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FLORIDA INTERNATIONAL UNIVERSITY, BT-882 ONE STOP: STUDENT ACADEMIC SUPPORT CENTER

TITLE SHEET - i

GouldEvans | Facility Program | 2013.01.31 1

Master Programming Document and Planning Guidelines for the One-Stop: Student Academic Support Center, BT-882. FLORIDA INTERNATIONAL UNIVERSITY Updated per User and Facilities Management Comments:

Updated January 3, 2013 Re-Programming - January, 26, 2012. Updated per Program Verification Workshops: November 16, 2011. Updated per Program Verification and Conceptual Design Workshop: July 6, 2010. Updated per User and Facilities Management Comments: April, 2010. Initial Draft: July, 2009.


SIGNATURE SHEET - ii



iii - FACILITY PROGRAM COMMITTEE

4 2013.01.31 | Facility Program | GouldEvans

The distinguished faculty and staff of Florida International University listed below participated in developing the University's programming requirements for the development of a One-Stop: Student Academic Support Center. These members of the Building Program Committee each contributed, by drawing from their expertise and respective responsibilities, the essential information required for the architects and engineers to begin the conceptualization and development of the project. This committee shall continue to monitor the development of the design and assist the Architects/Engineers by refining details and clarifying any ambiguities herein in a manner consistent with this program. Coordination of program requirements (compatibility, standards, finishes, utility connections, equipment, etc.) and scheduling throughout the duration of the project shall be maintained by the University's Facilities Construction Services.

Chairperson:

Elizabeth Bejar, PhD Vice Provost, Academic Planning

Members:

Rosa Jones, PhD Vice President, Student Affairs

Cecilia Hamilton Associate Vice President and Controller

Gloria Jacomino Director, Academic Space Management

Douglas L. Robertson Dean of Undergraduate Education

Ex Officio Members:

Associate Vice President

Planning & Institutional Effectiveness Associate Vice President

Facilities Management Associate Director

Facilities Management/Operations Associate Vice President

Information Technology Associate Vice President

Environmental Health & Safety


FACILITY PROGRAM COMMITTEE - iii


Chairperson Faculty Senate

Chairperson Ad Hoc Building and Environment Committee

Associate Director Facilities Management/Utilities

Director Auxiliary Services

Director Purchasing

Director Academic Space Management

Director Facilities Management/Minor Projects & Construction

Director Real Estate Development & Planning

Director Real Estate Development & Planning/Operations Analysis

Senior Project Manager Facilities Management


iv - TABLE OF CONTENTS


i Title Sheet ii Signature Sheet iii Facility Program Committee iv Table of Contents 1.0 Executive Summary 1.1 Introduction 1.2 Project History 1.3 Project Vision 1.4 Project Vision Description 2.0 Program Space Summary

2.1 Programming for Success in Higher Education 2.2 Programming Diversity 2.3 Methodology for Calculating Program Space Efficiency 2.4 Program Space Summary 2.5 Program Space Descriptions

3.0 Site Considerations 3.1 Site Analysis Summary 3.2 Site Location 3.3 Site Existing Conditions Analysis

3.3.1 Local Site Climate 3.3.2 Local Site Utilities

3.4 Site Design Concepts 4.0 Program Space Requirements 4.1 Project Space Needs Assessment

4.2 Space Data and Plan Verification Drawings 5.0 Building Design Guidelines 5.1 Establishing Project Goals

5.1.1 Stakeholder Goals 5.1.2 Operational Goals 5.1.3 Sustainable Project Goals


TABLE OF CONTENTS - iv


5.2 Sustainable Design Approach 5.2.1 LEED® 5.2.2 The 2030 Challenge 5.2.3 LEED Project Checklist

5.3 Building Science: Integrating Technology and Design

5.4 The Basic Energy Efficient Design Process 5.4.1 Verify Project Team Commitment 5.4.2 Set Energy Efficiency Goals 5.4.3 Understand the Components of Energy Efficient Design 5.4.4 Use ASHRAE Guides to Structure the Design Process 5.4.5 Identify and Detail the Appropriate Building Envelope System 5.4.6 Building Science Consultant

5.5 I.T. and Communications Resource Requirements 5.6 Applicable Codes and Standards 5.7 Project Design Parameters 5.8 Barrier-free Design 5.9 Site Development and Campus Integration 5.10 Building Environmental Systems 5.11 Furnishings and Equipment Standards

6.0 Project Schedule

6.1 Project Schedule Coordination 6.2 Project Schedule

7.0 Project Budget Summary

7.1 Project Budget Summary 7.2 Project Funding Sources 7.3 Project Budget Program Factors 7.4 Schedule of Project Components

8.0 Appendices

8.1 Meeting Minutes 8.2 References 8.3 Abbreviations and Definitions


1.0 - EXECUTIVE SUMMARY


1.1 INTRODUCTION In January of 2009, the Selection Committee for the One Stop: Student Academic Support Center selected GouldEvans to program and design the new facility. This study includes an analysis of departmental space needs, a site analysis study, and a survey analysis. During 2009 and again in 2011, the program team held workshops with representatives from the Division of Enrollment Services, Student Financial Services, the student body, Facilities Planning staff and other University stakeholders. The workshops conducted were aimed at discerning the existing physical and operational structure and relationships of the various departments to be represented in the new facility, identifying the goals and needs of the user groups, and establishing a vision for the Facility’s operational philosophy. The data collected is reflected within this document in summary and detailed formats.

PROJECT SITE


EXECUTIVE SUMMARY - 1.0


1.2 PROJECT HISTORY In the fall of 2006, the Florida International University Board of Trustees approved the construction of a $58M multipurpose student support complex to create, facilitate and promote student interaction, campus engagement and academic success. Through numerous work sessions and discussions, the project scope and site was honed, ultimately focusing in on facilitating the design, development and construction of the One-Stop: Student Academic Support Center at the east side of the Graham Center, the Madique Campus’ student center. During the course of programming the facility, the State of Florida experienced the effects of an economic downturn, resulting in the realization of less than the expected full funding for the facility. Due to this reality, the project’s program was reassessed to allow the University to reconsider the necessary staff and service elements that should be housed in the new facility in order to best meet the project’s goals within the allotted budget funding. A number of subsequent meetings and workshops were held, ultimately resulting in the reduction in the presence of some units, the deletion of other units completely and the addition of other program elements to support the goal of providing an exemplary student academic support facility. Additional funding sources tied to some of these additional program elements, as well as traditional and non-traditional funding sources shall allow the facility to move forward with the required funding in place. This document focuses on the programming and conceptual thoughts regarding The One-Stop: Student Academic Support Center and its need to provide a welcoming, visible and well-planned facility in the heart of the campus that is easily navigated and with a diversity of service functions in close association with one another—enrollment and financial services, academic advising, faculty offices, classrooms and multi-purpose meeting/gathering spaces—that services its students well with integrated units from the Division of Enrollment Services including Admissions, Office of the Registrar, Financial Aid, as well as, Student Financial Services.




1.3 PROJECT VISION As a means to begin to define the design goals for the One Stop: Student Academic Success Center, GouldEvans worked with the Program Committee to put forth and define an operational philosophy—or, design statement—that centers on student academic success. Previous project experiences and continuing research on this subject matter by GouldEvans, with the University’s input, is the basis for the project vision.

The One Stop: Student Academic Support Center is a multi-purpose student support complex that creates, facilitates and promotes student interaction, campus engagement, and academic success. A space that is welcoming, engaging, and enlightening while providing ‘exemplary’ service to the Student and providing an ‘exemplary’ staff, faculty, and facility to service the Student. The One Stop: Student Academic Support Center is the “Face” of the university—it is the iconic image of FIU and the gateway to academic, social and extracurricular life on campus. Through the shared experience of being an FIU student, through the shared knowledge of experiencing FIU, the Student Academic Support Center is a space of, and for, Tradition – a tradition of excellence. It is a connector between present, past and future while presenting greater exposure to student services offered via a diversity of formal and informal learning environments that all students will seek out. The One Stop: Student Academic Support Center is the portal through which they enter FIU as a prospective student and leave FIU as a proud graduate.




1.4 PROJECT DESCRIPTION FIU is a dynamic and rapidly growing university located in one of the most exciting cities in the world with a focus on being a premier public research university with a strong student-centered mission bridging learning, research, entrepreneurship, innovation and creativity while producing graduates well prepared for success in the global market. The University endeavors to secure national recognition and ranking as one of the top 15 public urban research universities by its fiftieth anniversary in 2015. With a current student body of 42,000 students, 814 full-time instructional faculty, research expenditures over $100 million, and over 8,000 degrees awarded annually, the University plans to increase enrollment by 25 percent and research expenditures by 36 percent and acknowledges that “These striking increases will require (them) to rethink every aspect of (their) academic enterprise: (their) approaches to teaching, learning, and research; (their) student support services; and the size and configuration of (their) physical and technological infrastructure.” (Worlds Ahead: Florida International University 2010-2015 Strategic Plan). The One Stop: Student Academic Support Center project is seen as a pivotal component for the implementation of this strategic plan. In pursuit of this goal, FIU has set forth strategic goals to improve its undergraduate retention and graduation rates: attract more students from national, international and state-wide markets, change the mix of full-time/part-time lower division undergraduate students from 60/40 to 78/22, and improve the student-to-advisor ratio from 555/1 to 300/1 . These are significant changes but essential factors in anchoring and enhancing the University’s national ranking. By 2015, FIU must increase its 4-year and 6-year undergraduate graduation rates to align with national averages for public research universities, which are currently at 34% and 56%, respectively. Today, the most recently published graduation rates for the first-time-in-college classes that entered in 2000 and 2002 are 20% and 48%. In order to achieve this goal, all systems and services in recruitment, admissions, degree planning, financial aid, registration, advising, student financials must be re-engineered to foster and facilitate students’ smooth transition through enrollment milestones and a successful progression to graduation. There must be a “culture of service” transparent in every business transaction between student and staff and a positive communication fostering student success at every point of contact. Building this new culture of service requires a clear understanding of the enrollment pathway, a university commitment to one-stop service, a proactive communication campaign for degree completion and an attractive welcome center to set the foundation. This new center represents an opportunity for the university to create a “culture of service” by assisting students in a single location with professional support staff uniquely trained to render full service assistance and excellent customer service.




Students will no longer need to traverse the campus to find the correct office and/or staff member for assistance but rather they will need only to visit the support facility for full-service assistance with a one-stop specialist, denoted in this document as the ‘Concierge’. The center’s primary objective is to provide students with an easy, convenient and friendly environment to conduct business so that they can remain focused on their academics, remain at the University and progress to graduation. Research shows that the more students who encounter positive experiences when requesting information, solving problems and seeking assistance with university staff, the greater their affinity for the university will grow. The emphasis on interaction, engagement and socialization is specifically aimed at influencing students’ future decisions to start and/or continue their education at FIU. University spirit, a culture of service and a sense of belonging will enhance affinity, encourage loyalty and ultimately improve student retention and graduation rates. During the programming process, it became clear that the individual departments require varying scales of security and separation from one another or the public in order to facilitate their operations; it also became clear that some of the individual departments that are to be represented should be integrated within various areas of the facility in order to better service the needs of the Student, with shared support and common spaces providing additional opportunities for academic success. The facility will house a variety of spaces in addition to office spaces that allow the University to designate one location on campus for special events that support Admissions, Student Life and Academics including Orientation sessions, Open Houses, Campus Tours, and Lecture Series. These events are supported with a Welcome Center, which shall include a welcome lobby, a 750-seat auditorium, and information center; a 3,000 square foot multipurpose space; seven new classrooms; and a 50-seat computer lab. During peak enrollment periods, other support services such as Panther ID services, parking and transportation, international student support services, wellness center, university housing and dining services shall be on-site to welcome new students and ensure their smooth transition into the university with ease and comfort. Interactive, ‘smart’ technology shall be utilized throughout the facility in support of an enhanced, easily navigable Student Experience. The new One-Stop Student Academic Success Center shall adjoin the existing Graham Student Center tapping into the synergy of the student union with its opportunities for social engagement and other components of student life. As a means to guide the Team as they programmed the facility, some key concepts were put forth and defined, as follows:




Enrollment Pathway The following chart illustrates the essential steps required to recruit, service and retain undergraduate students; it outlines the touch points from recruitment to graduation and beyond. Managing these points requires an integrated organization with cross-trained personnel to deliver comprehensive support to students in a pro-active and anticipatory manner. This pathway represents continuous and interactive approach towards facilitating a student’s successful progression to graduation.

One-Stop Service Organize various support units into a single support stop, or single touch point, to enable students to conduct and transact their university business along the enrollment pathway in a smooth, efficient, effective and friendly manner. This re-organization shall include the following major support units: undergraduate admissions, financial aid, university registrar, enrollment information services, retention, transfer services, undergraduate advising and student financial services. Within the major support units, one-stop service specialists shall service students at the first point of contact in a holistic and comprehensive manner. Students will no




longer be burdened with traveling to various offices to seek the appropriate personnel to secure information, solve a problem and remedy an error; they will no longer be burdened with figuring out the university’s vast and complex organizational structure to determine what office and/or personnel can assist them; they will not longer need to visit two, three or four offices to resolve their two or three personal inquiries. Instead, they will need only visit the One-Stop facility where a one-stop specialist, uniquely trained across disciplines, shall respond to their inquiries, resolve problems and provide guidance and direction. If a service referral is needed, the one-stop specialist (not the student) shall initiate the outreach to another institutional partner to secure the necessary information to respond affirmatively. The primary goal of this new one-stop facility is to deliver comprehensive support with superb customer service in order to provide students with a positive and rewarding experience during their stay at the university. As this “culture of service” is realized and appreciated by students over and over again, affinity grows, pride swells and reputation prospers. Welcome Center As the University endeavors to increase its graduation rates, it understands that success in this area is dependent upon success in enrolling an ever competitive class that is academically prepared for the curriculum and well-acquainted and comfortable with campus life. The more at ease and adjusted a student is with academics and student life, the more likely he/she shall remain on course and successful. Thus, it is critically important that at the recruitment stage, students and parents have ample opportunity to visit the campus, obtain information, explore classes and interact with students and faculty. So, too, the University is taking the opportunity – via the new facility -- to present the University’s history, mission and achievements in an exciting, energetic and consistent manner. This new facility shall provide that opportunity to host information sessions and group tours on-demand and not have to turn away prospects due to lack of presentation space. As the university broadens it reach into national, international and state-wide markets, the number of campus visitations will increase as this activity, the campus visit, is considered the most influential factor in the college selection process. The more positioned, powerful and persuasive the visit, the more likely the prospective student will apply, enroll and graduate. With this in mind, the Welcome Center shall provide an attractive, dedicated, state-of-the-art facility to welcome visitors and host individual and group tours on-demand with spaces for individual and multi-media presentations, a reception and information area, counseling spaces, computer training space and staff office space.




Project Goals During workshop sessions the following were the GOALS of the project expressed by the Stakeholder Committee and confirmed by Students and Staff.

Convey a high degree of care Culture of service

One Stop not One Location Customer Service

Multi-functional across unit platform Prominent entry Building gives student school history Transparency Student ownership Student Life connection Energy efficient

LEED Certified Silver Maintenance efficiency

Connectivity Integrate communities Well Appointed Presentation Facility Building as training facility Grand Welcome Center Welcoming / Inviting Building as a recruiting tool Efficient building Functional Building Lead organizational structure

Building clarity Virtual communication Building draws the student Versatile Flexibility Maximum utility / adaptability Human Scale, Detail, textures and finishes, comfort School spirit / vision Student staff privacy Space dedicated to one on one Convincing “Wow” high energy / fun Public space/ plaza Flexible exterior Building extends beyond itself (exterior space)




Procession to building Woven Fabric


2.0 – PROGRAM SUMMARY


2.1 PROGRAMMING FOR SUCCESS IN HIGHER EDUCATION A successful support facility for student success must integrate a diverse set of people with a diverse set of functions. It must provide connections to people--peers, advisors, faculty; it must provide a ‘home away from home’ to allow studying and socialization between classes; it must provide access to advising--all advising, if possible; it must provide for the ever-evolving student profile and their changing expectations and needs; it must provide vibrant learning environments with a diversity of spaces; and, it must provide connections to places, physical environments that enhance and support success. In its best form, the architectural landscape of a student success facility can support the successful integration of these notions by giving them physical forms and spaces wherein or around which the opportunity for success can play out. While there are a number of places on the FIU Madique campus that achieve many of these goals, one does not exist that cohesively and effectively services the enrollment and financial needs of the student. In their existing location, the PC building, enrollment services departments and Student Financial Services are chopped up and located on various floors, without visible connections to one another or readily accessible connections to the students, both current and prospective.


PROGRAM SUMMARY - 2.0


2.2 PROGRAM DIVERSITY The diagram below indicates the diversity of program spaces to be integrated within the new One Stop: Student Academic Support Center in support of FIU’s strategic goals to recruit, retain and graduate students; build a distinguished faculty and staff who are collaborative and create a learning environment for students and each other; build an exemplary student support system; and build an excellent physical and technological infrastructure that is student-centered and conducive to learning.

2.3 METHODOLOGY FOR CALCULATING PROGRAM SPACE A net-to-gross ratio of 0.50 was utilized and is based on similar higher education classroom buildings. It is also the desired efficiency target for the University. Net area is usable interior area (typically face of wall to face of wall), and includes unenclosed programmed spaces, such as lobbies, and study or social areas that may be contiguous with primary circulation. The net area also includes internal circulation of student services and administration office suites, as well as primary storage and receiving areas.

faculty offices classrooms vice president college advising

student financials

support spaces concierge welcome center




Gross area includes primary horizontal circulation, all vertical circulation (stairs and elevators), restrooms, vertical shafts, utility and janitorial closets, mechanical and electrical equipment space, incidental storage closets, structure, interior and exterior walls. 2.4 PROGRAM SPACE SUMMARY As previously noted, the FIU 2010-2015 strategic plan calls for significant enrollment growth. To support this growth, additional staff for enrollment services and academics, including faculty and advisors, as well as additional classroom and meeting spaces shall be required, leading to a need for additional space. In programming the new One Stop: Student Academic Success Center, the design team and Building Program Committee considered this anticipated growth. As it is currently defined in this document, the One-Stop: Student Academic Support Center is a 70,933 gross square foot stand-alone facility with an anticipated total cost of $24.6 Million. The One-Stop: Student Academic Success Center is a mixed-use building with various departments housed in one building, all supporting the University’s mission to provide exemplary services to the students as they apply, matriculate, graduate and continue on at FIU. The programmed spaces for the One-Stop: Student Academic Success Center will provide a diversity of spaces including student service spaces, welcome spaces, meeting spaces, break out spaces, lounges, advising spaces, classrooms, faculty offices and career services that will serve to meet the University’s projected growth, as well as, define and grow a model for Student Academic Success. These spaces have been summarized as follows:

concierge 8,265 gsf student financials 4,530 gsf office of the vice president 1,673 gsf support spaces 5,250 gsf welcome center 16,050 gsf college advising 4,905 gsf academic spaces

classrooms 8,400 gsf faculty office spaces 10,200 gsf

career services 7,600 gsf senior international officer’s office 950 gsf study abroad 1,185 gsf international student and scholar services 2,000 gsf




2.5 PROGRAM SPACE DESCRIPTIONS The description of each program elements to be included in the new facility is as follows: The Concierge Group, Division of Enrollment Services This program area serves the operational needs of the group of cross-trained staff that shall serve as the integrated services task force facilitating a seamless student academic success services process. This area provides one-on-one student servicing and some back office support for student enrollment activities for admissions, registration and financial aid. This area includes a space for a Greeter -- the first point of contact for all students entering the One-Stop: Student Academic Success Center. A counter area shall facilitate one-on-one support needs, with counseling rooms nearby to allow for confidential servicing. A Student Self Support Center shall be provided in order to facilitate self-servicing, such as copying, faxing and scanning. A Computer Lab space shall be provided allowing students to immediately access the internet, work on a computer, or learn to navigate the University online. A Quiet Study Area shall be provided serving as a lounge as well as a space for preparation and contemplation.

Office of Student Financial Services This department’s focus is the facilitation of all tuition and payment requirements to the University. This department provides cashier services as well as the Bursar. This department comes under management of the Office of the Controller. Cashiering and bursaring services shall be located near the Concierge services area. Office of the Vice President, Enrollment Services This office serves as a liaison within the Enrollment Services Units. The office provides students with excellent customer service and provides them with any assistance they need to help them toward graduation. This office provides all directors with the support they need to assure all of the goals are met within each department. The primary goal is to retain students and provide excellent customer service while increasing graduation rates.

Support Spaces A 3,000 square foot multi-purpose room shall be provided to facilitate required student, staff and faculty training sessions as well as meetings and other activities. A small Food Service operation shall be provided to provide beverage servicing and catering support




Welcome Center As described previously, the Welcome center is an integral part of this facility. It acts as the introduction to service and the first impression of the University. It is near or integrated into the lobby space and is readily visible to the visitor. As a part of these gathering spaces is a large auditorium of approximately 750 seats. This space is used as a part of the Welcome Center for orientations, presentations, lectures and general campus use. The Welcome Center shall be defined with a Welcome Lobby, the Welcome Center and simple connections to all aspects of the facility and the new auditorium. College Advising As part of the overall Culture of Service, counseling is provided to ensure that all of the students’ needs are serviced.

Academic Spaces Classrooms and Meeting Spaces shall be provided within the facility. These classrooms help facilitate required training sessions as well as student needs for meetings and other activities. Career Services The mission of FIU’s Office of Career Services is to provide FIU students, alumni, faculty, administration and the community with current information regarding career development skills, trends and issues while preparing a viable global workforce for the 21st century. In partnership with students and alumni, career services will facilitate lifelong career development through self-awareness, career exploration, career decision-making, and the implementation of their career choices. In partnership with faculty and university staff, career services will provide information, programs, and consultations to help them better understand the career-related needs of students. In partnership with alumni, parents, and employers, career services will develop informational and experiential networks that involve them as resources in support of the career development of students. In partnership with employers, career services will maintain existing and develop new relationships with a significant base of employers who have an on-going interest in the employment potential and careers of students and alumni. The Principles of Career Services will rely on: Career Counseling, Constituent Relationships , Program Management, Entrepreneurial Creativity and Technology Integration Walk-in services are offered Tuesdays and Wednesdays at 620 Lincoln Street and Thursdays and Fridays at our Career Lab.




Senior International Officer The position of Senior International Officer is new for FIU. The responsibilities of this position focus on coordinating and facilitating the work of deans and faculty across the university and developing a repository of web-based shared information and experience that informs the campus and the world about internationally related programs and activities underway at FIU. The SIO will chair a university-wide working group with representation from each school or college that will identify international initiatives, strengthen existing international projects, and explore new global opportunities. He will represent the President and Provost hosting delegations that visit the University, arranging meetings with appropriate University interlocutors, and encouraging visits by strategically targeted potential international partners to expand the University’s international imprint. The Office of Study Abroad, the Office of International Student and Scholar Services (ISSS) and the Assistant Provost for China programs will report to the SIO. International Student and Scholar Services Florida International University is one of the most diverse universities in the United States. More than 2500 students and over 100 scholars representing more than 125 countries are part of the university community. As an international student or exchange visitor to our university, this office is here to assure that you have a positive and productive experience. Staff at ISSS assist with a wide range of important and practical information to help make visitors and students transition into our university and community as smooth and comfortable as possible. The staff advises international students and scholars on a variety of issues and is responsible for complying with procedures mandated by the Department of Homeland Security and updating student and scholar records in the Student & Exchange Visitor Information System (SEVIS). ISSS provides advising services and related assistance for international students (F-1 visa category) and exchange students and scholars (Student, Researcher, Professor, and Short-term Scholar categories). Study Abroad

Florida International University is dedicated to enabling its students to become global citizens equipped to respond to the changes and challenges that affect our local and global communities. The Office of Study Abroad provides support to students on their journey to global citizenship by providing them with the opportunity to engage in an international experience while here at FIU. Each year, more than 600 FIU Panthers study, research, or intern abroad in dozens of countries throughout the world. Experience the world. Discover other communities. Become a global citizen. Study Abroad: Your Worlds Ahead experience begins here!


3.0 - SITE CONSIDERATIONS


3.1 SITE ANALYSIS SUMMARY It is the express intent of this program to acknowledge this project as a continuum relating the existing and future developments on this campus, as outlined in the University Campus Master Plan, through the selection of design, materials, and systems utilized. Comprehensive systematizing of the campus complex provides energy and construction cost efficiencies, maintenance and repair savings by reducing replacement parts inventories and simplifying service needs, aesthetic cohesiveness, and overall life cycle cost savings based on existing plant experience.

Design of the building and related infrastructure shall be closely coordinated with plans of the existing structures, systems development, campus utilities development, and University Campus Master Plan for building development. The One Stop: Student Academic Support Center shall acknowledge and affirm the goals of the University and the University Campus Master Plan, 2005-2015 Update for University Park Campus, dated March 19, 2009.


SITE CONSIDERATIONS - 3.0


3.2 SITE LOCATION The Project is sited at the east side of the Graham Center and existing Bookstore. It is strategically located at this heart of campus to allow for synergies with the Graham Center, the Graham Center expansion and a future Alumni Center.

PROJECT SITE




3.3 SITE EXISTING CONDITIONS ANALYSIS The project site is presently occupied by a landscape berm and is northwestern quadrant of the north surface parking lot east of the Graham Center. It includes the existing service road, which provides loading access to the bookstore. The site also encroaches on the existing surface parking lot as the new facility shall address visitors coming in from the east entry way. The roadway in and around this site shall be reconfigured as it adapts to the new master plan roadway design and shall be adjusted as required to facilitate the design of the new One-Stop: Student Academic Success Center.




3.3.1 LOCAL SITE CLIMATE The project site climate is typical of south Florida: temperate with heavy, seasonal rains. Prevailing winds shall be studied in order to properly orient the building and attendant spaces to utilize natural ventilation, where possible, within the building’s programmed areas. The topography of the site is generally flat, with elevations varying from 7 to 9 feet above the baseline elevation. The immediate surroundings of the project site are populated with several different species of trees, including oaks and palms. Two lakes, one to the northwest and one to the northeast, are landscaped with native and non-native trees, shrubbery and vines.




3.3.2 LOCAL SITE UTILITIES 1. HVAC tonnage

- The estimated HVAC tonnage will be approximately 325 ( 200 ) to 375 (250) tons.

2. Chilled Water Capacity needed - Based on the tonnage above and assuming 12 degree temperature differential, the chilled water capacity will be approximately ( 400) GPM which will require an ( 6) inch chilled water pipe.

3. Estimate of electric service required. - The electrical service will be approximately 2500 Amps(1500 KVA) at 277/480V, 3 Phase, 4 Wire

4. Water for Fire and potential pump needs - The fire main will be an 8" pipe and a fire pump will not be required if the building is less than 30 feet. Once the building has an occupied floor greater than 30 feet a standpipe is needed and then a fire pump will be required. If the building is greater than 75 feet than it is considered a high rise and the fire pump will need greater pressures, also smoke evacuation and pressurization will be required.

5. Gas if any -Limited Gas requirements. Gas may be utilized for emergency generators.

6. Storm possibility - The storm piping will be approximately 12" to 14" depending on the roof area and if all combined and how it is connected to the civil. There could be multiple connections from the building at different points depending how the rain water will be drained at the site.

7. Waste -The sanitary will be approximately 6" if combined however there could be multiple drain pipes depending on the layout of the restrooms.

8. Water - The domestic water pipe will be 3” approximately and a domestic booster pump may required.




3.3.2 LOCAL SITE UTILITIES The Project Budget includes all site development associated with normal utility extensions and hook-ups, grading, walkways, service yard, landscape drainage system, plant materials, screen walls, outdoor work areas, lighting, and landscape furnishings (benches, trash containers, etc.). As the project moves forward, specific design parameters regarding the campus infrastructure and associated extraordinary costs, as well as, the projected electrical and water demand and consumption, shall be added to the planning document.




3.4 SITE DESIGN CONCEPTS Project Site -- Master Plan Overlay




Project Site -- Proximity to Campus East Entry




Project Site – Approach and Visibility




Project Site – Existing Green Space




Project Site – Existing and Future Green Spaces




Project Site – Provide a Green Connector between Existing and New


4.0 - PROGRAM SPACE REQUIREMENTS


4.1 PROGRAM SPACE NEEDS ASSESSMENT


PROGRAM SPACE REQUIREMENTS - 4.0





4.2 SPACE DATA AND PLAN VERIFICATION DIAGRAMS CONCIERGE Space Designation: C-001 Space Name: Director Description / Use / Type: Private Office Area: 135 NASF Quantity: 1 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Transparent wall to concierge

work areas, both public and private

Relationships:




Space Designation: C-002 Space Name: Greeter Description / Use / Type: Information (counter or kiosk) Area: 220 NASF Quantity: 1 Number of Occupants / Stations Required: 1-5 + public

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Open Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: - Special Requirements: Integrated Technologies Relationships: In close proximity to building’s

main entrance(s) and Welcome Lobby




Space Designation: C-003 Space Name: Public Interface Space Description / Use / Type: Customer Service Space Area: 480 NASF Quantity: 1 Number of Occupants / Stations Required: 8 + 8 students

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Open Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: Rubber Special Requirements: Integrated Technologies Relationships: In close proximity to Greeter




Space Designation: C-004 Space Name: Counseling Room (one-on-one) Description / Use / Type: Private Office Area: 100 NASF Quantity: 10 Number of Occupants / Stations Required: 1 + 1 student

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Integrated Technologies Relationships: In close proximity to Greeter,

Welcome Center and Public Interface Space




Space Designation: C-005 Space Name: Counseling Room (family) Description / Use / Type: Private Office Area: 120 NASF Quantity: 3 Number of Occupants / Stations Required: 1 staff + 6 guests

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Integrated Technologies Relationships: In close proximity to Greeter,





Space Designation: C-006 Space Name: Computer Lab Description / Use / Type: Computer Lab Area: 750 NASF Quantity: 1 Number of Occupants / Stations Required: 30

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Integrated Technologies; waiting

area, Storage area; “Thin Client” system

Relationships: In close proximity to Greeter, Welcome Center and Public

Interface Space Space Designation: C-007




Space Name: Student Self Support Center Description / Use / Type: open Area: 300 NASF Quantity: 1 Number of Occupants / Stations Required: 20

ARCHITECTURAL CRITERIA Floors: Terrazzo Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: Terrazzo Special Requirements: Integrated Technologies Relationships: In close proximity to Greeter,





Space Designation: C-008 Space Name: Quiet Study Area Description / Use / Type: Study Area: 300 NASF Quantity: 1 Number of Occupants / Stations Required: 15 - 20

ARCHITECTURAL CRITERIA Floors: Carpet Walls: partial –height; Transparent/semi-

transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Power for mobile technology

devices; diverse seating options Relationships: In close proximity to Greeter,





Space Designation: C-009 Space Name: Shared Work Space Description / Use / Type: Private Work Area Area: 300 NASF Quantity: 1 Number of Occupants / Stations Required: 15

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Integrated Technologies Group work table Relationships: Immediately adjacent to Public

Interface Space and Quiet Work Space




Space Designation: C-010 Space Name: Quiet Work Space Description / Use / Type: Private Work Area Area: 110 NASF Quantity: 8 Number of Occupants / Stations Required: 20 (Double Occupancy)

ARCHITECTURAL CRITERIA Floors: Carpet Walls: partial –height; Transparent/semi-

transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Integrated Technologies Relationships: At perimeter of Shared Work

Space




Space Designation: C-011 Space Name: Conference Room Description / Use / Type: Meeting / Training Area: 250 NASF Quantity: 1 Number of Occupants / Stations Required: 12-15

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: flat screen monitor, pinup

surfaces, whiteboard, Smartboard Relationships: In close proximity to Greeter,

Public Interface Space, Shared Work Space and Quiet Work Space




Space Designation: C-012 Space Name: Break-out Room Description / Use / Type: Lounge / Collaboration Area: 250 NASF Quantity: 1 Number of Occupants / Stations Required: 15

ARCHITECTURAL CRITERIA Floors: Stained Concrete Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Integrated Technologies, sink,

refrigerator, microwave, whiteboard

Relationships: In close proximity to Shared Work Space and Quiet Work Space




Space Designation: C-013 Space Name: Central Mail Room Description / Use / Type: Mail Room Area: 175 NASF Quantity: 1 Number of Occupants / Stations Required: -

ARCHITECTURAL CRITERIA Floors: Sealed Concrete Walls: Painted Gypsum Wall Board Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Integrated Technologies Group work table Relationships: In close proximity to Shared Work Space and Quiet Work Space




Space Designation: C-014 Space Name: Storage Description / Use / Type: Storage Area: 150 NASF Quantity: 1 Number of Occupants / Stations Required: -

ARCHITECTURAL CRITERIA Floors: Sealed Concrete Walls: Painted Gypsum Wall Board Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Relationships: In close proximity to Shared Work Space and Quiet Work Space




STUDENT FINANCIALS Space Designation: SF-001 Space Name: Director Description / Use / Type: Private Office Area: 200 NASF Quantity: 1 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Relationships:




Space Designation: SF-002 Space Name: Supervisor Description / Use / Type: Private Office Area: 135 NASF Quantity: 3 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: 2 of the supervisors meet with

students/parents Relationships: 1 needs to see front line and close

to vault and drop-off and secure Brinks entry




Space Designation: SF-003 Space Name: Phone Staff Description / Use / Type: Work Station Area: 55 NASF Quantity: 2 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Open Ceilings: Acoustic Ceiling Tile Base: - Special Requirements: Relationships:




Space Designation: SF-004 Space Name: Support Staff Description / Use / Type: Work Station Area: 55 NASF Quantity: 2 Number of Occupants / Stations Required: 1





Space Designation: SF-005 Space Name: Cashier Station Description / Use / Type: Customer Service Station Area: 55 NASF Quantity: 10 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Open Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: - Special Requirements: Emergency Call Button, Integrated

Technologies Relationships: Adjacent to Bursar Stations




Space Designation: SF-006 Space Name: Bursar Description / Use / Type: Customer Service Station Area: 55 NASF Quantity: 2 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Open Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: - Special Requirements: Emergency Call Button, Integrated

Technologies Relationships: Adjacent to Cashier Stations




Space Designation: SF-007 Space Name: Bursar Support Staff Description / Use / Type: Work Station Area: 55 NASF Quantity: 8 Number of Occupants / Stations Required: 1





Space Designation: SF-008 Space Name: Main Vault Description / Use / Type: Vault Area: 100 NASF Quantity: 1 Number of Occupants / Stations Required: -

ARCHITECTURAL CRITERIA Floors: Prefabricated Walls: Prefabricated Ceilings: Prefabricated Base: Prefabricated Special Requirements: Relationships: Near 1 Supervisor, drop-off and

secure Brinks entry




Space Designation: SF-009 Space Name: Mini-safe Room / Drop-off Description / Use / Type: Secure Storage Area: 80 NASF Quantity: 1 Number of Occupants / Stations Required: -

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board Ceilings: Painted Gypsum Wall Board Base: Rubber Special Requirements: Relationships: Near 1 Supervisor, vault and secure Brinks entry




Space Designation: SF-010 Space Name: Secure Long Term Storage Description / Use / Type: Secure Storage Area: 125 NASF Quantity: 1 Number of Occupants / Stations Required: -

ARCHITECTURAL CRITERIA Floors: Sealed Concrete Walls: Painted Gypsum Wall Board Ceilings: Painted Gypsum Wall Board Base: Rubber Special Requirements: Relationships:




Space Designation: SF-011 Space Name: Secure Copy / Shedder Description / Use / Type: Secure copy room Area: 125 NASF Quantity: 1 Number of Occupants / Stations Required: -

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board Ceilings: Painted Gypsum Wall Board Base: Rubber Special Requirements: Relationships:




Space Designation: SF-012 Space Name: Special Events Description / Use / Type: Private Office Area: 110 NASF Quantity: 1 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Relationships:




Space Designation: SF-013 Space Name: Secure Brinks Entry Description / Use / Type: Entry Area: 60 NASF Quantity: 1 Number of Occupants / Stations Required: -

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: secure, non-public access point

from outside work area Relationships: Near 1 Supervisor, drop-off and vault




Space Designation: SF-014 Space Name: Reception Area Description / Use / Type: Work Station Area: 80 NASF Quantity: 1 Number of Occupants / Stations Required: 1 + 2 guests

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Open Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: - Special Requirements: Relationships:




Space Designation: SF-015 Space Name: Document Manager Station Description / Use / Type: Work Station Area: 55 NASF Quantity: 1 Number of Occupants / Stations Required: 1





Space Designation: SF-016 Space Name: Conference Room Description / Use / Type: Conference Room Area: 250 NASF Quantity: 1 Number of Occupants / Stations Required: 6-8


surfaces, whiteboard, Smartboard Relationships:




Space Designation: SF-017 Space Name: Accounting Coordinator Description / Use / Type: Private Office Area: 110 NASF Quantity: 1 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements:

Relationships:




OFFICE OF THE VICE PRESIDENT Space Designation: VP-001 Space Name: Vice President Description / Use / Type: Private Office Area: 225 NASF Quantity: 1 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustical Ceiling Tile Base: Wood Special Requirements: 6-8 person meeting table, flat

screen monitor, pinup surfaces, white board

Relationships:




Space Designation: VP-002 Space Name: Administrative Assistant Description / Use / Type: Private Office Area: 120 NASF Quantity: 1 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustical Ceiling Tile Base: Rubber Special Requirements: Relationships: near VP




Space Designation: VP-003 Space Name: Assistant / Receptionist Description / Use / Type: Private Office Area: 110 NASF Quantity: 1 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustical Ceiling Tile Base: Rubber Special Requirements: Relationships:




Space Designation: VP-004 Space Name: Reception Waiting Description / Use / Type: Reception Area Area: 200 NASF Quantity: 1 Number of Occupants / Stations Required: 1 + 4 guests

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: Wood Special Requirements: 4 waiting chairs, side table Relationships:




Space Designation: VP-005 Space Name: Conference Room Description / Use / Type: Conference Room Area: 200 NASF Quantity: 1 Number of Occupants / Stations Required: 12

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board Ceilings: Acoustical Ceiling Tile Base: Wood Special Requirements: flat screen monitor, pinup





Space Designation: VP-006 Space Name: Budget Coordinator Description / Use / Type: Private Office Area: 110 NASF Quantity: 1 Number of Occupants / Stations Required: 1

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board Ceilings: Acoustical Ceiling Tile Base: Rubber Special Requirements: Relationships:




Space Designation: VP-007 Space Name: File /Copy/Shredder Storage Room Description / Use / Type: Storage Area: 150 NASF Quantity: 1 Number of Occupants / Stations Required: -





SUPPORT SPACES Space Designation: SS-001 Space Name: Multi-purpose Room Description / Use / Type: Classroom / Meeting / Training Area: 3000 NASF Quantity: 1 Number of Occupants / Stations Required: 150-425

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board




Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: Rubber Special Requirements: operable partition to divide room

in two; moveable tables and chairs; no tablet arms, multi-media; portable stage/platform system; lectern Admissions sessions and Orientation sessions

Relationships: Near Concierge and Welcome Center




Space Designation: SS-002 Space Name: Pantry / Catering Description / Use / Type: Food Service Area: 500 NASF Quantity: 1 Number of Occupants / Stations Required: 2

ARCHITECTURAL CRITERIA Floors: Tile Walls: Painted Gypsum Wall Board,

Tile, FRP Panels Ceilings: Washable Ceiling Tiles, Painted

Gypsum Wall Board Base: Rubber, Tile Special Requirements: Relationships: Concierge, Welcome Center,

Multi-Purpose Room




WELCOME CENTER Space Designation: WC-001 Space Name: Auditorium Description / Use / Type: Auditorium Area: 7,700 NASF Quantity: 1 Number of Occupants / Stations Required: 750 fixed seats




ARCHITECTURAL CRITERIA Floors: Carpet / wood Walls: Painted Gypsum Wall Board, Sound Absorption panels Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: Carpet / wood Special Requirements: 2-levels, tablet arms at 500 seats

(main level), sloped seating areas, raised platform, integrated technologies, multi-media, storage, Prefunction area, green room, AV room

Relationships: Welcome Center and Welcome Lobby, access to service corridor/elevator




Space Designation: WC-002 Space Name: Welcome Lobby Description / Use / Type: Lobby Area: 1,500 NASF Quantity: 1 Number of Occupants / Stations Required: Open to Public

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: Wood Special Requirements: Accommodate flexible use

Admissions sessions and Orientation sessions, multi-media

Relationships: Auditorium and Welcome Center

Concierge




Space Designation: WC-003 Space Name: Welcome Center Description / Use / Type: - Area: 1,500 NASF Quantity: 1 Number of Occupants / Stations Required: 2-4 staff + 60 – 80 guests

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: Wood Special Requirements: Accommodate flexible use

Admissions sessions and Orientation sessions, multi-media Breakout rooms for guests to wait and receive information

Relationships: Welcome Lobby and Auditorium




COLLEGE ADVISING Space Designation: CA-001 Space Name: Reception Description / Use / Type: Reception Area Quantity: 1 Area: 200 NASF Number of Occupants / Stations Required: 1 + 4 guests





Space Designation: CA-002 Space Name: Advising Offices

(Transition & Transfer) Description / Use / Type: Private Office Area: 110 NASF Quantity: 6 Number of Occupants / Stations Required: 1 + 1 students

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Integrated Technologies Relationships: Close to Reception




Space Designation: CA-003 Space Name: Advising Offices

(Exploratory Students) Description / Use / Type: Private Office Area: 110 NASF Quantity: 8 Number of Occupants / Stations Required: 1 + 1 student

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Integrated Technologies Relationships: Close to Reception




Space Designation: CA-004 Space Name: Office of Education Abroad Description / Use / Type: Semi-private work stations Area: 600 NASF Quantity: 1 Number of Occupants / Stations Required: 5-6 staff + guests

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Open Ceilings: Acoustic Ceiling Tile Base: - Special Requirements: Relationships: Close to Reception Space now captured with Career Services and not part of the Advising section.




Space Designation: CA-005 Space Name: Support Staff Description / Use / Type: Semi-private work stations Area: 80 NASF Quantity: 6 Number of Occupants / Stations Required: 1





Space Designation: CA-006 Space Name: Dean’s Office Suite Description / Use / Type: Private and semi-private work

spaces Area: 700 NASF Quantity: 1 Number of Occupants / Stations Required: 8-10

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements:




Relationships: Close to Reception and Conference Room

Space Designation: CA-007 Space Name: Storage Description / Use / Type: Storage Area: 100 NASF Quantity: 1 Number of Occupants / Stations Required: -

ARCHITECTURAL CRITERIA Floors: Sealed Concrete Walls: Painted Gypsum Wall Board Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Relationships:




Space Designation: CA-008 Space Name: Copy Room and Storage Description / Use / Type: Copy Room Area: 150 NASF Quantity: 1 Number of Occupants / Stations Required: -





Space Designation: CA-009 Space Name: Conference Room Description / Use / Type: Meeting / Training Area: 200 NASF Quantity: 1 Number of Occupants / Stations Required: 12


surfaces, whiteboard, Smartboard Relationships: Close to Reception




CLASSROOM SPACE Space Designation: CS-001 Space Name: Tiered Classroom Description / Use / Type: Classroom Area: 1,600 NASF Quantity: 1 Number of Occupants / Stations Required: 1 faculty + 80 – 100 students

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: Rubber Special Requirements: fixed tables, chairs with casters,

integrated technologies, multi-media, raised platform, AV lectern, power and data at each seat, class capturing system, dual screens, tiered seating areas

Relationships: Near faculty offices




Space Designation: CS-002 Space Name: Flat Classroom Description / Use / Type: Innovation Classroom Area: 1,000 NASF Quantity: 4 Number of Occupants / Stations Required: 1 faculty + 40 students




ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: Rubber Special Requirements: tables and chairs with casters,

integrated technologies, multi-media, whiteboard material on all walls, power and data in floor boxes throughout the space, Smartboard

Relationships: Near faculty offices




FACULTY OFFICE SPACE Space Designation: FOS-001 Space Name: Office Type A Description / Use / Type: Private Office Quantity: 5 Area: 150 NASF Number of Occupants / Stations Required: 1 + 2 guests

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Painted Gypsum Board Base: Rubber Special Requirements: Integrated Technologies, 2 guest

chairs, side table Relationships: Close to Classrooms




Space Designation: FOS-002 Space Name: Office Type B Description / Use / Type: Private Office Area: 110 NASF Quantity: 36 Number of Occupants / Stations Required: 1 + 1 guest

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Integrated Technologies Relationships: Close to Classrooms




Space Designation: FOS-003 Space Name: Work Stations Description / Use / Type: Semi-private work stations Area: 80 NASF Quantity: 10 Number of Occupants / Stations Required: 1 faculty + 1 guest

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Open Ceilings: Acoustic Ceiling Tile Base: - Special Requirements: Relationships: Close to Classrooms




Space Designation: FOS-004 Space Name: Reception Description / Use / Type: Reception Area Area: 160 NASF Quantity: 1 Number of Occupants / Stations Required: 1 + 3 guests





Space Designation: FOS-005 Space Name: Conference Room Type A Description / Use / Type: Meeting / Training Area: 400 NASF Quantity: 1 Number of Occupants / Stations Required: 15-40




Space Designation: FOS-006 Space Name: Conference Room Type B Description / Use / Type: Meeting / Training Area: 240 NASF Quantity: 1 Number of Occupants / Stations Required: 15






Space Designation: FOS-007 Space Name: Lounge Coffee Room Description / Use / Type: Lounge / collaboration Area: 200 NASF Quantity: 1 Number of Occupants / Stations Required: 12

ARCHITECTURAL CRITERIA Floors: Stained Concrete Walls: Transparent/semi-transparent Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Integrated Technologies,

whiteboard Relationships:




Space Designation: FOS-008 Space Name: File/Storage/Copy Room Description / Use / Type: Storage Area: 200 NASF Quantity: 1 Number of Occupants / Stations Required: -

ARCHITECTURAL CRITERIA Floors: Carpet Walls: Painted Gypsum Wall Board Ceilings: Acoustic Ceiling Tile Base: Rubber Special Requirements: Relationships:




Career Services Space Configuration to be determined during Program Verification Stage Senior International Officer’s Office Space Configuration to be determined during Program Verification Stage Study Abroad Space Configuration to be determined during Program Verification Stage International Student and Scholar Services Space Configuration to be determined during Program Verification Stage


BUILDING DESIGN GUIDELINES - 5.0


5.1 ESTABLISHING PROJECT GOALS FOR PROJECT AND OPERATIONAL COST MANAGEMENT AND EFFICIENCIES 5.1.1 Stakeholder Goals In May 2007, FIU President Modesto A. Maidique signed the American College & University Presidents Climate Commitment and created The Green Initiative and President’s Climate Commitment Task Force. Meeting the mission of this Task Force, Florida International University has committed its resources to achieve a minimum LEED® Silver Certification for all new projects. Currently, one project has been registered for LEED Certification on the main campus, with several new projects slated to follow. Additionally, the University has implemented a “single stream” recycling program for all of the University’s departments that exceed Florida Statute 403.714 and The Florida Solid Waste Management Act of 1988. This program is in line with the Florida Energy Bill (HB-7135) signed by Governor Christ on May 01, 2008, which requires State Agencies to recycle 75% of their entire waste stream by 2020. The One Stop: Student Academic Support Center shall acknowledge and affirm the goals of the University and the University Campus Master Plan, including sustainable design and energy efficiency. The building is to meet the minimum requirements for the U. S. Green Building Council’s (USGBC) LEED® (Leadership in Energy and Environmental Design) Silver Certification. Any component of the existing structure that is to be integrated with the new building shall be renovated to meet the standards for LEED Silver Certification – further ensuring the high performance of the building’s service systems. 5.1.2 Operational Goals: Energy and Resource Conservation Measures To better meet the sustainable goals of the University, Energy Conservation Measures (ECM’s) and Resource Conservation Measures (RCM’s) shall be designated and developed during the design process. ECM’s are components that are incorporated into the Project that may reduce energy consumption. These may include, but are not limited to:

• the selection of materials and building systems • the use of zoned control systems • the use of high efficiency lighting • the use of lighting control • the use of occupancy sensors • the use of energy recovery for pre-treatment of ventilation air. • the use of low-flow plumbing fixtures with automatic flush valves and self-

powered sensor faucets


5.0 -- BUILDING DESIGN GUIDELINES


• no HCFC or CFC refrigerants • the use of green roofs

RCM’s are components or actions that are incorporated into the Project or the construction activity that may reduce resource waste. These may include, but are not limited to:

• the recycling and reuse of construction debris • the use of passive means of ventilation • the use of day lighting control • the use of gray water systems

Energy and day light modeling, life cycle cost analysis and the orientation of program spaces according to their function and relationship to the overall building function and site shall be utilized to further the sustainable goals for the Project. 5.1.3 Establishing Sustainable Project Goals Due to the integral relationship of many building and site components in sustainable design principles, a Project Sustainable Goal Statement shall be established at the start of the design process and refined throughout the design process. The establishment of the sustainable goals early in the Project shall allow the University Stakeholders and the Design Team to prioritize specific elements and budget the appropriate monies accordingly. The Project is sited to the east of the Graham Center near the center of the campus, with orientation of the new facility’s expanses most likely facing the West and the East. Dependent on site analysis and program verification, internal courtyards and/or light wells may provide energy-efficient day lighting, as well as, breezeways that could afford the opportunity to reduce the mechanical ventilation of the building, thereby allowing a reduction in the mechanical systems. Landscaping shall be designed and implemented complimentary to the Campus Master Plan and the South Florida climate. Irrigation shall be in tune with the Project’s goal for increasing energy efficiencies, utilizing Xeriphytic landscape concepts. On-site retention of storm drainage affords another opportunity to potentially reduce the mechanical systems for the building, in tandem with open breezeways and internal courtyards. Additionally, treatment of the storm drainage offers another source for energy-conscious and resource-conscious design, if integrated with some of the building’s systems, such as irrigation.


BUILDING DESIGN GUIDELINES - 5.0


Sustainable goals for energy efficiency shall be verified through a final energy-analysis or through post-occupancy measured consumption. 5.2 SUSTAINABLE DESIGN APPROACH Strategies for Designing and Implementing Sustainable Projects The project shall seek to achieve a higher standard of energy efficiency, beyond LEED®, and beyond the Florida Energy Efficiency Code. 5.2.1 LEED® LEED® is an industry-wide benchmark for sustainable design. The LEED® guidelines shape building design with valuable considerations for creating healthy environments for inhabitants. These considerations range from storm water collection, to indoor water efficiency, from indoor air quality to mold prevention, and from recycled material use to daylight control and views. LEED® is a voluntary certification program that can be applied to any building type and any building lifecycle phase. It promotes a whole-building approach to sustainability by recognizing performance in key areas: Sustainable Sites, Water Efficiency, Energy and Atmosphere, Materials and Resources, Indoor Environmental Quality, Locations and Linkages, Awareness and Education, Innovation in Design, and Regional Priority. 5.2.2 The 2030 Challenge In addition to LEED®, the Design Team shall make a commitment to achieving the goals of the 2030 Challenge. The 2030 Challenge was established in 2002 by Architecture 2030, a non-profit, non-partisan and independent organization, in response to the global-warming crisis. Their mission is to rapidly transform the US and global Building Sector from being the major contributor of greenhouse gas emissions to being key players in finding solutions to the global-warming crisis. The goal: achieve a dramatic reduction in the global-warming-causing greenhouse gas (GHG) emissions of the Building Sector by changing the way buildings and developments are planned, designed and constructed. In order to accomplish this, 3 main areas have been targeted, which Gould Evans has committed to adopting in all projects:

All new buildings, developments and major renovations shall be designed to meet a fossil fuel, GHG-emitting, energy consumption performance standard of 50% of the regional (or country) average for that building type.


5.0 -- BUILDING DESIGN GUIDELINES


At a minimum, an equal amount of existing building area shall be renovated annually to meet a fossil fuel, GHG-emitting, energy consumption performance standard of 50% of the regional (or country) average for that building type.

The fossil fuel reduction standard for all new buildings and major renovations shall be increased to: 60% in 2010 70% in 2015 80% in 2020 90% in 2025 Carbon-neutral in 2030 (using no fossil fuel GHG emitting energy to operate)

These targets may be accomplished by implementing innovative sustainable design strategies, generating on-site renewable power and/or purchasing (20% maximum) renewable energy and/or certified renewable energy credits.

5.2.3 LEED PROJECT CHECKLIST The following is a preliminary LEED Project Checklist that indicates some of the possible credits that the project may achieve. As the Team moves forward with the University in the design process, these may vary according to the clarification of needs and goals.

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BUILDING DESIGN GUIDELINES - 5


Understand the Components of Energy Efficient Design Use ASHRAE Guides to Structure the Design Process Identify and Detail the Appropriate Building Envelope System Utilize a Building Science Consultant

5.4.1 Verify Project Team Commitment The greatest energy savings can be obtained with the cooperation of an Owner committed to this goal. However, substantial savings may be achieved on a project with even partial Owner commitment. MEP consultant commitment and expertise is essential for achieving significant energy savings. Energy savings design and analysis must begin at the very start of the project, and must follow a methodical, documented process. 5.4.2 Set Energy Efficiency Goals Energy efficiency goals are typically expressed as a percentage reduction from the average energy usage for a specific building type in a specific region of the country. Commercial Buildings Energy Consumption Survey (CBECS). The Department of Energy (DOE) conducts surveys every four years to determine average energy usage for buildings (kBtu/sf/year). The data is broken down by building type and by geographic region. The surveys are statistical averages for all buildings – so they include buildings of all ages. This table shall be utilized to identify the “average” energy usage against which the projected energy savings are measured. Initial Goal: 50% Energy Savings. It is not unreasonable to attempt to design for 50% energy savings as an initial goal. This goal is in line with Architecture 2030 and ASHRAE goals for energy savings. These industry goals are scheduled to increase with time as the industry moves toward zero energy / carbon-neutral design by 2030. 5.4.3 Understand the Components of Energy Efficient Design All of the following components must be addressed for substantial energy-efficient improvements:

Building Envelope Lighting HVAC Equipment and Systems Service Water Heating


5 - BUILDING DESIGN GUIDELINES


The amount of energy used by each of these components – and the percentage energy savings that can be achieved – may vary significantly depending on climate, occupancy type, building shape and size, etc. In addition, the following components shall be addressed where possible to further increase energy efficiency:

Exterior Façade Lighting Parking Lot Lighting Plug Loads

5.4.4 Use ASHRAE Guides to Structure the Design Process ASHRAE has published a series of Advanced Energy Design Guides for different building types. These Guides provide an excellent process for designing very energy efficient buildings of any type. They address all of the items listed above in Understand the Components of Energy Efficient Design, and also include Quality Assurance information. Guide contents, in order of use:

Energy Goals and Strategies - A reference table or matrix that leads the Guide’s user through the process of identifying and selecting energy savings measures to meet major energy design goals.

Integrated Process for Achieving Energy Savings (Chapter 2) - A

narrative discussion of the design and construction process that points out the opportunities for energy savings in each phase.

Recommendations by Climate (Chapter 3) - Contains a Table of

Recommendations for the 8 climate zones.

How to Implement Recommendations (Chapter 4) - Specific how-to information on good practices.

Commissioning - Commissioning is a necessary process in energy

efficient design (as well as a requirement for LEED in one form or another).

Owner’s Program Requirements (OPR) - The OPR is a written document

- ideally completed before the start of design - that details the functional requirements of a project and the expectations of how the facility shall be




used and operated. It includes project and design goals, measurable performance criteria, Owner directives, budget, schedules and supporting information. The OPR is an essential document for energy efficient design:

o Commissioning – LEED-defined and otherwise – requires an

OPR. o Quality Assurance depends on an OPR.

Basis of Design (BOD) - The BOD is a written document created during design, and then included in the OPR, that documents the design assumptions.

Energy Analysis Tools - There are two key tools in the practice of building

science in the design process – Energy Modeling and Day Light Modeling.

o Energy Modeling offers the Team the ability to establish and

verify energy goals, and provides life cycle cost analysis to the owner. This program allows the Team to run cost estimating exercises to evaluate the tradeoffs between capital investment and energy payback.

o Day Light Modeling offers the Team the ability to design

environments that capitalize on daylight to reduce the artificial lighting needed in each space. This reduces not only the energy required to light the space, but also reduces the amount of heat load placed on the cooling system by the BTU’s radiated from each lamp. The result is an engineered solution that promotes building longevity, low maintenance costs, a healthy environment, and energy efficiency.

5.4.5 Identify and Detail the Appropriate Building Envelope System For high energy efficiency, the building envelope must be designed and detailed to provide control layers and/or strategies for:

thermal movement air movement water movement water vapor movement




Controlling these movements is absolutely crucial for envelope durability and energy performance, and is the architect’s responsibility. Thermal Movement. The MEP’s Energy Analysis includes an assumption on the R-values of the building envelope components – walls, roof, windows, etc. These assumptions need to be carefully reviewed to insure that they reflect the true R-values of the envelope sections. Air Movement. There are no current analytical tools for envelope performance that account for the true air tightness of the building. Air tightness – or lack thereof – shall greatly influence mechanical system performance and energy efficiency. Water Movement. Controlled by the correct design of drainage planes and flashings. Water Vapor Movement. Depends upon the water vapor perm ratings of the envelope components, and their location relative to one another. Hygro-Thermal Analysis. Software now exists that can provide a sophisticated analysis of heat and moisture movement through a proposed wall design. Envelope Design Process

Identify probable wall and roof types Design preliminary wall and roof sections Identify specific materials and their location in wall/roof section Identify total insulation R-value and continuous insulation R-value Always provide continuous insulation

Provide minimum R-10 wall insulation, R-20 roof insulation whenever possible

Determine if wall section requires water vapor analysis “Perfect” wall sections do not require analysis – all others do.

Verify ideal insulation values as part of Energy Analysis 5.4.6 Building Science Consultant The Project Team of Gould Evans maintains a contract with a Building Science Consultant. The Building Science Consultant shall assist the Project Team with:

Initial design concepts for envelope and MEP systems Detail development through design




Detail review The incorporation of building science techniques may allow the Project to reduce energy use by as much as 50% beyond the standard for the building type. Reducing operational energy usage is by far the most important sustainable design objective and it shall save money at the same time. Maintaining a continual dialogue with a Building Science Consultant shall further strengthen the goal of an energy efficient and sustainable project. 5.5 I.T. AND COMMUNICATIONS RESOURCE REQUIREMENTS Refer to APPENDIX "C," Telecommunications Wiring Standards and design construction procedures, of the FIU Building Standards, published by the Office of Finance & Administration, Facilities Management Construction Services, latest edition, for the University’s Telecommunications Wiring Standards and general furnishing and equipment requirements. Specific furnishing and equipment requirements are noted in the specific Space Data Sheets in Section 3. Detailed computer hardwire requirements and network linkage relationships shall be established in the Furniture/Equipment expenditure plan that shall be developed following the completion of design development. Refer to FIU Data Center Construction Requirements, latest edition, published by University Technology Services, for specific requirements related to the design and construction of the Data Center. 5.6 APPLICABLE CODES AND STANDARDS This building shall conform to the following applicable building codes and standards, which were applicable at the time that this document was written. In case of conflict, the strictest requirements shall govern. Written approval shall be obtained when required from the State of Florida Fire Marshall, Miami-Dade County Water and Sewer Department, Miami-Dade County Health Department, Florida Department of Environmental Protection (DEP), Miami-Dade County General Services Administration (Elevator Section), and DEP’s National Pollution Discharge Elimination System Permit.

FIU Building Standards, 2009 Edition

The Florida Building Code (FBC), 2007 Edition, including the High Velocity Hurricane Zone (HVHZ), and annual amendments, if any.

FBC Building FBC Fuel Gas




FBC Mechanical FBC Plumbing

Other statewide Impact Codes:

All referenced standards listed in Chapter 35 of the Florida Building

Code Florida Fire Prevention Code, 2005 edition Florida Accessibility Code (Chapter 11 of the Florida Building Code) HRS (Health and Rehabilitative Services Codes) Water Management District Standards Space Criteria as applicable (State requirements for educational

facilities) The Department of Transportation The Corps of Engineers South Florida Water Management District The Department of Natural Resources Public Works Department Standards

Statewide Legislation:

Threshold law s.553.77, F.S. Building Code and Enforcement s.553.71, F.S. High hazard occupancy new definition s.633.021, F.S. Fire Marshall inspection s.633.085, F.S. Fire Marshall authority to order vacating of building s. 633.121, F.S. Master Planning (University Campus Master plans and development

agreements) s.1013.30. Trench Safety Act CS/SB 2626 which adopts OSHA excavation safety

standards. Compliance with Florida Statutes on Xeriscape and mature plant

usage.

Compliance with applicable local ordinances as required.




5.7 PROJECT DESIGN PARAMETERS The following parameters define building standards and specifications which shall ensure environmental sensitivity, quality construction materials, construction systems efficiencies, adherence to building codes and standards, and awareness of university requirements to ensure functionality, ease of maintenance, energy efficiency, and cohesiveness to the existing campus plan. This document sets forth standards for construction materials, interior and exterior finishes, paving surfaces, common building elements, accent materials, utilities, environmental and building systems, landscaping, and other design guidelines appropriate for this campus. The current FIU Building Standards are to be followed unless specific deviations are agreed upon in advance with the Facilities Management Department. In the development of conceptual design, careful consideration shall be given to the following items:

The design shall be functional and take advantage of prevailing breezes and the subtropical climate. Natural ventilation shall be developed wherever practical and desirable based on initial costs, operating costs, energy conservation, and the degree of environmental control required in various functional areas. The design should eliminate the need for excessive mechanical controls through the use of such design parameters as building orientation, sun control, breezeways, operable windows, insulating exterior materials, etc.

Careful consideration shall be given to alternative means of accommodating level changes. The nature of the functions housed in this facility requires that most of them be directly and conveniently accessible. The design shall attempt to maximize vertical accessibility to all floors in this building. Concepts to be explored include ramped walkways, exterior multi-level design and terracing. Where stairs are used, they must be prominent, inviting, and readily accessible.

The building shall be designed for functional flexibility. The Design Team shall monitor and document the Project’s overall costs, as

well as costs of specific design elements, which shall be reviewed with the Facilities Management Department. Construction cost control is understood to be a major developmental objective.

Together with planning for user convenience, public-oriented spaces shall be organized and arranged, as much as possible, into building/floor zones and provide accessibility for changes in mechanical and electrical services and for maintenance access requirements. Future economies in spatial revisions and potential economies in operations of mechanical systems shall




be considered. In order to affect maximum flexibility, the project shall consider a public

circulation core that includes all required public access areas and all building services. This core might provide the vertical circulation, and contain all non-academic functions in a sound-isolated envelope which would aid in maintaining acoustical levels in the office and classroom areas. All non-academic and classroom areas should have direct access to the public circulation core.

Interior finishes should be responsive to the traffic levels to which they shall be subjected with recognition of the permanence of the facility and a desire for low maintenance while providing an inviting and attractive ambiance. Hard or resilient floor surfaces shall be specified for high volume, public traffic areas. Specific room areas should be carpeted with strong, tight weave fibers, and easily replaceable colors, easy cleaning and/or repair. Wall surfaces in public traffic areas shall anticipate wear and abuse due to high traffic volumes.

The interior environment of the building shall consider the international character of the student body and the community, including signage, color schemes, and amenities.

Interior landscaped areas shall be considered to reflect the South Florida sub-tropical environment.

Furnishings and equipment, interior finishes, and color selections shall be coordinated with University Facilities Management personnel in design stages of project development prior to implementation.

Natural daylight illumination shall be utilized as much as possible on all levels of the building, and views of the campus via large expanses of glass shall be considered, as well. All exposed glazing shall be provided with storm wind protection shutters, which are manually operable, or impact resistant glazing.

Vending areas including all utility services (electrical, plumbing, floor drains, etc.) shall be provided in conditioned spaces.

Common areas with electric service shall be provided within office areas to accommodate photocopy, fax and scanning machines, where such areas are not identified within the program document.

One common recycling area per floor shall be provided in office areas to accommodate waste paper recycling bins. Bins shall be highly visible to encourage usage without obstructing normal circulation patterns.

One custodial work room for each 18,000 square feet or less of floor space shall be provided. All space within the building should be reachable from one of these work rooms without negotiating any stairways. Each work room should be at least 80 net square feet with an 8' minimum dimension and a 36" minimum out-swinging door. Each room shall include a wall hung slop




sink extending 14" from wall, 20" wide, and 11" deep; it shall be of cast iron exterior and porcelain interior with a metal guard rim and an outlet trap.

There shall be a 3" diameter floor drain in front of the sink to catch spillage. No telephone panels, electrical panels, alarm system panels, or pipe chases are to be included in these rooms

The design, fabrication, and installation of an informational graphics and signage system in accordance with University standards shall be included in the project, and shall be coordinated through the Facilities Management Department.

Roofing construction details shall be designed in accordance with the National Roofing Contractors Association Construction Details publication, latest edition. Roofs shall slope (1/4" per foot) for positive directional drainage.

Door hardware shall be specified to be an electronic locking system (ELS) matching and compatible with the FIU building standard. The system shall be coordinated with the University Key Bank and approved by the Facilities Management department.

All service kitchenettes should be provided with exhaust fan to the exterior of the building.

All fluorescent lighting should have an electronic ballast and energy efficient bulbs.

Acoustical ceiling tile system should be easily removable for maintenance access.

Provisions shall be made for one air-conditioned voice/data communication (telephone) equipment room on each building floor level, each with an area of not less than 10' x 10' with a door not less than 3' wide for equipment access, and a 125 Volt 20 Amp electrical power outlet.

The first floor elevation shall meet a minimum of +10 feet. Asbestos and lead-based Paint Survey, operations & Maintenance, and

Abatement: Rules of the Florida Department of Labor and Employment Security Requirements of Sections 255.551-565 and Chapter 469, Florida

Statutes Rules of the Florida Department of Environmental protection. Regulations of OSHA and the Environmental Protection Agency Licensing regulations of Asbestos Consultants, the Florida

Department of Business and professional Regulation. Lead-based paint minimum abatement standards of the Department

of Housing and Urban Development and current state of the art procedures to protect university personnel, students and visitors

All asbestos abatement contractors are to be pre-qualified under the SUS owner Provided Insurance Program.




5.8 BARRIER-FREE DESIGN

The Project shall permit accessibility for the disabled. The University has adopted ANSI 117.1 - 1998 and the Department of Community Affairs Accessibility Requirements Manual and current revisions for standard handicapped design materials, for compliance, as a part of the University Building Standards and should be used in conjunction with the State of Florida Handicap requirements and the Americans with Disabilities Act Accessibility Guidelines (ADAAG). 5.9 SITE DEVELOPMENT AND CAMPUS INTEGRATION

The project’s site and building planning and design shall conform to the current Campus Master Plan Update. In the development of the conceptual designs, careful consideration shall be given to the following items:

Site design shall be coordinated with all physical facilities existing and/or currently planned for the campus.

Pedestrian circulation systems between the proposed building and existing adjacent buildings shall be integrated into the design providing weather-protected connections when possible. Perimeter walkways, exterior courtyards, and plaza areas shall be considered to visually relate to the other campus adjacent buildings.

If required, service roads and/or yards shall be constructed according to the Dade County standards for vehicular blacktop surfaces; additional road and service yard requirements include planting, landscaping, irrigation system, lighting, signage, and graphics.

In engineering design and construction, the Project shall maintain positive storm water drainage and disposal.

In design planning and construction staging, consideration shall be given to minimize disruption of existing entrance road(s) to ensure orderly traffic flow.

Energy efficient exterior lighting shall be provided for service road and/or yard, site, and building. Because of the heavy use of the facility at night, particular care shall be taken in the design of exterior lighting for vandal resistance, security, and aesthetics. Lighting of the service yard shall be controlled by clock timers with electric photo cells. The use of lighting color differences shall be considered to differentiate exterior functions, i.e., service road and/or yard vs. pedestrian walkway.

All site utilities shall be provided underground from the nearest existing primary services (power, telephone, and sanitary sewer and water distribution systems). Communications and control systems shall be provided as extensions of the campus underground network to and/or from




existing and future adjacent buildings to engage with central terminal (control) equipment.

Site design shall be developed to take full advantage of South Florida's subtropical climate including the use of Xeriphytic concepts. Landscaping shall be used to articulate exterior areas, provide shade for outdoor use, and provide a natural buffer between zones of conflicting use and future development.

The Project shall provide aesthetically pleasing site boundaries and building vistas from the surrounding campus areas. Native landscape materials which are capable of withstanding the sun and wind conditions found in South Florida shall be used. Irrigation systems shall be water efficient.

Topographic site plans shall specifically illustrate existing and established grades for drainage. Site construction shall comply with contract documents. "As-builts" of the drainage system shall be reviewed in the field at Substantial Completion of the project. All components of the construction exposed to weather shall have positive drainage to a storm-water drainage system or equivalent (planters, grassed areas, etc.). Scuppers or roof run-offs shall not occur over pedestrian walks or terraces. Primary circulation paths shall require trench drains to ensure against storm-water accumulation during heavy rainstorms. A comprehensive storm-water drainage plan for the building, connecting walkways, all weather-exposed stairways, and site, shall be provided as a part of the Design Development stage.

Exterior handrails shall be of a non-corrosive material and shall not overheat when exposed to the sun.

Roadway and walkway post lights shall be located at least 4 feet from the edge of roadways and walkways.

Loading docks and service areas shall accommodate the needs of a commercial recycling program, such as a corrugated cardboard compactor. An area shall also be identified for the separation and collection of other recyclables, such as glass, aluminum, paper, etc.




5.10 BUILDING ENVIRONMENTAL SYSTEMS

Mechanical and electrical systems shall be designed to afford maximum energy efficiency and operating economy. Mechanical systems shall be designed in as efficient a manner as possible in order that these systems not preclude vital space essential to the building's main purpose. Particular attention should be paid to the following:

Zone controls of air-conditioning to permit emphasis to selected areas; alleviating total operation when necessary, particularly as relates to exhaust hoods where applicable. Design systems which maintain air movements for humidity control. Control equipment shall be electronically coupled to an electronic energy management system compatible with existing EMS in other campus facilities.

Zoned lighting controls to allow for selective control of all overhead lighting. Lower ambient light levels and increase task lighting.

Flexibility to adjust lighting levels as needed for particular functions. Lighting design shall reflect studies conducted in recent years concerning

reading lighting in academic buildings. The building mechanical and electrical system shall be designed to allow

incremental expansion as future needs require additions and alterations and should follow guidelines indicated in the Master Plan Update.

All HVAC Systems shall be designed and specified with special consideration for sound transmission and quiet operation. Appropriate air duct velocity and vibration isolation shall be designed and field verified during construction. Air handlers shall be remote from instructional and office space and enclosed by sound resistant partitions.

The building shall be designed to function for short time periods with limited power consumption and without the use of air-conditioning. Features listed above - such as natural ventilation, sun control, zoned environmental controls - shall be coupled with overall building design considerations such as siting to take advantage of prevailing winds, window design to accommodate breezes, and minimize head build-up, etc. In order to service the building economically and preserve the architectural plans for flexibility, the following mechanical systems for the building shall be considered for incorporation in the Project:

Central utility core with minimum distribution distances. Accessible vertical and horizontal chases where flexibility is required. Provisions for changing power and telephone distribution. Accessible mechanical rooms housing no other functions. Basic systems:




Heat/air-conditioning distribution and control. Design criteria to be 76 degrees Fahrenheit with 50% relative humidity.

Lighting fixtures with local controls and central monitoring and disconnect control panel.

An emergency diesel or propane electrical generator for emergency lighting and elevator use should be provided to facilitate the exit of the disabled, in case of a power failure, and a U.P.S. system back-up for communications/computers.

Smoke detection and fire alarm with central annunciator panel at or near the main entrance. The fire alarm system shall be an addressable system, not a zone system.

Electric power reserve shall be 150% greater than initial demand. The electrical distribution system shall also be designed and constructed to accommodate this reserve.

Water - hot water and cold water with sufficient shut-off valves as required by academic programs and/or maintenance functions. Hose bibs inside and outside of the building as required.

Sanitary waste system - as required by applicable codes. Storm drainage - positive drainage from room entrances and all

exterior areas. Gas lines, properly tested, with shut-off valves as required; add 30%

reserve over initial building demand. Hydraulic elevator - combination service and passenger-type with

electrical eye equipped doors; self-lowering and automatic open doors in accordance with fire codes.

Clocks - battery emergency powered. Inter-campus and public telephone system. Two phone service

source. Irrigation - Central. Exterior building lighting - Energy efficient and vandal resistant. Exterior door security system. Energy management systems in compliance with the Master Plan

Update guidelines (Control in Central Utility Plant). Security system connected to the campus Public Safety Department.

Central controls for this facility connected to the Central Utility Plant should be provided for the following:

Clocks should be connected to the existing Simplex Time Clock System.

Environmental systems (HVAC). Fire alarm - Connect system to the campus Public Safety

Department. Exterior lighting.




Reserve utilities capacity for power and gas (refer to items above), chilled water, water and sewer, and communications are to be provided.




5.11 FURNISHINGS AND EQUIPMENT STANDARDS In order to facilitate the design of the specific functional areas, lists have been compiled indicating the anticipated equipment needs of each. These lists have been included in the detailed description of each area. These lists may not be complete, and include items which shall not be purchased under the projects Capital Outlay Furniture and Equipment budget; however, their inclusion in the design is required for efficient space planning by the Architect and Engineers. It is also important to recognize that some of the office equipment presently utilized in other buildings on campus may be re-utilized if, after inventory, they are deemed to be in satisfactory condition for relocation. Installation for all fixed equipment, built-in shelving, counters, and any equipment requiring hook-up other than electrical convenience outlet shall be included in the construction cost and bid documents. All movable equipment and furnishings shall only be included in the equipment and furniture design layouts, but should be indicated as "not-in-contract". All movable equipment shall be furnished by the University and funded from the Furniture and Equipment budget; see Project Budget. All special equipment shall be specified to be on contract for servicing. A complete set of "as-built" drawings from manufacturers and installers is required. The A/E and contractor shall field demonstrate and discuss maintenance procedures with appropriate personnel from the department of Physical Plant upon Substantial Completion of the construction. Inventory of equipment, other than in this construction program, shall be provided by the Office of Facilities Management.


6.0 - PROJECT SCHEDULE


6.1 PROJECT SCHEDULE COORDINATION Mutual coordination between the A/E and the University shall be required to resolve questions of scheduling, compatibility, finishes, environmental systems, connections, etc. Scheduling of these meetings and establishment of dates for this coordination shall be the task of the University's Office of Facilities Planning. Among those items which shall require coordination are the following:

Pre-design Informational Conferences Design Submissions and Presentations Project Reviews, Evaluations and Approvals by the Board of Trustees Final Document Approvals Bidding Dates and Procedures Award of Contracts and Construction Start Preconstruction and Periodic Construction Conferences Construction Interfacing with University Operations Disruption of Services for Utility Connections Substantial and Final Completion Inspections Guarantee Expiration Inspection

After additional evaluation it has been determined that this project will require a fast track approach in an effort to start construction by the summer of 2013. It has been determined that a GMP will be established through a detailed Design development set, 100% Site and Civil work and Structural Frame design documents. The Milestone Schedule reflects this approach. Two early release packages shall be distributed: 1. Site work/Foundations/Underground Utilities 2. Structural Framing Package.


PROJECT SCHEDULE - 6.0


6.2 PROJECT SCHEDULE

Milestone (Completion Dates) Scheduled Date Calendar Days Submit Legal Adv't. to F.A.W. 20 Aug 2008 F.A.W. Adv't. Posted 29 Aug 2008 9 A/E Qualifications Deadline 26 Sep 2008 28 Shortlist Meeting 17 Oct 2008 21 A/E Presentation & Interviews 10 Dec 2008 54 Selection Notice 22 Dec 2008 12 Negotiations & Contract Award 5 Feb 2009 45

A/E Notice to Proceed 3 Apr 2009 57

Programming and Verification 17 Nov 2011 958 FIU review 28 Jan 2013 - Conceptual Schematics 25 Feb 2013 29 FIU review 04 Mar 2013 7 Advanced Schematics 08 April 2013 35 FIU review 15 April 2013 7 Design Development Documents 07 Jun 2013 54 FIU Review 19 Aug 2013 55 50% Contract Documents 07 Oct 2013 50 FIU review 28 Oct 2013 21 100% Contract Documents 13 Dec 2013 47 FIU Review 06 Jan 2014 23

Bid Date/Issuance of GMP (Early Release) 01 Aug 2013 55 (Early Release)

Award Date/Notice to Proceed (Early) 19 Aug 2013 14

Building Permit (Early Release) 19 Aug 2013 30 (Early Release)

Construction Start 19 Aug 2013 0 (Early Release)

Substantial Completion 10 Dec 2014 480 Furniture/Equipment Installation 09 Jan 2015 30 Occupancy 12 Jan 2015 3 Closeout Documentation (after Subs.Comp)

09 Feb 2015 30


7.0 - PROJECT BUDGET


7.1 PROJECT BUDGET SUMMARY A budget has been prepared based on meetings with the User to define the requirements for the project as described in the Facilities Comprehensive Master Plan. The factors affecting budget in this phase are institutional resources and commitments. 7.2 PROJECT FUNDING SOURCES The planning, construction and equipment funding allocations for this project, The One Stop: Student Academic Support Center, is as follows:

Public Education Capital Outlay funds (PECO) To be adjusted as more information becomes available.

2008-2009 $ 2,500,000 2010-2011 $ 17,646,976 $ 20,146,976

CITF Funds are being provided 2012-2013 $ 4,500,000 Total Project Funds $24,646,976.00


PROJECT BUDGET - 7.0


7.3 PROJECT BUDGET PROGRAM FACTORS The project budget is composed of the following anticipated costs:

Land acquisition costs, surveys, environmental tests, and legal expenses Infrastructure to support the program requirements including site work and utilities, parking, fixtures, etc. Construction Costs Costs attributed to design professional fees, miscellaneous testing services Telecommunications costs attributed to purchase and installation of telephone equipment and computer data outlets Furniture and equipment to support the program requirements Project contingency funds

The Project Budget for the One Stop: Student Academic Support Center is based on the following program factors: Net Assignable Facility/Space Area Gross Gross Area Unit Cost Construction Type (NASF) Conversion (GSF) (Cost/GSF)* Cost Classroom 1,600 1.5 2,400 $215.42 $ 517,008 Food Service 500 1.5 750 $463.50 $ 347,625 Teaching Lab 7,000 1.5 10,500 $222.00 $ 2,331,000 Office 27,488 1.5 41,233 $210.00 $ 8,658,930 Lecture/ Exhibition 10,700 1.5 16,050 $250.00 $ 4,012,500 TOTALS 39,465 70,933 $15,867,063 *Apply Unit Cost to total GSF based on primary space type


7.0 - PROJECT BUDGET


7.4 SCHEDULE OF PROJECT COMPONENTS The Schedule of Project Components for the One Stop: Student Academic Support Center is outlined as follows: PROJECT COMPONENTS ESTIMATED COSTS Funded 2009- 2010- 2011- 2012- 2013- Funded to Date 2010 2011 2012 2013 2014 & In CIP Building Construction Cost $24,646,976 $TBD $TBD $TBD $TBD $- $15,867,063 Additional / Extraordinary Construction Costs

Environmental Impacts/Mitigation $0 $0 $0 $0 $0 $0 $0 Site Preparation/ Demolition $0 $ 250,000 $0 $0 $0 $0 $ 250,000 Landscape/Irrigation $0 $ 200,000 $0 $0 $0 $0 $ 200,000 Plaza/Walkways $0 $ 350,000 $0 $0 $0 $0 $ 350,000 RoadwaY Improvements (access Road/Parking) $0 $ 400,000 $0 $0 $0 $0 $ 400,000 Tele-communications (Exterior) $0 $ 500,000 $0 $0 $0 $0 $ 500,000 Electrical Service $0 $ 100,000 $0 $0 $0 $0 $ 100,000 Electrical Service (Emergency Generator) $0 $0 $0 $0 $0 $0 $0 Water Distribution System $0 $ 100,000 $0 $0 $0 $0 $ 100,000 Sanitary Sewer $0 $ 200,000 $0 $0 $0 $0 $ 200,000 System Storm Water $0 $ 150,000 $0 $0 $0 $0 $ 150,000 Chilled Water System $0 $ 350,000 $0 $0 $0 $0 $ 350,000 Signage $0 $ 25,000 $0 $0 $0 $0 $ 25,000 TOTAL CONSTRUCTION COSTS $0 $TBD $TBD $TBD $TBD $TBD $18,492,063


PROJECT BUDGET - 7.0


Funded 2009- 2010- 2011- 2012- 2013- Funded to Date 2010 2011 2012 2013 2014 & In CIP Other Project Costs Land/existing facility acquisition TBD Professional Fees TBD CM Fees TBD Fire Marshall Fees TBD Inspection Services TBD Insurance Consultant TBD Surveys & Tests TBD Permit/Impact/ Environmental Fees TBD Artwork TBD Moveable TBD Furnishings& Equip. TBD Project Contingency TBD Project Administration TBD TOTAL OTHER PROJECT COSTS $ 6,154,913 $TBD $TBD $TBD $TBD $TBD $ 6,154,913 TOTAL ALL COSTS $24,646,976 $TBD $TBD $TBD $TBD $TBD $24,646,976


8.0 - APPENDICES



APPENDICES - 8.0


8.1 MEETING MINUTES (2011) Re-programming Workshops Workshop – Re-Programming Thursday, October 13th to Friday, October 14th, 2011 DAY 1 10.13.2011

Session 1 – Academic Affairs -- Classrooms Participants

Gloria Jacomino, FIU Office of Academic Space Management Elizabeth Bejar, PhD, FIU Vice Provost Danny Paan, FIU Facilities Management Stuart Grant, FIU Facilities Management Steve Clark, GEA John Curran, GEA Susan KlausSmith, GEA

May want to carve out more space for:

more regular (standard) classrooms o will be high profile/showcase classrooms

more regular faculty offices – in lieu of advising space – all or part o could be less walls, more collaboration o could move 44 from advising cell out of SASC -- 11 would still be needed for

“exploratory advising” could be last opportunity for a while to add classroom spaces due to budget cuts /

economy Tiered Classrooms

needs: o power and data (hard-wired) at each seat o rows need to function as “collaboration zones” – front row can pivot and turn

around to back row to allow students to collaborate with one another across the work surface

chairs to be on casters current examples on campus: PG5 and GL100 Class Capturing

o capturing students – questions, comments one solution: hang microphones from ceiling

o probably will want dual screens have to resolve issues with sight lines consider technology

o issues with noise interference – biggest is HVAC – high velocity Flat Classrooms

more or all are the “active learning” concept for 40 persons – some flexibility in this number think the SF/person currently shown in program spreadsheet is too low – change to 25-30

SF/person o GEA has seen 28-44 SF/person in prior projects

Consider power and data locations Should pull together a list of Universities/Colleges with current models


8.0 - APPENDICES


All walls covered with whiteboard material o GEA has installed glass as wipe-off surface in prior projects with collaborative

spaces (ie, FSU Johnston Hall) – discussed setting up site visit with FIU to allow Steve Clark to walk them through the collaborative learning spaces / concepts

All students can plug in and connect to monitor at their table 9 person groups is preferred model – consider others – 8, 12

o GEA showed examples of prior work with varying group models FIU still needs to perform internal analysis/survey of faculty understanding of collaborative

learning environments DAY 1 10.13.2011

Session 2 – College Advising Participants

Doug Robertson, Dean of Undergraduate Education Elizabeth Bejar, PhD, FIU Vice Provost Danny Paan, FIU Facilities Management Stuart Grant, FIU Facilities Management Steve Clark, GEA John Curran, GEA Susan KlausSmith, GEA

Want to consider how it all comes together. What is the philosophy, mission statement, design statement?

“What is the Student Experience” Want a broad spectrum success for all undergraduates

Undergraduate Education

Do advisors go to their colleges? o Maybe, maybe not.

Have issues with existing space capacity in some colleges, ie, Arts & Sciences

Have to consider what makes most sense in the successful servicing of the students

General may still stay in centralized location (for exploratory students) have limited access majors students are housed in Undergraduate Education before getting into a college/major

o includes redirection majors (students who did not get accepted by their college of choice and need help considering their next move)

o currently, expect to have 25 advisors that are assigned to Undergraduate Education (as generalists)

Academic advising starts at Orientation Academic advising needs to be relatively close to Concierge/”Front Counter” Academic advising:

o Current traffic: +/- 60,000 o Future anticipated traffic: +/- 75-100,000 o What is the most beneficial model? o Director: Charlie Andrews

Does Transfer Student Evaluations office need to come over? Maybe not.


APPENDICES - 8.0


Current Center for Academic Success (in GL 120-129) Includes offices and testing lab and tutoring If it comes over to the new facility, it will most likely need to be twice its current size

o Goal is to have 50-seat computer lab (per Maria Kulick, Director) Use for testing and assessment

o Growth in student population does increase size of tutoring and testing (data must be hardwired due to drop of data)

DAY 1 10.13.2011

Session 3 – Concierge Group Participants

Stephanie Rodriguez, FIU Concierge Jennifer Halpern, FIU Concierge Katherine Bechtold, FIU Concierge Gerardo Suarez, FIU Concierge Elizabeth Bejar, PhD, FIU Vice Provost Danny Paan, FIU Facilities Management Stuart Grant, FIU Facilities Management Steve Clark, GEA John Curran, GEA Susan KlausSmith, GEA

What is the student experience walking through the door?

Want to eliminate lines, but maintain order See 2 different types of students:

o Current o Prospective

Do we need 2 different systems to service them? Do we need 2 different entries / pathways? Is there a routing system?

o Like a library? -- mentioned FSU’s o Is it like a hostess station? A Greeter? o Everyone is still cross-trained

“separate but not separated” “idea of being able to see”

o Not closed in o See the “real” FIU – how it works o Foreshadowing their experience

Prospective Students

Need a place for tour groups to meet up without being in the “mix” o It’s a place to wait and be comfortable – a hangout space o The average size tour group is 30-40 people; occurs 2x’s per day

May be one door and then routed – “triaging” Do all work within the Welcome Lobby? Need open-access computers Want coffee/beverage station

750-seat Auditorium


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Is this size correct for foreseeable needs? o Could see using 50 days out of the year at full capacity

Current Students

Come in the door and are greeted, then what? o Swipe their student ID? o Go to “front counter” or go to private space o Look at University of Minnesota’s One Stop

Concierge Work Space

Front counter o Doesn’t have to be one continuous counter o Need to have computers o Could be mobile o Need to have a surface to write on

What is the narrative of/for the building? What is the narrative of/for the Concierge Group? (per E. Bejar) about 20 Staff

o 1 director o 10 dedicated to the counter at one time

All work it – rotating o Some in open work environment o Some have hard offices

Some are “hot” o Some workstations are “hot”

Still need to have the ability to have private phone conversations Portable kiosks?

o Look at Madrid Airport o Look at Q-nomy

Concierge o Service

Outbound – current students Inbound – admissions – recruiters Connection between the two types

It is “fluid” o Fluid space o Fluid technology o Fluid building

DAY 1 10.13.2011

Session 4 – Student Affairs Participants

Rosa Jones, PhD, FIU Vice President for Student Affairs Elizabeth Bejar, PhD, FIU Vice Provost Danny Paan, FIU Facilities Management Stuart Grant, FIU Facilities Management Steve Clark, GEA John Curran, GEA Susan KlausSmith, GEA


APPENDICES - 8.0


How do we define the SACS? Concierge

An operational response to students Not about assignable space Integrator to connect

Welcome

Students Families

Connector

To basic services To orientation

o Interact with the Welcome Center Take off point for tours Connects to FIU’s history

Welcome Center

Welcome Lobby Welcome Center

o Smaller groups Tours 20-30 persons

o General info available o Pre-tour area (look at UCF)

2 or 3 small rooms to sit and wait Nicely appointed

Greeted by staff / peer advisors Get to mingle Get a little “Spiel” Then they go off

Have planned tours and drop-ins o Need a receptionist / greeter

What is the role of the Concierge? o Have to realize that the person coming in may not really understand what they need

750-seat Auditorium

Presentations to large groups

o +/- 600 person sessions 400 students + 4,000-8,000 total that are serviced in GC spaces 200 parents + 2,000-4,000 total that are service in GC spaces Both groups can have learning sessions

Theater style Seated dining

Programming o Orientation

(peak) Summer/Fall – 35 2-day sessions, 4 days / week Mid-June to mid_August

November – Spring Orientation


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o Lecture Series – would be nice to have a consistent location to institute University-wide series

o Other Student Life programming o Classes for sure

Does it have to be tiered, or can it be on one level? Are there other groups that should be considered for inclusion in the new Facility?

Peer Advisors – could have some integration with Concierge I.S.S. (International Students & Scholarship Services)

o Currently think that it remains in GC Disability Services

o See this as being probable due to siting of facility and campus entry / access – transportation

o Ease of access o Currently housed on 1st floor of GC by the Piano room o Service about 2,400

Veterans Resource Center o Goal was to have near services they need o Has grown 120% in last 2 years o Specialized spaces

Center for Academic Success (currently housed in Library) o – not sure it needs to move o Philosophical discussion for the University to have

DAY 1 10.13.2011

Session 5 – Data Center Participants

Robert Grio, FIU VP of Information Technology & Chief Information Officer Mike Kirgan, FIU IT Santiago Beron, TLC Elizabeth Bejar, PhD, FIU Vice Provost Danny Paan, FIU Facilities Management Stuart Grant, FIU Facilities Management Steve Clark, GEA John Curran, GEA Susan KlausSmith, GEA

Need to provide larger generator and UPS room than what is currently shown in the program spreadsheet

Generator has to be protected, but not necessarily in the building UPS: is this a parallel system with (2) switchgears?

o Do we need extra chillers? o Needs to be modular to achieve anticipated future growth (1.5 MW + 750 backup)

At UF, have 11,000 SF 5,000 for Enterprise (Tier IV) 5,000 for Research (Tier I)

26kw cabinet Have to consider heat and power issues HVAC

primary: tap into CW system


APPENDICES - 8.0


secondary: redundancy o air-cooled or split dx o how much is covered?

Enterprise (Tier IV) May be not Research (Tier I)

With A (Enterprise) + B (Research), need 750 each = 1,000 SF With A (Enterprise) + no B (Research), need 750 = 500 SF With 10-15 minutes of backup (full load capacity) assuming generator

starts up, need total of 1,500 SF Currently have 1-hour UPS but only (1) generator Will have more power requirements when this facility goes online

Will want 20 High Performance Computer Racks

Generator Goal is 1.5 MW backup generator power with redundancy

o May not need to include high performance computer racks How do you handle growth?

o Buy one large now, inefficient o Buy smaller now, have to have space allocated

Concerns with clearances and access Would like 3 days of fuel supply

o Full capacity o Could be looking at a concrete vault, 8’ W x 12’ L x 6’ H

Can whole building generator be tapped for baseline Data Center? o Building life safety elements are only things slated to be tied into the base building

generator o Could become 3rd generator with Life Safety and High Performance Computer

Racks 11,000 SF allocated to Data Center

Could be smaller, not sure (TLC project) 3,800 SF – has +/- 100 cabinets Current Library has +/- 1,000 SF Data Center for Research that they would like to have

moved out (2 studies done for FIU by outside firms) current -- +/- 16,000 SF

o 5,700 SF in new projects coming on line soon o Expect 20,000 over 20 years of growth

Used John Hopkins campus with hospital for model, hospital has 12,000 SF alone

Not sure that this is the correct model to use if FIU will not be bringing a full-fledged hospital online

Projects on the horizon: o Public Health Building

May have their own data center/room, but do they come over, if we are centralizing everything?

o Clinic / Ambulatory Care Center What are the needs?

They say 250 SF, want to hold 2,000 SF in the program for them

Data Center Look at CERNA


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No windows preferred N.O.C.

o Within the Data Center or immediately adjacent o To have impact-resistant window looking in o May have tiered floor

Depends on number of monitors and consoles o Digital screen at front of room

Need loading dock Need freight elevator – must be able to handle 3000 # equipment + large size Look at IT Standards DAY 2 10.14.2011

Session 1 – Stakeholders Participants

Elizabeth Bejar, PhD, FIU Vice Provost Rosa Jones, PhD, FIU Vice President for Student Affairs Doug Roberts, Dean of Undergraduate Education Steven Kelly, Interim Associate Vice President for Enrollment Services Paulina Sigler, Director of Enrollment Processing Andrea Jay, Interim University Registrar Barry Taylor, Director of Admissions Ida Pabon, Senior Associate Director, Financial Aid Cecilia Hamilton, Associate Vice President and University Controller Alberto Stephanie Rodriguez, FIU Concierge Jennifer Halpern, FIU Concierge Katherine Bechtold, FIU Concierge Gerardo Suarez, FIU Concierge Danny Paan, FIU Facilities Management Stuart Grant, FIU Facilities Management Steve Clark, GEA John Curran, GEA Susan KlausSmith, GEA

What we are trying to accomplish during these sessions is establishing the design intent or statement for the facility. The Concierge Group

How are we servicing the student? How does it all fit with the building and vice versa? What is the model?

o About 20 +/- total o Currently, think 15-16 will be cross-trained in preparation for the new facility

Admissions, Financial Aid, Registrar and Student Financial Services will all “give” exemplary staff to this

o Some recruiters and tour guides can be seen as Concierge Triage Are there other models with processing and servicing separate?


APPENDICES - 8.0


o Cane University o University of Houston

The various units should review the roles and responsibilities that the Concierge should be able to fulfill

Goal is that 85-90% of all questions/requests can be handled by the Concierge Know that Student Referral Cases may not be resolved by Concierge; can end up in the

VP’s Office is they remain unresolved. Technology

Fax / image scanning Allow parents to also submit info online with e-signatures Whole building / facilty “smart” One website for Enrollment Services (virtual Concierge)

Admissions

Info sessions with or without tour o Info session – 15-20 minutes

10:00, 1:00 o Tour – 1 to 1-1/2 hours

10:30, 1:30 Panther Walk Open House

o Inquiries Grew from 17,000 to 66,000

Why this increase? o Marketing o Buying more databases

Only about 5% actually come of those invited o 5,400 for tours o 12,000 for other events o Counselors – high school and community colleges o Dual Degree

Tours o Varying sizes

5-50 100-150 Requests for larger, don’t usually realize

o Need a consistent space to meet up A “lingering” space with technology that provides info

The SACS is a common space shared by both students

There is an emotive response Feel the culture of FIU, maybe the history Establish Tradition Show the Pride of FIU Screens showing different events – academics, sports, social Music is dramatic “catch their breath” moment Components relating to the different colleges The “Best of” info “I want to be like that.”


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What is the Best of a University Feel It, Sense It, Hear It Changing exhibits?

o Engineering o CARTA o Sustainability

Health, wellness What are the top 5 things FIU sells?

Affordability Diversity Location Globalization ?

Connecting to students as all-encompassing academic success center

3,000 out of 43,000 currently live on campus; eventually want to get to 7,000 Goal is to connect with off-campus apartments (Sweetwater) as Student Residences

“Goal is to graduate, not just admit the student.” We are seeing increasing competition for “high end” kids that represent Diversity.

Schools from NE and elsewhere are coming to Miami/South Florida to recruit the best students

Advising + SASC

Have two campuses: MMC & BBC o Some majors are only available at BBC

They have 4,000 students at BBC They are included in the growth model

o The student experience at BBC Should not see themselves as the ‘red-headed stepchildren” Should not have to come to MMC for any services/needs Goal is to have cross-training/shared knowledge between the

campuses; staff is not permanently assigned to a campus, just the University

What about dedicated parking?

Will have to be discussed with University Planning Maybe the Gold Garage converts to Visitor Some surface could be dedicated and/or changed to 15-20 minute parking Do they have to pay, or is it free/

Look at Cleveland State and DePaul University models


APPENDICES - 8.0


DAY 2 10.14.2011 Session 2 – Closing Session

Participants

Elizabeth Bejar, PhD, FIU Vice Provost Danny Paan, FIU Facilities Management Stuart Grant, FIU Facilities Management Steve Clark, GEA John Curran, GEA Susan KlausSmith, GEA

The idea for the SASC centers about the Concierge component.

They must be able to see the “floor” from their work space(s). They must have some space in which to work uninterrupted by public.

o Live Chats don’t work well if interrupted, not at front counter o Need to have relative quiet during processing work (they will help out when not at

the front counter) o Maintain the website

Dr. Bejar sketched up an idea about the Concierge work space(s)…

could have o a front counter o consulting rooms surrounding the front counter

easy to move student from one to the other o Wall of glass separating front and back o Back could be one space

work table in the center where some or all could work together Perhaps workstations surround the table, with people at the

workstations able to rotate their chairs around to sit at the table and collaborate as necessary

Workstations and/or hard wall offices at sides/edges of the open space Walls don’t have to go to ceiling, just high enough to provide

speech privacy for phone calls


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(2009) Workshop #1 – Programming Kick-Off Meeting Summary On June 1st and 2nd, 2009, members of the Gould Evans Design Team got together with the Building Committee to start the programming process for the Student Academic Support Facility. Gould Evans was represented by: John Curran AIA – Project Director Susan Klaus Smith – Project Architect Alain Valdes – Project Designer Jeet Singh – Project Designer The FIU Building Committee was represented by: Corinne Webb – Vice President for Enrollment Management Rosa Jones – Vice President Student Affairs Pete Garcia – Athletic Director John Cal – Associate Vice President Facilities Management Robert Griffith – Director of Planning Real Estate Development and Planning Danny Paan – Project Manager Facilities Management Our kick off discussion was designed to allow the Building Committee the opportunity to first express their Goals for the project and attempt to prioritize these goals into what is most important to achieve. Although no Goal is discounted a clear message of the priorities appears. The results of those discussions are as follows: Please note that the highlighted items received green dots and the associated number of dots received is indicated. Goals that received red dots for not as important are indicated with the number of dots and a (Red dot) designation. Goals

- Convey a high degree of care - Culture of service

One Stop not One Location-1 Customer Service -4

- Multi-functional across unit platform - Prominent entry - Building gives student school history-x3 (red dots) - Transparency-1 - Use Scoreboard for visual display-x1(Red dot) - Building needs to allow unobstructed access to the field. –x1 (Red dots) - Student ownership-1 - Student Life connection - Energy efficient

LEED Certified Silver-2 Maintenance efficiency

- Connectivity - Integrate communities-1 - Well Appointed - Presentation Facility - Building as training facility


APPENDICES - 8.0


- Versatile to work with stadium - Grand Welcome Center-2 - Welcoming / Inviting -2 - Building as a recruiting tool-1 - Efficient building Functional Building - Lead organizational structure-1

Building clarity - Virtual communication-1 - Building draws the student - Versatile. Modular service units - Flexibility-1 - Maximum utility / adaptability -3 - Revenue generator-x4 (Red dots) - Human Scale, Detail, textures and finishes, comfort -1 - School spirit / vision - Student staff privacy - Space dedicated to one on one.-1 - Convincing -1-x1 (One Green and One Red dot) - Wow” high energy / fun-1 - Public space/ plaza -3 - Flexible exterior - Building extends beyond itself (exterior space) - Procession to building - Woven Fabric

Additionally, the following notes were recorded during the discussion of Goals. (Notations that add to what was specifically said by the participants will be in parentheses, typical) Programming Workshop #1, Day 1, Monday, June 1, 2009 (While speaking about GOALS, the project shall need to be and/or provide…) (Want a multi-platform building/series of spaces) Across programming needs

Spaces that can be used for a multitude of needs Inviting, welcoming A recruiting tool Need high flexibility to accommodate (the program) “WOW” – High energy Caring – (convey) high degree of “we care”

15,000 – 20,000 / year coming through (the University) that have not decided to select FIU, yet Get a sense of FIU’s commitment to the student upon arrival through the first portal

Entry needs to be prominent, apparent


8.0 - APPENDICES


Building has to be prominent, unique, & integrate with stadium in some way Off-hours – Welcome Center becomes useful to stadium (Corinne: a “pass-through”) Connectivity Fun Revenue-producing opportunity (maybe) Building to say something about tradition / history of FIU Use existing scoreboard / video board in stadium for program needs Training / education

How to self regulate in journey through college “Culture of Service”

Tour – (per Corinne) what we want to get away from – the “mega” (I thought of this as a large body of Red Tape aka Brazil) Not student’s responsibility to figure out our structure Culture that represents the University Caring for the student Not going to send them to one office, or two or three…All questions answered in one location

“Magic” button calls someone to the student (the student is) escorted and welcomed

Human Scale

Texture and details Circulation Not a brutal building

No sharp things Matching finishes Good lighting Comfort Never lost Good design Well appointed

Business hours 8AM – 5PM Unobstructed access to stadium Expandable

Student services Grand, welcoming gesture Tell their story in some way Integrated student services


APPENDICES - 8.0


Will need to grow data processing Web, Chat, Face book, Twitter …

Modular service units for temporary needs (which may eventually become expansion needs) Structure and systems vs. functional Plaza – Pre-function

Focal point Entry point Festivity area Tail gating

Orientation

Hosting Events Overnight stays Residential life is right across the street Integrate with plan and building 300 students per day

Interwoven with student life Student ownership Used by students all year round beyond the peak needs

Great utility /Maximum utility Open and transparent Not just a number Not enough space dedicated to serving the student Energy efficient

2030 challenge (John gave summary of GEA goal) All buildings to be (LEED) certified, with silver as the goal Maintenance efficiency Integrate various communities of the university and campus Speak to students, future students, Parents, alums, general public (Not what they want) FSU – Welcome center is grand and glorious, Student aid, etc separated (in the back) Publicly accountable for the services we render Versatile – Many needs met Accommodate future need – scope expansion


8.0 - APPENDICES


(The Buck Stops Here) “one stop one location” Entry sequence

Media focused -- pre “space” prior to entry to stadium FAU One-Stop Welcome Center (Corinne mentioned—should look at) Multi-media presentation room – classroom during evenings GOALS “Dot Polling” Time One Stop – not 1 location – 1-on-1 Customer service Convey a high degree of “we care” Multi-functional Culture of Service Welcoming/inviting WOW! Student Ownership/Student Engagement Virtual Reality Details Incidental needs Daily human habitation Maximum utility and flexibility Transparency Public Space (University-wide) Flexibility of exterior (Exclamation point at end of Main Street) Red Dots History Can be integrated within the building, but not a stand-alone element Revenue generation Funding source Not enough meeting spaces? Access to the field Maybe visually, but not physically Security Finishes/abuse


APPENDICES - 8.0


Upon the conclusion of the Goal discussion we discussed the NEEDS of the project. Although we did not dot pole these items, the NEEDS stimulated additional discussion and made some of the requirements more focused. The NEEDS are presented as follows: Needs Expansion capable Transparent processing space Foundation for the upper bowl Food service Horizontal organization Retention Re-Engineering / Management (services) Maintain stadium seating capacity Constructability Parking and transportation Panther ID International Student Support Service Wellness Center Connection to University Housing Integrate U.T.S (IT) Provide Conference areas Enrollment information services 200 seat+ Auditorium Staff Offices are modular Counseling space Copy Center Storage Space (maybe under seating bleacher?) Reception and information area Enrollment Process center / Communication center Open space with service pods University registrar Transfer Services Undergraduate Advertising Undergraduate Admissions Secure Area to take Cash / Cashier Meeting Space Private Spaces Financial Aid Some of the discussion that took place during the NEEDS listing was as follows: (While speaking about NEEDS, the project shall need to be and/or provide…) Constructability Site constraints Size, shape, stadium Foundation for upper deck/bowl 40-50k seats complete expansion 20k min. for their current classification in collegiate athletics


8.0 - APPENDICES


Horizontal vs. vertical in talking about (their operational structure) Open space with workstation Comfortable, well-appointed 1st Tier Need – more general (requests/info) 2nd Tier Need – more specific 3rd Tier Need – processing

open, transparent 4th Tier Need – meeting 5th Tier Need – management Not organizational, defined walls and doors Secure environment in which to take cash Cashiers Registers Safe 75-80% (of payments) done online Conference areas UTS – Integration in program -- University Technology Services (IT) Multi-Media Presentation room

Currently 100 seat auditorium may need 200 or larger Service area for students

Scanning automatically links to students’ electronic record

Computer kiosks Conduct business

Maintain budget Potential delay in construction

Schedule Staff offices – Modular furniture vs. walls Storage needs

Possibly utilize underside of existing stadium bleachers FIU

(Want to) tell a new story in servicing and making new humans in higher education Re-engineer processes Think boldly and profoundly

Foodservice All in flux potential future residence

stadium


APPENDICES - 8.0


business school – market match FIU needs to do a new market match Bill Fowler, Director of Park and Transportation Need to get him into the mix – add to committee? After the Goals and Needs discussion the Committee reviewed 4 Precedent Projects – University of Cincinnati, Lawrence Technical University, University o California San Diego and Arizona Western College. These were presented to discuss the possibility of visiting one or more of these facilities. Bob Griffith indicated that he had visited UC and indicated it could be worth the team’s time to visit. The Committee will determine if a trip is feasible. Schedule and Budget were discussed. The Design Team is charged with moving full speed ahead but it was noted that the construction funding may be delayed. Although the funding is the same, the State may delay the start of construction because of the timing of receiving funds. Stay Tuned. Additionally, Gould Evans introduced a topic of 50% Energy Efficiency and explained our involvement in the 2030 Challenge. Gould Evans will set as a goal a more energy efficient design that attempts to allow the new facility to operate at a 50% more efficient standpoint than today’s basic code model. The University is very interested in exploring these possibilities and has expressed their continued commitment to a more sustainable and energy efficient campus. Programming Workshop #1, Day 2, Tuesday, June 2, 2009 On day 2 the Design Team along with Corinne Webb and Danny Paan toured the existing facilities and the following represents our Field Notes. Tour of Existing Facilities

PC Building (Prima Casa/ Charles Perry Building)

2nd Floor

Office of Lower Division Academic Advising 1st 30 credits Investing lots of money into advising

1st Floor

Student Financials Cashier Bursar Information Online services seem more popular Always see a line right around deadline (What’s) Bad

Signage (PC & the University) Barriers between students and service

(What’s) Good


8.0 - APPENDICES


Standing to use kiosks Registrar

(What’s) Bad No 1-on-1 (1) Round w/ 4 seats near processing area

(What’s) Good 2 years ago they got new stations

Need Document imaging All processing together

Doesn’t matter if (they are) different departments Cross training -- project teams Red, yellow, blue, green

Each team has reps from different departments Cross teaching and tested at end of summer Have a project (that they are tested on)

NCAA – Certification Office

+/- 400 athletes 2 in 1 small room

The Registrar’s Office

2 years ago +/- renovated Lower partitions w/ glazed panels Graduation Certificate Personally deliver degrees/diplomas to students In lieu of 10 weeks, degrees come in 3 weeks +/-

Lost in “outer space” Private offices – can’t see what’s going on Processing area -- didn’t have before

Registrar’s Record Room (need to look at photos to document what they have currently—didn’t get much on what was said) Productivity

Work Environment – fostering collaboration and cooperation Having goals – being held accountable

Transcripts Heads down, hammering on Very calendar-driven - milestones

Many different things (occurring) simultaneously Staff Lounge

(Fosters) community culture Space and Scheduling issues

Offer multi-term registration


APPENDICES - 8.0


Encourage students to not need to come into office Want larger, more integrated production area

Transfer credit processing and degree credit processing Structure of physical elements How do you bring lighting into a space that is typically internalized?

Student Financials

+/- $230 million (per year processed) 10,000 / 30,000 (of students annually) qualify for Pell Grant Work area -- very chopped up

Call Center Have in Admissions, Financial Aid and Registration

(In Financial Aid) 2nd Tier – highly specialized (The calls for them go directly to them because of the sensitive nature of the information when they come into the main switchboard)

Coordinators – often counsel one on one Need a private space to go

Processing – Gets loud “Need something to deaden the sound” (Francisco Valines – did the tour of SFS)

Bursar

Very private issues discussed (problems with bills, etc.) E-check – 2% processing fee but instant receipt SFS, Dwain Keddo, Director (did the tour of this office) (The) Bad

Storage (not enough) Line of sight to counter (cashiers & bursar)

(Mentioned) Washington Mutual Bank Recent designs – service pods Cashiering – secure control (Corinne) service pods – “learning to fish not just eat fish” Cashiers -- expand and contract with needs

Up to ten stations with 3 Bursars SFS Filing -- need to move into digital imaging The Vault is linked to UPD

Receipt stock Check stock Safe – money Some FIU patents Badges

Panic buttons – (need at) cashiers and some offices (Need) Centralized scanning and imaging


8.0 - APPENDICES


Undergraduate Admissions

(Met) Randy???? and Barry????, director Currently the Welcome Center

(Very small, not very welcoming, per Corinne) Identity – FIU and “You” (the student)

(Want to convey) “We get you” Current presentation room

Can accommodate 2-3 families Want (to accommodate) more (in one space)

Communication center (Based on calls last year) 364,000/year Weekly polling/analytics of servicing

Most common questions Length of calls Punch chart

(An aside) 38,000 Undergraduate and Graduate Students 30,000 undergraduate students 3,300 on-campus beds

Tour Guides 3 workstations for x (?) tour guides

IT Send and receive emails -- 3 million / year In-house graphics Design website

Call Center and chatting Receive (phone calls/emails/twits) during day

(Send) outgoing in evenings Congratulatory Positive communication to students

Student surveys (End every call/online service with opportunity for students to give feedback on service) Good – (know they are doing good when they have) fewer calls – (have fewer calls when they) do it well the first time

(Back to Corinne’s Reengineering) (Want to bring together – they all end up calling/meeting between the different departments – they often discover they are doing the same or similar things so they end up sharing resources/ideas) Call center Processing


APPENDICES - 8.0


IT (Need) Close proximity Flexibility Adaptability Old College of Health Building 1st Floor

Central Processing Very secure – controlled access Paulina???, Director Chopped up in old exam rooms and offices Mail

Receive most (pieces of mail) on Mondays and Tuesdays Least on Fridays +/- 300 pieces/day

Document imaging and filing 4 workstations High capacity filing system (Incoming items) held one year after scanning

2nd Floor

Graduate Admissions office Louis Farnsworth, Director (did not meet) Not yet decided if it will be part of the new building

Need to allow for it in the program (Lots of closed spaces/private rooms (In the) The Graham Center (Student Union)

Admissions Orientation (Use auditoriums, conference rooms and ballrooms in Student Union) Presentations

(Sponsored by) Orientation and Commuter Student Services Orientation Sessions – occur over 3 days

First day is large group 254-300 students per orientation (plus parents-400)

Then break down to smaller (for 2nd & 3rd days) Academic Advising groups, 20-25 students

(Hold in large ballrooms, would like smaller more intimate setting)

Have more informal programs within sessions – breakfast, etc..


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Admissions has Open House

1350-1500 people at one time Have to use 2-3 different meeting rooms to host

Not connected to one another Would prefer to have it together

Vendors set up in “mall” in Graham Center (Back to) PC Building 4th Floor

Enrollment Information Services Grace Salas, Director (not in) Mark Kelly, Assistant Director +/-7 staff +/-4 grad students +/-13 OPS (these are students who receive work study money as part of their financial aid packages) Design and assemble posters, etc. (Need reliable) ELECTRICITY Need white board -- collaboration Watch glare (on monitors) (Very small narrow space, in process of converting small storage room into additional office, observed about 3-5 people in small office collaborating)

(In outer area near stairs and elevators—near computer lab and meeting or classrooms, both on 4th and 5th floors????)

Revenue sources Vending Copy / Scan Center

(Before Corinne left the group for the day, discussed the)Training Room

(She mentioned) the “Thin Client” Allows for economy of space (when discussing putting in a number of computers in a training / computer lab) They are actually very thin boxes that go back to a bank of servers in a central area

Currently, they utilize the computer lab on campus (believe it’s on the 4th or 5th floor of the PC) for their training needs – it is run by the University’s IT department, not part of their departments

(Visit to the Library w/ Danny Paan) noted the Student Success Center was located there – need to confirm whether a part of the program for the new facility


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Workshop #2 – Programming Meeting Summary On June 22nd and 23rd, 2009, members of the Gould Evans Design Team met with members from the Student Body and members of Staff from Departments within the Division of Enrollment Services to continue the programming process for the Student Academic Support Facility. Gould Evans was represented by: John Curran AIA – Project Director Susan KlausSmith – Project Architect Alain Valdes – Project Designer Jeet Singh – Project Designer Day 1, Monday, June 22, 2009: The first day of Workshop #2 was designed to allow Student Representatives the opportunity to become acquainted with the Project and the Goals and Needs as expressed by the Building Committee during Workshop #1. After a brief PowerPoint presentation on the Project as currently understood, each Student Representative introduced themselves and was afforded the opportunity to express their own views as to additional Goals and Needs that would strengthen the Building’s functional requirements for negotiating the services that the various departments will provide. Discussions were generally initiated through a series of questions asked by the Gould Evans Team. The Student Body was represented by: Vignesh Doraiswanny, [email protected] Alina Gonzalez, [email protected] Alexis Hamilton Fulks, [email protected] Larisa Taylor, [email protected] Rashida Taylor, [email protected] Paddy Doobay, [email protected] Patty Moreno de Ayala, [email protected] Fidel Gonzalez, [email protected] Isabel Cantor, [email protected] Regina Castaneda, [email protected] Jenou Alexis, [email protected] Chad Regis, [email protected] Gerardo Campos, [email protected] Anthony Rionda, [email protected] Michelle Troche, [email protected] Bryan Hubain, [email protected] Symania McKenzie, [email protected] Frady Bayona, [email protected] Kenasha Paul, [email protected] Altanese Phenelus, [email protected] After the introductory PowerPoint, Students asked various questions and brought up points of concern or interest, as follows: (Notations that add to what was specifically said by the participants will be in parentheses, typical)

1. Will the English Language Institute/International Student Support be relocating to this building?


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2. Will all Enrollment Services components be relocating to this building? a. (per Corinne Webb) yes, for the most part. Some services will be provided at peak

times with “satellites” that service the students as needed: i. Orientation ii. Wellness Services iii. Parking iv. If Satellite Services, will Student Organizations be represented?

3. Will the on-campus shuttle service the building? a. Students noted that the current service is provided by golf carts, some are in series,

like a mini-train. b. Noted the amount of rain often causes suspension of this service, stranding

students. 4. It is important that the building not be overwhelming.

a. Not the mall experience b. Not one big room with everything there.

5. Need to recognize the surrounding context a. Future Alumni Center b. Field House c. Parking

6. After-hours use a. Recreational use b. Hang-out c. Students will be feeling “I just spent $15,000 here, now what do I do?” (Encourage

the feeling that the service is beyond just taking their money) i. Look at the University of Miami’s 100 Club

d. Safe 7. It’s so far away from everything.

a. Orientation (making it work for that) i. 300 or so students + their parents

1. 1st day – large group – all, about 500 2. 2nd and 3rd day – smaller groups – about 25 per group

b. Entries to campus (main are 16th and 8th) i. How do you direct visitors?

8. Should show what the campus is about a. Student organizations and activities, sports, etc.

9. Provide foodservice; a “proper place to eat” a. Perhaps a drive-thru?

10. Needs a pre-event space 11. What are the operating hours?

1st Question asked of the Students by Gould Evans: What’s good and/or bad about your experiences at FIU regarding the Student Services components?

1. Customer Service a. All services close to one another (good)

2. Not enough space for Financial Aid (bad) a. Need more privacy (bad)

3. Allow for adequate queuing a. Some felt it was a good queuing experience, others, felt it was bad:

i. Often lines from both sides of hall intertwine and confused about where you need to be


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4. Directions/way finding (bad) 5. Waiting time (bad)

a. Consider giving out numbers or electronic devices (beepers/flashers) so that they can go do something other than standing in a line

b. Have a waiting area c. Go get a coffee d. Add plasma TV screens e. Add virtual communication

i. “techy feel” ii. Some kind of enclosure to do business with kiosk

1. Has voice (human touch) iii. Campus updates iv. Scrolling frequently asked questions

6. ATMs (bad) a. Have to leave the building to access one

7. Academic Advising a. (bad) inconsistent

i. One person/department gives an answer, the next gives a different one. 8. (at Biscayne Bay) One Stop Shop

a. (good) everything is in one place and one person has all of the answers 9. Close to classes; can pay in between classes (good) 10. Over scheduling of meeting spaces (bad)

a. Only have (1) one small meeting space for information sessions i. 10 can sit; 20 if standing ii. Larger groups have to go to another building (smelly)

11. Need to create (sense of) SPACE (roomy, can breathe) 12. Leave a student to go speak to some else to answer questions (bad) 13. No central point to receive paperwork (bad) 14. Always a line to use computers, copiers or printers (bad) 15. Add healthier food choices (bad) 16. Not enough outlets anywhere on campus (bad) 17. Silver roll-down shutters (bad) – not aesthetically pleasing (does not present a good image) 18. Size and location of Orientation offices (bad)

2nd Question asked of the Students by Gould Evans: If you were a Recruit…?

1. Needs to have School Pride/Spirit 2. (students will be asking themselves) Are you going to have fun at this school?

a. Student Organizations should be able to hold events 3. Tradition

a. Seal in the Graham Center (GC) – don’t walk on otherwise your graduation date will be delayed (myth)

b. Grander 4. Openness, bright, full of light 5. Sports Programs (highlighted) 6. Famous FIU Alumni …this could be you… 7. Fun facts about FIU …Did you know?...

a. 2nd in Nation regarding their Public Art program on campus (to UCLA?) 8. Lively (building becomes event) 9. Looks “Green”, environmentally friendly 10. Accessible (ADA)


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11. Information Center about surrounding Community a. Off-campus, what is there to do, see, etc.

3rd Question asked of the Students by Gould Evans: What are the buildings and/or outdoor spaces on the FIU campus that you appreciate?

1. (seemed unanimous) Business Building a. Clear design b. Water c. Lighting, especially at night d. Transparent e. Openness f. Outdoor space g. Comfortable chairs h. Best technology

2. Health and Sciences Building, HOS (or HLS?) a. Plates on exterior that change in sunlight – UNIQUE

3. School of Architecture a. Covered outdoor spaces

4. Law Building a. Courtyard (the one you can’t get into most of the time)

5. Library a. Seating in back with 50” TV with CNN always on b. Comfortable and lots of seating

6. Space between GC and HLS (?) 7. Tree of Life Statue

a. Art that captures your attention i. FIU has rich art culture ii. Interactive art

8. Business Building a. Walkway with turtles (live) – Nature

9. MARC a. Lots of windows and high ceilings

10. Landscape a. Not linear

11. Graham Center a. Flags in GC b. Fish – aquarium c. 2nd floor – graphics with people and clippings (from FIU happenings/history) d. The Fresh Company e. Swinging chairs

4th Question asked of the Students by Gould Evans: What is this building after hours?

1. 24-hour study area with coffee bar, vending machines 2. Chill 3. Open space

a. Student Organizations can use b. BBQ’s, etc.

4. Big TV’s – MTV, ESPN Sports, CNN 5. Great lighting


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6. Food 7. Outlets and convenient access – in the floor 8. Adequate seating 9. A quiet spot 10. Interactive service other than drop box – Do-it-yourself 11. Covered walkways to other buildings?

5th Question asked of the Students by Gould Evans: What Image does this Building present?

1. Represents all of FIU – a collage of all (buildings, people) 2. PANTHER (literally?) 3. Not cumbersome, not just a building placed in front of the stadium 4. Says “FIU”

a. Young, hip, tech savvy b. Culture

5. Rent out space on roof/upper levels – suites?

Day 2, Tuesday, June 23, 2009: The second day of Workshop #2 was conducted in two separate sessions. Day 2, Session 1: The first part, which occurred in the morning, was designed to allow Staff Representatives the opportunity to become acquainted with the Project and the Goals and Needs as expressed by the Building Committee during Workshop #1. After a brief PowerPoint presentation on the Project as currently understood, each Staff Representative introduced themselves and was afforded the opportunity to express their own views as to additional Goals and Needs that would strengthen the Building’s functional requirements for negotiating the services that the various departments will provide. Discussions were generally initiated through a series of questions asked by the Gould Evans Team, as follows: (Notations that add to what was specifically said by the participants will be in parentheses, typical)

1. Francisco Valines, Director of Financial Aid a. Needs:

i. Greet students and offer multi-faceted service ii. Open and inviting – 1st contact/1st tier iii. Private – 1-on-1 iv. Lots of rules and regulations that they have to deal with and know well

(entire staff) 1. Lots of training 2. Need to be able to work with some quiet when they need it

v. Flexibility vi. Workspace where they can get together and work together – can pull staff

in, as well, for cross-training and meeting service needs vii. Noting works in our space

b. Each semester, process $256,000 in Financial Aid for upwards of 15,000 students; their goal is to deliver 90% of that aid money in the 1st week of the term

c. Peak Times – 1st 2 weeks of the semester i. 70 students/day average in off-peak ii. 100+ students/day in Peak Time

2. Discussion followed, brought up: a. Require separation of needs in lines and privacy needs

i. Forms


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ii. Questions b. Holding area (the “captured audience)

i. (Utilize the opportunity to provide) information – educational ii. Podcasts

3. Maria Tolon, Associate Director of Financial Aid a. She currently has a small office

i. Has 10 coordinators that she has to meet with to discuss workload b. Lobby area – too small during peak time

4. Ida Pabon, Senior Associate Director of Systems a. Needs walls with a door

i. Does a lot of systems testing ii. Upgrades, new ideas, integration with existing system

b. Needs to be close to staff from Registrar and Student Financials 5. Ally Exposito,

a. Storage space – files, binders, computers, office supplies, DOE information b. Conference area

i. Training 6. Ana Guida, Customer Services Coordinator for Financial Affairs

a. Be able to observe public spaces and add personnel as needed b. Checks phones and online chats (QC?) c. Everyone has phone call responsibilities (entire staff) d. Private areas – pull people out of line as needed

7. Kandy Malocsay, Director of Retention and Graduation a. Reaches out to all departments to resolve conflicts/issues b. Centralized undergraduate advising c. Needs to be able to easily walk into any department d. Needs more resources and people by the time the building is completed e. Most work is email and calls f. 1-on-1, intensely emotional g. Needs access to printing, data analyst

i. Spreadsheets h. CREDIBILITY – building needs to convey -- missing from the list of descriptors

i. Professional ii. Give confidence that they will be serviced well

i. Not an academic advisor j. (need to understand) how to deal with misinformation k. (additional notes)

i. Area needs to expand to embrace staff increase in this area 1. Currently this is a one-person operation that draws upon staff

expertise in all other Enrollment Services and Advising areas to solve student problems getting to graduation.

2. An institutional and state increase in financial and mission-based interest in retention and graduation will force growth in this department.

ii. Area needs to be central to all other areas and needs to accommodate student consultations that in some cases require a sense of privacy – close to the Call Center is helpful

l. Food – we will be located a long way from the cafeteria. Many staff members bring lunch and need a refrigerator and microwave and a place away from their desk to sit and eat.

8. Sharon Eaddy, Director of Enrollment Center at Biscayne Bay


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a. They have a One Stop Shop (more or less) b. 11 computers for students to use c. 3 bank style tellers

i. 1st and 2nd tier questions answered d. Offices in back for more specific questions – 3rd tier questions e. Admissions is across the hall from Registrar and Financial Aid f. Have Financial Aid Specialists

9. Barry Taylor, Director of Admissions a. Admissions—calm and welcoming b. Has been with FIU for 6-1/2 months c. Was at Cornell d. What they do:

i. Enrolling students ii. Welcome visitors to FIU iii. The Face of FIU

e. (Need to understand/define) One Stop Shop vs. One Stop Experience i. Not shuffled around within the building ii. Separating disgruntled / negative from visitors/prospects iii. Introduced the concept of a Triage approach

1. Get them unraveled and in the right direction f. Privacy and quiet g. Want first class, first rate experience h. Auditorium – 200 seat not large enough for largest events i. One Stop for each other, as well as, for the community

10. Janice Borges, Assistant Director of Admissions a. Space restricted at front desk b. Conference room – can’t accommodate entire staff c. Call center – at capacity d. (while at a previous institution) had separate lobbies to different departments for

new students with one entry into One Stop for continuing students i. Had walls between different departments that were “broken” to allow

access between them (behind the scenes) 1. Admissions, Financial Aid, Processing

e. Right now, they receive foot traffic that utilizes them as an Info Desk (for the University)

f. Peak Time – 2 weeks before and 2 weeks after the start of the Fall and Spring Semesters

i. 50-80 students/day average off-peak ii. 100+ students/day Peak

11. Paulina Sigler, Director of Enrollment Processing a. Back-end, production b. Supports Admissions, Registration and Financial Aid c. Filing, mail, evaluators, scanning, transfer credits, degree audit d. (2) separate buildings currently house all of their offices

i. Need to bring together e. (she) needs to see everything f. (she wants)

i. Copiers ii. Storage iii. Better service to all of the departments iv. SPACE


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v. Need to be able to be together to discuss operations, etc. 12. Corinne Webb interjected to express some points regarding some items being discussed at

large by the group: a. (the building and the operations) need to be reliable and efficient

i. introduced the concept of The Instructional Lab 1. maybe 3 Staff 2. students learn how to find the answers themselves using MyFIU

a. have kiosks that in the same lobby? 3. For student and staff training

ii. Really a study of logistics—Disney, FedEx – have large #’s to move, do it well and do it efficiently

iii. Ongoing for FIU: Surveying students at different touch points and analyzing data

b. does not agree with a separation between prospective students’ and current students’ experiences – not CREDIBLE – need to see the reality -- ACCOUNTABILITY

c. A Complaint is a Gift (staff mantra) d. FAU – (good) lots of glass e. University of Minnesota – Webcam – students can see live shots of the center and

tell whether it’s a good time to go or not based on the lines (Corinne doesn’t like lines)

f. Boston College/University – (good) seating for students 13. Mariana Flores-Herrera, Senior Transfer Services Officer

a. Need Paulina and her services b. Data entry

i. Need some privacy, quiet c. All need to be together d. Don’t see too many students

14. Maria Cristina Montoya, Senior Enrollment Processing a. Goes wherever Paulina goes b. Not front-end service c. Need more privacy to perform duties

15. Randy Budde, Associate Director of Tele-counseling (and Communications) a. 4-5 employees from Financial Aid, Admissions and Registrars (each)

i. 15 +/- total w/ a few OPS b. Has seen synergies develop since they brought they all together c. In evening, 2nd group (FIU students) contact prospects and newly admitted d. Tour Guides

i. 50-60 persons in a group sometimes e. Would love a window f. The University receives approximately 30,000 applications/year; have 38,000

students currently g. Phone and live chats – receive an average of 8 contacts per year per student

i. Does not include: direct emails, administrative requests, reception 16. Steven Kelly, Director of Registration

a. Currently, they have: i. Administrative, management, POS (front counter)

b. (In addition to the traditional student, they serve) non-degree students, transient students (take 1 or 2 courses in a semester and go back to another institution)

c. Have 4 positions in the Call Center, 1 is OPS d. Course Scheduling and Publication


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i. (limit) course scheduling conflicts ii. Ensure faculty satisfaction with their assigned spaces for courses

e. Curriculum Coordination i. Bulletins received and added to catalogs annually (Undergraduate and

Graduate Catalogs) f. Student Records

i. Hold and process g. Academic Transcripts h. Imaging i. Graduation Processing

i. This past semester, got all diplomas out within 3 weeks j. Athletic Certification

i. Coordinate with Financial Aid and (?) k. Veterans

i. About 400 now, expect more with the new G.I. bill and influx from Iraq and Afghanistan conflicts

l. Provide tech support in Panther Soft world (S.I.S.) m. Provide tech support in processing workstations, queries, data out to external

sources n. Academic Calendar – issued by Provost Office – coordinate with systems, course

schedules o. Customer service – EFFICIENCY

i. Deal with academic units, as well 1. Scheduling 2. Publications 3. Curriculum

p. Peak times – gotten more efficient i. Virtual service – as important (as live)

1. Forms (access, download) 2. Fax in/scanning 3. Processing of forms

q. How do we resolve the notion that we are the office of “NO”? i. Wears staff down

1. Often challenged by students, parents a. Need to be able to take them offline and into a private

space i. 1-on-1

r. Meeting spaces i. With student, student and family, staff, project teams

s. Direct connections i. Shoulder-to-shoulder with SFS and SFA, Retention Office, Admissions,

Processing Center, Veterans, International Students (F-1 Students), Advising, Academic Departments

t. Production privacy (back office) i. Lots of info to process ii. Work space, physical space to spread out work

u. Training space i. Cross-training to constantly occur

v. Storage of paper – don’t want to bring to new building w. “Same Area” advantage x. Security support


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i. Sytems/info ii. Records iii. Even within the staff, have access levels

17. Glenda Ramirez, Administrative Assistant to the Vice President, Office of Enrollment Services

a. Receptionist b. Only 3 (with Corinne) c. Corinne has lots of meetings d. Needs:

i. Foodservice 1. Refrigerators, microwaves, sink 2. Staff lounge with tables 3. Separate from work space 4. Good exhaust 5. A space of respite

ii. Technology 1. Instant control over messages 2. Convey “we are high tech” 3. Signage

18. (not present, Corinne’s Assistant represented) Enrollment Information Services a. 7 b. 17 in back room c. often crash, have data/hardware issues with available power d. Smart Boards – use the Internet during meetings and trainings e. Ability to use “open space” as flex space

i. Peak time ii. Portable kiosks and workspaces and meeting rooms

f. Danny Paan asked the group overall about data storage: what kind, if any, is required?

i. Will need to review with the University’s Technology Services (I.T.) g. Shredding area h. Document assembly area

19. Corrine Webb clarified other departments that may come over to the new building, if space is available:

a. Undergraduate Advising i. Currently about the size of Admissions, could grow to 31 Advisors ii. Recently spent quite a bit of money on their space, so they are considering

how feasible it is to move them b. Graduate Admissions – currently housed on the 2nd floor of the old medical building

and in the PC building c. Orientation

i. Discussions to follow as to personnel, how they operate and space needs 20. Corrine Webb clarified some of the departments that will most probably operate as satellites

during Peak Times, most likely in pods; they are non-permanent: a. Health Services b. Parking and Transportation c. Student I.D. Services d. International Student Services

Day 2, Session 2: The second session of Day #2, which occurred in the afternoon, was designed to allow Staff Representatives the opportunity to more clearly define their current staff size, operations


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and space allotment, as well as, future anticipated growth/changes. These discussions occurred in smaller breakout sessions and were directed through a series of questions asked by the Gould Evans Team, as follows: (Notations that add to what was specifically said by the participants will be in parentheses, typical)

1. Session with Admissions a. Participants:

i. Janice Borges, Assistant Director ii. Renee Peterson, Senior Associate Director iii. Randy Budde, Associate Director of Telecounseling iv. Barry Taylor, Director of Admissions

b. Currently, have 44 people c. Welcome Center d. Orientation e. Want to get away from the “silos” f. Want centralized

i. filing ii. storage iii. processing iv. lounge/break room v. meeting rooms vi. copying vii. scanning viii. shredding

g. need space and flexibility h. no significant re-organization seen in near future i. Call Center – management needs to be close by to see and interact j. Tour Area

i. Open center ii. Students give tours iii. Register on-line iv. Give tours 2-3 times per week v. Large group tours (50-60 people) vi. Work space – open workstations

1. Good for management 2. Good for duties

vii. Tour Guides 1. Answer emails 2. Put packages together 3. Support staff

viii. Offer 15-minute information session with person and video k. Prep Space

i. Flex space? ii. Mail information (processing) iii. (Tour Guide) brochures

l. Counseling Rooms i. A more steady need ii. Recruiters and families together

m. Conference room – flex space? n. Staff

i. Director (1), Barry Taylor, Office


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ii. Associate Director (2), Office iii. Assistant Director (1), Office iv. Recruiters (8), Office v. Office Manager (1), Clara, Workstation vi. Executive Assistant (1), Workstation vii. Admissions Secretary (1) viii. Support Staff (2), students, workstation ix. Technology (3), workstation x. Call Center Manager (1), office xi. Call Center (17), workstation

1. Phone and on-line chatting 2. From various departments 3. Plan for expansion (20/25 total)

xii. Tour Guides (4/5), workstation xiii. Welcome Center / Reception (currently 2 stations w/ 1 person, would like 4

stations) 1. Need to copy and want some conveniences (coffee, water)

xiv. Have 3 people in their offices that are “not part of Admissions”, they will need space (where?)

1. Budgeting (2) 2. Retention Services (1)

o. Needs: i. Conference room, currently accommodates 12 ii. Storage close to Prep

1. Publications, not sensitive iii. Copy

1. Close to Reception 2. Documentation for residency 3. Gets scanned in and sent to SAS for filing

iv. Break room – shared is okay v. Bulk of mail goes to processing, they get FedEx and interdepartmental mail

2. Session with Student Financial Services

a. Participants: i. Dwain Keddo, Director of Student Financial Services

b. Bursar – would like to be between Registrar and SFA c. SFS Staff

i. Director for SFS (1) 1. Responsible for Bursar, Cashiers, 3rd-Party billing (includes Library

fines but not Parking and Housing), and collections ii. Accounting Coordinators (3), office iii. Support Staff (2), workstation iv. Cashier (5/6, 12 at peak) OPS v. Bursar (1, 4 at peak) vi. Document Imaging (1), part-time, WANT vii. Phone Staff (1 is USPS, 1 is OPS part-time), workstation viii. Back office Staff (4 full, 1 part-time), 1 in office others in workstation

1. Analysis, collections, reconciliation ix. (Emily’s area?) (2/3), 1 office others in workstation x. Have 2/3 more that are work-study, part-time

d. Need:


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i. Main vault ii. Mini-safe (deposits) iii. Storage

1. mostly sensitive information 2. long-term

iv. copier/copy room 1. very sensitive material printed 2. visible

v. shredder vi. conference room

1. staff 2. students and families

vii. break room – shared is okay viii. lines – cashiers/bursars ix. small reception area

1. calls, incoming and outgoing 2. staffed by students on work-study

x. Separate entry for Brinks xi. Security cameras

1. Cashiers 2. Lines

xii. Credit card terminal for special events that University is holding 1. Kiosk / terminal for in-person payment by credit card

e. “Just Ask Me” Campaign i. Stand in lobby and comb the lines and often redirect them (get them out of

the wrong lines, take forms from them so they don’t have to stand in line, direct them elsewhere)

3. Session with Office of the Registrar

a. Participants: i. Steven Kelly, Director of Registrar (UP) ii. Sharon Eaddy, Director of Registrar (BBC) iii. Valerie Rios, Registration

b. Staff: i. Have 30 +/- permanent

1. 3 were lost recently to budget cuts a. Coordinator, Student Resolutions b. Coordinator, Space and Scheduling

ii. 13 OPS iii. 20-25 Work-study (students) – not all at the same time iv. 9 Administrative / management staff v. Director of Registration Services (1), office vi. Senior Associate Registrar (1), office

1. Coordinator, Admissions / Registration (1) a. Catalog, curriculum

2. Assistant Registrar, POS (1), Office a. front counter and call center b. Senior Admissions/Registrar Officer (PantherSoft) (1) c. Program Assistant (Appeals) (1) d. Admissions /Registration Officer (Front Counter) (2)


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e. Admissions /Registration Officer (Non-Degree, Transient) (1)

f. Admissions /Registration Officer (Call Center) (1) g. Call Center Staff (3.5 OPS) h. Front Counter (5 OPS)

3. Assistant Registrar, NCAA/Veterans Administration (1), Office a. 1-on-1’s b. NCAA Coordinator (1), Office

i. meets with Sports and with Academics 4. Assistant Registrar, Space and Scheduling (1), office

a. Senior Admissions/Registration Officer (WebViewer, Tech Support)

b. Senior Admissions / Registrar (2) c. OPS, Part-time (2)

5. Senior Admissions/Registrar Officer, Records (1) a. Program Assistant (Transcripts/Records) (1) b. Program Assistant (Program Changes) (1) c. Senior Clerk (Transcripts) (1) d. Senior Clerk (Imaging) (2) e. OPS Part-time (floater) (1)

6. Senior Admissions/Registrar Officer, Graduation (1) a. Admissions/Registrar Officer (2) b. (Enrollment Support Officer) – (Open Position ?) c. OPS Full-time (1) d. OPS Part-time (1)

vii. Associate Registrar (PantherSoft) (1), office viii. Associate Director (.5 FTE) (1), office ix. Associate Registrar (PantherSoft & Query/Tech/Data) (1) office

1. Coordinator Computer Applications (1) office c. Servicing Time: varies – 30-sec vs. 5 min. vs. longer d. Triage – pre-assessment e. Schedule Building (5) – department schedulers form the academic units often

come in for training with Space and Scheduling, most of the work is done electronically between Registrars and Academic Unit Schedulers

f. Final Exams Scheduling g. Records – transcripts, program changes (declaration of majors, minors) h. Document Imaging

i. can be in (1) central location ii. fax-to-image system almost in place

i. Graduation i. Certification – needs work surfaces ii. Long-term goal: paperless and on-demand diploma printing

j. PantherSoft Student Info System i. PeopleSoft product over Oracle ii. Multi-million dollar system that runs the entire University system

k. Location of the call center -- Not very accessible to others outside of Admissions l. Graduate Admissions (a good thing, per Valerie Rios) -- Implementing a card swipe

system that checks student in and assesses their need m. Storage – forms, letterhead, student records, microfiche & film and machines n. Break Room -- can be shared o. No reception is necessary


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p. Consider the Virtual Student Academic Support Services

4. Session with Undergraduate Processing a. Participants:

i. Paulina Sigler, Director of Undergraduate Processing ii. Mariana Flores-Herrera, Senior Transfer Services Officer iii. Maria Cristina Montoya, Senior Enrollment Processing

b. Works closely with Registration, Admissions and Financial Aid – sometimes called into meetings with students/families

c. Director, Paulina , (1) office i. Have to have visual access to workstations

d. Senior Enrollment Services Officer (Kristy and Marianna) (2) office, may be workstation

i. Have to have visual access to workstations e. Coordinator (1) f. Open workstation area (40 positions)

i. Evaluation Staff 1. Somewhat quiet, can work as a group 2. 1 position is a Supervisor

a. 7 Domestic Evaluators b. 2 International Evaluators

ii. Mail Room 1. Front end and receive items 2. 1 position is a Supervisor

a. 4 people with 5 stations iii. Scanning Room

1. (5) full-time 2. Files need to be close by (currently have mechanical, high-

capacity iv. Data Entry (9)

1. 1 position is a Supervisor 2. Have 3 extra desks – work area for layout and assembly 3. Printer – large communications

v. “Suspension” (in limbo) (3) – deal with large amounts of information, 23,000-30,000 pieces

vi. Office Manager (1) vii. Tech Support (1) viii. Transfer Credit and Degree Audit (8)

g. Needs: i. Copy room – print on their own letterhead (all departments have their own

letterhead) ii. Faxes iii. Supply room – paper, pencils, pens iv. Storage room v. Meeting/conference room – 10-15 vi. Break room – small vii. Room/space viii. Comfortable ix. Mail – receiving – go to departments to pick up and go to Campus Mail

h. Concern: noise from events at stadium or from the exterior


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5. Session with Student Financial Affairs a. Participants:

i. Francisco Valines, Director of Financial Aid ii. Ida Pabon, Senior Associate Director of Financial Aid iii. Ally Exposito, Office Manager iv. Maria Tolon, Associate Director v. Ana Guida, Customer Service Coordinator

b. Staff: Have 54 +/- i. Director (1) office ii. Associate Director (2) – supervise staff – visibility iii. Assistant Director (3) – supervise staff – visibility

1. Funds and accounting 2. Processing 3. Public image and inquiry (customer service)

iv. Coordinators (14) office 1. 10 see students (1-on-1) 2. 4 don’t see anyone

v. Office Manager (1) vi. Support Staff (9) workstation vii. Work-study (20 +/- at one time; 30 per semester)

1. Workstation with computer, some with phones, as well viii. OPS (4) temp, full-time

c. Needs: i. 1-on-1, private with students, need computer to access student files ii. Conference room – various sizes need to be accommodated

1. Managers 2. Coordinators 3. Entire staff

iii. Break room iv. Copy, fax, printer area v. Storage – brochures (6-9 month supply), supplies vi. Counseling can happen separate from offices

d. Administer a Federally-funded program titled “America Reads Program” – students apply and are interviewed and trained outside their offices by the County

e. Division-wide Project Teams – 20-30 in a Team with about 4 Teams total i. Sometimes all meet together

6. Session for Enrollment Information Services a. Staff: (18+/-)

i. Director, Grace Salas (1) office ii. Associate Director (1) office iii. Assistant Director (1) office iv. Coordinator (4) currently share 2 offices – office for each v. Students, OPS & work-study, part-time (8-11, sometimes all are there for

production, assembly) work area/stations b. Needs:

i. Power ii. Conference room

1. 15-20 2. Smart Board 3. TECHNOLOGY


8.0 - APPENDICES


iii. Printing room 1. Plotter (large format) 2. Printer

iv. Copier v. Work room/area – posters, assembly vi. Storage – rolls of paper vii. Usability Room

1. Hands-on-training 2. 10-15 (if shared, 30-40) 3. TECHNOLOGY

7. Session with Office of the Vice President for Student Enrollment Services a. Staff:

i. The Vice President, Corinne Webb (1) office w/ small conference table and chairs

ii. Administrative Assistant (1) office 1. Assistant (1) workstation / reception duties

b. Needs: i. Conference room

1. 20 2. Smart Board 3. Scanner 4. DVD player 5. Computer

ii. Storage 1. Files – budgets, meeting notes

iii. Copy Room – copier, shredder, fax iv. Seating in Reception

1. 4 chairs 2. Table 3. Water 4. brochures


APPENDICES - 8.0


10.2 REFERENCES APPENDIX "C," Telecommunications Wiring Standards and design construction procedure. Latest edition. FIU Building Standards. Miami, FL: Florida International University (Office of Finance & Administration, Facilities Management Construction Services). FIU Data Center Construction Requirement. Latest edition. Miami, FL: Florida International University (University Technology Services). Worlds Ahead: Florida International University 2010-2015 Strategic Plan. Miami, FL: Florida International University. 10.3 ABBREVIATIONS AND DEFINITIONS FIU Florida International University GC Graham Center Building PC Prima Casa Building SASC Student Academic Support Center

Cover images: Florida International University

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