into physical projects driven by the opportunities and
constraints available within the facilities and site. This is the point where the needs, desires
and abstractions of the program take on structure and purpose, creating a blueprint for the
future development of the College.

When potential and expanded facilities are organized on the site, the Master Plan also
provides placeholders for future projects - an overall scheme ensuring that any new project
will be well integrated into the whole campus, with forethought to the infrastructure needed
to support that facility.

The site plans on the following pages show existing and proposed facilities in a framework of
an overall master site plan and a phased implementation plan.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                      36
Note than proposed master plan diagrams have been rotated slightly to align the buildings
vertically on the page.

 Flat-floor multipurpose space

 Placeholder for future growth

 C Wing Office Annex

 Health Professions Building

 Science and Emerging
 Technology Center

 Process Equipment Trainer

 Placeholder for future
 conference/graduate housing

 A Food Service, Bookstore,
   Classrooms, Offices
 B Classrooms, Labs, Offices
 C Administration, Labs
 D Tech Labs, Classrooms
 E Main Entry, Student Support
 F Library, Classrooms
 G Tech Classrooms, Facilities Dept.
 H Tech Classrooms & Labs
 I IT, Classrooms
 J Gym
 K Theater, Classrooms
 L Classrooms

 Children’s Center

 Corporate Learning Center

 The Clarion
 Musical Performance Center

 Brazosport Center for Arts and
 Sciences (not affiliated with
 Brazosport College)

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                37
Proposed changes to the campus zoning identified as part of the site analysis include:

Buffer/Nature and Buffer/
Nature/Exercise: These zones
will be better connected to
similar functions, including a
proposed Recreation Zone as
well as more tightly integrated
with other zones, providing for
additional           recreation
opportunities throughout.

Clarification of this zone
through relocation of technical
and science programs with
specific facility requirements to
new or upgraded facilities.

This zone is proposed to be
consolidated in fewer locations
and expanded to create
additional synergies between
academics     and     technical
training, allow expansion of
nursing and science programs
and create a strong presence
on campus.

Community:        The primary
proposed change to this zone
is improved connection to the
Academic/Administration Zone
through improvements in the
site between the two areas.

Residential:    This proposed
zone is a placeholder to
ensure future development of
conference / baccalaureate
housing will occur in a planned

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    38
In parallel to the master plan process, a College-wide facilities assessment was performed to
identify areas of the facilities and infrastructure requiring attention. Since most heavy
maintenance work (i.e. HVAC systems, plumbing, toilet room upgrades) includes work on
adjacent systems and architecture, it is recommended to couple these projects with other
renovation and space reconfiguration work whenever possible to minimize duplication of
effort and costs.

The College intends to continue its efforts toward improving the condition of the facilities
throughout campus, repairing and replacing systems as necessary to avoid the potential
complications and exponential costs associated with deferring needed maintenance.

These proposed site projects are independent of any work on a specific building. Shown later
are site improvements to be considered as part of individual building renovation or addition

Roadway signage should be upgraded to a simple wayfinding system that includes
coordinated roadway, pedestrian and building signage and monumental signs at campus
entries. Signage should be designed to be read from a distance and from a moving vehicle.

Older roads throughout campus should be resurfaced as part of any upgrades and, where
drives intersect parking areas, relocated to separate moving vehicles from parked vehicles.

As shown in detail in the implementation plan, campus entries should be redesigned to focus
the majority of student traffic to a redesigned center entry boulevard. Abandoned roads
should be replaced with pedestrian paths designed to be drivable on limited occasions by
campus service vehicles only.

The east and west halves of campus should be connected via roads at both the front and
rear of campus to provide existing options and eliminate the need to use College Drive to
traverse the campus by car. Roads should be placed carefully to ensure pedestrian/vehicle
conflicts are reduced, not increased.

The limited number of buildings and the Main Buildings focus on student functions minimizes
the need for the extensive network of pathways typical at most colleges. The exterior
walkways that are part of the Main Building are well protected and afford attractive views of
the many building courtyards and open spaces.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                   39
Paths between the east and west halves of
campus are attractive, passing through the
landscaped campus “plaza”.      The abandoned
road running along the east side of the Main
Building detracts from this area and should be
redesigned or replaced with a walkway.

A clear definition between roadways and
walkways, including paving materials of different
texture and color, as well as landscape elements
to prevent driving on walkways is proposed for all
points of access.

The path from the south parking lot to the Main
Building entry and the path between the Clarion
and the Main Building entry could be
strengthened to create a stronger sense of
connection and improve pedestrian safety.

For any new development, continued planting of
shade-providing trees along walking paths on
campus will help define these areas and make the
walk between buildings more pleasant in hot
weather. Repeating the existing use of ornamental
and shade trees along vehicle drives and parking
lots will help formalize the campus, reduce the
scale of the open areas and hide the parking lots
from view.

New facilities should also continue the existing
theme of using landscape and hardscape to
create gathering areas at building entries. This
will add life to these buildings, provide dedicated
space for planned and impromptu outdoor
meetings and make these buildings easy to
identify without signage.

General landscape improvements should include:

•   Creation and implementation of a comprehensive landscape plan to continue and
    enhance the existing landscaping. This will ensure a unified, collegiate presence
    throughout campus as new facilities are developed.
•   Annually scheduled planting of trees and other low-maintenance, drought-resistant
    plants, with an emphasis on those found in local environments. Beginning this process as
    soon as possible is recommended, given the length of time required for trees to mature.
•   A lighting replacement program to be phased in throughout campus, with an emphasis
    placed on improving pedestrian lighting and reducing night-sky light pollution.

Future growth of the campus must be planned for, even when the growth may be years off
and its direction unclear. Inclusion of “placeholders” in the master plan helps ensure that
future development will take into account the direction the current administration has set for
the College. Without these placeholders and some broad design standards, future
development often occurs in a vacuum, creating a campus without a sense of community or
cohesiveness. Creation of placeholders is especially important at Brazosport College given
the limited buildable area within the academic heart of campus.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    41
The Master Plan Committee developed a set of project priorities through workshops,
interviews and data analysis. These priorities were then organized into phases to create the
master plan and implementation plan.

The goal of the implementation plan is to break the master plan into manageable parts,
both for phasing and funding purposes. This helps ensure that projects occur in the correct
order, in affordable groupings and in a manner that avoids space shortages during

When the need to commence a planned project (or set of projects) is established, the master
plan and implementation plan are then used as the starting point in developing a project-
specific, detailed program, detailed costs and the beginning of the funding process.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                  42






The current location of the IT
Department and the Server Farm is on
the lower level of the I Wing. Proposed
changes include relocation of the servers
to the second level of the I Wing. This
location was chosen to minimize the
fiber and cabling rework necessary. The
displaced classrooms, including the law
enforcement      classroom,   could   be
relocated to other, more appropriate
facilities on campus.

Effective gathering spaces are fundamental to the “life” of a building. Opportunities for
students to meet (over food and coffee) with other students and faculty in a variety of settings
throughout a building increase learning effectiveness by carrying the lesson outside the
classroom and fostering deeper discussions.

While the Main Building contains more gathering spaces than typically found in an
educational facility of its age, the spaces are typically furnished with fairly immovable lounge
seating and few work tables. Even with attractive views to the exterior, these spaces are
often underutilized.

The large Student Center, adjacent to
the library, is often traversed, but seldom
used by groups of students. The long
runs of sofa-type seating is seldom
occupied by more than one or two
students, as a single body in a seat
creates a “territory“ that discourages
others from sitting in the same area.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                      44
Proposed changes include additional workgroup seating, flexible, movable seating options
and food/coffee kiosks. Good acoustics, easy access to general use computers and power
for laptop computers are also required to increase use of these spaces. Incorporating some
student services into these spaces also adds activity to the area, while the gather space itself
can replace the need for dedicated waiting rooms.

Changes and upgrades to secondary gathering spaces (outside the Student Center) can be
made at any time during the life of the master plan, not necessarily only Phase 1.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                      45
This first phase begins the development of the Science/Technology Corridor. This
collection of existing and new facilities, as well as the space between them, will house the
science programs, health professions programs, technology programs and many of the
workforce education programs. This space will become a high-visibility entry point, with
room for growth, to all science programs.

The goal of collecting these programs in one location is to emphasize the connections
between Health Sciences, Physical Sciences, Life Sciences, Emerging Technologies and
Workforce Programs and create flexible space for response to emerging technologies.

Approximately 25,000-30,000 SF new construction

Rapid growth and inadequate staffing levels in
the health professions is driving changes in this
curriculum at many community colleges.
Brazosport   College,     already    offering  a
Vocational Nursing Program and an Associate
Degree Nursing Program, wishes to meet the
needs of the region and increase interest in the
College by expanding its offerings in the Health

To provide space for the growth in Health
Professions Programs, a new state-or-the-art
facility is proposed to house labs, general
classrooms, large lecture spaces and department
offices for all Health Professions Programs at the
College. Since lab space in this facility will be
primarily identified by the equipment rather than
classroom walls, these areas should be designed
with flexibility in mind, ensuring a “future-proof”
building with spaces that can be converted as
technology and pedagogy changes.

As the nursing programs are projected to be the heaviest users of the general and life
sciences labs, long-range plans include later construction of a connected Science/Technology
Building to house the science program. Biology labs however, most critical to the Health
Professions Programs, are proposed to be relocated in this first phase

Potential programs to be housed in this building include:
       Nursing                                  Nursing Assistant
       EMS                                      Radiology Technician
       Pharmacy Technician                      Medical Technician
       Biology/Life Sciences

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                  46
The proposed location for this high-visibility
destination building is at the northwest corner
of the campus near the end of the existing west
campus drive. New parking and a connector
between the west and east campus drives will
also act to increase traffic at this location,
drawing more people past the most attractive
side of the Main Building.

In keeping with the architecture of the Main
Building, a covered connector between the
Health Professions Building and the Main
Building is proposed.

Approximately 30,000 SF new construction

The current science labs located in the Main
Building are undersized and outdated in design
for current laboratory standards.        Projected
growth in the Health Sciences, particularly
nursing, will increase the use of the labs and
further tax the building. The high costs and
limited benefits of extensively renovating the
existing labs in place drive the decision to build
a new facility to house the Science Program.
Phase 1 included relocation of the biology labs
to the new facility. Phase 2 proposes relocating
the balance of labs.

Part of the Science/Technology Corridor, this
new facility will be connected to the Health
Professions Building to promote collegial
interaction.     It will house all science labs,
department offices and flexible, technologically
capable classrooms. This will create a high-
visibility space for these growing programs, act as a recruiting tool, and free up space in the
existing building for less costly and technologically demanding general classrooms and office

The combined building will have an easily identified main entrance and create a strong,
second campus entry from the northwest. As part of the Science/Technology Corridor, this
facility will be an essential part of the plan to create new synergies between the science,
technology and workforce programs.

Additional space and flexible labs will also allow development of an Emerging Technologies
Incubator, where startup technology companies would have access to the space and
resources and partnerships the College can offer. The proposed building should be designed
to allow the space to convert easily between uses.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     47
The proposed Science and Technology Courtyard is part of the development of the
Science/Technology Corridor. The landscape and pathways will assist in emphasizing the
connections between the sciences, emerging technologies and workforce education by tying
the facilities together and increasing visibility of the programs as people move through

In addition to landscaping and outdoor gather areas for students, proposed improvements
will include the Process Equipment Trainer, space for additional equipment and opportunities
for incorporating the outdoor environment into the learning process.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                  48
Approximately 35,000 SF new construction

A Large flat-floor multipurpose assembly space is proposed to be located south of the Main
Building, facing the new Entry Plaza. This facility would not only provide space on-campus
for commencement and other all-student-body functions, but will be available to rent for
corporate events, conventions, trade shows and other functions requiring a large, open, flat-
floored facility.

The proposed location will ensure the building is visible from College Drive, easily serviced
from all 3 entries and allow use of the existing south parking lot for most functions. Open
space to the west will allow outdoor events to be supported by the facilities in the
Commencement Arena or be available for development of additional parking if required.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                   49
Noted in the space deficit analysis and confirmed
upon investigation, office space for faculty, staff
and administration is critically short. It is expected
that full time faculty alone will require at least 25
additional offices within the next five years. In
addition, the space in C Wing used for
administration offices is overcrowded and poorly
organized for ease of interaction.

To meet this need with minimal disruption and in
the shortest time possible, it is proposed to first
construct a two story office addition to the C wing
to be located in the C/D wing courtyard. The size
and location of the addition should retain part of
the courtyard to both the east and west to allow
continued views from inside the main building.

Once complete, the addition would allow
relocation of the administration office staff (as part
of Phase 2) while the lower level of C wing is
renovated to improve interaction between departments and among staff, students, faculty
and visitors.

Approximately 6,000 SF new construction

The Process Equipment Trainer, part of
key two and four year programs at the
College, is currently relegated to a low
visibility site at the “back” of campus.
Proposed changes as part of the
“Science/Technology Corridor” include
construction      of   a    new    control
room/trainer classroom building and
reworking of the area surrounding the
trainer to create a highly visible
technological       showpiece,   increase
visibility of the entire program for
students and corporate partners.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                              50
A priority recognized by the master planning committee was to address deferred
maintenance issues as part of work performed under the master plan. Key issues include
upgrades of older infrastructure, replacement of worn hardware, finishes and fixtures,
improvement of humidity control through HVAC system upgrades, continuation of the roof
replacement program, improvement in ADA compliance, and repair of deteriorated window

Development of a comprehensive wayfinding/signage plan, including roadway, walkway,
building exterior and interior signage is important to creating a cohesive look for the entire
campus and simplifying wayfinding. To avoid over-signage (as bad as under-signage), the
recommended philosophy is to first improve wayfinding without signage whenever possible
and then install signage where necessary. Signage should be cohesive, readable from a
distance, properly scaled and easily modifiable.

While a relatively minor project, beginning early and continuing implementation over several
years as part of other project work will be an important, visible part of creating a sense of
change throughout campus.

Creation of a comprehensive landscape plan and implementation of this plan as soon as
possible is recommended as most plantings, especially trees, take a long time to mature. The
landscape plan should include opportunities for donor trees, gardens and furniture. Having a
plan in place and plantings already in the ground would allow donors to pick which items to
“buy” and not require the donation before the item gets installed (often leading to trees of
greatly different sizes and barren areas awaiting donors).

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    51
As part of the Health Professions Building project, the master plan proposes development a
new parking area at the northwest corner of campus to serve the Health Professions
Building, Science/Technology Building and the PET complex.

Included in the development of the parking lot, completion of the ring road between the
west drive and the east drive is proposed. This connector will allow more access options to
the entire campus and eliminate the current dead-end situation at both drives. This road
can also serve as an access for any future development at the north end of campus.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                 52
In order to increase College visibility and campus access, reduce driver confusion and create
a sense of excitement and change at the College, the following entry improvements are
recommended as part of Phase 1.

While the central entry drive is heavily used, it is difficult to identify as the primary access,
appears to belong to the Brazosport Center for Arts and Sciences (CAS) and dumps one
unceremoniously into the main parking lot.

Proposed changes to visually connect Brazosport College to the community, create a stronger
street-front presence and improve the first impression of the campus include:

•   Installation of monumental signage large enough to be visible from approaching cars.
    This will ensure this entry is identified as belonging to the College. Complimentary but
    distinct signage for the CAS should be considered at the east entry to help reduce driver
•   Landscaping similar to that at the existing sign at the west entry.
•   Redesign of the entry drive to a tree-lined boulevard, separated from the parking lot,
    running to the Main Building entry. Mirroring the effect of the west entry drive, this
    approach would ensure the first view of campus would be of trees and the Main Building,
    not of the parking lot.

As part of this project, improvements
to the west and east drives include
additional plantings, lighting and
monumental signs similar to the one
proposed at the central entry.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                       53
This proposed project would also include development of a Main Building entry plaza.
Benefits include:

•   The boulevard drop-off drive will separate moving vehicles from the parking area,
    increasing safety.
•   Crosswalks, islands and traffic-calming devices (i.e. traffic shelves, stop signs) will
    improve pedestrian safety.
•   The plaza will create a strong “front-door” presence for the College, with existing entries
    and new facilities facing a single, highly visible access point.
•   Opportunities will be available for improved ADA access and drop-off points for
    inclement weather.
•   Future development of a connector to the west entry drive should be incorporated in the
    design to improve traffic flow throughout campus.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     54
To improve east-west circulation at the front of campus, a cross-campus drive is proposed to
connect the existing drive through the south parking lot, past future building sites, to the
west side of campus. This proposed roadway will provide bus drop off zones for the new
facilities, access to additional parking and eliminate the dead-end situation at the west drive.

To offset staff parking space lost during construction of the Health Profession Building, a
parking lot is proposed for the southwest corner of campus adjacent to the A Wing. This
parking, tucked into existing trees would provide space for staff as well as visitors to the
adjacent future buildings.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                      55





The second phase of the office expansion/renovation project for the C-Wing is comprised of
the relocation of administration office staff into the new space while the lower level of C
wing is renovated to improve interaction between departments and among staff, students,
faculty and visitors. Additional space will be provided through renovation of the upper level
of C wing into additional office space once the biology labs are relocated to the new
Science/Technology Building.

Depending on the amount of office space required, an alternate would be to construct a
second office addition in the B/C wing courtyard.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                   57
In concert with the proposed improvements to the Student Center, changes to the Library are
recommended to increase activity and student use, better integrate digital media and better
connect the Library space (currently turning its back on the Student Center) with the balance
of the building.

The relatively affordable proposed changes, focusing primarily on entry, furniture and stack
relocations/updates and finish upgrades are:

•   Relocate Stacks / Relocate Study Areas:
    Locate the stacks at the north end of the
    library and locate the circulation desk,
    computers, periodicals and group study
    tables to the south end of the library. This
    switch will allow the more active spaces in
    the library to be under the high ceiling and
    connect these spaces to the revised Student
    Center. Locating the circulation desk near
    the new entry will allow monitoring of the
    entire library and act as a security point in
    the new, more open environment.

•   Reorient Entry / Connect to Student
    Center: Relocate the Library entry to the
    wall facing the Student Center. Provide an
    enlarged opening, without doors, between
    the spaces to promote additional use of the
    Library and encourage “noise zones” where
    the loudest functions can be in the Student
    Center (hanging out, group meetings,
    itinerant computer use), quieter study
    groups and individual reading can be in the
    matching Library space and areas requiring
    silence can be near the stacks. Retracting
    doors or gates at the entry will allow the library to be secured at night without creating
    the sense of separation that now exists during the day.

•   Invite Students: As is the trend in college libraries to increase library use, introduce
    beverages and food into the Student Center and the study areas of the Library. As
    proposed in the other gathering areas on campus, provide more seating options and
    access to power.

•   Repurpose Level 2: Remove study carrels and devote the entire second level to stacks.
    This will help in meeting increased material requirements for accreditation while allowing
    increased student activity on the lower level.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    58
It is projected that space requirements for the Library will continue to increase in the future.
The centrally located current Library, while landlocked, is in an ideal location for ease of
access, visibility and security. The plan listed above to renovate the Student Center and
Library at the same time and in the same palette was predicated on the idea to convert the
entire space into a library function in the future (see Unphased).

In preparation for the future expansion of the library into the existing Student Center and to
provide a new point of entry for the main building, an infill of the courtyard between J and K
wings is proposed. Elements of this design include:

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                      59
With direct outside access and views to the campus plaza, the courtyard infill will provide
space for a new Student Center. The new location, nearer the outdoor area and the
Corporate Learning Center, will be ideal for receptions and large group meetings and allow
better off-hours access to the Student Center and the Library.

To increase visibility and off-hours access to the Baccalaureate Programs, the upper level of
the light-filled courtyard infill is proposed to include state-of-the-art high-visibility
baccalaureate classrooms and learning labs and group study and gathering spaces
overlooking the student center.

                                                                    Courtyard infill concept

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                   60

As space in the Main Building is vacated by programs relocating to the Health Professions
Building and Science/Technology Building, it is proposed to convert those spaces into state-
of-the-art classrooms, additional faculty offices and additional administrative offices. Spaces

•   B Wing – Level 1: Convert former chemistry labs to flexible, state-of-the-art general
•   B Wing – Level 2: Expand existing office space into vacated classroom space.

As renovations of spaces into new functions and as classroom space becomes available in
new facilities, it is proposed to update existing instructional space into state-of-the-art

These proposed changes extend beyond added technology – they include oversized
technology infrastructure to ensure future-proof classrooms; reconfiguration of interior walls
where practical to create the larger classrooms required for flexible furniture use; and
upgrades of lighting and HVAC to ensure noise and glare do not detract from learning.

As no two students learn entirely the same way, space should be developed to allow learning
in multiple modes. An intelligent, flexible, noise-controlled and well-lit environment for
education is the goal for any classroom renovations.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     61
Development of the ring road at the rear of campus provides an opportunity to improve
access issues that have been plaguing the College for years. Currently, there are no parking
spaces or drop-off zones for buses or disabled visitors that afford protection from the
elements during loading/unloading and travel to an entry.

The ring road will allow one-way bus drop-off in front of the C and D wings (currently
impossible without turning room at the end of the dead-end road. A covered walkway is
proposed to allow vehicles to pull along side the building to load and unload passengers
while protected from the elements.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                  62





As part of the Master Planning process, ideas are considered and developed that, due to
priorities and circumstances, do not always fit well into the scope of a 5, 10 or even 15 year
plan or do not have to be completed in a particular sequence.

These items aren’t necessarily only to be developed after the rest of the master plan, but
should be reviewed and reprioritized if warranted by changes in the priorities and finances of
the College.

Even if all the current deferred maintenance items indicated in the master plan and facility
assessment are resolved, new problems will always be occurring. An adequate budget for
this unforeseen work must be available to ensure the campus will survive intact into the 22nd

The existing campus plaza, situated between the Main Building and the CLC is a very
attractive space and creates a strong sense of identity for the heart of campus.
Unfortunately, several factors contribute a sense of separation.

As mentioned previously in the master plan, the partially abandoned roadways to the east
and north of the Main Building are relatively safe for pedestrian use and only used by
campus      service   vehicles.    Their
appearance,       however,      remains
vehicular    and     unwelcoming      to
pedestrian travel. The road east of the
Main Building, for example, creates a
physical    and     perceived    barrier
between the Main Building and the
Corporate/ Culture/ Community Zone
east of the campus plaza.

The master plan proposes conversion
of the roads into wide pedestrian
pathways (although narrower than 2-
lane roads). The goal of this project is
to visually connect the west side of
campus to the campus plaza, create
easily identified pathways to building
entries and entice students to spend
more time on the plaza.

The pathway also provides clear, direct
outside access to the new Student
Center addition and Library for after
hours functions.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    64
Proposed as part of the master plan is creation of dedicated space for future play fields. This
area, adjacent to the existing tennis courts and running track as well as the proposed
residential zone would include a relocated running path (moved due to roadway changes).

The running path is also proposed to be extended along the bank of Oyster Creek at the
west edge of campus, connecting to the existing network of running/biking paths along
College Drive and Oyster Creek Drive.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     65
Significant growth in the square footage of campus facilities warrants planning future growth
of the Facilities Building and surrounding complex. Shifting academic functions to the north
end of campus will also result in increased visibility of this and other service areas.
Landscape should be used to shield views of the service yard.

To ensure adequate power, heating and cooling for increased demands on the existing
facilities as well as for new facilities, space for a potential expansion of the Power Plant
Building should be reserved. As an alternate, energy efficient, cost effective technologies for
providing cooling and heating, such as geothermal heat pumps, should be considered to
reduce energy consumption, operating costs and the need for building expansion.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     66
Once the new student space is developed in the courtyard infill between J and K wings, the
existing Student Center will become available for expansion of the Library to meet increasing
accreditation requirements and multi-media needs.

Extending the Library into the Student Center will require maintaining cross building access,
potentially at both the north and south ends of the expanded library on both levels. This will
allow the space to retain its functional relationship to adjacent spaces and the building as a

One of the proposed concepts to ensure a pipeline of well-prepared incoming students to
Brazosport College is to partner with high schools in the service area to provide opportunities
for dedicated students to complete their secondary education on the College campus.

One proposed, cost effective concept for incorporating a Collegial High School into
Brazosport College is to take advantage of the additional classroom space afforded by
development of the new Health Professions and Science/Technology Buildings instead of
constructing a standalone high school facility. Providing space for high school students in
dual-credit college courses will allow these students to complete High School while earning
their Associates Degree.

Student support and administrative space for this program is proposed to be housed in Room
K101, the current flat-floor assembly space adjacent to the Student Center. Construction of
this space is planned to begin after completion of the new Commencement Arena at the
south end of campus, allowing the College to provide uninterrupted use of large assembly
spaces to the public.

An additional opportunity to
create a marketable niche for
the College is development of
housing for select groups. The
proposed residences would be
for priority use by the corporate
community          and        the
baccalaureate          programs,
allowing the College to expand
regional outreach for the
Baccalaureate Programs and
global     outreach     for   the
corporate community.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                     67
To ensure orderly development and avoid haphazard placement of new structures and
efficiently use the available utilities, the College desires there to be locations on campus
reserved for future buildings.

The primary proposed location for future development is immediately south of the Main
Building. This site can provide addition student support space, offices space or classroom
space conveniently located adjacent to the Entry Plaza, the south parking lot and other
support services.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                  68
Architectural guidelines are an important part of a master plan, providing a design
framework for future development. The goal is not to stifle creativity or the use of new
materials or techniques, but to foster harmony between the site and buildings, existing and
future facilities, and the College’s needs and architect’s designs, thus avoiding a disjointed
appearance that can easily occur on a campus built up over several decades.

Suggested architectural guidelines are as follows:

•   Mature, natural areas of the campus should be considered important architectural
    elements and not be compromised without justification.
•   Landscape materials should be as low maintenance as practical, emphasizing “broad
    brush strokes” of similar plantings instead of numerous installations of mixed vegetation.
    Examples of groupings include trees evenly spaced along walks to emphasize pathways,
    trees planted as windbreaks, and selected vegetation planted to act as backdrops and to
    identify gathering spaces.
•   Flowering annuals, other high-maintenance plants and turf grass should be used
    minimally and only as accents to reduce maintenance requirements. Plantings should
    emphasize native vegetation over exotic species.
•   Site lighting should be appropriately scaled for its use, emphasizing pedestrian-scaled
    fixtures wherever possible.
•   Vehicular access roads should not cross pedestrian paths unless unavoidable. Crosswalks
    should be easily identifiable from a moving vehicle through a change in material, to help
    improve pedestrian safety.
•   New facilities should embrace design, materials and technologies that promote
    sustainability, minimize construction-related waste, reduce maintenance, allow for future
    expansion, and improve energy efficiency and indoor air quality.
•   New buildings should compliment the scale of existing buildings.
•   Building materials, although not needing to exactly match existing materials, should
    compliment the existing dominant facing materials.
•   Designs should add character to the campus, but not create architecture that is disparate
    to the whole campus image. In other words, a “signature building” should be read as the
    signature of Brazosport College.
•   Buildings should not have a readily apparent back side, but address on all facades the
    adjacent use and context, and be oriented to compliment existing buildings and the
    surrounding landscape. This does not preclude well defined building entries, which
    should use pedestrian-scaled detail and landscape to ensure easy identification.
•   Interior finishes should be durable and low maintenance, but not overly hard and
•   Technology, occupant comfort, acoustics, lighting and daylighting are all critical to
    student success. They should be considered important in every appropriate space.

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                    69

                                                                        Inflation Adjusted
                                                      2007 Cost                 Cost
PHASE 1 (2007-2011)                                   $40,045,000              $42,862,000

IT department reorganization                               860,000                860,000
Plant upgrades (separated from MB renovations)             700,000                700,000
Upgrade gathering spaces                                   500,000                500,000
Health Professions Building                             10,500,000             11,200,000
Science Technology Building                              9,750,000             10,340,000
Science Technology Courtyard                               350,000                442,000
Commencement Arena                                      10,000,000             10,600,000
Office expansion/renovation part 1 infill                2,400,000              2,544,000
PET control/classroom                                    2,000,000              2,120,000
New northwest parking lot                                1,000,000              1,191,000
Main entry boulevard and plaza                             600,000                715,000
Wayfinding improvements                                     50,000                 60,000
Ring road                                                  720,000                858,000
West entry drive connector                                 300,000                357,000
New staff parking                                          315,000                375,000

PHASE 2 (2012-2015)                                    $17,240,000            $22,869,000
Office expansion/renovation part 2 C-wing                3,240,000              4,336,000
Library/student center reorientation                     1,500,000              2,008,000
Student Center - J/K courtyard infill                    9,500,000             12,713,000
Main Building renovations                                3,000,000              3,812,000

UNPHASED (2008-2020) *                                  $4,650,000              unknown
Campus plaza and pathway improvements                      750,000               unknown
Recreation zone                                            500,000               unknown
Facilities Complex                                       1,000,000               unknown
Power Plant                                               unknown                unknown
Library expansion                                        1,500,000               unknown
Collegial High School                                      900,000               unknown
Residential                                               unknown                unknown

* The stand-alone nature of the unphased projects means they may be completed at any time
during the life of the master plan

BRAZOSPORT COLLEGE 2007-2020 CAMPUS MASTER PLAN                                             71
             Needs Identification Findings
             September 12, 2006
                                                                                                    ARCHITECTURE ETC*
                                                                                                    RAYMOND L. BURROUGHS, AIA

                           Community                              Internal                             Community
                             Advisory                            Advisory                                  At-
                            Committee                           Committee                                Large
STRENGTHS    Good value. Strong scholarship/        Convenient, Available and            Quality local education for a fair
             financial aid program to make          Valuable                             price.
             education more accessible.
                                                    Strong Dual Credit Program &         Strong Dual Credit Program &
                                                    strong relationship with ISDs        strong relationship with high
             Outreach to high school students.      Outreach to high schools - U-Turn    Direct marketing mailers provide
                                                    Program, Career Fair (HS Juniors),   information to community.
                                                    Direct Marketing
             Matches industry demand with                                                Great prep for further education
             educational opportunities; and great                                        (transfer students); and strong
             foundation for 4-year programs.                                             general education core program.
             Attractive campus; financially                                              Attractive & well maintained
             strong and viable organization; &                                           campus with strong leadership.
             has strong leadership.
             Diverse programs and partnerships                                           Partnerships with other institutions
             with other institutions.                                                    & with community.

             Committed faculty & staff.                                                  Hands-on staff & faculty, and
                                                                                         their availablity/human contact.

             Innovative in use of technology &                                           Good start with online world -
             delivery methods - good at bringing                                         registration & info gathering.
             education to the students.
             Cultural/arts contribution to                                               Cultural/arts contribution to
             Community with opening of the                                               Community.
             Community Education program is
             helpful to overall Service Area.
             Strong community compatibility.
             School is progressive - one of few
             Community Colleges to offer 4-year
             degree program(s).
WEAKNESSES                                          Need stronger outreach to non-
                                                    traditional students (those beyond
                                                    high school audience)
                                                    Off-campus locations do not have
                                                    all support services, including
                                                    library support.
                                                                                         Marketing efforts/communication of
                                                                                         offerings needs adjustment to better
                                                                                         reach targeted audience(s).
             Size of Service Area, which                                                 Not reaching all communities that
             presents transportation difficulties                                        are part of Service Area but not
             for some students.                                                          Taxing District.
                                                                                         Counselor effectiveness - from
                                                                                         registration, advising and managing
                                                                                         credit transfers.
                                                                                         Improve registration process to
                                                                                         reduce stress & help high schools
                                                                                         understand staffing requirements.
                                                                                         Junior College "stigma" related to
                                                                                         perception of rigor, rules enforce-
                                                                                         ment & faculty professionalism.
                                                                                         Encourage stronger recruitment
                                                                                         for post-secondary education at
                                                                                         high schools.
                                                                                         Internships/clinicals should be done
                                                                                         within community where possible,
                                                                                         with stronger supervision.
             Location - Main Campus is not in or                                         Location - College is not well-
             near largest growth in Service Area.                                        represented in the north end of
                                                                                         County with largest growth.
                BRAZOSPORT COLLEGE
                Needs Identification Findings
                September 12, 2006
                                                                                                          ARCHITECTURE ETC*
                                                                                                          RAYMOND L. BURROUGHS, AIA

                             Community                               Internal                               Community
                              Advisory                              Advisory                                   At-
                             Committee                             Committee                                  Large
OPPORTUNITIES                                           Expand Baccalaureate Degree

                Expand healthcare offerings, i.e.,      Expand Health Alliance program         Expand healthcare offerings, i.e.,
                Radiological Technology, Physical       offerings - 30% of students express    nursing, imaging, RN refresher,
                Therapists, Pharm. Tech, LVN, etc.      interest in the Healthcare field.      intro to healthcare, insurance, etc.
                Expand online offerings.                Expand use of Technology - Online      Expand online offerings. Simplify
                                                        courses, simulated environments,       search function for easier navigation
                                                        mobile technology.
                                                        Provide transportation between
                                                        different College sites.

                Diversify program offerings to mirror   Diversify program offerings to meet    Grow programs and locations to
                needs of changing population.           needs of diverse student population.   meet needs of changing area.
                Largest growth is in Hispanic group.
                                                        Add Student Housing on campus.

                Create synergies with Senior/           Offer Geriatric Management pro-
                Retirement groups near edge of          grams, including medical self-help
                campus.                                 info seminars.
                Develop programs for emerging           Expand programs teaching               Consider high tech "incubators"
                high tech industries such as            robotics.                              that combine technology with
                nanotechnology.                                                                management/business.
                                                        Integrate and/or partner with other    Partner with Rice to build on exist-
                                                        area University(ies).                  ing hi-tech talent (i.e., fuel cells &
                                                                                               nanotechnology & emerging fields).
                                                                                               Expand geographic locations for
                                                                                               course offerings to cover more of
                                                                                               Service Area.
                                                                                               Provide more "basic skills" courses
                                                                                               such as remedial math, business
                                                                                               acumen, social skills, keyboarding
                                                                                               Develop programs for careers that
                                                                                               will bring people back to Brazoria
                                                                                               Form alliances & community
                                                                                               partnerships for getting word out &
                                                                                               places to hold classes off campus.
OPPORTUNITIES                                                                                  Provide goal-building and direction
(continued)                                                                                    to elementary age children; expand
                                                                                               dual-credit opportunities.
                Expand Fine Arts offerings to                                                  Expand offerings at existing facilities
                attract campus visitors and attract                                            especially the Clarion, etc.
                performance-based students.
                                                                                               Provide Professional Development,
                                                                                               Customer Service, Interview skills,
                                                                                               Life Skills training, etc.
                                                                                               Develop Small Business Commun-
                                                                                               ity Forum & continue supporting
                                                                                               existing industries.
                Better and stronger communication                                              Improved & altered form of comm-
                with community regarding programs                                              unication regarding college and its
                & offerings.                                                                   offerings.
                                                                                               Respond to environmental/sustain-
                                                                                               able emerging trends such as wind
                                                                                               farms, water desalination, etc.
                Expand Adult Education &
                Community Education/Lifelong
                Expand support to local industry,
                especially tourism/recreation, work
                with Port, criminal justice.
                Expand program offerings for
                construction trades.
          Needs Identification Findings
          September 12, 2006
                                                                                                   ARCHITECTURE ETC*
                                                                                                   RAYMOND L. BURROUGHS, AIA

                      Community                                   Internal                           Community
                        Advisory                                 Advisory                                  At-
                      Committee                                Committee                                 Large
THREATS   Location and high transportation        Transportation costs. How can          High transportation costs.
          costs.                                  programs be more easily accessible
                                                  to all?
                                                  Child Care, although on-campus
                                                  center has been very helpful.

          Competition for students, especially    Competition for Students               Competition for students, in nearby
          those in high growth parts of                                                  geographical locations as well as to
          Service Area.                                                                  online universities.
                                                  Changing nature of workplace &
                                                  College's ability to remain flexible
                                                  and adaptable.
                                                                                         Competition for resources while
                                                                                         attempting to meet needs of entire
                                                                                         Service Area
          Economic and industry realities.                                               Globalization of local industries.

                                                                                         Losing local residents to other
                                                                                         communities that seem to have
                                                                                         more opportunities.
          State funding (dependent on Texas

          Competition from online sources
          with low overhead costs (no bricks
          & mortar).
          Challenge for commuter students
          to find their niche or a social group
          to "hang out" with.

             August 1, 2006                                                                                                                                                                                                  ARCHITECTURE ETC*
                                                                                                                                                                                                                             RAYMOND l. BURROUGHS, AIA

                    Meeting Date: 7/10/2006           Meeting Date: 7/11/2006                        Meeting Date: 7/11/2006                 Meeting Date: 7/17/2006                Meeting Date: 7/18/2006                  Meeting Date: 7/18/06
                        12:00 - 1:00 pm                    12:00 - 1:00 pm                                6:00 - 7:00 pm                          7:30 - 8:30 am                         7:30 - 8:30 am                          12:00 - 1:00 pm
               West Columbia Community Center         Brazosport College CLC                        Angleton Danbury Hospital               Angleton Danbury Hospital               Brazosport College CLC                Angleton Recreation Center
                       At-Large Group              Business & Industry Group                             At-Large Group                   Business & Industry Group                    Education Group                        Healthcare Group
STRENGTHS    Quality education at the local   Dual-credit & general education                  Accessible & affordable - great for     Good job of intro to online world     Relationship with High Schools is       Dual credit program.
             level                            courses give students a big head                 General Education/transfer credit.                                            strong, positive & responsive
                                              start for higher education.

             Dual-credit program is a true          BC does a good job of reaching             Strong reputation for quality & value   Partnerships - for instance, the      Campus and condition of facilities      Nursing partnership with Galveston
             asset to students and community        out to community & businesses                                                      Nursing affiliation with Galveston
                                                    and providing training to meet the
                                                    community's needs.
             Desire to relate and communicate       Community has advantages with              Helpful with transfers                  Campus                                Website - registration and informa-     Good Reputation:
             with the community.                    the existing skill base, and Brazos-                                                                                     tion gathering is easy                  - Practical Application
                                                    port College could serve as the                                                                                                                                  - Hands-On
                                                    catalyst to pursue new opportunities                                                                                                                             - Caring & intelligent faculty
             Courses to continue/maintain:          Existing industries are maturing,          Hands-on staff and faculty makes        High School partnerships              Value of education for the cost         - Less "Red Tape"
             GED Prep, ESL, core curriculum         but they are also embracing new            education more personalized.
             general education (math, science,      technologies, such as fuel cells &
             English), credit & non-credit          nanotechnology.
             computer labs                          BC has solid programs for basic            Works well with Community to            Location - central & easy access      Community Education program             Availability/human contact
                                                    skills, police training, nurse training,   meet needs.
                                                    business & financial industries.

                                                    Informative mailers with information       Facility is attractive and well-        Cultural/Arts contribution with the   Great prep - bridges gap between
                                                    on upcoming events, courses &              maintained. Multiple location           Clarion                               High School and future 4-year
                                                    programs are valuable in providing         options for courses is good                                                   program enrollment.
                                                    info to the community.
                                                    Strong leadership has led to growth        Location - easy access from all
                                                    and strong community support.              areas of Brazoria County.

WEAKNESSES   Shared Counselor at high schools       There is a gap between programs            LVN Program (which is good) is not      General public not fully aware of     Encourage stronger recruitment          Not enough available information
             and College could be more visible      and offerings that are available and       sending students to Angleton            what is available at Brazosport       at/with High Schools, especially        regarding choices at Brazosport
             and effective.                         knowledge of those who might               Danbury Hospital for clinicals -        College - what would increase         for Process Technology:                 College - non-credit, continuing
                                                    use them.                                  this hurts recruiting for hospital.     enrollment                            - Direct Mail                           ed, etc.
             Transportation - Brazosport College                                               Certified Nurse Assistant students                                            - School Meetings with Parents          Not much outreach to various
             is as close to the West of the                                                    do come to ADH, which is very                                                                                         Community sites for course
             Brazos area as any competing                                                      positive.                                                                                                             offerings - continuing ed/lifelong
             school                                                                                                                                                                                                  learning, non-credit, etc.
             Registration requirements and                                                     When nursing students are sent                                                Brazosport College faces "Junior        Counselors MUST know how to
             coordination of registration timing                                               to hospital(s) for their clinical                                             College stigma":                        advise students on transfers -
             for dual credit students puts                                                     experience, the College must                                                  - Perception of stronger rigor for      needs, opportunities & admissions
             pressure/stress on high schools.                                                  provide supervision.                                                            High School AP courses than           requirements for future school
             Registration process is "nightmare".                                              Location - population growth is in                                              dual credit Brazosport courses        Help students find their niche and/
             High stress, long waits, confusing,                                               the north end of the County, where                                            - Enforcement of Rules/Require-         or develop their life plan
             etc.                                                                              Brazosport College does not have                                                ments (needs to come from BC)
                                                                                               a large presence.                                                             - Professionalism of Faculty/Delivery
             Communication of programs and                                                                                                                                   Expand Taxing District to include
             offerings at the College.                                                                                                                                       all communities in Service Area

             Communication of the benefits of
             living in the Service Area, and the
             differences between benefits of the
             Taxing District.

1/18/2007                                                                                                                                                                                                                                                  Page 1 of 3
                COMMUNITY MEETINGS

                August 1, 2006                                                                                                                                                                                                     ARCHITECTURE ETC*
                                                                                                                                                                                                                                   RAYMOND l. BURROUGHS, AIA

                       Meeting Date: 7/10/2006                   Meeting Date: 7/11/2006                  Meeting Date: 7/11/2006                 Meeting Date: 7/17/2006                Meeting Date: 7/18/2006                    Meeting Date: 7/18/06
                            12:00 - 1:00 pm                          12:00 - 1:00 pm                          6:00 - 7:00 pm                           7:30 - 8:30 am                         7:30 - 8:30 am                            12:00 - 1:00 pm
                  West Columbia Community Center                 Brazosport College CLC                  Angleton Danbury Hospital               Angleton Danbury Hospital               Brazosport College CLC                  Angleton Recreation Center
                           At-Large Group                      Business & Industry Group                     At-Large Group                    Business & Industry Group                    Education Group                           Healthcare Group
OPPORTUNITIES   Develop satellite campuses - for          Build on existing skill base with        Provide more Professional Develop-     Develop link with religious organiza-   Investigate potential scholarships/      Expand dual credit program to
                core curriculum - consider schools,       chemical and technical talent to         ment courses (hands-on)                tions, & ISD partnerships, such as      funding with ISDs, community &           bring more to the High Schools -
                churches & other community areas          respond to emerging technologies.                                               Football Fridays                        private donors                           allows more potential participation
                as resources                                                                                                                                                                                               in extracurricular activities.
                Expand online course offerings            Nanotechnology involves more             Look for potential partnerships with   "Social Skills" - teach adults to       Find ways to successfully reach          Improved & altered style of comm.:
                (example: Virtual College of Texas)       sophisticated chemistry and              businesses: pharmacists, nurses,       make better choices & become/           out to all Service Area students         - Segment info & audience
                                                          equipment operation, and work in         techs, radiologists. Prefer people     remain employable. Job-holding          (Freeport, waterfront, etc.)             - Course catalog is cumbersome
                                                          clean room environments.                 from community                         skills, customer service skills                                                  - Address Fine Arts offerings
                Expand and/or simplify online             Be part of strategy to pursue            Encourage satellite campus/center      Team with local businesses & bring      Equate dual credit courses with            (partner with Houston arts, etc.)
                administrative tasks - registration,      technological opportunities - infinite   of excellence at ADH for ease of       training to the need (potential         high school AP courses (?)               - Separate Cont. Ed from Credit
                bookstore, etc.                           potential, affecting multiple            access & convenience.                  scholarship at $25-50 per person)                                                - More specific targeting
                                                          industries.                                                                                                                                                      - Info available at Chambers of
                Provide special, local registration       Consider affiliation with Rice Univer-   Growing population - great time to     Remedial training - math, etc. to       Improve image:                             Commerce & link to website
                for dual credit students at high          sity. Rice can act as R&D side &         grow to new sites                      take away "fear factor" of degree       - Faculty accountability (Admin.
                schools. Adjust schedule to help          Brazosport can act on implementa-                                               requirements (consider as non-            issue)
                schools with staffing decisions.          tion and/or management side.                                                    credit training)                        - Improve faculty evaluation process
                Establish "Key Centers" related to        Strong features supporting relation-     Provide more online courses - more     Match course requirements with            (education quality vs. popularity)     Website - branch out targets on
                population density as places to get       ship with Rice: FM288 corridor,          convenient and flexible.               careers and minimize courses that       - Include observation in evaluation      main page to simplify search.
                information, register, take courses,      cheaper land, skilled workforce                                                 will stop people from continuing        - Stricter requirements for accredi-     "Powered by Google" will improve
                etc. Consider places such as:                                                                                                                                       tation from B to A Level institution   speed/search & make more intuitive
                evenings at high schools, churches,       Consider technology incubators/          Form alliances for in-community        Expand online offerings                 Increase dual credit participation to    Expand Healthcare/Nursing offerings
                civic centers, libraries; info at Post    start-up companies (InterMedics          internships and include with high                                              increase continuity to/thru college -    - Respiratory therapy, x-ray techs,
                Offices, Buc-ees, etc. Want all           site would be a great place to           school information sessions.                                                   expand relationships with higher ed        lab techs
                students/all ages to be comfortable.      start).                                                                                                                 4 year schools (Admissions issue)        - Healthcare insurance processing,
                Communicate more about the                Provide management and support           Consider job shadowing programs        Expand healthcare offerings:                                                       Medicare, etc. (business end)
                College to the community; develop         to turn fuel cells from an emerging                                             - Nursing                                                                        - Long term vet tech potential if
                an Information Packet containing          technology to a valuable tool (design                                           - Imaging (echo cardio, EKG, etc.)                                                 related to other programs
                basic College info & history, comm-       controls, etc.).                                                                - RN refresher course for nurses re-
                unity interest activities such as         Bring Certified Financial Training       Consider placing general information     entering workforce                                                             Help with Physician/Medical
                dual-credit & lifelong learning, and      courses and exams to local               in kiosk at Mall                       - Intro to healthcare course                                                     recruiting - what are lifestyle oppor-
                course catalog. Place at Key              community (currently, students go                                                                                                                                tunities/way of life?
                Centers.                                  to Houston)
                Bring info to local communities:          Provide a transportation system          Continue to service the primary        Facility expansion - occur off the                                               Potential Course Offerings:
                Career Day, GED/College Entrance          to support students, particularly        Angleton industries:                   main campus but make it more                                                     - Basic Microsoft Word
                exams, etc.                               those of lower income.                   - City Government                      than a satellite campus.                                                         - "Healthcare Orientation" - teach
                                                                                                   - Legal                                                                                                                   about Medicare, finding a doctor,
                Share facilities with community - i.e.,   Develop innovative & creative            - Schools                              Provide life skills courses for "late                                              etc.
                process technology lab at Sweeny          offerings that take advantage of         - Healthcare                           bloomers" and/or people beyond                                                   - Electronic medical records,
                HS shared with Columbia HS and            existing facilities - i.e., West Point   - Early childhood                      high school age                                                                    including keyboarding
                community businesses (Dow, etc.)          leadership seminar, etc.                 - Construction/laborers (plumb/elec)
                Need to explore providing Allied          Provide direction, support and goal-     Potential Course offerings:            Provide more convenience for                                                     Partner with media to get more &
                Health programs                           building in the community starting at    - Basic Business Ethics/Customer       people with families and who are                                                 better info our - suggestions
                                                          elementary age - show them what it         Service                              working                                                                          included newspaper inserts for
                                                          takes & how to succeed.                  - Business & Technical Writing                                                                                          local community
                Ideas for getting the word out:                                                    - Customer Service development,        Develop Small Business (backbone                                                 Take more advantage of all the
                Use community marquis (Prosperity                                                    with ongoing curriculum              of community)/Community Forum to                                                 Clarion has to offer.
                Bank); cable TV banners at bottom                                                  - Professional/Business support        bring businesses together. Could
                of screen; movie theater ads; email                                                  services                             be a great mechanism to bring
                newsletter to community & people                                                   - Resume/interview skills              knowledge of Brazosport College                                                  Partner with Community for off-
                who visit website                                                                                                         offerings to the community.                                                      site offerings, including churches,
                                                                                                                                                                                                                           community centers, etc. Help these
                                                                                                                                                                                                                           places with class logistics.
                Suggest surveying interest for                                                     Respond to environmental/sustain-      Provide periodic forums that allow
                Continuing Education offerings.                                                    able trends:                           wider access to College without
                                                                                                   - Wind farms                           "commitment"
                                                                                                   - Water desalination
                                                                                                                                          How can College support Prison
                                                                                                                                          System - one of largest employers.
                                                                                                                                          Issues they face are compensation
                                                                                                                                          and high stress.
                                                                                                                                          Develop businesses/careers that
                                                                                                                                          will bring people back to Brazoria

1/18/2007                                                                                                                                                                                                                                                           Page 2 of 3
                COMMUNITY MEETINGS

                August 1, 2006                                                                                                                                                                                         ARCHITECTURE ETC*
                                                                                                                                                                                                                       RAYMOND l. BURROUGHS, AIA

                        Meeting Date: 7/10/2006              Meeting Date: 7/11/2006                Meeting Date: 7/11/2006                Meeting Date: 7/17/2006              Meeting Date: 7/18/2006                Meeting Date: 7/18/06
                            12:00 - 1:00 pm                      12:00 - 1:00 pm                         6:00 - 7:00 pm                         7:30 - 8:30 am                       7:30 - 8:30 am                        12:00 - 1:00 pm
                  West Columbia Community Center             Brazosport College CLC                Angleton Danbury Hospital              Angleton Danbury Hospital             Brazosport College CLC               Angleton Recreation Center
                           At-Large Group                 Business & Industry Group                     At-Large Group                  Business & Industry Group                  Education Group                       Healthcare Group
THREATS         Taxation and competition for          Core industries in Brazoria County    Rising cost of education and fuel       Location - some potential students   Angleton & other parts of Service      Transportation costs
                resources. Survey interest for        (chemical, electronics) are           (lack of formal transportation          choose to go to Houston              Area (not Taxing District) have more
                making outlying areas part of         maturing                              system) makes college more                                                   higher ed. Choices with similar
                Taxing District.                                                            competitive                                                                  cost & transportation issues.
                Charges - i.e., building use fees     Cannot compete for work being         Hurricane threat - no longer a place                                                                                Online universities, such as
                for dual-credit classes at high       sent offshore and/or the globaliza-   of choice for retirement                                                                                            University of Phoenix, etc. Expand
                schools. Needs to be explained        tion of the market.                                                                                                                                       partnerships beyond Virtual College
                to students & their families.                                                                                                                                                                   of Texas (see Teach12.com)
                Wharton & Alvin Community             "Cream of the Crop" is leaving area   Long-term viability of petro-chemical                                                                               Students will be demanding online
                Colleges - allied health programs,    for higher ed and/or opportunities.   industry                                                                                                            offerings more & more. Suggest
                & their advertising. Suggest bench-   How is existing workforce trained                                                                                                                         coordinating with on-campus
                marking their strategies              and motivated?                                                                                                                                            human contact.
COMMUNITY                                             Population "explosion" primarily in   Suggest providing the opportunity       How is College changing to meet
TRENDS,                                               the north part of the County, but     for student input into the master       needs of Gen X/Y (Boomers' kids)
ISSUES AND                                            moving south.                         plan process via the Brazosport         learning styles & how they are
MISCELLANEOUS                                                                               College website.                        supervised?
                                                      Large growth in Hispanic population                                           Obtain Community Assessment
                                                      and need to help kids learn about                                             report from United Way - why is
                                                      options & stay engaged with their                                             population so much younger than
                                                      education                                                                     anticipated?
                                                      Nuclear Plant                                                                 Social Skill training may benefit
                                                                                                                                    entire community (example: Echo
                                                                                                                                    Star announcement, etc.)

                ATTENDEES:                            ATTENDEES:                            ATTENDEES:                              ATTENDEES:                           ATTENDEES:                             ATTENDEES:
                David Barclay                         Robyn Cochran                         Bill Garwood                            Rose McCullough                      Ron Bottoms                            Rodney Bowman
                Ro'Vin Garrett                        Doug Kubala                           Faye Gordon                             Evelyn Moore                         Rodney Bowman                          Sherry Dodson
                Randy Miksch                          Don Nigbor                            Loretta Miles                           Tom Tilton                           Heath Burns                            Jeff Chamberlain
                Sue Neel                              Matt Sebesta                          Paula Stevens                                                                                                       Tony Turk
                                                                                            Mark Swirsky

                Raymond Burroughs                     Raymond Burroughs                     Raymond Burroughs                       Raymond Burroughs                    Serena Andrews                         Raymond Burroughs
                Jill Stewart                          Jill Stewart                          Jill Stewart                            Jill Stewart                         Raymond Burroughs                      Jill Stewart
                                                                                                                                                                         Jill Stewart

1/18/2007                                                                                                                                                                                                                                             Page 3 of 3
Brazosport College Schedule - Service Area Development - Master Planning Process
         February                                                  March                                     April                                       May                       June                                  July                                       August                                           September                                       October                             November

                                                                                                                                                                                                                                                                            BOARD MEETING: August 21, 2006

                                                                                                                                                                                                                                                                                                                                                                                                            BOARD MEETING: Novebmber 20, 2006
                                                                                                                                                                                                                                                                                                                                                                       BOARD MEETING: October 16, 2006
                                                                                                                                                                                                                                                                                                                            BOARD MEETING: September 18, 2006
           KICK-OFF MEETING - Friday, February 3, 2006
           BC Leadership Goals Meeting - discuss goals of Service Area Development Master Plan
                                                  Based on Steering Committee Goals Meeting - Document Goals & Objectives.
                                                  Define scope of work, develop detailed schedule.
                                                  Schedule interviews and workshops.
                                                  Schedule interviews, workshops & forums with communities of interest - Identify key communicators.
                                                  Obtain data from Brazosport College.
                                                                                                                                               STRATEGIC REVIEW
                                                                                                     Review existing data - Vision 2010 Document, institutional mission / goals, strategic and financial plans, and current academic programs & alignment.
                                                                                                     Review demographic analysis for current and prospective students.

                                                                                                                                                                                                                    PHYSICAL ANALYSIS / Facilites Assessment
                                                                                                                                                           Assess condition of facilties.
                                                                                                                                                           Assess architectural character of campuses, their layout, features and landscape character.
                                                                                                                                                           Evaluate utilities and distribution systems at each campus.
                                                                                                                                                           Evaluate site infrastructure systems and accessibility compliance at each campus.
                                                                                                                                                           Evaluate circulation patterns for traffic and pedestrians, parking issues, and off-site roadway concerns at each campus.
                                                                                                                                               Document campus studies with detailed site and floor plans graphically representing opportunities and constraints.

                                                                                                                                                                                                                                                         EXTERNAL ANALYSIS
                                                                                                                                               Assess regional macroenvironment, considering social, technological, economic, environmental and political issues (STEEP) - direct input from:
                                                                                                                                                              Community forums - in all areas of Brazosport college district
                                                                                                                                                              Employer / stakeholder workshops and workforce development discussions
                                                                                                                                                              School district conversations with all consituent K-12 districts
                                                                                                                                                              Real estate assessment of potential sites and opportunities
                                                                                                                                                              Meetings with governmental entities and political leaders
                                                                                                                                               Record and document all discussions and interviews for Brazosport College review and for master planning process.
                                                                                                                                                                                                                                                         FUNCTIONAL ANALYSIS
                                                                                                                                                             Review Academic Plan and understand the college’s priorities and scope of improvements suggested in Plan.
                                                                                                                                                             Meet with President and Steering Committee to discuss campus facilities’ needs based on its Academic Goals.
                                                                                                                                                             Interview designated campus personnel in all departments.
                                                                                                                                                             Meet with designated student groups for user input.
               BOARD MEETING: February 20, 2006

                                                                                                                                                Record and document all discussions and interviews for Brazosport College review and for master planning process.
                                                                     BOARD MEETING: March 20, 2006

                                                                                                                                                                                                                                                                                                             DATA REVIEW & CONFIRMATION - Consider implications.
                                                                                                               BOARD MEETING: April 17, 2006

                                                                                                                                                                                                                                                                                                             Presentations to input committees on findings from various groups.

                                                                                                                                                                                                SOLUTION DEVELOPMENT
                                                                                                                                                                                                                                                               Develop solutions to respond to future trends and issues.
                                                                                                                                                                                                                                                               Develop planning concepts and sketches of various scenarios to show how facility plans meet
                                                                                                                                                     BOARD MEETING: May 15, 2006

                                                                                                                                                                                     BOARD MEETING: June 19, 2006

                                                                                                                                                                                                                          BOARD MEETING: July 17, 2006
                                                                                                                                                                                                                                                                      academic initiatives.
                                                                                                                                                                                                                                                               Conduct workshops with administration and designated interest groups to evaluate options.
                                                                                                                                                                                                                                                               Revise scenarios based on workshop input.
                                                                                                                                                                                                                                                                       REPEAT THIS REVISION AND REVIEW CYCLE AS NECESSARY TO REACH CONSEN-
                                                                                                                                                                                                                                                               Open Houses or Forums for community and campus input.
                                                                                                                                                                                                                                                               Present to input committee to compare with their comments.
                                                                                                                                                                                                                                                               Review comments and revise as directed by college personnel.
                                                                                                                                                                                                                                                               Present preliminary conclusions to college Board and administration for consideration.
                                                                                                                                                                                                                                                                                                                                                                Prepare final documents.

May 23, 2006                                                                                                                                                                                                                                                                                                         Final Phase                                  Deliver Master Plan documents

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